A Project Based Learning Report on Recruitment, Engagement and Retention

Harshitha N and Dr Shreevamshi Naveen
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Harshitha N: Dayananda Sagar College of Engineering Department of Management Studies
Dr Shreevamshi Naveen: Dayananda Sagar College of Engineering Department of Management Studies

International Journal of Research and Innovation in Applied Science, 2025, vol. 10, issue 9, 1008-1023

Abstract: This report delivers an in-depth examination of Capgemini’s Human Resource Management practices, specifically within the areas of recruitment, screening, selection, engagement, and retention, in alignment with the objectives of the Recruitment, Engagement, and Retention (RER) curriculum. As a top consulting, technology, and digital transformation services company with over 350,000 employees in over 50 countries, Capgemini functions in a extremely competitive talent market that necessitates strategic, flexible, and technologically sophisticated HR processes. The recruitment system of the company follows a diversified strategy involving campus hiring, lateral recruitment, and domain skill acquisition backed by strong employer branding and digital promotion. Screening procedures are backed by AI- facilitated Applicant Tracking Systems, technical skills tests based on competencies through platforms like Hacker Rank, Codility, and SHL, and behavioral tests through platforms like Pymetrics, with strict bias audits ensuring fairness and compliance. Selection is governed through structured interviews, panel assessments, business games, and assessment centers, with weighted decision-making models taking into account technical skills, soft skills, and cultural fit. Engagement programs are inclusive, with a focus on ongoing learning through Capgemini University, formal recognition like Applause and ACE Awards, holistic Diversity, Equity, and Inclusion (DEI) initiatives, well-being initiatives, and flexible work models. Retention programs blend competitive pay packages, career progression tracks, talent development opportunities, and predictive analytics for attrition management, with a view to achieving long-term talent stability. The findings underscore Capgemini’s success in harmonizing advanced technology with a people-centric philosophy, creating an inclusive, engaging, and performance-driven workplace; however, opportunities remain in further personalizing engagement strategies, recalibrating the technical-soft skill balance in selection, and accelerating response to attrition indicators. Collectively, these practices position Capgemini as a benchmark for sustainable, inclusive, and globally scalable talent management within the IT consulting sector.

Date: 2025
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