A recent study indicated that 54% of new businesses focused on Digital services being delivered out of the GCCs.
The talent pool available to the GCCs became boundary-less with virtualization. As more diverse talent now became a part of the mainstream pool, culture and engagement ruled the agenda with increased emphasis on communication to continue making the virtual employee feel connected to the organization. With culture moving virtual, cues to drive engagement and aligned behaviors moved out from the physical workplace.
Primary caregivers and high quality talent in Tier-2 and Tier-3 cities now were a part of the talent pool. The reach of the GCC to source high skill expanded during the pandemic. The skills being demanded by the GCCs have also evolved from transactional to specialist leading edge competencies.
The role of the office has seen a dramatic shift in the year. With offices being used only for essential activities, large office spaces and designated seating has come under the scanner. GCCs are increasingly considering reductions in their footprint, converting working spaces into collaboration hubs and shrinking the floors through hot-desking. Any additional space that was considered or being planned for was shelved with lease termination clauses being explored for early release of the physical footprint.
With an increased focus on employee health and wellbeing, the office saw physical changes with social distancing norms and safety enhancements being implemented. Digital enhancements in the workplace was another theme with increasing adoption of Employee Health, and Safety apps to monitor COVID exposure of their workforce, providing employees with wellbeing support through digital health services, etc.
Nitee Gupta, EY also contributed to the article.