Talent acquisition in GCCs

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3 minute read 22 Sep 2023

The Global Capability Center (GCC) Pulse Survey for 2023 highlights the current trends and priorities of GCCs across various geographies and functions.

In brief

  • 86% GCCs cite service expansion as their top business priority.
  • 55% have established a mature data and analytics practice as part of their digital strategy.
  • 77% GCCs continue to operate on hybrid mode.

In the dynamic landscape of Global Capability Centers (GCCs) coupled with the paradigm shift in India’s talent market, talent acquisition in GCCs emerges as a cornerstone for success. With the modern business ecosystem being shaped by rapid changes and intense competition, GCCs are compelled to not only strengthen and optimize their recruitment processes, but also to embrace a collective approach to securing the right talent at the right time.

The latest report by EY titled ‘Humans@Center: How connected experiences can elevate talent acquisition’ explores how GCCs in India are elevating the experience of candidates at the time of talent acquisition. The study uncovers trends, emerging priorities and leading practices that resonate through the lens of Humans@Center.

Impact of Humans@Center levers on the talent hiring process:

1. To Care: Building a culture that embraces everyone’s opinion and embraces their emotional journey

Having the highest number of initiatives while being at the most nascent stage of maturity, signifies a recent shift in companies' priorities and HR trends in GCCs towards elevating the importance of employee care and well-being within employee experience. Focusing on candidate experience improvement in GCCs by developing initiatives such as hyper-personalized outreach, candidate guides etc. emerge in focus to elevate maturity at the time of initial candidate connect as well as at the time of selection.

2. To Collaborate: Finding best ways to connect and co-create new ways of working

 

Low in priority, despite having the highest maturity of initiatives in this area, indicates a shift in focus after investing in the same, likely a post-pandemic impact. When analysing talent sourcing techniques in the GCC, it was observed that GCCs with high maturity of ‘to collaborate’ practices tend to maintain a healthier hiring source mix and are able to create more connected experiences in recruitment.

 

3. To Lead: Establishing platforms for leadership connects and conversations

 

While the number of instances of involvement of Functional Leadership continues to increase in the hiring process, only 9% of participants have achieved advanced maturity in leveraging leadership influence for talent attraction and employee engagement in hiring in GCCs in a collective and connected manner.

 

4. To Inspire: Creating a vision for all to believe in and communicating it effectively

 

45% of GCC respondents ranked ‘To Inspire’ as their #1 priority experience lever, acknowledging the importance of creating and communicating a compelling vision in building their talent ecosystem. However, still in its nascency, organizations are looking to improve by reinforcing their CSR and ESG efforts, their overall purpose, portfolio ambition and incorporating these elements into their strategies for employee branding and recruitment in the GCC.

5. To Empower: Setting clear responsibilities and providing room for experimentation

With the appreciation of talent market variances, GCCs lead with many options of compensation negotiation instruments to meet individual and market expectations. Periodic connects with business for role clarity and improving transparency in reward structures continue to be in focus for further enhancement.

6. To Build: Using technology to drive visible action and invest to make it real and quick

In line with rapidly evolving GCC recruitment technology trends, study respondents with advanced practices on the use of technology for hiring have also identified digital transformation in HR amongst their top strategic priorities for India, underscoring the alignment of strategy and people experience. To aid accelerated assimilation and productivity, pre-joining experiences and recruitment analytics and data in GCCs continues to be an area of improvement. 

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    Summary

    The outlook for GCCs in India is promising, as they are poised to play an even more significant role in  their parent organizations. There will be an increased emphasis on research, innovation, digital transformation, ESG, and enhancing the EVP (Employee Value Proposition). To maintain global competitiveness, we anticipate that GCCs will continue to expand their services and improve operational efficiency through digital skills and technologies, enabling the transition of GCCs from ‘Capability Centers’ to ‘Value Creators.’

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    EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.