Shor t Takes
Consulting: What will be your approach to
acquiring and retaining talent?
Rovak: We are obsessed with attracting the industry’s
best talent. I mean that both on the Fahrenheit and
Capgemini Consulting side. Everyone in consulting
says the same thing, “we’re a people business”, but
to make that real it’s not about HR policies. It’s about
how are we challenging people and what kinds of
problems are we asking them to solve. How are we
putting them into positions where they’re going to get
to crack really hard problems with capabilities others
can’t bring to bear? Should we be thinking about our
engagement model? Should we be spending less time
on site? What are the 2 to 3 skills we should be over-training people on? What are the unique Fahrenheit
and Capgemini skills that need to be out there versus
just having a big corporate training program?
Anyone can teach you how to be a consultant, and
then you basically go through your career and change
jobs 4 to 5 times with the same basic skillset. We have
to be able to define and train on those core Capgemini
Consulting skills that make sense of the new product
we’re developing. I don’t believe in the idea of retention programs. I believe in building something that
has its own gravity, which people stay in for a reason.
Retention programs are an incredibly outdated idea,
particularly for a millennial workforce. We need to be
the place that is right for this generation of consultants. If in two years we don’t have the industry’s top
talent pool, we haven’t made it.
Consulting: How has the generational shift in the
industry factored in to your approach to talent?
Rovak: The average millennial has three jobs in five
years. You can give someone five different titles and
levels and expect and hope for them to be there for 20
years, but that’s not the promise we make to people.
We promise that we’re going to train them like crazy
and then graduate them. On the Fahrenheit side, our
product is not just innovation but innovators. We’re
going to produce people who we’re going to celebrate when they leave, and help them get their next
job when they go. We need very powerful, educated
alumni out there. In order to do that, you need to make
a promise. What I need is 3-5 years of your career, I
need your entrepreneurial energy, and for you to bring
your whole self to work, and then when it’s time to
move on, we’re going to facilitate that.
Consulting: What are some of your goals for
Rovak: Growth in North America is a huge part. We can
be double or triple in size of what we are today. We
have a unique capability that fits a gap in the market.
I would reinforce the idea that we get there by being a
unique place for today’s and tomorrow’s consultants.
That means next-generation skillsets. If you ask how
I’d define success, I would say in a couple of years people are going to know and recognize a Capgemini consultant based on the way they think and the way they
solve problems. My goal is to have Capgemini consultants be the most headhunted, recruited, overpaid people on earth. If we get to that place we’ve done our job.