Defining the GIC CEO agenda for talent in 2013

Beyond hyper-growth:

What’s next for GIC talent in India?

April 5, 2013

Changing business priorities driving GICs and their

growth

85%

67%

61%

52%

24%

85% 83%

46%

67%

11%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Customer andRevenuegrowth

Innovationthrough newproducts and

services

Cutting costsand operational

efficiency

Expandinggrowth inglobal andemergingmarkets

Growth throughmergers andacquisitions

Business priorities comparison over last five years and next five years

Last 5 years

Next 5 years

The Talent landscape for GICs - Top challenges

61%

54%

48%

35% 30%

22%

15% 13%

6% 6%

0%

10%

20%

30%

40%

50%

60%

70%

De

velo

pin

g a

lea

de

rsh

ip p

ipelin

e

Re

tain

ing T

ale

nt

Str

eng

the

nin

g o

ur

em

plo

yee

bra

nd

va

lue p

ropo

sitio

n

Qualit

y a

nd technic

al skill

s o

f T

ale

nt

Ava

ilabili

ty o

f T

ale

nt

Ma

na

gin

g c

om

pen

satio

n

Evo

lvin

g a

re

cru

itm

ent str

ate

gy fo

rch

an

gin

g b

usin

ess la

nd

scap

e

Ris

e o

f a

lte

rnative

Loca

tion

s: O

ther

em

erg

ing m

ark

ets

Evo

lvin

g T

ech

no

logy (

Au

tom

atio

n,

Rob

otics, T

ele

-wo

rks s

olu

tio

n, e

tc.)

Ris

e o

f a

lte

rnative

Loca

tion

s: P

are

nt

ma

rke

ts

Top three challenges faced by GICs over the next three to five years

Evolving perspectives of leadership at GICs

50% 48%

37%

30% 30% 26%

24% 22% 20%

11%

0%

10%

20%

30%

40%

50%

60%

Kno

wle

dge

of

pare

nt

org

an

ization

bu

sin

ess a

nd

pro

cesse

s

Peo

ple

and

tea

m m

an

ag

em

en

tskill

s

Abili

ty to

in

no

vate

ne

wp

rodu

ct/se

rvic

es

Busin

ess m

ana

ge

me

nt skill

s(f

ina

nce

an

d o

pera

tio

ns)

Abili

ty to

take

on

pa

rent

org

an

ization

an

d g

loba

l ro

les

Deep

tech

nic

al kn

ow

ledg

e o

fG

IC s

erv

ices

Abili

ty to

gro

w c

urr

en

to

pe

ration

s

Abili

ty to

gro

w n

ew

bu

sin

esse

s

Abili

ty to

run r

eg

ion

al cen

ter

and

cap

abili

ties

Kno

wle

dge

of

ma

rkets

,m

ark

eting

and

sale

s

Top three qualities for a GIC leader

Building a differentiating Employer Brand

9%

11%

22%

22%

24%

26%

37%

46%

48%

54%

9%

26%

17%

24%

11%

43%

28%

39%

37%

63%

0% 10% 20% 30% 40% 50% 60% 70%

Corporate social andcommunity involvement

Global career opportunities

Compensation and benefits

Workplace flexibility

Rate of career progression

Quality of careerdevelopment options

Corporate reputation

Corporate culture

Learning and developmentopportunities

Nature of work/challenge ofassignments

Factors influencing the GIC employee value proposition in the last five years and the next three to five years

In the next 3-5 years In the last 5 years

A new talent agenda for GICs in the “third act"

A forward-looking view of the talent and leadership challenges

that directly align to HR programs and business priorities

A portfolio of HR programs balancing and recognizing that many

GICs in India are currently in multiple phases of their evolution at

the same time

A well-defined and resourced plan to develop, grow, and retain

a pipeline for executive leaders, including senior and next-

generation executives.

A shift in the focus of talent programs beyond recruitment to

engagement and career growth and opportunities.

A differentiated employee value proposition and brand reflecting

what is unique about your company’s career opportunities, total

rewards programs, culture, reputation, workplace flexibility, and

social and community programs.

A new talent and leadership road map designed specifically for

your company’s “Third Act” talent agenda.

7 GIC Conclave 2013 © 2013 Deloitte Touche Tohmatsu India Pvt. Ltd.

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