On April 5, Everest Group hosted a webinar titled, "Is the Talent War Threatening the Success of Your GBS?" Global business services (GBS) organizations remained resilient in the face of the pandemic; however, they now must confront a global talent shortage, particularly in digital and high-value skills, to continue delivering business value and fulfill heightened expectations of the enterprise. As GBS organizations now look to rethink talent strategies and expand their reach in 2022, what do leaders need to know – and do – to tackle the talent challenge? View this webinar as our experts explored: How long the talent crisis will last What actions GBS leaders should take to manage the situation What the best long-term approaches are to insulate GBS from this crisis What other strategies GBS organizations have found to be successful

This report is available only to GBS/SS Talent Excellence and IT Talent Excellence members. For information on membership, please contact us Even before the pandemic, organizations were struggling to acquire, activate, and retain top talent for reasons such as a widening skills gap, high turnover, increased cost- and time-to-hire, and evolving working models. COVID-19 exacerbated these challenges and further compelled organizations to rethink their talent management models, digital transformation, the growing need for specialized skills, and project readiness within the expanded talent pool. As organizations face ever-widening supply-demand gaps, traditional approaches to talent acquisition, development, and retention are grossly inadequate. Businesses need to adopt innovative approaches across the talent management life cycle to not only survive immediate talent shortages but also win the long-term talent war. This viewpoint is the first in a series of three reports on innovative practices (short-term plans and long-term strategies) that organizations should consider to bridge talent supply-demand gaps and future-proof their talent models. Scope All industries and geographies Contents In this viewpoint, we study: COVID-19’s impact on talent management in global organizations The widening supply-demand gap for key skills Innovative talent development practices to fortify and future-proof talent management

COVID-19 has intensified the ongoing war for talent. Sourcing, activating, and retaining top talent – employees with specialized functional and behavioral skills that enable organizations to survive amid uncertainties and thrive in intense competition – are becoming ever more critical to organizational success. As talent becomes the differentiating factor, GBS organizations are turning to technology solutions that optimize various aspects of talent management, provide access to real-time data-driven insights, eliminate process inefficiencies, help track the effectiveness of initiatives, and enable accurate decision-making. Organizations are leveraging next-generation technologies, such as data science, artificial intelligence, machine learning, and analytics to manage talent and business challenges more effectively. To help GBS organizations future-proof their talent management strategies, Everest Group studied 50+ innovative technology solutions that offer a unique value proposition and enable organizations to streamline talent management processes, making them more real-time, data-driven, and outcome-oriented. GBS organizations can use this intelligence in addition to our Talent Performance Framework to optimize their talent management processes and plan current and future talent needs.  This report highlights the key aspects of talent management that are experiencing exponential growth, as well as disruptive and innovative technology solutions that are redefining talent management. It also sheds light on the technology solutions’ evolving value propositions that GBS organizations must watch out for. Scope All industries and geographies Contents This report studies: The impact of COVID-19 on talent management in GBS organizations Disruptive and innovative technology solutions for GBS firms  Disruptive technology solutions in six key areas: Talent sourcing, talent assessment, learning and development, career pathing, productivity, and employee well-being          Membership(s) GBS/SS Talent Excellence

This report is available only to GBS/SS Talent Excellence members. For information on membership, please contact us With the war for talent intensifying, multiple Global Business Services (GBS) organizations are designing future-proof skilling strategies to attract, activate, and retain top talent. As organizations seek to maximize the value from their skilling initiatives, they must identify and adopt metrics that can best evaluate the effectiveness and impact of these programs. In this report, we study the skilling strategies that GBS organizations have adopted and compare the outcomes through a Pinnacle Model® analysis. Based on the study outcomes, we identify and benchmark the KPIs/metrics that GBS organizations use to track the impact of their skilling programs. Scope This report is based on Everest Group’s 2021 Pinnacle Model® study on Skilling Strategies for GBS Organizations All industries and geographies Contents In this report, we study the following topics: KPIs and performance benchmarks for GBS skilling programs Share of Full Time Equivalents (FTEs) undertaking skilling programs and typical completion rates Number of new skills and certifications added Demand fulfillment through internally upskilled/reskilled resources Share of FTEs redeployed to new roles post upskilling/reskilling Cost impact metrics Reduction in hiring costs Prevalence and effectiveness of KPIs used for GBS skilling programs

This Executive Brief is available only to GBS/ Shared Services members. For information on membership, please contact us The Work From Home (WFH) experiment made necessary by COVID-19 has nudged global organizations to look beyond opportunistic leverage of WFH and integrate it in their future delivery models. As employee preferences and organizational imperatives evolve, GBS organizations must design a future proof WFH strategy and transform their management and leadership development models to enable a successful shift to future delivery models. In this executive brief, Everest Group analysts share the evolving outlook toward WFH, top concerns with WFH model, and six key elements to build a future ready WFH strategy for GBS organizations. Note: Everest Group publishes executive briefs for senior executives from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy-to-digest format.

