GCCs were once built around large teams doing cost-competitive work; they are now increasingly being built around smaller, high-impact teams focused on AI, data, digital engineering, and product innovation.

A recent study by digital recruitment platform Taggd terms this an operating model shift from headcount to capability, one that is taking GCCs “closer to core business strategy rather than peripheral delivery.”

This shift has wider implications, given that India is home to more than half of the global GCC activity. India now hosts 2,117 GCCs, up from 1,600 just five years ago. Revenues have jumped from Rs 5.9 lakh crore to Rs 9.4 lakh crore over the same period. Importantly, the workforce increased from 17 lakh to 23 lakh.

In India’s $300 billion IT industry, GCCs now hire more than traditional IT services companies. This has been the case since FY24, says a study by Xpheno, a specialist recruitment firm. In FY25, GCCs recruited 110,000 candidates, 10,000 more than the IT services companies. In FY26, GCCs hired 180,000 candidates (60,000 more).

How exactly is this transition playing out, given that it’s happening in the increasingly disruptive presence of AI?

The question of talent

Importantly, the shift is not reducing hiring across the board; it is instead creating “a two-speed GCC reality,” according to the Taggd study titled ‘From Intent to Predictable Scale: The Future of GCCs in India.’

Yet, this does not mean GCC hiring is slowing going forward. More than half of the GCCs surveyed (52%) plan to increase hiring in FY27, up from 47% a year earlier. Net hiring intent has risen to around 17% from 14%, while the share expecting headcount reductions has fallen from 36% to 26%. Taggd estimates GCCs could add another 1.5 lakh roles in FY27.

The study says, “By every directional indicator, India’s GCC hiring market is entering FY27 with more conviction than it had twelve months ago.”

So, what exactly is changing? Taggd says the ecosystem is undergoing “a skill pivot.” Routine operational roles are increasingly being absorbed into AI-led workflows, even as demand rises for AI governance, model training, data architecture and intelligent operations. Traditional GCC strengths such as process excellence and back-office operations are plateauing, while investment is shifting towards AI, cybersecurity, product thinking and platform engineering.

AI and data science now account for nearly one in three skill mentions in the Taggd study. Nearly half of respondents say that more than a quarter of their open roles require AI-related capabilities, while one in four GCCs say most of their positions are already AI-adjacent.

The big challenge, though, is the quality of talent.

Taggd says, “Confidence and conditions are moving in opposite directions. The same organizations signaling stronger hiring intent are simultaneously navigating a quality mismatch in the talent they can source, compensation inflation that is outpacing budget forecasts, and a leadership pipeline that is thinning precisely when it is needed most.”

It adds: “Understanding the FY27 hiring pulse means holding both truths at once: the sector is growing, and growing well is getting harder.”

This demand for talent also translates to higher compensation. Already, as the study points out, GCC salaries averaged 20% higher than equivalent non-GCC roles. The projected salary increase in 2026 is 10.4%, as against an average of 9.9% in 2025.

The expected hiring mix across GCCs in FY27 is skewed toward early-career talent: half of all new hires are expected to have less than five years of experience, with freshers accounting for 16% of the mix.

Today, with a slew of free trade agreements, India is no longer negotiating solely on cost. “It is negotiating as a country the world actively needs, for its talent depth, its scale, and its strategic reliability.”

Given this, the study notes, “The policy, regulatory, and institutional architecture required to sustain the next phase of growth, a national talent framework, Tier-2 infrastructure investment, and a predictable regulatory environment, remains unbuilt.”

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That is not to say AI has vanished from the talent narrative. Traditional engineers are building automation into their projects, data scientists are scrambling to master new tools, all while firms are racing to build the right skills a modern AI-driven workplace would demand.

A recent foundit report said that the global capability centre (GCC) sector is now an AI talent engine, with nearly two in three new roles created in 2026 requiring AI skills, particularly in data science or intelligent automation.

But as GCCs take on crucial business-focused mandates, that talent focus is starting to look different on the ground. The capability a centre owns is no longer defined only by the technology stack it runs, but is majorly defined by the discipline it serves.

Moreover, roles well beyond the traditional tech remit has been the strong lever for the fast growth of GCCs, which majorly spans R&D and engineering, governance, finance, supply chain, and strategy functions across multiple sectors.

