Human Resources Management

FACULTY OF ECONOMIC, POLITICAL AND SOCIAL SCIENCES AND SOLVAY BUSINESS SCHOOL

Selection and recruitment practices in the consulting and audit sector

A comparison between Deloitte and Capgemini – case study.

2009-2010

Team 14: Coppens Anne, Fauvart David, Ozcam Selcan, Özalp Yücel, Ozdeniz Burcu, Radiom Soheil

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TABLE OF CONTENTS

Introduction…………………………………………………………………………………….3

Deloitte: Recruitment and Selection Process…………………………………………………..5

Capgemini: Recruitment and Selection Process……………………………………………...11

A Comparison between Deloitte and Capgemini……………………………………………..15

Conclusion and Recommendations…………………………………………………………...18

Bibliography…………………………………………………………………………………..21

Appendix-I: Overview of the interview scheme.......................................................................23

Appendix-II: PowerPoint Presentation Deloitte…………………………………………...…26

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INTRODUCTION

Human Resource (HR) is emerging as a key department in assessing the competitive assets of organizations. HR managers and professionals, by virtue of their knowledge about human performance, are well positioned to exercise strategic leadership and contribute significantly to a firm’s competitive advantage. This paradigm shift concerning the value of human resources will therefore create opportunities for the HR function to develop a more strategic role in a firm’s operation (Lawler & Mohrman, 2003).

There has been a dramatic shift in the role of Human Resource Management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on...