Talent needs of the future are fast approaching an inflection point, with significant ramifications for companies across geographies and industries – including the offshore/nearshore global services industry that employs over 7 million people.
Going forward, the historical, arbitrage-based labor-intensive model will not be enough. Workers employed across Information Technology Services (ITS) and Business Process Services (BPS) will need to reinvent themselves to stay relevant as organization expectations evolve. Organizations face high risk as well, as they may not have the right workforce if they do not reskill their employees today.
While most organizations are starting to accept this reality, some have already made huge strides in this regard. In fact, many of these futuristic organizations are deploying innovative employee-centric techniques to build their future workforce. This innovation is not only limited to implementing new ideas, but also seen in finding new ways to execute traditional practices/policies. This report synthesizes the learnings and best practices from over 100 Global Business Service (GBS) firms / Global In-house Centers (GICs) and shared services of global organizations, with a focus on answering two key questions:
Why and how are talent needs changing?
What innovative talent practices have market leaders adopted?
We also share 45+ case studies from GICs / shared services organizations that have implemented these innovative talent practices.
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