Capco reviews

We are pleased to read that you enjoyed working with your Capco colleagues and many of the benefits, however we are disappointed to read your comments around performance management and development at Capco. We operate two performance review cycles per year, which includes two promotion cycles. Colleagues are assessed against our competency framework and assessments take into account feedback from a variety of stakeholders including an individual’s coach, manager, and others they have worked with in the given period. A specific percentage of the overall performance assessment is directly linked to Community, which ensures that where an individual has made a contribution, this is recognized and rewarded. However, the majority of the performance assessment is always weighted towards performance in the individual’s core role. Given the nature of consulting roles, our roundtables are an opportunity to ensure that individuals receive a fair assessment comparable to their peers, with space for coaches to discuss their proteges achievements and any development areas. There is an extensive training curriculum available to colleagues at all levels, supported by our recently revamped L&D Framework, and Milestone Schools per level. The bench concept is very common in consulting firms as this gives the business the flexibility to respond to client demand. We have dedicated Resourcing teams in all regions to support colleagues in identifying new project roles. We always aim to ensure that our people can select a role in line with their career aspirations, however on occasion, business and client demand mean that an individual may be placed in a role which does not perfectly align with their aspirations. In these instances, individuals are supported by their manager and coach to ensure that they are still able to develop within that role and to transition to a new role when possible. Like many consulting firms, Capco has faced some challenges in the current economic climate which has impacted the demand for consulting services. As a result, some colleagues have been offered voluntary, short-term sabbaticals and voluntary redundancy. Wherever possible, we have made alternative arrangements, including adapting our hiring activities to prioritize the resourcing of employees. Where this has not been possible, any redundancies have been managed sensitively and individuals offered the relevant support. Leaders have also been as transparent as possible with colleagues in the business, while being mindful of those impacted by these decisions. As a firm, we want to create an environment where all our employees feel supported, and we would encourage any colleague who feels they need additional support to reach out to their HR Business Partner, Coach, or a member of the Leadership Team.