Rising adoption of digital services is bringing fundamental shifts in GIC operating models. While GICs are striving to align their talent models with emerging business needs, there are still gaps that require GICs to recalibrate their current talent models. In order to gear themselves for “future enterprises”, GICs need to attract and retain the right employees, foster a culture of innovation & collaboration, and reorient models of employee performance measurement & career progression. This report offers perspectives for GICs in these areas.
Scope and methodology
In this research, we have analyzed the state of alignment of current talent models for digital services and associated implications for GICs across four key components of talent models:
Talent acquisition
Training and development
Talent retention
Performance measurement and career pathing
This report is based on our rich experience in the GIC space, targeted interviews with senior GIC stakeholders, and results based on findings from the NASSCOM and Everest Group Survey 2016 – “Future Readiness of GIC Talent Models” conducted across leading GICs
The survey focused on offshore GICs engaged in digital services delivery. There were 42 respondents across 30 GICs, largely India-based, with representation across functions, verticals, and maturity levels. The key questions addressed include:
Is your current talent model well-aligned to provide necessary skills and expertise for digital services?
What is the effectiveness of your current talent acquisition, retention, reskilling & upskilling, and performance measurement methods in meeting digital services requirements?
What are the key challenges to align talent acquisition, retention, reskilling & upskilling, and performance measurement initiatives with digital services?
Contents
The report focuses on state of alignment of current talent model and associated implications for GICs. It is structured along the following sections:
Current state of talent model alignment and key challenges reported by GICs
Deep dive into talent model components covering the effectiveness of enabling levers and key challenges faced by GICs in aligning their talent model component with digital service requirements
Case studies of best-in-class GICs
Implications and key guiding principles for GICs to evolve their talent model
Note: this report is from 2012. See our most recent R2R research report.
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