The total number of employees at Capital One worldwide increased overall from 2011 to 2024, despite some fluctuations. In 2024, the company employed ****** people, a notable decline from 2022, when the workforce reached ******.

In fiscal year 2024, the total number of employees at Capital One Financial Corporation was 52,600. The employee count increasedby 613 from 51,987 (in 2023) to 52,600 (in 2024). It represents a 1.18% year-over-year growth in employee count.

Capital One Financial reported 51.99K in Employees for its fiscal year ending in December of 2023. Data for Capital One Financial | COF - Employees Total Number including historical, tables and charts were last updated by Trading Economics this last December in 2025.

In 2021, the share of white employees at Capital One was the highest on executive and senior leadership level, where more than ** percent of the executives and senior managers were white. The percentage of white employees was similarly high among sales workers. Among the first and mid-level officials and managers, the share of white employees decreased below ** percent, and among professionals, it was slightly more than ** percent. Only among the administrative support workers was the share of white employees lower than ** percent.

As of December 2022, the share of female employees in the total U.S. workforce composition of Capital One was ** percent. Between 2019 and 2022, the share of female employees decreased slightly with *** percentage points in difference.

The organizational structure of Capital One Financial Corporation is as follows: Richard D. Fairbank Chairman and CEO at Capital One Financial Corporation, received a total compensation of $27.61 M in 2022, Neal A. Blinde President, Commercial Banking at Capital One Financial Corporation, received a total compensation of $25.93 M in 2022, Frank G. LaPrade, III Chief Enterprise Services Officer and Chief of Staff to the CEO at Capital One Financial Corporation, received a total compensation of $7.34 M in 2022, Sanjiv Yajnik President, Financial Services at Capital One Financial Corporation, received a total compensation of $6.97 M in 2022, Andrew M. Young Chief Financial Officer at Capital One Financial Corporation, received a total compensation of $5.26 M in 2022.

Comprehensive employee headcount breakdown for capital one by department and geographic location

About Dataset

Context

This dataset contains financial information of 1500 companies across 8 different industries scraped from companiesmarketcap.com on May 2024. It contains information about the company's name, industry, country, employees, marketcap, revenue, earnings, etc.

• The scraped program of this dataset can be found in Industry Market Cap Analysis Github repository.
• Tableau visualization of this dataset can also be found in Industry Market Cap: Visualization

Content

The dataset contains 2 files with the same column names. scraped_company_data.csv file is further transformed and cleaned to produce the finaltransformed_company_data.csvfile.

1. Company: Full name of the company
2. Company Path: Website URL of the company
3. Industry: Associated industry of the company
4. Country: Location of the company
5. Employees: Total number of employees of the company
6. Market Cap: Market capital of the company (as of Mar 2024)
7. Revenue: Company's current revenue (31 Mar 2023 - 31 Mar 2024)
8. Earnings: Company's current earnings (31 Mar 2023 - 31 Mar 2024)
9. Operating Margin: Company's current operating margin (at the end of 2023)
10. Total Assets: Company's total assets (as of Mar 2024)
11. Total Liabilities: Company's total liabilities
12. Total Debt: Company's total debt
13. Net Assets: Company’s net assets
14. PE Ratio: Company's current price-to-earnings ratio (31 Mar 2023 - 31 Mar 2024)
15. PS Ratio: Company's current price-to-sales ratio (31 Mar 2023 - 31 Mar 2024)

Acknowledgements

The website companiesmarketcap.com was used to scrape this dataset. Please include citations for this dataset if you use it in your own research.

Inspiration

The dataset can be used to find industries with the highest average market value, most profitable industries, most growth-oriented sectors, etc. More interesting insights can be found in this README file.

In 2024, BNP Paribas had a global workforce of approximately 177,950 employees, a significant increase from its workforce of around 90,000 in 2003. The bank's employee count reached its peak at 205,000 in 2010. Headquartered in Paris, France, BNP Paribas maintains an extensive international presence with operations spanning multiple continents. More about BNP Paribas BNP Paribas stands as a leading European bank with robust tier 1 capital, a key indicator of financial strength. This measure reflects the bank's core capital and its ability to absorb potential financial shocks. As France's leading bank by market capitalization, BNP Paribas demonstrates substantial financial resilience and market prominence. Why is the number of employees important? Employee count can provide insights into a company's operational scale. Despite technological advances like ATMs and online banking reducing direct customer interactions, banks continue to rely on skilled professionals such as analysts, financial planners, accountants, and legal experts. Comparing BNP Paribas's workforce to other leading banks offers a glimpse into the breadth of its global operations.

