In the past few years, Shared Service Centers (SSCs) / Global Business Services (GBS) organizations have dramatically evolved their roles. They have become transformation engines for their global organizations, delivering a competitive advantage and shaping the future of work. The rising adoption of AI has further brightened the future for GBS. Nevertheless, they encounter significant challenges, with talent shortage being a vital one. Managing employee expectations in a digital-first, post-pandemic world has added complexity to GBS. Today, GBS organizations can harness the dynamic power of technology to evolve into data-intelligent powerhouses with highly engaged and motivated employees. Leveraging technology that enables the analysis of user interactions can offer increased visibility into work patterns. When coupled with advances in automation and generative AI, it can revamp the workplace into one where employees collaborate and thrive. While the benefits are numerous, GBS organizations encounter various barriers to scalability. Adopting best practices from industry leaders can help in the widespread adoption of technology to eliminate dark data and achieve operational excellence. In this report, we explore the potential for GBS to leverage a technology solution that analyzes employee-machine interactions to identify data-backed insights. These insights enable GBS to take a comprehensive approach across people, process, and technology, ultimately delivering superior business outcomes and an improved stakeholder experience. Scope All industries and geographies Contents In this report, we: Introduce GBS and discuss its evolution Examine the growing talent shortage in GBS Explore the role of technology in maximizing employee potential and enhancing the employee experience Barriers and best practices to scale technology adoption Membership(s) Service Optimization Technologies (SOT) Sourcing and Vendor Management

Talent management has emerged as a strategic priority for organizations in today’s fast-paced business environment. Business leaders and people managers must comprehend, optimize, and retain their talent. However, relying solely on intuition to define talent strategy is inadequate, and they must adopt a data-driven and evidence-based approach. The people data available in numerous systems within an organization is a valuable resource, and leaders can unlock its power with analytics. People analytics platforms can assist leaders in taking the guesswork out of talent management by collating every piece of data about an organization’s talent to generate meaningful insights and address talent challenges. These platforms can guide leaders to take necessary interventions and improve organizational performance by identifying vital moments in employees’ journey and shedding light on the most pressing workforce-related issues. In this report, we provide an overview of the people analytics platforms market, including its architecture, use cases, role during economic uncertainty, and the provider landscape. The report also highlights enterprises’ key considerations for adopting people analytics platforms to spearhead their talent strategy. Scope All industries and geographies Contents In this report, we examine: Factors driving the need for people analytics Available analytics tools within the HR analytics landscape People analytics platforms’ features, architecture, and use cases Role of people analytics amid economic uncertainty Market overview and provider landscape Enterprises’ key considerations for adopting people analytics platforms Membership(s) Human Resources Sourcing and Vendor Management

In recent years, content moderation has scaled tremendously due to rising content volumes and technical limitations in filtering objectionable content. Regular exposure to disturbing content is causing psychological and emotional distress in content moderators, necessitating the need for well-being support. As the industry advances to new forms of immersive content, enterprises and providers are transitioning from reactive strategies to robust well-being programs to promote moderator well-being and support. In this viewpoint, we explore the current trends and future concerns of content moderator well-being in the Trust and Safety (T&S) landscape. Scope Services: T&S All industries and geographies Contents In this report, we examine: Well-being in content moderation Challenges to moderator well-being Industry-wide practices for moderator well-being Membership(s) Trust and Safety Sourcing and Vendor Management

Organizations worldwide have had to overcome unprecedented challenges to sustain business activity in the last 22 months. The COVID-19 pandemic’s onset in 2020 was followed by an almost complete collapse of supply chains, businesses, industries, and healthcare systems. In contrast, 2021 was marked by the optimism accompanying the widespread availability of vaccines and the reopening of major economies, but subsequent waves of infection continued to pose a challenge. Amid these disruptions, organizations have renewed their focus on creating an agile and diverse workforce that is ready for the future of work. Everest Group’s Future of Work research presents our insights over a series of three viewpoints. Our research leverages existing intellectual property and data from a survey of 200 senior HR leaders across geographies, industries, and organization sizes. In particular, we examine the three key questions confronting the workforce and workplace mechanics: Where will the work be done? Who will do the work? How will the work be done? This study, the second in the series, answers the question Who will do the work? As organizations increasingly look at ways to create a highly diverse and agile workforce augmented by next-generation employment models, HR leaders will need to be at the forefront of such transformation efforts. This research provides practical advice to HR leaders and organizations on how to navigate the next normal for their organizations. Scope Domain: Contingent Workforce Management (CWM), recruitment, HR All industries and geographies Contents In this report, we examine: Workforce design principles for the future of work Creating a diverse workforce and improving Diversity, Equity, and Inclusion (DE&I) in the workplace Creating an agile workforce by leveraging contingent workers Membership (s) Contingent Workforce Management Services Human Resources Recruitment Sourcing and Vendor Management

