A satisfactory start to any career - Associate Capco Employee Review

Thank you for your review and taking the time to share your insights based on your experience at Capco. The constructive feedback you have provided is helpful and we will take this on-board as part of our continued efforts to enhance our processes. You have raised a number of points in your review and we would like to respond to your comments in the Advice to Management section. 1. Managing AO expectations about the nature of the work – Associates joining the firm take part in a rigorous assessment process, which not only allows us to determine that they are the right fit for the firm, but also allows them to determine that Capco is the right place for them in terms of career opportunities and culture. Throughout this process, candidates have the opportunity to meet with a number of people from the business to provide them with insights into the types of projects they may be working on. We understand that this is a key part of the decision-making process for candidates, and as such, we always try to provide a true picture of the opportunities available. To your point, while some projects will be in the digital space or focus on strategy, Capco works with clients right across the financial services industry on a wide variety of interesting, challenging and often topical projects. 2. Managing AO expectations and transparency about rank, reputation, and promotion – Capco operates as a meritocracy with a ‘no time in grade’ policy. As such, anyone who is performing at the level above for a sustained period of time can be considered for promotion. We have many examples of this. Promotion decisions are made by a committee and are based on an assessment of an individual’s experience, skills, and readiness, as well as feedback from a range of stakeholders, both internal and external. All Associates are reviewed twice per year and we encourage ongoing feedback to be shared throughout the year. If any employee feels they need more guidance around their career development, they should reach out to their HR representative to discuss. 3. Clear communication of roles and capabilities for advocating for employee needs – thank you for your feedback on this point. We do try to make this clear during the induction process, however appreciate that there is a lot of information to take on-board when joining a new firm. We will look at what we can do to ensure that Associates (and all new joiners) are aware of the various support available. 4. Coaching commitments and expectations for both the AOs and their coaches – many Associates are not sure where their interests lie and/or want to keep their options open early on in their consulting career. However, similar to the point above, this is something we will take on-board and can look to communicate more broadly. 5. Communication between upper management and junior staff – the idea you raise here is an interesting one and something we will explore further. We run these sessions at certain times of year e.g. after year-end reviews and also Partners often host breakfast/lunch sessions for smaller groups. We will look at whether this is something we can do more broadly. Thank you once again for taking the time to share your feedback and we wish you luck in your future career.