Truist Bank had the highest proportion of Black employees among major U.S. banks, at ***** percent of its total workforce. Capital One ranked second at over ** percent, while PNC, Bank of America, and JPMorgan Chase each maintained Black employee representation between ** and ** percent.

Except for JPMorgan Chase, Citigroup, Capital One and Bank of America, the share of minority employees in the total U.S.-based workforce of the leading U.S. banks was less than ** percent. Among the observed banks, JPMorgan Chase had the most diverse workforce, with ** percent of the employees who self-identified were racial minorities. JPMorgan Chase was followed by Citigroup, where the share of people of color was approximately ** percent. Capital One ranked third in terms of racial diversity. Here, the share of non-white employees in the U.S.-based workforce was **** percent. The share was the lowest at PNC Financial Services, where approximately ** percent of the workforce were non-white.

In 2023, the share of female employees in the total workforce of most leading U.S. banks exceeded ** percent. Among the observed banks, Truist and PNC Financial Services had the highest share of female employees in terms of the total workforce, at **** and ** percent, respectively. The lowest share of female employees was seen at Capital One and Goldman Sachs, where the share of women was less than ** percent.Gender diversity: total workforce vs. senior management The relatively high share of female employees in the total workforce of leading U.S. banks may show gender diversity in a good light, but the devil is in the details. The share of female executives and senior level officials and managers in the largest U.S. banks was significantly lower in 2023. The relatively low share of female executives and senior managers in banks is not unique. In numerous other industries, the share of women employed on executive and senior levels tends to be lower than the share of women in the total workforce. Global gender gap index There has been a gradually increasing focus on gender equality in recent years. The global gender gap index was first introduced by the World Economic Forum in 2006 to measure the gender-based gaps among four key dimensions (economic participation and opportunity, educational attainment, health and survival, and political empowerment), and to track the progress of closing these gaps. Based on the four dimensions, the index scores each country between * and *. In 2023, Europe held ***** spots in the top ten, while the United States ranked ****.

With the acceleration of the process of social aging, the re-employment of middle-aged and elderly people has gradually attracted the attention of society. Due to the relatively low barrier to entry, the hotel industry is favored by middle-aged and elderly people who are re-employed. This study analyzes the impacts of the three-dimensional capital on the job performance of middle-aged and elderly employees and investigates how organizational support and age discrimination moderate the effect of job satisfaction on job performance. A self-administered questionnaire was distributed to 400 hotel employees using convenience sampling. First, the three-dimensional capital has a positive impact on the job performance of both middle-aged and elderly employees; second, Job satisfaction has a mediating effect between the three-dimensional capital and the job performance of middle-aged and elderly employees; third, perceived organizational support positively moderates the effect of job satisfaction on job performance of middle-aged and elderly employees, and age discrimination perception negatively moderates the effect of job satisfaction on job performance of middle-aged and elderly employees. Theoretical and practical implications, as well as limitations and future research directions, are discussed.

The Brussels-Capital Region has a large working population or population of working age and also attracts a very high number of workers who live in the two other Regions of the country. How many workers does the Region have ? In which sectors are they employed and at which salary ? Where is the employed population in Brussels? What about the unemployment figures ? Find BISA statistics on the job market sorted by: place of residence of the labour force (population of working age, working population, unemployment, etc.) and place of work (numbers of employees, self-employed, salaries, etc.).

Visit also the Monitoring des Quartiers website, which offers a range of indicators for the 145 districts within the Brussels-Capital Region ➜ https://monitoringdesquartiers.brussels/

