GCCs in India need to rethink how they move people inside the organization to stay
competitive. With 1,900 GCCs employing around 1.9 million professionals and growing at 18–
20% every year, keeping people stuck in fixed roles no longer works. This old approach leads
to 13–15% attrition and wasted potential, especially when there are skill gaps of nearly 41% in
areas like AI and cloud.
The smartest GCCs are fixing this by creating internal talent marketplaces. Think of these as
simple digital platforms where employees can find short projects, new roles, or rotations
based on their skills and interests. Instead of hiring from outside, companies move talent
internally, helping people grow while meeting business needs.
Internal talent marketplaces aren’t HR experiments they’re cost savers, engagement drivers,
and growth engines.
The build-vs-buy approach is changing how GCCs grow their teams. Instead of rushing to hire
from outside, smart companies first look inside by moving people through project swaps and
cross-team trials. This gives employees a safe way to explore new areas like cybersecurity or
data analytics without the fear of losing their job. Simple skill assessments help match
people to the right work, so talent and business needs stay aligned.
Many mid-sized GCCs are leading this shift. They offer quick lateral moves and global project
exposure, which often matter more than salary alone. For graduates, this means faster career
growth and 15–20% pay increases as they build in-demand skills. For companies, the benefits
are just as clear—internal moves take only 30 days to ramp up, compared to 90 days for new
hires, saving time, money, and effort while keeping teams motivated.
Over the medium term, companies start building internal learning academies that are
directly linked to real job roles. Instead of generic training, employees learn skills they
actually use at work. At the same time, strong digital employer branding on platforms like
LinkedIn and career portals helps GCCs stand out to graduates and experienced
professionals alike.
The long-term goal is to run the organization fully on skills. This means everyone speaks a
shared skills language—from hiring and learning to promotions and project staffing. Many
leading GCCs follow the “build, borrow, bot” model: build talent internally through
upskilling, borrow niche skills from external experts when needed, and use automation or AI
to handle repetitive work.
In simple terms, GCCs in India are changing how they hire, grow, and retain people. Skills now
matter more than job titles, and companies want talent that can learn, adapt, and deliver real
impact. This shift creates better careers for graduates and opens big opportunities for HR
startups and B2B leaders to build smarter, tech-driven solutions. Those who invest in skills,
learning, and internal growth today will shape the future of work tomorrow