And India, for now, remains uniquely placed to fill them. It’s a market still sitting on a surplus of talent abundance, deep enough to staff practically every one of those disciplines in large numbers.“

I don’t think it’s about newer roles. It’s newer profiles that we’re looking at for similar jobs,” Gangapriya Chakraverti, India site head and managing director, Ford Business Solutions told ETGCCWorld.

Are AI skills really enough?

While AI and automation have emerged as central themes, organisations are also looking beyond purely technology-led skills as they take on more difficult and business-critical mandates.

While a centre supporting drug trials needs clinical data expertise as much as it needs AI engineers, a firm designing electric vehicle components needs battery and materials specialists. Same goes for a global insurer, who needs actuaries who understand regulation as well as the latest AI models.

Simply put, AI may be the underneath layer or the foundational engine behind all of this work, but it is not the core principle guiding the mandates.

At Ford Business Solutions, the company’s technology and business services hub supporting automobile major Ford’s global operations, this work spans both digital and functional areas. It currently houses over 12,000 employees focused on these areas.

“It’s not just technology professionals that we are saying need functional skills. That is certainly happening. But we are also seeing finance, accounting, materials planning people who have technology skills or digital skills and experience,” she added.

While the GCC is focused on software engineering, AI and product engineering, the larger focus is also on areas spanning finance, manufacturing engineering, logistics and supply chain management.

The GCC sector in India, which now employs around 2.36 million professionals, is drawing on the country’s talent beyond its traditional technology workforce.

According to Rajiv Gajria, vice president & managing director, Blackbaud India, global organisations across industries are expanding the scope of work led from India, with teams taking greater ownership of products and working more closely toward customer outcomes.

“India is particularly well positioned for this shift because organizations can draw not only on deep technology talent, but also on the business understanding and leadership capability required to take on increasingly complex global responsibilities,” Gajria said.

At present, teams support technology used across fundraising, education, financial management, customer experience, and other mission-driven areas.

“In these environments, knowing how to build technology is only part of the equation. What increasingly sets strong teams apart is their ability to understand context, collaborate across disciplines and global teams, and exercise the judgment needed to deliver meaningful outcomes,” Gajria added.

Firms are prioritising several capabilities spanning specialised domains such as healthcare, finance, engineering, supply chain, risk and advisory.

For Manish Goyal, managing director and head-GCC at Alvarez & Marsal, the larger question is what capabilities the country can own for the wider enterprise.

“Companies are no longer asking only, ‘What technology work can we move to India?’ They are asking, ‘What capabilities can India own for the enterprise?’” Goyal said.

He added how this is creating demand across R&D, data infrastructure, as well as risk, regulatory and controls capabilities.

“We are also seeing growth in market intelligence and analytics, finance, supply chain and procurement, and business strategy and transformation roles. The larger story is that the boundary of what companies believe can be owned from India is steadily expanding,” Goyal said.

This widening mandate is also changing the nature of work GCCs are bringing into India. Engineering and R&D, in particular, are emerging as major areas of focus, with centres increasingly taking on work ranging from product R&D and semiconductor design to EV battery and powertrain engineering, ADAS and sensor fusion.

“GCCs are shifting from execution hubs to owners of intellectual property,” said Devashish Sharma, CEO and co-founder of Taggd, a staffing firm that works closely with GCCs.

“Engineering and R&D is a major focus for GCCs right now, whether it is product R&D, semiconductor design, EV battery and powertrain engineering, ADAS or sensor fusion. This is where we are seeing that shift happen,” Sharma added.

For professional services firm Baker Tilly One India, this opportunity lies in another large talent pool that India has always offered. This majorly comprises accountants, auditors and advisory professionals.

The organisation was built as a capability and transformation hub spanning assurance, tax, consulting, risk advisory, managed services and enterprise services.

“We are growing as a firm, and we expect India to continue to grow with it. But rather than anchor that growth to a specific headcount number, we are focused on the capabilities we need for the future and how AI will reshape both the work we do and our talent mix,” explained Balaji Iyer, India managing principal at Baker Tilly One India.

The talent model reflects the same shift towards professionals who can bring together specialised knowledge, technology fluency and a deeper understanding of the business context.

