Hello welcome back to the next part of our blog series on GCC and recruitment industry. In the previous blog, we explored how GCCs are shaping hiring strategies and execution in India. Now, let’s dive a little deeper into talent acquisition. From defining the key skills for the job to sourcing candidates from across industries, we will discuss everything that lets you be equipped for talent acquisition
Catching up with the speed and scale of hiring
Recruiting organisations move between four key quadrants regarding hiring: speed, quality, cost, and consistency. While these pillars have always been relevant, the rapid pace of technological advancement has added new layers of complexity. Consistency, especially, relies on strong governance to ensure that hiring aligns with long-term business objectives in a rapidly changing employment landscape.
As technology evolves rapidly, the skills needed in the workforce are also changing swiftly. Some reports claim that 75% of today’s skills will be obsolete in the next seven years. Today, we are seeing three broad trends in the hiring industry: the adoption of new skills, the coexistence of both new and existing expertise, and the rapid phasing out of outdated competencies.
To stay ahead, recruitment organisations must work closely with the business to define which skills to prioritise. This partnership ensures that hiring strategies remain agile, adapting to the evolving skill landscape without losing sight of long-term goals.
Define skillsets based on business objectives: Skill taxonomy
The tendency to focus on short-term targets often leads to more harm than good. What’s needed instead is a long-term perspective, one that aligns recruitment efforts with the broader organisational strategy.
Recruitment teams should work closely with business leaders to define the skills needed for specific roles. These skills should be mapped out in a clear taxonomy, prioritising those most relevant to the company’s evolving product strategy and business objectives. Primarily, the recruitment organisation should sit with these organisations and develop a skill taxonomy.
When these two are stitched together, recruitment strategies become more effective, paving the way for sustained success rather than short-term fixes.
Have a flexible workforce model
Relying solely on the full-time employee (FTE) model is no longer sufficient. Not every product line or project requires a permanent workforce, and businesses must embrace flexibility.
From contractors to gig workers, short-term programmes and project-based teams offer the agility needed to respond to fast-moving market demands. It is crucial for organisations to partner with recruiting firms to stay ahead of the curve.
By staying informed on in-demand skills, market trends, and competitive insights, recruitment teams can design more adaptable and effective hiring programs.
The three legs of hiring: From campus to leadership
Campus hiring: Building the talent pipeline
Engaging with universities and offering tailored upskilling programmes builds a talent pipeline prepared for both current and future demands. This approach strengthens ties with educational institutions and equips the organisation for evolving needs.
A strong campus presence keeps your brand on top of the mind for future talent, positioning students as more than just entry-level hires, but as future leaders in the organisation.
Volume hiring: Accelerating for scale
In volume hiring, the focus shifts to speed, cost control, and finding the right person for the right role. However, the urgency to fill positions can sometimes outweigh deeper considerations of long-term potential.
Value hiring: Visionaries that shape organisations
Value hiring focuses on strategic initiatives, targeting critical roles, leadership positions, and specialised skill sets that bring disproportionate value to the organisation.
This approach builds the organisation by bringing in talent with future-aligned skills – the strength of the T-shaped resources —who drive growth and technological adoption.
It helps create a workforce that supports both our market strategies and long-term product goals.
Broaden your talent pool with remote and hybrid models
The talent acquisition function must also take on an advisory role, guiding organisations in effectively defining remote and hybrid work models. Clear distinctions between these models are crucial for strategic workforce planning.
By having a well-considered approach to remote and hybrid work, companies can broaden their talent pool beyond local constraints. This doesn’t mean abandoning return-to-office or hybrid setups, but rather embracing flexibility to tap into a wider range of talent, enhancing the overall workforce strategy.
Build talent in partnership with edtech firms
Acquiring talent from competitors – buying talent – offers the advantage of immediate expertise, allowing businesses to fill essential roles faster and drive results more quickly.
Meanwhile, building talent involves partnering with universities and ed tech frims like Simplilearn or Unacademy to develop skills in-house. This investment creates a future-ready talent pool aligned with the organisation’s needs.
What to look for when hiring across industries
Adapting skills to industry-specific tools
Let’s take the example of a Java architect moving across industries. While the core technical skills remain consistent across industries, their application can vary.
For instance, a banking organisation might use different tools compared to a shipping or logistics company, even though the same fundamental skillset is required. Adapting to each industry’s unique tools and logic is key.
Equally critical is understanding the regulatory landscape, especially in key roles. What works in IT services may not be acceptable in a Global Capability Centre (GCC), where compliance is deeply integrated into operations.
Possessing industry knowledge
Candidates who can demonstrate knowledge of their previous industry demonstrate that they care for and understand beyond their role. This sets them apart and indicates a readiness to adapt.
Additionally, they must demonstrate genuine interest in the industry they are transitioning into. For example, if someone is moving from shipping to fintech, their reason for the switch matters. A clear vision about why they are drawn to fintech and how they plan to grow within it reveals a long-term commitment.
Culture fit and collaborative mindset is crucial
Company culture and fit are critical factors that can’t be overlooked, no matter how many years of experience you bring to the table. Often, people may excel in their previous roles but struggle to adapt to a different organisational culture. This isn’t a flaw—it’s just that they have been shaped by the collaboration styles and structures of their previous industry or company.
In agile work environments, for example, reporting lines aren’t always straightforward. You might officially report to one person, but in reality, you are working with multiple stakeholders. Collaboration is key to achieving anything. For candidates moving between industries, it’s vital to assess not only their technical skills but also their ability to thrive in a matrixed, highly collaborative setting.
Bringing it together: Shaping the workforce to meet the rising talent demand
Recruitment teams must balance speed, quality, cost, and consistency while adapting to evolving skill demands. By collaborating with businesses to define long-term skill needs and embracing flexible hiring models—such as campus, volume, and value hiring—organisations can stay agile and aligned with their goals.
Recruitment teams now act as strategic advisors, guiding businesses on remote and hybrid work models, and building talent through partnerships with ed-tech firms. Cross-industry hiring requires a focus not just on technical skills but also on industry tools, regulatory awareness, and cultural fit to ensure candidates thrive in collaborative environments.
By balancing short-term needs with long-term growth, recruitment teams are essential in building a workforce ready for the challenges of both today and tomorrow.
