In today’s rapidly evolving talent landscape, it’s essential for enterprises to have a workforce strategy that allows them to identify, develop, and deploy the right skills at the right time. This is making “skills” a central theme for enterprises when it comes to their overall talent strategy. Watch this webinar to explore the role of skills across key areas throughout the talent lifecycle and how to overcome challenges from traditional talent practices through a skills-first approach. What questions did the webinar answer? What are the challenges that enterprises face while embarking on the skill-based transformation? What are the different categories of platforms available in the market? What are the key considerations for enterprises while undergoing a skill-based transformation?

Technology service providers have shown considerable improvements in their commercials, client management, value add and innovation, and strategic partnerships, increasing enterprises’ overall satisfaction levels from 70% in 2020 to 75% in 2021. However, talent management has emerged as a major reason of enterprises’ dissatisfaction with technology service providers. Enterprises are not satisfied with technology service providers in terms of ensuring talent availability based on their requirements, investing in L&D, and handling attrition. Attrition has become a major problem for technology service providers and is impacting project timelines, costs, and quality. Enterprises are finding it hard to replace talent, and frequent replacements are hampering knowledge management. This report is based on insights from 496 structured interviews with enterprises that were suggested as references by the 90 global technology service providers assessed in this report. The study summarizes the views of various enterprises on the capabilities of their technology service providers across information technology services. The report also captures quantitative and qualitative insights across enterprises’ digital agendas. Scope All industries and geographies Contents In this report, we share: Enterprises’ satisfaction levels across years, geographies, and industries Reasons for enterprise satisfaction and dissatisfaction with technology service providers Enterprises’ business and technology priorities Enterprise perceptions of individual technology service providers Enterprise expectations from technology service providers Membership(s) Application Services Banking and Financial Services Information Technology Cloud and Infrastructure Services Cybersecurity Data & Analytics Digital Services Digital Workplace Enterprise Platform Services (EPS) Healthcare Payer and Provider Information Technology Insurance Information Technology Life Sciences Information Technology Sourcing and Vendor Management

Organizations are facing acute talent shortages following COVID-19 as they undertake digital transformation efforts to strengthen their businesses. In fact, over 86% of enterprises consider IT talent shortage as a key near-term challenge for their digital transformation journeys. The widening skills gap, talent shortage, rising attrition rates across industries, and the lack of project readiness are impacting organizations’ overall operations and delivery . Therefore, effective talent management solutions across talent acquisition, retention, and engagement are becoming a key focus area for enterprises to remain competitive. Firms are increasingly partnering with providers as well as technology providers offering platforms and solutions that can support their talent management efforts. These platforms typically leverage next-generation technologies such as artificial intelligence and data analytics to enable internal talent mobility, career-pathing, and learning management. Through technology, these solutions also help firms achieve their Diversity, Equity, and Inclusion (DE&I) goals by ensuring bias-free recruitment. This report provides an overview of the various solutions and platforms that providers and technology providers offer to help clients gain access to IT talent. As firms chart their talent journeys, they will benefit from strong partner strategies assisted by next-generation technologies. Scope The assessment is based on briefings with major talent technology providers and ongoing tracking and conversations with providers and enterprises All industries and geographies Contents This report assesses various solutions and platforms that providers and technology providers offer to help enterprises in their talent management efforts. Membership (s) Digital Services Technology Skills and Talent Sourcing and Vendor Management

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.

