Talent Strategy in Global In-house Centers (GICs) | Pinnacle Model™ Analysis 2019

18 Jan 2019
by H. Karthik, Rohitashwa Aggarwal

This report is available only to GICs & Shared Services members. For information on membership or purchase, please contact us

Global In-house Centers (GICs) have evolved as powerful value creators, driving innovation and catalyzing their parent enterprises’ priorities. However, rapid advancement of the enterprise’s digital agenda is transforming the GIC delivery and operating model. Consequently, the talent model in GICs is also changing fast. This research identifies and understands what Pinnacle, or best-in-class, delivery centers are doing differently as they undergo this fundament change – how they have built and orchestrated talent capabilities, the techniques they have implemented to enable talent model transformation, and the business outcomes they have delivered to their organizations.

Definition of Pinnacle GICs™

GICs are categorized as Pinnacle GICs™ when they are able to achieve superior business outcomes because of their advanced talent capabilities. The journeys of these best-of-the-best companies provide insights into the key enablers needed to achieve desired outcomes and point to the investments required for the greatest speed to impact. Whether companies wish to make incremental changes or achieve major transformations, Pinnacle GICs™ exemplify the way to success.

In this report, to identify Pinnacle performance in talent management in the GICs, Everest Group examined five key capability areas: talent strategy, talent acquisition, talent development, performance management & employee value proposition, and technology; and three key types of outcomes: cost, operational, and strategic by studying talent journeys of 43 GICs that participated in the study.

 

Report content includes:

  • Differentiators for Pinnacle GICs™
  • Key implications for companies
  • Accelerating your talent journey
  • Analysis of impact created
  • Analysis of capability maturity
 

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