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Mitigation measures for addressing talent considerations in Indian GCCs
Mitigation measures for addressing talent considerations in Indian GCCs

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The four talent related considerations faced by Indian GCCs include –

  • Talent availability, capability, and employability
  • Attracting and retaining top talent
  • Leadership talent
  • Cost arbitrage

To address these talent related considerations, it is imperative for GCCs to address them with some mitigation measures, which include –

A. Investing in future talent availability, capability, and deployability – The focus of Indian GCCs has to be towards creating a steady stream of skilled workforce to meet current and emerging business needs through talent demand forecasting and building a robust talent pipeline. A digital skills framework needs to be built.

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There are various models which can be used to transform workforce strategies and models. These include –

  • Hire, Build, and Scale - This involves assessing the current workforce, taking action to fill the skill gaps through reskilling programmes and influencing the future pipeline through collaborations with academia to shape curriculum for strategic areas.
  • Borrow-augment - GCCs are various workforce models such as gig etc. through vendor partners and staffing services who provide a very competitive workforce model. This provides an agile and optimal option to balance talent needs for immediate and short -term requirements.
  • Co-create To support and enable rapid scale up, the assisted build or Build – Operate - Transfer (BOT) model has been witnessing significant uptake. This is also adopted to establish deep capabilities, which requires high-end, niche talent, allowing for rapid scale-up of GCC operations by leveraging niche expertise.

B. Attracting and retaining top talent - Some factors that influence and directly impact the ability to attract and retain top talent include:

 

  • The strategic narrative for establishing the GCC and alignment with the global organisation
  • Significance of the GCC to the global organisation and the level of empowerment
  • Scope of services across the business value chain
  • Vision and plans to establish deep capabilities in new emerging technology areas
  • Deep functional capabilities planned
  • Innovation agenda and the opportunity to collaborate with the start-up ecosystem and academia
  • Upskilling programmes that link learning paths to career paths
  • Hybrid workforce models embracing agility

C. Cultivating tomorrow’s leaders today - The rise of GCCs as strategic hubs and their evolving role demands a strong leadership pipeline and are continuously implementing measures to cultivate a strong leadership pipeline. Some of them include

  • 2 in a Box model - For critical roles within the GCC, a "2-in-a-Box" structure is established, which involves creating a counterpart role within the parent organisation and both share the ownership of roles, responsibilities and have common Key Result Areas (KRAs) for smooth transition of responsibilities.
  • GPOs - Global Process Owners (GPO) play a pivotal role in standardising processes, driving continuous improvement, and ensuring optimal performance across global delivery centres. A structured approach to GPO development involves identification, specialized training, and global exposure, leading to cost-effectiveness, cultural understanding, and enhanced process ownership. This strategic initiative empowers GCC talent, fosters global process ownership, and drives operational excellence organisation-wide.
  • Women roles - Women leaders continuously mentor aspiring women technologists through development sessions to help them evolve into the next level of their career path to enable women employees to build expertise by providing ample opportunities and thereby help them grow within the firm. Some high-performing and high-potential women managers are also identified, and trained through monthly sessions, applicative exercises and executive coaching for senior leadership positions.

D. Debunking the cost arbitrage myth – GCCs are rising up the value chain, embracing complex, specialised functions and hence wage arbitrage requires a closer examination. Globally, costs are increasing with job landscapes also shifting demanding a competitive compensation on a global scale. In addition, GCCs are witnessing rebalancing of resources owing to automation, reskilling, redeployment etc and improving their operational efficiencies. While cost remains a key consideration, however, it is not the only criteria and influencer of competitiveness and value delivery. While some niche skill sets might command similar salaries anywhere globally, cost arbitrage remains relevant for junior and non-core roles within GCCs. It may be imperative to build niche skills hubs and COEs from some key centres and shift process operations to other centres in tier 2/3 cities.

As GCCs in India are transforming and moving up the value chain, roles are expanding and evolving. Thus, strong talent acquisition and management becomes one of the critical success factors for GCCs as they move up the value chain and it is imperative to continue to build and maintain workforce to ensure that India remains the talent capital of the world.

 

To know more about the considerations faced by GCCs in India and some mitigation measures towards them, download the report from the following links –

Nasscom Community -https://community.nasscom.in/communities/gcc/gccs-india-building-resilience-sustainable-growth

Nasscom Website - https://nasscom.in/knowledge-center/publications/gccs-india-building-resilience-sustainable-growth

 


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Vandhna Babu
Chief of Staff - President's Office

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