A workforce that is inherently capable of fluidly reshaping itself without the limitations of yesteryear talent management scripts. That is the talent transformation vision of most GCCs today. At the core of this reimagined vision lies a foresight that prioritises agility over rigidity, and proactiveness over reactiveness. This vision believes a workforce is capable of self-metamorphosis, provided GCCs equip them with the right moulds, much like liquid metal or glass, shaping itself when poured into different forms. The key thought here is to build the foundation of GCCs through agile talent that evolves seamlessly with the needs of the times. The solution begins with thoughtful talent strategies that go far beyond hiring the right people; it is now all about cultivating the right skills. The focus must be on getting the talent framework just right to build a future-ready talent force that can seamlessly manage the inevitable disruptions.
It is essential that GCC leaders understand why this is an uncompromisable aspect of the fast-growing global GCC industry. A key reason fuelling the growth of GCCs across the world is a talent shortage in many mature markets. An Accenture study found that 91% of the world’s highly skilled workforce is accounted for by 30 countries, with a prediction that 67% of these professionals will be from the Asia Pacific region, Africa, and Latin America by 2030. Since GCCs are heading to where talent is, many of these professionals will find their way into them, becoming the vanguards of talent transformation. It is imperative that GCCs ensure the right fusion of technology and talent through a resilient framework that can sustain itself to support the evolving business models. After all, every GCC is looking to leverage local talent to innovate and build for the world, essentially bridging the talent gaps.
What does it take to build a GCC talent framework that can achieve talent transformation as envisioned above? Let us see how GCCs can achieve talent-led value creation by exploring two key aspects.
cultivate a learning culture
It is imperative to develop a purpose-led learning culture that aids holistic talent transformation. A culture shift is a must for any talent transformation initiative to succeed. The change must reflect equally from top to bottom, where leaders lead by being the first to embrace and propagate learning. This mindset change must necessarily have human-centric as a core value, where people are proactively encouraged to learn, experiment, and if required, even fail. This approach will prepare employees to switch roles seamlessly when needed. Every GCC employee must understand that learning is a core aspect of the GCC’s vision and embrace it with the same level of commitment, irrespective of their role or experience. This learning culture also embeds transparency and accountability into performance appraisals. In other words, learning must become a habit by choice.
To achieve this mindset shift, GCCs must integrate an AI-first approach to talent management, which is the next aspect of the talent framework we will touch upon.
embrace an AI-first approach to talent management
A recent industry report highlights a shift in pay strategies, with over 71% of GCCs now offering long-term incentives, such as Employee Stock Ownership Plans (ESOPs), Stock Appreciation Rights (SARs), and Restricted Stock Units (RSUs). Additionally, personalised rewards, wellness programs, and flexible benefits are also part of the latest GCC compensation packages. As per the report, the changes seem to be working in favour of the GCCs, as voluntary attrition has hit a historic record low. How did GCCs make this happen? By integrating AI analytics, which helped GCCs make smart and agile compensation decisions, indicating a shift towards an AI-first approach to compensation management. But compensation is only a part of talent management. GCCs must leverage AI analytics for end-to-end talent management.
For a successful talent transformation, it is essential to conduct realistic skill mapping that helps identify gaps between today’s capabilities and tomorrow’s needs. AI-powered predictive hiring, smart skill mapping, and structured upskilling and reskilling initiatives are some of the ways that GCCs engage their employees holistically for better learning outcomes. AI recommendations can personalise learning journeys and facilitate internal mobility traversing roles, domains, and geographies. Such an approach always ensures skilled, future-ready employees, making internal mobility a seamless task.
With AI-powered smarter hiring, learning, and career paths, GCCs can better attract, retain, and nurture people to successfully build a pipeline of future leaders. AI can facilitate making learning a habit; a continuous, fruitful journey rather than a mere KPI for performance appraisals.
engage with the right partners
To easily embed these into the GCC talent framework, GCCs can engage with credible and proven partners. The correct partnership will enable them to deliver on their mandate to balance cost and scale even as they transform GCCs into innovation hubs. Trustworthy partners can empower GCCs to achieve talent-led value creation that seamlessly elevates their status.
how can Infosys BPM help?
Infosys BPM’s scalable GCC services come with ready-to-deploy frameworks that help GCCs build resilient, adaptive, and digitally fluent workforces while balancing scale, cost, and innovation. The human-centric, AI-first approach of Infosys BPM successfully orchestrates GCCs into growth engines that author holistic talent transformation. Our end-to-end GCC lifecycle support offerings are flexible, including talent as a service, by blending expertise and technology to deliver measurable business impact. Our differentiating factor is the trust placed in us by both Fortune 500 companies and Small and Medium Enterprises (SMEs).