The HR business function is undergoing a plethora of dramatic changes. Charged with becoming more strategic, HR business function must become exponentially more tech-savvy and simultaneously more focused on the softer aspects of people management. Today's workers demand different experiences from their jobs and the concept of employee experience is at the forefront of all HR decisions. In response to this, as well as several other forces, the HR technology market is exploding with new HR tools. Within the gamut of HR technology tools available, HCM systems, with their ability to cover a comprehensive set of processes across the hire-to-retire value chain, have become nearly synonymous with the HR function. HCM systems have allowed enterprises to save tremendous amounts of money, effort, and time. Consequent to this demand, the global HCM market has been witnessing exponential growth. Geographies such as Asia Pacific and Latin America are emerging as rising stars due to the immense potential they have. This paper deep-dives further into the dynamically heterogenous Asia Pacific market and explores the HCM landscape in this geography. It also provides insights on the various home-grown and global HCM players operating in this region. Membership(s) Human Resources Outsourcing (HRO)

The HR function is facing a wave of transformation. A new generation with strikingly new preferences is making its presence felt and digital technologies are driving disruption & changing the way organizations engage with their talent. These powerful trends are intensifying the imperative for organizations to quickly move away from the traditional ways of managing workforce to a flexible, fluid, and integrated HR operating model. This means focusing on providing seamless and integrated employee experience as opposed to the siloed view of HR processes. Technologies such as cloud-based platforms, analytics, and automation, which foster flexibility and efficiency, while enhancing employee experience, are gaining rapid prominence. With technology changing so rapidly, organizations need to make sure that they fully embrace the digital transformation and buckle up to face the changes of the future. Many organizations are already working in this direction to make HR ready for the future. This report aims to provide an insight into the next-generation paradigm of HR services and how it differs from the traditional paradigm. It also highlights how the preferences of enterprises have been evolving over time, driving changes in how the HR functions are being delivered. This report also analyzes the key transformation levers that will have the maximum impact on HR services. These are: Automation and other digital levers Analytics Cloud / Business Process-as-a-Service (BPaaS) Advisory services Employee experience It also highlights the advantages of the levers and their current adoption in HRO deals. The report mentions some HR-specific use-cases where the transformation levers can be effectively leveraged. Content This report provides a comprehensive analysis of the key transformation levers for a successful digital-first HR transformation. Some of the key findings of the report are: While each individual technology lever is powerful, the maximum transformative impact is realized when all the levers are applied in cohesion Enterprises must place “digital employee experience” at the center/focal point of their HR functions. All the other transformation levers will typically revolve around this While still in its infancy, RPA has generated immense interest among enterprises due to its numerous advantages Analytics, especially advanced analytics, has tremendous business impact and rapid growth in adoption is expected in the future Enterprises are demanding service providers who have the capabilities across the consult-to-operate spectrum along with diverse experience in various third-party BPaaS solutions such as Workday, SuccessFactors, and Oracle HCM cloud There is a rise in demand for HR transformation consulting as well as technology consulting as enterprises move towards a new age of HR Due to the increasing focus on employee experience, digital employee helpdesk, self-service tools, integrable solutions are becoming an important part of the outsourcing deal discussions Membership(s) Human Resources Outsourcing (HRO)

Global In-house Centers (GICs) have evolved as powerful value creators, driving innovation and catalyzing their parent enterprises’ priorities. However, the rapid advancement of the enterprise’s digital agenda is transforming the GIC operating and delivery model. Consequently, the skills and competencies required by GICs to deliver services are also changing rapidly. In addition to the need for different skills in the future, the talent challenges for GICs will intensify with increasing automation of the existing services portfolio. As a result, GICs face the dual risks of a large existing workforce with multiple skills that are likely to become redundant, while struggling to find external talent with the skills required for the future. Upskilling/reskilling of existing talent is an important lever that GICs can use to address these challenges. In this research, we surveyed senior leaders from 80+ GICs across leading offshore/nearshore locations to gather perspectives on nature of skills/competencies needed for the future, and the roles GICs can play to help address these changing skill requirements Scope This research leverages Everest Group’s proprietary GIC database, the industry’s most comprehensive database on GICs. The analysis is based on GICs providing offshore delivery of global services and excludes shared service centers that serve domestic operations. GICs of global enterprises (no third-party service providers) Three leading offshore/nearshore geographies (India, Poland, and the Philippines) Both upskilling and reskilling initiatives across all Information Technology (IT), back-office, and industry-specific Business Process (BP) services All key industry verticals (e.g., banking, financial services & insurance, healthcare, and technology) Content This report shares Everest Group’s perspective on upskilling and reskilling in GICs. Key topics covered are: State of market adoption of upskilling/reskilling Approach to upskilling/reskilling and success stories Future outlook for upskilling/reskilling Implications and call to action for GICs Membership(s) Catalyst™