“The focus is certainly towards getting talent which has deep domain expertise, is AI fluent, is keen to deliver client delight, which means the ability to be trusted advisors to our clients,” Iyer said.

Going ahead, nearly one in four client service hours is expected to be delivered from the India center over the next four to five years, Iyer added.

“AI is not a technology play alone, it is a business play, so that it becomes a way of working in our firm. It’s not something a team does within our organization, it is what everyone embraces, and it’s how we go to market, it’s how we deliver value to clients, it’s how we scale ourselves,” Iyer said.

For US-based insurance major Hartford, the India center primarily focuses on building the capabilities needed for a technology-led organisation, along with nurturing employees with the right skills to take on global responsibilities.

“As the nature of work evolves, the emphasis will increasingly be on people who can combine strong functional expertise with the ability to learn, adapt and make sound decisions in complex environments,” said Padmavati Rallapalli, head of HR, The Hartford India.

Today, the GCC is building capabilities across digital engineering, including customer-facing insurance applications and digital platforms, alongside areas such as cloud engineering, enterprise architecture, and fraud detection.

Domain expertise meets technology

As GCCs move up the value chain, the talent they require is changing.

Organisations are looking beyond conventional technology or functional expertise, looking for professionals who can bring deep domain knowledge while also making the best use of digital tools.

“Increasingly, the value lies in combining technology with deep domain expertise rather than treating them as separate capabilities.AI and automation will continue to reduce manual and repeatable work. As that happens, the opportunity shifts towards bringing together technology, domain expertise, business judgement, and complex problem-solving,” Goyal said.

This is playing out across industries, from finance and healthcare to industrials and supply chain.

“An engineer who understands technology is valuable. An engineer who also understands the economics of the business, the regulatory environment, and the customer problem is significantly more valuable. The same principle applies across finance, healthcare, industrials, supply chain and financial services,” Goyal explained.

The same shift can be seen in the life sciences sector, especially in cities such as Hyderabad, where GCCs are taking on specialised scientific, analytical and regulatory work.

Swiss-based pharmaceutical major Novartis, which set up one of the earliest GCCs in India nearly 25 years ago, has since grown its Hyderabad centre into its largest global hub.

“From its humble beginnings as a support hub, the Novartis Corporate Center Hyderabad uniquely houses biomedical research, drug development, manufacturing and supply operations, and other corporate functions,” explained Ganpat Anchaliya, site head, Novartis Corporate Center, India.

The center works closely across the company’s global drug development programmes, requiring capabilities that extend beyond just AI.

“India is deeply embedded in our global development of medicines model, so it’s less about ‘India-only’ programmes and more about global assets where India plays an important enabling role across chemistry, analytics, biostatistics, data science and clinical operations,” added Anchaliya.

The Hyderabad centre currently supports multiple Phase-II and Phase-III programmes across therapeutic areas such as cardiovascular and metabolic diseases, oncology, immunology and neuroscience.

“Nearly every molecule that reaches late-stage development in Novartis has some contribution from teams in India, whether that is through technical development work at Genome Valley, global clinical trial support, advanced analytics, or regulatory documentation,” Anchaliya noted.

This becomes one of the finest examples of how the GCC talent pool includes highly specialised expertise that is closely tied to the core business of the organisation.

Sharma added how healthcare-linked talent is growing fast without getting equivalent attention. India already has 150+ healthcare-linked GCCs working in biopharma, health-tech, and AI-driven clinical platforms, yet this rarely comes up in conversations about GCC hiring.

“Manufacturing-adjacent capability is another area with real headroom, embedded systems, hardware design, precision engineering. As global supply chains shift, GCCs are starting to co-locate capability development alongside manufacturing, but this remains early-stage in India,” he noted.

Addressing the skill gap

As GCCs build a wider range of capabilities, they are also becoming more cautious about where they find talent.

“GCCs are becoming more thoughtful about where they find talent and how they build access to it,” Goyal said.

Peer GCCs remain an important source, given that these professionals already understand the industry context and the workings of a global organisation. Technology and IT services companies offer another pool of leaders accustomed to managing large teams across geographies, while consulting firms are becoming increasingly relevant for strategy and transformation roles, he added.

Campuses also remain important, particularly engineering and business schools, alongside experienced Indian professionals returning after careers in the US and Europe.

