capgemini featuredIn a blog post last year, the CEO of our Applications Business, Paul Margetts reflected on our corporate culture around flexibility.

He said that whilst we were starting in a good place, with 61 per cent of our employees saying they felt they had flexibility around their personal circumstances, he wanted to see this improve to 100 per cent. We’ve worked hard on this over the last year. Internally, we focussed our efforts on empowering our people to work collaboratively to get a better balance between their work and personal lives. We re-shaped our Work Life Harmony policy, in recognition that whilst formal flexible working patterns are great, sometimes an informal arrangement can be just as powerful.

We encourage our employees to have conversations with their managers and teams to find ways of working which suit them, and the teams around them.

Speaking personally, I think I’ve got people in my circle at work who work pretty much every pattern going, from people like Sales Director Mary, who works full time, but always collaborates with her teams to make sure she can support her sons when they need her; to Andrew who starts and finishes early so that he can be home for his kids’ bath-time. Mary and Andrew both have informal arrangements in place, but there are others who have formal flexible working arrangements in place, like Lisa, who works term-time hours only, and Caroline who works four days a week. All of these individuals are client-facing, and recognised high performers, and “must-haves” for key projects – they are brilliant ambassadors for flexible working approaches which are right for the individuals and their teams.

We’ve made great progress in the last year, with a shift of seven percentage points, taking us to almost 70 per cent of our employees who feel they have flexibility around their personal circumstances.

We’re proud of the progress we’ve made, and we still want to do more. One of the areas where we really wanted to make a difference, was with our openness to a more flexible approach for new hires. We weren’t alone – the brilliant “Hire Me My Way” campaign recognises that this is a challenge in many areas of professional life, with new recruits rarely being offered the opportunity for flexibility which you might see as an existing employee (The Timewise Flexible Jobs Index states that “only 8.7 per cent of jobs paid £20,000 or more (full time equivalent) are advertised with part-time or flexible options”). So our Apps business, under Paul’s guidance, have taken another bold step.

All of our new roles are now advertised with the commitment that if you are the right person for the job, we will have a conversation with you about the way you want to work. We want to make sure that we find the right people to work in our teams, and we know that working full-time isn’t necessarily right for everyone. If you are the right person for a role with us, we will find the way of working which suits you.

To find out more, visit our careers pages.

About the author

Tricia Driver, Capgemini

As part of my role as our Capgemini Consulting Strategic Learning and Development Business Partner, I retain a strong focus on inclusion from my previous role as Capgemini’s UK Talent Diversity and Inclusion Lead. I’m driven by ensuring that we attract, retain and develop the best possible talent from as broad a population as possible. We know that teams with a rich diversity of backgrounds and profiles are the ones which come up with cutting edge innovative solutions. We have a terrific offering for all our employees, and we want to make sure that message is out there in the market place for everyone to see. I believe that inclusion is about more than just the absence of exclusion. We have to make a proactive and concerted effort to ensure that everyone in our organisation feels completely free to be their real selves at work.