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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In the rapidly evolving IT industry, maintaining a competitive edge is essential for sustained success and profitability– more so in the global economic headwinds of today. However, many IT companies grapple with a hidden obstacle that undermines their profitability– aging vacancies. 

Aging vacancies refer to positions or roles for which suitable candidates are not hired for a long period of time. When crucial positions remain unfilled for extended periods, the consequences can ripple through an organization, and may lead to substantial financial setbacks and operational challenges.

In this article, we delve into the adverse impact of aging positions on IT companies and explore how strategic recruitment process outsourcing and tech recruiting platforms, like Taggd, can help IT companies overcome this challenge.

Why Do Positions In IT Companies Stay Vacant?

The IT sector’s dynamic and expansive nature requires candidates from various specialties and backgrounds. The IT hiring landscape thus is complex so to say, and here are a few prominent reasons why positions in the IT industry age:

1. Lack of access to quality talent: The evolving tech landscape has significantly increased the requirement for candidates with niche skills while the supply remains severely constrained. 
2. Inefficient hiring process: Lengthy and poorly-designed recruitment processes contribute to further delays in filling positions. In some cases, budget constraints or a short-staffed talent acquisition team adversely impact the interview process in terms of candidate engagement and drive away potential candidates.
3. Demand in non-IT sectors: The rising demand for tech talent in conventionally non-IT industries like automobile, pharmaceuticals, and manufacturing has impacted the availability of suitable candidates for tech companies, thereby leading to aging vacancies.

Impact of Aging Positions

1. Increased burnout and reduced productivity: Vacant positions for a long time can result in increased workloads for existing employees at IT companies, leading to increased probabilities of burnout among existing workforce. Over time, this pressure can start impacting employee creativity and innovation, hindering the company’s ability to stay ahead of the IT industry’s trends and advancements 2
2. .Low morale and high chances of turnover: Aging vacancies might lead the existing employees to question why no one wants to join their employer, causing doubts about their career growth at the company and dampening their morale. It may also spill over to employees leaving the company as soon as they find opportunities at some other IT companies
3. Missed business opportunities: In the IT field, bench strength is important to execute large-scale projects and stay ahead of the curve. While the present IT hiring sentiment  is not entirely growth-optimistic, hiring has not completely paused at IT companies either. Vacancies in key roles can impede the company’s ability to seize new business opportunities, such as pursuing innovative projects or expanding into emerging markets that can have long term ramifications on the company’s growth trajectory.
4. Customer dissatisfaction: A stretched workforce increases the chances of deadline delays which may negatively impact the overall project. Delays in delivering projects or providing timely customer support due to understaffing can lead to dissatisfaction among clients. Satisfied clients are the backbone of any IT company’s success, and negative feedback or lost contracts can tarnish the company’s reputation and bottom line.
5. Increased costs: Contrary to the belief that having one employee less saves money, it’s actually the opposite. Therefore, keeping a billable role vacant effectively leads to revenue shortfall, and consequently less profit too. 

How Can Taggd Help?

As India’s leading recruitment process outsourcing platform, Taggd has extensive experience in the IT hiring domain spanning over decades, with proven expertise in helping several IT majors build a dynamic workforce.

1. Robust talent pipeline: Taggd has an active talent pool of over 5 lakh candidates across 850+ roles along with their standardized profiles for easier candidate vetting and selection. Furthermore, our management team constantly engages with candidates through our Career Circles initiative– aimed at helping candidates find the right jobs, which also ensures that our client always has ready access to job-ready candidates.
2. Industry insights and trends forecasting: As a company, we truly believe in the power of data-based decision-making and regularly collaborate with leading institutions such as Confederation of Indian Industry (CII) to conduct nation-wide surveys and research to forecast future hiring trends and employee expectations. This places us in a unique position to give our clients a competitive edge while designing compensation packages and job descriptions.
3. Extension of your hiring team: Our tech hiring platform is designed to ensure that our clients receive end-to-end recruitment and onboarding services from professionals who recruit in the IT industry day in, day out. This gives you access to a seasoned hiring team that can be scaled up and down as per your needs, without any fixed costs.

Read How Taggd Ramped Up Hiring for an AI Digital Engineering Company by 250% Within 6 Months!

Conclusion

In addition to the increase in the possibility of turnover among existing employees, the hidden cost of aging positions can severely affect IT services companies by revenue terms. At Taggd, we believe in delivering results by closely working with our clients to help them recruit candidates who can assist them in fulfilling their long-term growth goals!   

By Manish Gupta

Chief Growth Officer

The post From Profit to Loss: How Aging Vacancies Affect IT Company Revenues appeared first on .