On June 29, Everest Group hosted a webinar titled, "Creating a Skilling Strategy for the Future in Your GBS Organization." Global Business Services (GBS) organizations are evolving to become global hubs that house deep-domain expertise and next-generation skills for the enterprise. As a result, the need for GBS organizations to form a robust, futuristic skilling strategy will be critical to success. Everest Group and The Conference Board recently conducted an extensive study to identify best-in-class skilling strategies in leading global organizations. Watch this webinar to discover our key learnings from the study that will help GBS organizations plan for the next phase of their talent and skilling journeys. Our experts delivered takeaways including: The key skill gaps in GBS organizations The strategies of designing and implementing skilling strategies Insights on how your peers are structuring their skilling teams to meet the evolving skill needs The key technologies GBS organizations are using for talent skilling

On April 22, Everest Group hosted a webinar titled, "Creating a Future-Ready IT Workforce: What are Enterprises Overlooking?" As an IT leader, you know there is a need to create a future-ready IT talent base, but what is the best approach and what will yield results? Most enterprises currently struggle to create a sustainable workforce strategy. In this webinar, Everest Group’s analysts discussed the key principles of a holistic IT workforce strategy, and practical considerations to successfully bring it to life. If you’re an executive in a business that develops IT workforce strategies, you will gain valuable insights from our expert analysis, including answers to questions such as: Why are current IT talent development initiatives not yielding the desired outcomes? What are the foundational elements of an effective IT workforce strategy? What are the key considerations and best practices to execute on the strategy?

IT roles and their definitions are evolving swiftly, driven by rapid technology advances and the need for stronger business orientation among IT teams. The expanse and nature of technical and non-technical competencies that constitute IT roles are undergoing a massive shift. Consequently, the roles of yesterday are redundant today, and the roles of today will be redundant tomorrow. The demand-supply gap for next-generation IT services skills has been a significant talking point for the IT industry over the past few years. Before the COVID-19 crisis, 58% of enterprises believed that they had insufficient internal resources to drive digital transformation programs. Following the pandemic, this proportion increased to 69% – with enterprises realizing that digital transformation is no longer a choice but a necessity, and that access to the right talent is key to executing the digital mandate. The COVID-19 disruption is creating a new talent dynamic: while generic IT talent supply currently outstrips demand, the supply of talent for emerging roles remains constrained: About 75% of enterprises believe that, despite the pandemic, there will still be a shortage of talent for key roles across next-generation IT and analytics About 67% of enterprises believe that new skill gaps will emerge due to structural changes in businesses as a result of the current disruption The pandemic provides enterprises an opportunity to take stock of their IT strategies and requirements, and correspondingly build a robust skilling program focusing on emerging IT roles Scope Industry: IT services Geography: global Content In this research, we propose a roadmap for enterprises to future-proof their talent strategies and create skilling journeys to build roles of the future. We study the following topics: Key drivers of the rapid evolution of IT roles The IT roles evolution continuum – roles of yesterday, today, and tomorrow The criticality of internal skilling programs for developing talent for the roles of tomorrow A framework to design skilling journeys for the roles of tomorrow Detailed skilling journeys for 14 roles of tomorrow We have tracked 1,150+ hard skills across the IT services stack with respect to current and unmet industry demand. Enterprises can use this detailed skills taxonomy, along with our Talent Performance Framework, to plan their current and future talent requirements. Membership(s) Data & Analytics

Across industries, technology-led disruption is expected to give rise to new talent models. Technology themes such as data management & analytics, omnichannel customer experience, and cloud are expected to dominate near-term demand. Cybersecurity, Service-Oriented Architecture (SOA)-based application design, and agile delivery methodologies are also expected to become mainstream. At the same time, the industry is witnessing growing interest among enterprises to expand their partner ecosystem and explore disruptive technologies such as AI and blockchain, in order to avoid falling prey to someone else’s disruption. As IT organizations evolve and focus on delivering business impact, an understanding of emerging technology themes, their impact on talent requirements, and the skills expected to gain importance in the future along with their supply outlook will be key. This viewpoint aims to answer questions related to demand, supply, and evolution of IT skills in the United States. Membership(s) Application Services Catalyst™ Banking & Financial Services (BFS) - IT Services (ITS) Cloud & Infrastructure Services Digital Services Engineering Services Healthcare & Life Sciences IT Services (ITS) Insurance - IT Services (ITS)

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™