In the world of globalization, knowledge workers have grown in importance to organizational development. Currently, the intelligence voice assistant (IVA) has a high degree of participation in people's lives, displaying a trend of becoming an emotional partner for humans. Therefore, whether the application of IVA can help enhance organizational communication for knowledge workers is worthy to be explored. This study adopted an interactive situation-simulation survey experiment to explore the impact of the application of IVA on knowledge workers' perceived supervisor support, psychological capital, and employee wellbeing, using a 2 (voice gender: male/female) by 2 (voice characteristics: machine-like/anthropomorphic) between-subject experimental design with two additional control groups (text-only/no-interaction). Besides, voice interviews were designed to understand what knowledge workers need from the IVA. Results show that: (1) There were pair-wise correlations among perceived supervisor support, psychological capital, and employee wellbeing of knowledge workers, and psychological capital played a complete mediating role between perceived supervisor support and employee wellbeing; (2) There were significant differences among the scores of different groups (the experimental groups, the text-only control group and the no-interaction control group) on perceived supervisory support and employee wellbeing, with the experimental groups overall better than the control groups. (3) Knowledge workers hope that the services provided by the IVA mainly include three categories: work support, emotional support and life support. In conclusion, this study shows that the use of IVA can significantly improve perceived supervisor support, psychological capital, and employee wellbeing of knowledge workers, and provide some useful directions for the product design.

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Data Description

• capital - capital in millions of euro
• labour - quantity of staff
• output - release of production in millions of euro
• wage - salary for one employee in thousands of euro

The statistic illustrates the number of male dependent employees working for one-star hotels in the Italian city of Rome Capital from 2010 to 2013. As of the survey period, the number of male dependents employees working for one-star hotels in the Italian city of Rome Capital increased rather consistently: if in 2010, the number of employees was ***, in 2013, it reached ***.

Building on the emerging research on organizational resilience in crisis, we tested a model of transformational and directive leadership styles and their association with organizational resilience in a crisis via employees’ psychological capital. Three hundred and one small and medium sized enterprises in Kenya provided usable survey data. The hypotheses were tested using multilevel structural equation modelling (MSEM) technique. The results show that both transformational and directive leadership styles were significant and positive predictors of organizational resilience through the mediating role of employees’ psychological capital. From a practical perspective, as SMEs struggle to be resilient during crises, leaders should adopt effective leadership styles such as transformational and directive and also consider their employees’ psychological experience of a crisis.

This paper examines the extent to which human capital within a firm is associated with technology development. We develop and apply an original and more objective measure of technological advancement based on companies’ transitions from their current economic activity into a new one involving a higher or lower level of technological intensity. We use data from 2009 to 2015, when CAE Rev.3 was adopted, to ensure better harmonization of the dataset. The study focuses on technology intensity within manufacturing industries, based on two-digit CAE codes. We use an extremely rich longitudinal matched employer-employee micro dataset, Quadros de Pessoal, which covers nearly all Portuguese private companies and their employees. Our results show that three factors contribute positively and significantly to technology development: education level, prior work experience in the same industry, and the combination of STEM education with prior work experience in the same industry. This paper advances understanding of the link between human capital and technology development by introducing an objective measure of technological advancement, adopting a conceptual framework that emphasizes the combined effects of human capital, and demonstrating the value of matched employer-employee microdata for analyzing firms’ technological trajectories. The findings also provide managerial and policy insights into how to increase the likelihood and speed of technology development.

Objective: Work stress is one of the urgent public health problems, which has aroused wide attention. In addition, work stress also has a negative impact on the development of enterprises. This study has three purposes: (1) to understand the current status of working stress among couriers, (2) to examine the association between work stress, job satisfaction and sleep quality of Chinese couriers, and (3) to verify the mediating role of psychological capital.Methods: A cross-sectional survey was conducted among 3000 couriers in Beijing of China from January to December 2019 using cluster stratified random sampling. Descriptive statistical analysis was used to describe demographic characteristics of respondents. Pearson correlation analysis was used to analyze the correlation among work stress, job satisfaction, sleep quality, and psychological capital. The mediating analysis was calculated role of psychological capital.Results: A total of 2831 participants were included in this study. The average score of work stress was 2.49 ± 0.76. Work stress was negatively correlated with job satisfaction (r = −0.266, P < 0.01), sleep quality (r = –0.142, P < 0.01), and psychological capital (r = −0.268, P < 0.01), respectively. The direct effect of work stress on job satisfaction is –0.223, and the total effect of work stress on job satisfaction is –0.267. The a*b*c’ is positive, indicating the mediating role psychological capital has in explaining the relationship between couriers’ work stress and job satisfaction. Moreover, psychological capital plays a mediating role between work stress and sleep quality among couriers.Conclusion: Couriers face certain work stress and should be paid attention to and psychological capital can effectively alleviate the work stress of couriers, so measures can be taken to improve it, promoting healthy development of employees and organizations.