At the same time, companies are expanding their search beyond the traditional talent hubs.

“There is also a greater focus on building talent rather than simply hiring it.The broader point is that India’s talent advantage is no longer just about scale. It is also about how thoughtfully GCCs access, develop and deploy that talent,” Goyal said.

GCCs are developing deeper partnerships with universities and helping shape curricula around the skills they expect to need. They are also working with consulting firms, technology services companies and outsourcing providers to access specialised capabilities that may take longer to build internally.

“Today’s workforce is also seeking opportunities to contribute strategically, solve meaningful problems, and create impact regardless of location. As AI becomes embedded into everyday workflows, the ability to learn continuously, adapt quickly, and make informed decisions will be essential for long-term success,” added Gajria.

According to Taggd’s Sharma, companies are mapping skill clusters to locations before opening roles, while expanding their search beyond the established hubs to emerging talent centres.

“GCCs are mapping skill clusters against location before opening a requisition. Bengaluru, Hyderabad, Delhi NCR, Chennai, Mumbai, and Pune remain the primary hubs. But emerging clusters, Kochi, Coimbatore, Ahmedabad, Jaipur, Indore, are seeing 21 per cent year-on-year growth in GCC demand,” he noted.

India’s advantage is not just the scale of its technology talent. Over the years, the growth of GCCs has also created deep pools of people with experience in specific industries.

That was an important factor in Under Armour’s own decision to set up its center in Bangalore this year.

“We evaluated locations globally before choosing India and eventually Bangalore. One of the major reasons was the depth of retail talent available here. Bangalore has a significant concentration of retail GCCs, which has created a strong pool of professionals who understand both technology and the retail business,” explained Madhu Natesan, vice president and managing director, at Under Armour India.

He added the firm has consciously looked for that combination in its hiring.

“Our leadership team brings strong retail experience, and we have also focused on retail context while building engineering and AI teams. The conversation around India talent has traditionally been very technology-led. But years of GCC growth have also created people with deep knowledge of specific industries and business functions,” Natesan added.

From a sector perspective,he added how GCCs are building deeper capabilities across data and platform engineering, consumer technology, decision products, cloud and infrastructure, and enterprise applications.

Moreover, skills such as creativity, independent thinking, communication and the ability to navigate ambiguity are becoming important.

“These skills become more important as GCCs move from executing defined processes to shaping decisions and owning business outcomes.

The challenge, therefore, is not simply increasing the talent pool. It is developing a larger base of enterprise leaders and problem-solvers. That will play an important role in determining how far up the value chain GCCs in India can move,” Goyal said.

One of India’s potential advantages, according to Iyer, comes from the vantage point its teams have across the broader organisation.

“There’s a very intuitive intelligence that the team in India has. It’s to be able to bring standardisation, it’s able to bring the client context and surface it up as a connected intelligence,” he said.

Because the India team works across US offices, clients, service lines and functions, it has the ability to identify common patterns and bring together insights from different parts of the business.

“India has an abundance of strong technical talent. But as GCCs take on larger mandates, knowing how to build something is only one part of the requirement. People also need to understand the business problem and why it matters,” Natesan said.

AI and automation will undoubtedly continue to shape the GCC talent playbook.

As these centres take on work that is closer to the core of the business, the skills they need are changing too. And that will depend on how well that expertise can be combined with the latest tools and understanding of their business.

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More than half of global capability centres plan to expand their workforce in 2026-27, while 22 per cent expect stable headcount and 26 per cent anticipate cuts, according to the second edition of Taggd’s annual GCC report released in partnership with the Confederation of Indian Industry (CII).

Taggd is a digital recruitment and talent fulfilment company. The report is based on inputs from over 100 CHROs and talent acquisition leaders, along with closed-door roundtables across major GCC hubs.

It said that despite stronger hiring sentiment in FY27 than the previous year, quality mismatch has emerged as the top hiring challenge for GCCs, surpassing compensation pressure and talent availability, signalling a shift from hiring for volume to finding the right fit.

This signals a shift in India’s GCC hiring challenge, from a shortage of candidates to finding talent that meets the skill standards demanded by skill-first hiring, the report added.

According to the findings, 52 per cent of GCCs are planning to increase headcount in FY27, against 48 per cent a year ago.

