Managing Talent Acquisition: Models for Global Capability Centers (GCCs)

The location-based configuration of Global Capability Centers (GCCs or GICs) that the world was well versed with became outdated with the outbreak of the pandemic last year. This disruption has since changed how GCCs operated as we knew them to be. Fortunately, best-in-class GCCs have pivoted swiftly in the battle for survival and have exhibited resilience, continuity and efficiency to stay ahead in the game.

According to EY’s GCC Pulse Survey 2020, 93% of the respondents indicated that talent acquisition is the most important lever to drive scale. Both big and small players globally are exploring options in virtual hiring, borderless talent, flexible working alternatives and corporate learning in virtual environments. This has increased the need for GCCs to focus on developing future-ready leaders internally.

In our experience of working with multiple Global Capability Centers, there are four important areas when considering one’s talent acquisition strategy in a remote working model.

1. Redefining Requirements

A. Role Requirements – In the current scenario with the workforce working remotely and project-based work becoming increasingly common, defining roles cleanly has become critical. Scattered teams mean a person needs to run with the ball with virtually no help in a project scenario. There has to be an objective criterion to define a role and an approximate fit may not work.

With specializations overruling general adeptness across skills, specific spikes should outweigh general knowledge about the broader space. Adopting a criteria-based hiring process enhances the organization’s chances of building a diverse and high performing team. Defining requirements for each role in terms of clear skills (technical
attributes) and competencies (behavioral and managerial attributes), will enable a criterion- based hiring process. The output of this step would be a Skill Competency Matrix against each role with the organization, with the required level clearly defined. Moreover, all job descriptions can flow through this standardized central resource.

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