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Finding equilibrium in today's hyper-accelerated talent landscape
Finding equilibrium in today's hyper-accelerated talent landscape

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In India, with today's hyper-accelerated landscape, we find ourselves poised at an inflection point. Unprecedented generational confluence presents opportunities. For example, be it a start-up maturing over its S-curve or an established player deepening its market, we see companies aiming to balance Gen X’s pragmatic resilience, Gen Y’s digital adaptation and Gen Z’s native fluency.

  • The generation that once waited for letters to arrive via snail-mail is now choosing privacy settings and disappearing message options on their favourite instant messaging apps.
  • The generation that queued up in banks to get savings bank passbooks updated is now using UPI with elan at their neighbourhood street-food vendor, or paying virtually while a dependable rider from a new-age app picks up goodies and delivers it instantly.

We live in a Techade, where behind every technological advancement stands the human ingenuity that created it. As digital transformation accelerates across industries, the fundamental question for organisations isn't just about adoption – that is a given, for survival. Instead, the question is about nurturing talent that will drive innovation forward, even as the definition of talent evolves.

Today’s talent needs to have the ability to curate phygital experiences (integration of physical and digital elements) while managing new age digital risks and building trust amongst users.

The Indian technology and innovation industry has emerged as a powerhouse on the global stage where both pure play technology firms and Global Capability Centres (GCCs) contribute significantly to the country’s economic growth. I attended a conference the other day where an innocuous comment by a presenter that India added almost 1 new GCC per week on an average last year, led to a surreal, yet not unexpected realisation that as a nation we have the license to shape the talent landscape.

  • Skill Gap: Despite a vast technical workforce in India, there exists a significant gap between available talent and specialised skills required for emerging technologies at scale. The talent of tomorrow needs to be astute in building trust, navigating ethical dilemmas and managing the risks of an interconnected world in shaping interactive user journeys.
  • Continuous Sluggish Churn – India experienced the Great Meteoric Reshuffle a couple of years back while a part of the western world was reeling under the Great Resignation. Back then, talent in India had a constant supply of multiple simultaneous offers, that led to organisations facing high offer drops. While the tide has ebbed to a great extent now, attrition has settled back into a sluggish, yet continuous churn – where the phrase ‘India has a war for talent’ continues to stay as relevant in 2025 as it did two decades ago.
  • Changing work preferences: Post pandemic, and after India Inc. navigated the Black Swan moments, colleague expectation have radically shifted en masse towards flexible work arrangements, better work-life balance and purpose driven roles.

So how do we navigate this?

Here are 4 levers we can leverage:

  1. Pivot on Talent: Hire right, invest in comprehensive upskilling and reskilling programs.
  2. Re-imagine Hybrid Working: Define models, however enable freedom in a framework.
  3. Build the New Age Risk muscle – Anticipate and manage digital risks on the horizon.
  4. Double down on Employee Value Proposition: Build a purpose driven culture; differentiate pay for performance; focus on colleague experience, leverage hyperpersonalisation where pragmatic.  

While there is no silver bullet – the talent challenges are surmountable. As technologies evolve, we need to help humans and new age Tech find equilibrium - confronting moral questions, and creating a workplace of the future that focuses on installing talent where the skills reside.

 

About the author

About the Author - Poulomi Saha

A corporate professional with more than two decades of experience, Poulomi has held a variety of roles in her career spanning across countries and functions. Poulomi is an XLRI alumnus with diverse experience in Banking, Financial Services and Manufacturing industries. She has led country and global assignments across different HR areas such as Business Partnering, Compensation and Benefit, Talent and OD, M&A and Business Change and Transformation. Poulomi currently heads Reward, Pension and Benefit for the International Hubs at Natwest Group. At NatWest, she has worked in Centre of Expertise and Front Facing HR, and has been responsible for providing thought leadership and counsel working with business, driving the strategic people and culture agenda, business transformation and change. She is passionate about building an environment that fosters a culture of high performance, creates diverse and inclusive teams and champions boundary-less collaboration.


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