GCC Expansion Cultivates Diverse & Multicultural Workforce
As global capability centers (GCCs) continue to proliferate, the impact of globalisation on HR practices within this domain becomes increasingly significant. Harshavardhan Kundalkar, Chief Human Resources Officer (CHRO), Daimler Truck Innovation Centre India (DTICI), believes that from aligning HR policies with parent company cultures to leveraging technology for enhanced workforce management, HR leaders in GCCs are navigating a dynamic landscape shaped by economic diversification and emerging market demands.
How do you perceive the impact of globalisation on HR practices in the GCC domain?
GCCs are an outcome of globalisation. Hence, I perceive that the HR policies in the GCCs reflect the parent company’s culture and people philosophy. This in turn will result in a unique blend of practices that are relevant to the local environment and with thought-leading impacts. Through GCCs, organisations are expanding their operations globally, giving rise to a more diverse and multicultural workforce. To attract and retain top talents, it is of the essence to provide aspirational work content, create the right culture and work environment.
What role does technology play in shaping HR functions within GCC-based organisations, and what technological advancements do you foresee having the most impact in the near future?
Technology will play a crucial role in shaping the HR functions of all organisations, especially so in GCC that strive for delivery excellence and HQ alignment and integration.
I foresee AI-powered algorithms driving sourcing. This will result in a reduction of bias in selection decisions through:
There is also the onus on HR Professionals to upskill and stay updated with the latest technological advancements. Leveraging tools effectively will be imperative to steering the business successfully.
With the GCC region's emphasis on economic diversification and knowledge-based industries, how do HR leaders ensure alignment between workforce skills development and emerging market demands?
A GCC HR leader must be a champion of skill development, be perceptive to new skills and trends, and define ways of bridging the gaps through iterative and innovative build-and-buy strategies. Organisations must adapt to a model of continuous learning. This helps create a culture that positions learning as an important pillar of professional and personal development. Aligning learning to the business strategy is imperative to make the business future-proof and ensure employees are well-equipped to deal with the current and evolving market landscape. Building collaborations within the industry and academia lend a sharper perspective to the impending trajectory of the industry, while also creating a superior knowledge reserve.
What advice will you give to the emerging GCCs in India?
Emerging GCCs should look at India as a destination that will spur the parent organisation to greater heights based on its talent pool and digital quotient, rather than as a cost arbitrage location. New GCCs should strive to create a culture that can embrace global and local strengths to create organisational value. The GCCs must also use every opportunity to create an environment where diversity, equity, and inclusion thrive. Employees will bring their best to work only when they feel valued, respected, and empowered to make a difference.