While 22 per cent expect the hiring to hold at current levels, 26 per cent anticipate a reduction, a caveat that did not feature as prominently in last year’s outlook, it added.

The report further said that India’s GCCs are entering FY27 with early-career talent continuing to anchor hiring, with freshers at 16 per cent and professionals with 1-5 years of experience at 30 per cent, which overall accounts for 46 per cent of expected hiring.

It indicated that GCCs are sustaining early-career hiring, even as the mix within it shifts slightly toward those with some prior exposure.

“GCCs are driving India’s next phase of global leadership, but the rules of engagement are shifting. Our research with CII confirms that FY27 growth will be defined by precision rather than sheer volume. As AI integrates across every function, the GCCs that lead tomorrow will be those that transition from broad-based intake to targeted, skill-first capability building,” Taggd co-founder and CEO Devashish Sharma said.

The report also found that GCCs rely heavily on external hiring, with 78 per cent of talent sourced externally versus 22 per cent developed in-house, leaving them vulnerable to rising wages and intense competition for specialised skills.

Among externally sourced GCC talent, IT services continued to be the single largest contributor at 41 per cent, followed by talent moving between GCCs at 32 per cent, and hires from startups and product companies at 27 per cent, it added.

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“The glory of medicine is that it is constantly moving forward, that there is always more to learn. The ills of today do not cloud the horizon of tomorrow, but act as a spur to greater effort.”

— William James Mayo

The pharmaceutical industry in India is marching towards becoming a global hub for medicines and pharmaceutical equipment. It has also made rapid strides in vaccine development, and the industry is witnessing work on a mission-mode basis to set up pharma manufacturing parks across India to expand the country’s pharmaceutical influence worldwide.

According to the Decoding Jobs India Report 2023, the Indian pharmaceutical industry market is set to grow from $49 billion to $130 billion by 2030. To broaden their growth prospects and be future-ready in today’s tech-driven environment, companies are keen to hire digitally-skilled talent to fuel their next growth phase.

Current Job Outlook In the Pharmaceutical Industry

According to Mr. K Kulbhushan, Global Head and Vice President at Dr. Reddy’s, “As the pharmaceutical industry continues to advance in 2023, we will see a growing demand for professionals with skills in chemical engineering, machine learning, and artificial intelligence, as well as project management.”

At present, there are a total of 2.5 million people employed in this sector. The pharmaceutical sector is creating a surge in demand for new roles and opening up several job opportunities. The industry is optimistic about growth, and according to the Decoding Jobs India Report, the expected hiring intention of pharmaceutical employers in 2023 is 16% more than it was in 2022.

Jobs Opportunities In the Pharmaceutical Industry

The industry has scope for multiple roles– be it in cybersecurity to maintain the secrecy of medicinal formulations, blockchain to build resilient delivery models, or robotics and AI to make smarter assembly lines, there’s ample scope and opportunity for professionals from diverse digital skills backgrounds.

Let’s take a look at some of the high-demand jobs in the pharmaceutical industry. 

• Tech-based Roles

 Pharmaceutical executives are looking to reduce their product development costs and time. To achieve this, companies require talent skilled in machine learning, artificial intelligence, and static/dynamic simulation software. As per a study by Pharmaceutical Technology, 70% of drug development is already done by leveraging cutting-edge technologies like Artificial Intelligence (AI), Machine Learning (ML), and Natural Language Processing (NLP).

• Quality Assurance & Manufacturing Roles

Quality assurance is one of the core domains of the pharmaceutical industry and is responsible for developing and implementing quality standards for manufacturing drugs and medical equipment. There are several new job opportunities in this department for candidates from BPM (Business Process Management) and  Lean Six Sigma backgrounds who can develop efficient error prevention techniques, streamline inventory management, and improve the material flow.

• Project Management Roles

Project management is another key area of focus for companies, with a focus on ensuring effective collaboration among the teams. This has led to an increase in demand for professionals with knowledge in implementing the agile working methodology.

• R&D Roles

Research and development (R&D) is at the heart of every pharmaceutical company; hence, the need for research-oriented professionals is always high. The Indian Government is also playing a crucial role in promoting R&D by allocating USD 419.2 million towards research and development initiatives taken by the Ministry of Health and Family Welfare.