If the recent tech layoffs have painted a bleak picture of the future of tech talent, let me tell you something — a sea of opportunities is waiting for you in places where you have never looked before — because “In the middle of difficulty lies opportunity,” as Einstein rightly said.

The disruption that digitization has caused in the job landscape compelled even traditionally non-tech industries and organizations to expand their reach in recruiting tech talent. The result? A 50 to 60% increase in demand for tech talent between 2020 to 2022.

But what is driving tech hiring in non-tech organizations? And what type of tech-related job opportunities are available?

Enhancing customer experience with digital products and solutions

As organizations are increasingly looking towards technological innovations to seamlessly deliver their products and solutions to customers, the need for tech talent is escalating too. For example, eyewear platform lenkart.com has taken to digital like no other competitor brand, to allow customers to try and book their prescription eye-glasses from the comfort of their homes using 3D Try-on technology. Traditionally offline-heavy industries like automobile are moving in this direction too. Mercedes-Benz India launched a D2C digital platform in early-2022 that allows customers to engage and complete their car purchase online and sold 3,000 cars within a span of just four months.

Driving growth with data

Organizations are increasingly leveraging the power of data analytics to gain insights into their customers’ preferences, needs, behaviors, and interests. As a result, the Indian market has seen a rise of jobs in data analytics and data science by almost 50 per cent in the last 12-18 months. Half of this demand is coming from the non-tech organizations such as Retail, Logistics, BFSI, Pharmaceuticals, Healthcare, etc. In fact, data scientists are also in huge demand in media and entertainment as India’s OTT market is set to increase at an annual rate of 23.3% in 2023.

Rise of Artificial Intelligence

The adoption of AI has been massive since the pandemic, especially in finance and retail. In 2022, 57% of the organizations reported using AI to optimize their business processes and customer experience. Companies like Amazon and Starbucks are using AI to engage more deeply with customers by offering dynamic pricing, personalized shopping lists, and better promotional offers.

As technology continues to reshape the global economy, traditional companies are increasingly hiring professionals in areas such as Product Engineering, Digitalization, Data Sciences and AI. Tech companies tend to have more service-oriented roles, while product or conventional non-tech organizations typically offer high-end technology roles like Product Development, R&D and AI.

We at Taggd have seen a significant shift in talent mix hired in favour of tech talent in last 3 years. This will gain more momentum in years to come. In 2021 and 2022 alone, Taggd hired 6000+ tech personnel for non-tech companies, including Mahindra, Honeywell, SKF, Bosch, Tata Motors, and Schindler, to name a few.

Innovating and manufacturing a bright and sustainable future

Traditional manufacturing and engineering organizations are shifting from being industrial-engineering to becoming industrial-software companies. This shift will require a high level of software competency to build, operate, and maintain complex systems. To put this in a numerical perspective, the Pharmaceutical sector is recruiting digital experts, developers, and data scientists in R&D, the hiring percentage of which was almost 5% in 2022 alone. As organisations allocate more budget for product development, companies are open to investing heavily in hiring talent to incubate,  research, and design future products.

With expertise in machine learning, big data, predictive analytics and other cutting-edge technologies, tech talent can develop products that meet customer needs while researching and developing solutions for the future such as digital twins, advanced robotics, blockchain technology, virtual reality, and more.

Every customer needs service, but digitally

Customer needs often go beyond physical products, which is why tech talent is necessary in developing digital solutions that can meet those needs, including virtual assistant solutions, e-commerce platforms, web applications or other technologies designed to make life easier for customers. For instance, many FMCG brands such as Dabur and Emami are experiencing a massive pull factor for their products and are investing considerably in building their digital capacities to meet this demand.

So, if you have technical skills and want to pursue a career in a non-tech industry, now is an opportune time. All you need to do is have faith in your skills and muster the courage to take that one extra step to explore these opportunities.

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.

By Pankaj Bansal

Co- founder of Taggd and Work Universe

The post Digital Transformation: Finding Tech Talent in Non-Tech Companies appeared first on .

The seventh edition of India Skills Report (2020), was launched recently. Key findings include that 56 percent of employers are likely to increase hiring next year; e-commerce and BFSI will lead hiring.

