To design the content for a publication/newsletter on the event "Navigating Talent Challenges in

the Growing Offshoring and GCC Landscape in India," the layout should be clean, professional,
and easy to navigate. Here's a suggested format structure for this event’s content:

Event Title:

Navigating Talent Challenges in the Growing Offshoring and GCC Landscape in India

Header Section:

 Title of the Paper (Large, bold font)

 Date and Event Location (Smaller font, under the title)
 Logo/Branding (SSF Global logo and any relevant event or publication branding)

Example:

 Event held on August 2024, hosted by SSF Global

Introduction:

 Opening Statement (Brief and engaging paragraph to introduce the topic and set the
stage for the discussions ahead)
o Highlight India's leadership in the GCC landscape and the importance of
addressing the talent challenge.

Executive Summary (Highlight Section):

Key points in bullet format or a short paragraph.

 India’s GCCs have grown into innovation hubs.

 Projected industry expansion by 2030.
 Current challenges with talent and the gap in required skills.

Challenges and Solutions:

Use subheadings for each challenge and provide solutions, formatted as:
1. Hiring for Today Vs Hiring for the Future

 Summary: Short paragraph summarizing the challenge.

 Statistics/Key Findings: Insert key data points (e.g., McKinsey report, SSF Global
Leadership insights, etc.).
 Strategic Solutions: Bullet points with suggested actions or frameworks.

2. Industry-Wide Collaboration for Talent Readiness

 Summary: Briefly discuss the need for academia-industry collaboration.

 Statistics/Key Insights: Provide data on GCCs' skills gap.
 Strategic Solutions: Bullet points offering actionable steps.

Detailed Insights and Analysis:

This section can be formatted in two columns to break up long text blocks:

 Challenge and Industry Insight (Left Column)

 Case Study/Best Practice/Example (Right Column)

Each challenge (e.g., Skilling and Development, Transactional to Transformational Talent) can
be broken down into:

 Overview of the Issue

 Detailed Findings or Statistics
 Suggested Solutions

Quotes from Leadership Roundtable Discussion:

Highlight impactful quotes from the senior leaders during the roundtable discussion. These could
be in italicized text or inside a quote box.

Example:

“The future of GCCs in India depends on how well we bridge the skills gap now. We need
proactive planning and industry collaboration.” – Senior Leader, SSF Global

Key Action Points & Takeaways:

  Action Plan: Summarize the actionable steps discussed, such as the need for proactive
skill forecasting, industry collaboration, and transforming the approach to talent
development.
 Impact Metrics: Include bullet points with key results expected from implementing the
solutions (e.g., 30% increase in workforce readiness, 25% boost in operational
efficiency).

Conclusion & Closing Remarks:

 Summary: A concise conclusion of the key takeaways.

 Call to Action: Encourage readers to engage with SSF Global or other partners in
implementing these strategies to shape the future of the GCC sector.

Footer Section:

 Contact Information: Provide SSF Global's contact info (email, website, phone
number).
 Social Media Links: Include any social media profiles for the organization.
 Event Acknowledgments: Recognize contributors, partners, or sponsors.

Design Elements:

 Visuals: Use charts, infographics, or icons to represent key data points, especially around
growth projections and skill gaps.
 Typography: Professional, easy-to-read fonts (e.g., Arial, Helvetica) for body text, with
bold or larger fonts for subheadings and key points.
 Color Scheme: Choose colors that align with SSF Global's branding and the corporate
nature of the content—muted tones for text and vibrant accents for highlights.

This format will ensure the content is both comprehensive and visually appealing, making it
suitable for a publication or newsletter.

4o mini

You said:

USE THE CONTENT AND ARRANGE IN THE FORMAT SUGGESTED

ChatGPT said:
ChatGPT

Here's how the content can be arranged using the suggested format:

Navigating Talent Challenges in the Growing Offshoring and GCC Landscape in

India

Date & Event Location:

Event held on August 2024, hosted by SSF Global
Location: [Insert Venue Name]

Executive Summary:

India’s Global Capability Centers (GCCs) and offshoring industry are on a significant growth
trajectory, with a projected compound annual growth rate (CAGR) of 8-10%. GCCs have
evolved from basic back-office support for multinational corporations to crucial innovation hubs
and Centers of Excellence (CoEs), driving complex, high-value processes for global companies.
India has become recognized as the “GCC Capital of the World,” generating $64.6 billion in
export revenue, with the workforce growing by an average of 24% since FY 2019. By 2030, the
Indian GCC landscape is expected to reach $99-105 billion in market value, with the number of
GCCs increasing to 2100-2200 and the workforce rising to 2.5-2.8 million.

However, this rapid growth has brought significant talent challenges. The demand for skilled
professionals to support automation, digitization, and operational transformation remains high,
but organizations are struggling to meet these needs. This knowledge paper explores these talent-
related challenges and provides strategic guidance to bridge skills gaps, ensuring that India’s
GCCs remain global leaders in innovation and high-value services.

Key Challenges and Strategic Solutions

1. Hiring for Today Vs Hiring for the Future

Challenge:
There is a scarcity of talent with the necessary combination of technical and functional skills.
Industry associations like SSF Global and organizations such as Everest offer skill mapping
frameworks and forecasting tools, which can help organizations proactively anticipate future
skill needs. However, many organizations are still not adequately investing in skill forecasting.