This has led to job opportunities for scientific technicians who specialize in genomics, biochemistry, molecular biology, drug discovery, toxicology, and several other fields.

• Sales & Marketing Roles

Lastly, if we look at the non-technical side, companies are also looking for experienced sales and marketing professionals to gain a competitive advantage and build a strong relationship with their customers. This opens up doors for job seekers proficient in digital marketing, branding, social media management, and marketing strategy planning in this sector.

Mrs. Namrata Gill, HR Lead at Dr. Reddy’s, says that “The pharmaceutical sales market will require professionals who possess a strong understanding of marketing and product management to excel, as has also been stated in the Decoding Jobs India Report 2023.”

The Way Forward

The pharmaceutical industry is undergoing a digital shift, and there are several job opportunities available for professionals willing to upskill and reskill.

Besides technical skills, companies actively look for candidates with two main traits– strategic thinking and strong problem-solving. So, develop your skill set in these areas. Put in efforts to network with industry professionals and be active on social media to connect with the right people, and clinch the job opportunity of your choice.

Lastly, I would like to leave you with an inspirational quote from Henry Ford, founder of Ford Motor Company, “Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.”

About the author

Pankaj Bansal is the Co- founder of Taggd and Work Universe (a Fund investing in jobs and work tech). He is a non-executive director at Karmayogi Bharat (Capacity building or Civil Servants) and many other startups. Follow him on Twitter at @pankajbansalPB.

By Dainik Bhaskar

The post Unlocking the Potential: Exploring High-Demand Jobs in the Growing Pharmaceutical Industry in India appeared first on .

Have you wondered what are the factors that influences a nation’s economic growth, or what determines the outcome of elections, and what ensures financial stability for every individual? The answer to all these questions is – jobs, or employment.

2022: A roller coaster for the job market

A retrospective look on 2022 tells us that it started on a positive note, with the first half of 2022 witnessing relatively strong hiring. However, Q2 FY22 onwards posted an altogether different story. Global recessionary fears and geopolitical conflicts dampened business sentiments across the world.

Recent months have seen a flurry of layoffs across the globe, especially in IT, sparking fear, uncertainty, and disruption for those affected. There is a palpable concern among employers and employees to know how the job market will shape up in 2023 amid these unprecedented times.

What can we expect in 2023?

As we enter 2023, even though the hiring sentiment seems a bit worn down, there is not a complete pause. The position of the Indian job market remains to be powerful, the population is young and growing, and is going to become the world’s largest labour force by 2027- indicating a large pool of potential employees to fill new roles and positions.

In the coming year, we expect a state of equilibrium – with growth continuing in pockets. We See That Many Segments Of Employers Will Be Optimistic About Their Hiring Activity In 2023 – With 45% Of Employers Surveyed Foreseeing Up To A 20% Increase In Hiring, As Per Decoding Jobs India 2023 Report By Taggd In Association With CII. While the global demand for Indian talent will start becoming visible around mid-2023, India’s job and employment landscape will be driven by domestic demand for talent. Domestic demand also spurred by rise in entrepreneurship, will be an important corner stone for employment. Let me share some positive hiring outlook and sectors in focus:

Pharmaceutical

With the new variant of covid and given India’s G20 Presidency, digital health innovation, achieving universal health coverage, delivery will take Center stage. This should give the employment generation a push in the next 6 to 8 months. Opportunities in medical research, healthcare administration, public health, nursing, and heavy focus on data science, API, AI/ML, R&D can be expected.

Manufacturing

Due to geopolitical reasons, Industry 4.0 and the “Make in India” initiative from the government, we are expecting manufacturing to grow in the next year and build domestic demand in the country. Organisations like Apple and Volvo are moving their innovation centres in India. As many as 50,000 direct jobs have been created in India since August last year, and this momentum is expected to continue.

Automotive

Amid increasing push towards environmental sustainability and Make In India, the auto sector’s job landscape will remain buoyant in 2023. Companies in Auto will look to hire people for product launches and green fuel technology. The top demands are for jobs like program managers, electronic and mechatronic engineers, expertise in fuel cells, system engineers, and AUTOSAR architecture.

Internet Business

Local e-commerce expects to grow on basis of domestic demand. Demand for delivery professionals, expertise in analytics, and performance marketing will drive employment in the sector in the coming year.