This Executive Brief is available only to GBS/ Shared Services members. For information on membership, please contact usCOVID-19 has exacerbated the already existing demand-supply gap for niche skills, precipitating the need for enterprises to realign employee skills with emerging business needs and future opportunities. Many GBS organizations are already undertaking focused skilling efforts to future-proof their talent models. In this executive brief, Everest Group analysts share key differentiators for best-in-class GBS organizations, assess skilling outcomes and impact created, and examine key implications for GBS organizations. Note: Everest Group publishes executive briefs for senior executives from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy-to-digest format.

This report is available only to GBS/SS & GBS/SS Talent Excellence members. For information on membership, please contact us As Global Business Services (GBS) organizations look to deliver differentiated value and achieve leadership in talent markets, it is vital for them to focus on Diversity and Inclusion (D&I) and address evolving workforce expectations. GBS organizations need a more robust approach to design, implement, and track D&I initiatives to create an innovative and creative workforce, while simultaneously establishing themselves as employers of choice. This report will help GBS leaders understand the multiple benefits associated with promoting D&I initiatives, best practices to promote D&I, and evolving themes. Scope All industries and geographies Contents This report examines: The business case for D&I Benefits of promoting D&I initiatives Different approaches to D&I initiatives that GBS organizations have adopted Best practices to support D&I Evolving D&I initiatives

This report is available only to GBS/SS Talent Excellence members. For information on membership, please contact us Faced with intense competition over talent and ever-widening demand-supply gaps, it has become critical for Global Business Services (GBS) organizations to clearly articulate the Employee Value Proposition (EVP) and promote their brand in local talent markets. As GBS organizations prepare for the next normal, there is an urgent need to evolve their EVP in line with evolving skills-related needs and the market landscape, placing special emphasis on modern EVP levers. This report will help GBS leaders understand the key factors driving the need for an evolved EVP, traditional and modern EVP levers, and the impact of COVID-19 on critical aspects of EVP. We also provide actionable insights on how GBS organizations can improve their employee value proposition. The research will be relevant for a broad set of GBS stakeholders interested in enhancing the EVP of their organizations. Scope This research leverages interactions with enterprise and GBS CXOs across locations and industry verticals, Everest Group’s proprietary GBS database (the industry’s most comprehensive database on GBS centers), and our prior experience of helping companies on similar engagements. Contents This report examines: The importance of EVP for GBS organizations Key factors driving the need to evolve EVP Traditional and modern EVP levers Examples of innovative practices vis-à-vis traditional EVP levers Examples of emerging practices to enhance EVP COVID-19 and the increased focus on employee well-being The evolving approach to diversity and inclusion  

This report is available only to GBS/SS & GBS/SS Talent Excellence members. For information on membership, please contact us COVID-19 has fundamentally altered the Work From Home (WFH) proposition for global organizations, prompting a shift from opportunistic leverage in 2020 to rapid integration within the future delivery model strategy. As the world starts to look beyond COVID-19, both employer and employee preferences will change, and so will the approach to WFH. The report will be relevant for a broad set of stakeholders – buyers / parent organizations, service providers, Global Business Services (GBS) organizations, and industry influencers, such as investors and industry bodies. Scope This report is based on a primary analysis of 100+ GBS organizations / Global In-house Centers (GICs) / shared services centers of leading global organizations, and synthesizes learnings and best practices that can be leveraged to design a future-ready WFH strategy. Contents In this report, we provide an in-depth analysis of the WFH strategy adopted by leading global organizations, including extent of adoption, key design elements, approach to integrate WFH in future GBS delivery models, emerging trends, best practices, and use cases. The study concludes with six key elements to build a future-ready WFH strategy for GBS organizations.