Statistics/Key Findings:
  Approximately 40% of Indian GCCs report challenges in sourcing talent with the right
technical and functional mix.
 Only 15% of GCCs are engaged in robust skill forecasting exercises, leaving a significant
gap between the current workforce and future needs.

Strategic Solutions:

 Adopt Skill Forecasting Frameworks: These frameworks can reduce the gap by
improving workforce planning accuracy.
 Focus on Future Skills: Organizations should start investing in the skills needed for
future roles, not just present demands.
 Leadership Involvement: Functional leadership teams should collaborate closely with
HR and Talent Acquisition teams to ensure accurate forecasting.

2. Industry-Wide Collaboration for Talent Readiness

Challenge:
The industry is behind in terms of collaboration between academia and industry, which is
essential for closing the skills gap. There is a need to develop industry-relevant academic
programs that can equip graduates with both functional and technology skills.

Statistics/Key Findings:

 An estimated shortfall of over 200,000 skilled professionals in India’s GCC sector.

 85% of GCCs agree on the importance of academia-industry collaboration, but only 25%
have successfully established such partnerships.

Strategic Solutions:

 Develop Industry-Led Academic Programs: Programs such as BBA/MBA-BPM

tailored to the GCC/offshoring sector are critical.
 Broader Collaboration: Forge deeper partnerships between academia and industry to
create long-term solutions for talent development.

3. Skilling and Development – From Baseline to Benchmark

Challenge:
Current training programs focus heavily on process-centric training and lack focus on emerging
areas such as business transformation and leadership development.

Statistics/Key Findings:
  65% of mid-level managers struggle to adopt transformational roles due to lack of
leadership and soft skills.
 Only 20% of organizations provide leadership development programs focused on
business and technology integration.

Strategic Solutions:

 Shift Focus to Emerging Skills: Training should include business, transformation, and
technology aspects.
 Leadership Development: Develop comprehensive leadership programs that integrate
soft skills and business acumen.
 Mid-Manager Development: Address the ‘frozen middle’ issue by creating
opportunities for mid-level managers to take on impactful roles.

4. Transactional to Transformational Talent

Challenge:
As digital transformation accelerates, many GCCs are struggling to transition talent from routine
tasks to strategic, high-value functions.

Statistics/Key Findings:

 75% of GCCs are now focused on driving digital innovation and transformative roles.
 Many organizations are investing in structured learning and reskilling programs to bridge
skill gaps.

Strategic Solutions:

 Embrace Reskilling Programs: Invest in continuous learning programs that focus on

digital transformation and strategic roles.
 Adaptability Training: Ensure talent is equipped to handle both technology-driven
change and business outcomes, rather than just focusing on process delivery.

5. Hum-Bot Conundrum

Challenge:
Automation technologies, like RPA, are displacing traditional jobs in the GCC sector. However,
this shift also creates new opportunities for techno-functional roles, combining domain expertise
with systems management.

Statistics/Key Findings:
  Over 60% of current jobs in Indian GCCs will be displaced by automation in the next five
years.
 70% of GCCs lack sufficient in-house talent for techno-functional roles.

Strategic Solutions:

 Invest in Techno-Functional Training: Organizations should develop in-house

capabilities for these specialized roles, combining domain and systems expertise.
 Adapt to New Technology: Prepare the workforce for the increasing role of automation
and systems management.

6. Value-Worth Balance

Challenge:
As the cost of hiring skilled talent rises, organizations must find ways to balance the value they
receive from talent against the cost of acquiring it.

Statistics/Key Findings:

 The cost of hiring skilled talent has increased by 12-15% annually in top-tier cities.
 Technology deployments can offset costs by reducing the need for human intervention in
repetitive tasks.

Strategic Solutions:

 Invest in Automation: Leverage automation to reduce reliance on human resources,

especially for routine tasks.
 Explore Tier 2 and 3 Cities: Engage with universities in smaller cities to reduce
recruitment costs while building a future-ready workforce.

7. Physical and Environmental – Beyond Perquisites

Challenge:
The demands of a younger, more critical workforce are reshaping expectations around work
environments and employee perks.

Statistics/Key Findings:

 60% of Gen Z entrants prefer flexible working conditions and enhanced workplace
facilities.
 Only 35% of organizations have effectively addressed these preferences.
Strategic Solutions:

 Create Flexible Work Environments: Organizations should offer flexible working

conditions to improve employee retention.
 Invest in Workplace Facilities: Provide facilities such as gyms, libraries, and creches, as
well as loyalty programs like discounted transportation or food.

Conclusion:

Bridging the skill gap in India’s offshoring and GCC landscape requires a multifaceted approach
that includes:

 Strong academia-industry collaboration to develop industry-ready talent.

 Proactive skill forecasting and leadership involvement in workforce planning.
 A shift from process-driven to value-driven talent development that prepares workers for
future business and technology challenges.

Organizations that can implement these strategies are expected to see improvements in
workforce readiness, operational efficiency, and talent retention. By focusing on these areas,
India-based GCCs can maintain their competitive advantage on the global stage and continue to
position themselves as innovation hubs for future growth.

Contact Information:

 SSF Global
Email: [email protected]
Website: www.ssfglobal.com
Phone: +91-XXX-XXXX-XXXX

Follow Us on Social Media:

 LinkedIn: @SSFGlobal
 Twitter: @SSFGlobal