IT

Tech companies will be shifting their hiring focus on quality instead of quantity as we exit the market normalization phase. Given the over hiring done in the sector, hiring will not be as buoyant as it was in past, however, demand for niche talent like: DevOps, Cybersecurity, Blockchain, Robotic Process Automation, AR/VR in Online Gaming skills, will continue to persist.

Future of jobs

Confucious said “Choose a job you love, and you will never have to work a day in your life”, I would suggest- “Find love in the job you choose”. It’s essential for both individuals and organizations to stay flexible and adapt to changes in the job market.

As per India Skills Report 2023 by Wheebox, Taggd and CII, for the first time India reported a 50.3% employability score which means 50.03% of the test participants who were young were determined to be highly employable in total. Among the employable young population, 53.28% of women and 47.28% of men were deemed to be highly employable.

Successful job searching often involves a balance of both ‘science and art’, So, ask yourself:

1. Do you have the skills best suited to the roles for which you are applying?
2. If you have the right skills and knowledge, do you know it inside-out? If asked, can you speak on the subject for 2-3 minutes instantaneously and deeply?
3. How can you help your organization grow in the first 90 days of your job?

It’s important to approach the job search from the perspective of the hiring manager than only HR. If your answers to these questions are in the affirmative, rest assured, there are good jobs awaiting you. If not, start building up your skill stack, and gear up to be a part of India’s growth story!

About the author

Pankaj Bansal, is the Co-founder and Group CEO of PeopleStrong, Taggd and Wheebox. He is also a non-executive director at Karmayogi Bharat.

By Dainik Bhaskar

The post The Future of Jobs: Here’s What You Need to Know appeared first on .

Indian freelancers getting paid in the American currency are set for a 7-8 per cent jump in their income as the rupee has fallen below the Rs 80-mark.

While the Indian rupee sliding against the US dollar has come as bad news for employees, especially as inflation is already weighing heavy on salaries, Indian freelancers getting paid in the American currency are set for a 7-8 per cent jump in their income. The Indian rupee fell below the Rs 80-mark against the USD, declining about 7 per cent in a year.

A company incorporated in India cannot avail services domestically and pay in a foreign currency, legally or statutory, clarifies Aditya Mishra, CEO of CIEL HR Services. But a lot of Indians are freelancing with global firms and taking up assignments on dedicated freelancing portals, he adds.

“A lot of freelance websites have come up through which international work is coming in. For them, it is a good time because the US dollar is getting stronger,” says Mishra. He highlights project report writing, content writing, software coding and testing, digital marketing and executive coaching assignments as some of the prominent freelancing work being done, estimating that 50,000 people in the country would be earning an income through freelance work.

Sanjay Shetty, Director of Professional Search & Selection and Strategic Accounts at recruitment firm Randstad India, says the number of people who are at an advantage may not be huge because the gig and freelance concept is still taking shape in India. “There are people who could be in the technology sector or oil & gas companies such as highly skilled offshore drilling platform engineers or high-end designers, project managers or automobile engineers who may be earning in dollars,” he says.

“With a 7-8 per cent decline in the value of rupee, industries, including consulting, analytics, and exports, are expected to gain. Talent employed as academicians, electronic data publishers for global products are others that are expected to gain from a higher US dollar value,” says Vishal Bhardwaj, Chief of Digital Transformation at digital recruitment firm Taggd

The value of the Indian rupee has depreciated by around 25 per cent against the dollar since December 2014. It has fallen from 63.33 against a dollar on December 31, 2014, to 79.41 on July 11, 2022, Finance Minister Nirmala Sitharaman said in a reply to the Lok Sabha, quoting RBI data. She attributed it to global factors such as soaring crude oil prices and the Russia-Ukraine conflict.

“Anything freelancers earn through these assignments or projects, they stand to gain 7-8 per cent increase in their overall income because the Indian rupee has declined by 7.5 per cent,” says CIEL’s Mishra. Randstad’s Shetty says inflation will also have to be factored in, but the impact of inflation will be lower on those who have a US Dollar income in India through freelance work than on somebody who is earning only in Indian rupees.

The experts also say that the advantage will continue for a while as the rupee is expected to stay weaker against the USD for a while in the face of continuing geopolitical and macroeconomic headwinds.

By Business Today

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