” In an economic environment where most business are taking a cautious approach towards business plans in the coming year, it is amazing to see some green-shoots. And we are hopeful that this would further improve if the necessary reforms are launched in time. “

Predicting Hiring Trends

The seventh edition of India Skills Report (2020), India’s only and most referred report on the nation’s talent landscape, was launched recently. Key findings include that 56 percent of employers are likely to increase hiring next year; e-commerce and BFSI will lead hiring. Despite the gloomy outlook that is impacting Indian economy and the hiring plans of organisations in the last three quarters, hiring will look up in 2020, according to india skills report 2020. While there are sectors where a muted growth would be experienced, banking, financial services, insurance and e-commerce business companies have shared a positive hiring intent for the coming year. Powered by Wheebox, A Global Talent Assessment Company, India Skills Report is a joint initiative with Taggd by PeopleStrong (India’s largest Recruitment Process Outsourcing provider), Confederation of Indian Industries, in collaboration with UNDP, AICTE and AIU. India Skills Report 2020 aims to provide an overview of the supply of talent and the demand from industry and brings together the readiness of our present talent pool for new-age jobs or job types and the skills that employers are today seeking in prospective employees. The report is a culmination of insights gathered from Wheebox National Employability Test (WNET), a nation-wide assessment that reached over 300,000 graduates from 3,500 institutions across 28 states and nine Union Territories of India and the India Hiring Intent Survey (IHIS), primary survey of over 150 enterprises across nine major industries conducted by Taggd (PeopleStrong’s Recruitment Business).

The talent demand landscape

The overall quantitative and qualitative sentiment measured for the hiring intent for 2020 is largely optimistic across a few industries. On the talent demand side, IHIS this year revealed that almost 56 percent of employers have a positive outlook on hiring, which is slightly lower than last year when this number was 64 percent. Candidates with 1-5 years of experience continue to remain in maximum demand (over 40 percent) while freshers make up for only 15 percent of the overall talent demand. Basis the educational qualifications in demand, engineers have been expected to be hired the most (30 percent), closely followed by general graduates (BA/B.com/BSc.). Whereas Tamil Nadu, Karnataka and Maharashtra are the states preferred the most by employers for hiring talent. Speaking on the occasion, Devashish Sharma, Chief Business Officer, Taggd and Founding Member, Group Chief People Officer – PeopleStrong said, “In an economic environment where most business are taking a cautious approach towards business plans in the coming year, it is amazing to see some green-shoots. And we are hopeful that this would further improve if the necessary reforms are launched in time. In this year’s report, in addition to quantitative analysis, we have also collated qualitative inputs from the demand side from our Decoding Jobs 2019 – The Think Tank Series and are hopeful that our suggestions would help the academia and the government to take necessary steps and bridge the talent supply and demand gap.” The challenges and opportunities in talent supply With almost half of India’s current population under the age of 26, the country needs to continuously find ways to keep its workforce skilled, to meet the demands of its industries while also seizing global opportunities by supplying talent to the international job markets. As per the WNET, on the talent supply side, of all the students passing out this year from various streams, more than 46 percent are employable. MBA-holders have taken over the slot of the highest employable cohort among the various course graduates with an employability score of 54%. The position was held by engineers the previous year. Employability for pass-outs of B. Pharma, B.com, BA and Polytechnics has witnessed an appreciable increase at about 15%. The report also reveals that most of these employable graduates are found in the states of Maharashtra, Tamil Nadu and Uttar Pradesh. The role of women in the $5 trillion economy The report also commented on the role women need to play in order to make the $5 trillion economy a reality and shared that though female employability this year has increased marginally to 47 percent from 46 percent last year, the gender parity as the hiring intent for 2020 remains a concern. The report reflects a likely hiring ratio of 71:29 for male to female candidates in 2020, with the widest disproportions expected to be seen in the automotive sector. Nirmal Singh, Co-founder and CEO, Wheebox shared, “India’s talent supply landscape is very complex, yet interesting. With the kind of change organisations are experiencing, a lot of work needs to be done on the supply side to keep up with the pace. This is visible in the employability levels of graduates, which though improving is yet to cross the 50 percent mark.”

States with the highest employability

Moving further towards the states with the highest employable talent, of all states and union territories, the top three states were found to be Maharashtra, Tamil Nadu and Uttar Pradesh. It is interesting to note that Maharashtra (up from 9th position) and Tamil Nadu (up from 10th position) improved their position remarkably this year to become the most employable states. States that registered a dip in their ranking were West Bengal (2nd in last year) and Haryana which could not make into the top ten list. Download your copy of India Skills Report 2020 India Skills Report 2020 The india skills report 2020 was launched by the Ministry of Skill Development and Entrepreneurship and Ministry of Labour and employment at CII’s National Skills Summit in New Delhi on 10th Dec 2019 in New Delhi and is available for downloading here.

India’s first Decoding Jobs sectoral dossiers on the talent landscape

To supplement the report, Taggd also released India’s first Decoding Jobs sectoral dossiers on the talent landscape for leading industries which included insights on the hiring intent and trends for 2020. The sectoral dossiers bring together the readiness of our present talent pool for new-age jobs in a particular industry across parameters such as skills, education, work experience, gender diversity etc. that employers like you are today seeking in their prospective employees. Copies of the sectoral dossiers may be downloaded here: automotive, bfsi, it, e-commerce, pharmaceuticals and engineering & manufacturing.

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