A analysis on human resources: Case of Accenture (2007)
For our investigation of Human Resources at the conclusion of the training course fundamental with HEC, we chose to study the Accenture Company. Like any consultancy, Accenture gives special attention to the management of its human resources, not only because it draws from the value of its human capital the essence of its added-value but also because it is held as an example of how a company is able by itself to advise its customers in the field of human resources.
In the particular field of consultation,
Accenture is, on the plan of the management of the human capital, confronted with several challenges, like the challenge of profitability - renewal and the increase in its personnel to face the development of the activity of Accenture, in spite of a relatively high turn-over; the allowance of the resources, according to their competences on the various missions dealt with by the management; an obligation of performance of the individuals and teams, and logically, the management of a particular profile of employees, extremely advanced in their profession, largely eager to continue a career and to see their statutory conditions and remunerations improve regularly.
To answer these questions, we met two consultants of Accenture, one in charge of the Human Resources, and collected much information from the website of the company. For obvious reasons of confidentiality, certain statistical data were impossible to obtain.
Over the years, Accenture has grown from a systems integrator to an international business management and information technology consultancy, offering services in consulting, technology and outsourcing partners.
Accenture is a company owned by the partners (38%), employees (21%) and outside shareholders (41%). The company reported revenue of $ 19.7 billion in 2007.
It employs 170,000 people in 49 countries including 4700 in France (Paris, Lyon, Nantes and Sophia-Antipolis). Accenture spent $ 681 million in training its employees in 2007 which shows the importance given to human capital resources by the company.
Accenture's clients are very large companies (Alcatel, Axa, France Telecom, the Ministry of Economy and Finance, Danone, Total, Carrefour, SNCF, TF1, etc). Therefore, in order to cater effectively to the varied and complicated demands of these heavyweights, the company needs to have in place a substantial and highly qualified workforce.
Widely highlighted as we shall see, Accenture values include the following concepts:
Building a legacy for future generations, acting as a responsible company, promote the development of each and engaging with our economic partners.
? Best People: developing top talent
Recruit and promote top talent in our business, and encourage them to excel.
? Client Value Creation: creating value for our customers.
Improve the economic performance of our customers, building a lasting and mutually beneficial relationship based on the excellence of our services.
? One Global Network: a global network
To harness the power of teamwork around the world to provide continuous outstanding service to our customers.
? Respect for the Individual: respect for people
Promote diversity, provide a stimulating, open environment that is respectful of everyone.
Inspiring trust through responsible behavior and ethics, encouraging fair and open dialogue.
Tags: Human Resources Management in Accenture, Client Value Creation