GCC leaders prioritise talent development, AI in Compensation Planning: Report

About 88 per cent of Global Capability Centres (GCCs) leaders have identified talent development, learning and development (L&D), and career pathing as their primary focus areas for the upcoming year, reveals a recent survey conducted by ANSR.  
 

The survey highlights the critical role that leadership development and mentorship play within the broader L&D strategies of GCCs. Over 70 per cent of the leaders surveyed acknowledged the importance of these elements in cultivating future leaders and ensuring long-term organisational success. This emphasis on leadership reflects the growing recognition that GCCs are not just operational hubs but are increasingly seen as strategic partners to their parent organisations. 
 

Another key insight from the survey is the increasing reliance on artificial intelligence (AI) and data analytics in compensation and benefits planning. According to the survey, 69 per cent of GCC leaders view AI and data analytics as vital tools for shaping more personalised and equitable compensation models. This marks a shift from traditional compensation approaches to more nuanced strategies that consider individual skills, roles, and contributions.  
 

The survey identifies hyper-personalisation, skill-based differentiation, pay equity audits, and sentiment analysis tools as key pillars in modern compensation and benefits strategies. These approaches aim to enhance employee satisfaction and align compensation with the evolving demands of the global workforce. 
 

ANSR, a company specialising in building and managing GCCs, conducted the Compensation and Benefits survey involving the top 100 GCC leaders. 
 

Commenting on the findings and insights of the survey, Vikram Ahuja, Co-Founder ANSR and CEO Talent500, said, “In today’s competitive global market, talent stands as the single biggest asset for any organisation striving for success. Our recent survey of tech professionals highlighted a crucial need for ongoing upskilling, learning, and development. Complementing this, our latest survey of GCC leaders reveals that they too are prioritising learning and development, career pathing, and the nurturing of future leaders. As GCCs evolve into strategic partners for headquarters, investing in talent development and leadership growth is essential. These insights reinforce our commitment to fostering a culture of continuous improvement and ensuring that our leaders are equipped to drive sustained success and organisational excellence.”