A Strategic Shift in Hiring Philosophy
India’s Global Capability Centers (GCCs) have matured from being cost-saving back offices to becoming strategic hubs for innovation, product development, and digital transformation. As part of this evolution, GCCs are now moving away from a heavy reliance on experienced lateral hires and investing significantly in freshers. This shift reflects a deliberate strategy to build talent from the ground up and ensure long-term organizational stability
Freshers: Long-Term Value Over Short-Term Cost
The lateral hiring boom of 2021–2022 drove salaries up and tenures down, making experienced hires both expensive and short-lived. Freshers, on the other hand, offer high potential with lower initial cost. They are more adaptable, easier to train, and tend to stay longer, making them ideal for building a loyal, future-ready workforce
Gen Z: Agile, Curious, and Job-Ready
Today’s graduates are not only academically qualified but also self-driven learners. Many arrive with industry-relevant certifications in cloud, AI, and DevOps, along with hands-on project experience. Their curiosity and tech-savviness reduce the job-readiness gap, allowing GCCs to onboard and deploy them faster than ever
From ‘Buy’ to ‘Build’ Talent
GCCs are increasingly favoring a build-operate-scale model, where freshers are nurtured through structured development programs. Over 4–6 years, these employees grow into product owners, tech leads, and managers — reducing the need for frequent lateral hiring and preserving institutional knowledge
Championing Diversity & Inclusion Early On
Hiring freshers also allows GCCs to cultivate inclusive and equitable workplaces from Day One. Campus recruitment and mentorship programs now incorporate DEI principles, aligning with Gen Z’s expectations around purpose, flexibility, and psychological safety at work
Conclusion: Betting on the Long Game
GCCs in India are playing the long game — focusing on stability, leadership development, and talent loyalty. Freshers may need nurturing, but they offer the raw potential to become tomorrow’s tech leaders. For GCCs aiming to future-proof their organizations, investing in young talent is not just smart — it’s essential
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