Industry Partner

FUTURE OF WORK - 2024

Balancing Priorities in an AI-driven World
December 2024
 Future of Jobs Rethinking the
Employee Value
CONTENTS 12 Proposition

44

Future of
Workforce
Foreword
26
4
Case Studies

50

Executive Future of
Summary Workspace

3 5 36
 Foreword
Over the past few years, the world of work as we the existing skills available today may no longer be
know it has been undergoing tremendous change. sufficient. This calls for reskilling of employees @
Macroeconomic uncertainties, business downturns, scale, a lifelong journey that will evolve as newer
pandemic, geo-political tensions, rapid technology technologies/advancements emerge. Organizations
advancements and a lot of other factors continue and their HR leaders will need to ready their systems
to impact the how, the who and the where of work. and processes to be extremely dynamic and agile
Population demographics are also changing – Gen to respond to these changes. The recent pandemic
Z is playing a decisive role in defining trends, Gen has also raised questions about where work will be
Alpha is just around the corner, and organizations are done, with most organizations now preferring three or
navigating this churn. more days in office. The Future of Workforce section
analyses workforce dynamics – the multi-generational
Advancements in technologies, esp. AI/ML, is leading workforce, the impact of the Gig economy on team
Achyuta Ghosh
job market transformation which in turn is shaping the structures & roles. It covers what goes into shaping
Head, Research, nasscom insights
skills needed, both technical and business/soft skills. an ideal job from the perspective of the employer
With the differing priorities of Gen Z, organizations and the employees and highlights the mismatches.
are seeing a divergence in what they offer versus The Future of Workspace section focuses on location
employee expectations. Technology companies must strategy showcases how companies are making work-
have policies and processes that are continuously in-office an attractive proposition and the importance
adaptable to these changes. At Nasscom, we have of ESG initiatives as an anchor to attract and retain
been cognizant of these factors, and have been relevant talent. In the final section, we propose a
analyzing the Future of Work (jobs, workforce and change management framework – balancing employee
workspace) trends to help India’s technology industry expectations, organizational goals, HR priorities, and
stay ahead in the game. leadership priorities.

The 2024 edition of the report covers the Future of We hope you find the report useful and that it will help
Jobs – how technology and automation are changing you steer your company in the right direction in these
Sashi Kumar existing job roles and creating new roles, and therefore, ever-changing times.
Head of Sales India, Indeed.com

4
 Executive
Summary

5
 Executive Summary

Future of Work - 2024: The transformation continues

Over the past four years, the Future of Work theme has undergone significant transformation influenced by technological
advancements, evolving employee expectations, and the aftermath of the COVID-19 pandemic. The fourth edition of the
Nasscom-Indeed Future of Work report delves deep into the 3 pillars of Jobs, Workforce and Workspace:

Future of Work: The Three Pillars

goals, employee expectations, and HR
Balancing organizational objectives &

Jobs Workforce Workspace

The How The Who The Where

Increasing agility Reworking EVP Adaptability

priorities

• Emerging Tools & • Multi-Gen Workforce • Location Strategy

Technologies • Defining the Ideal • Redrawing Workspace
• Evolving/New Job Job • Workspace Culture
Roles • Employee Retention • Environmental, Social,
• Reskilling and • Diversity, Equity & & Governance
Upskilling Inclusion
• New Work Models

Change Management

6
 Executive Summary

“Future of Jobs” – What has changed since last year?

Trends - 2023 Trends - 2024 Change over last year

technologies

1. AI/ML & Analytics 1. AI/ML & Analytics • 1.6X increase in demand for AI led job families
In-demand

2. Cloud 2. Cybersecurity • Cybersecurity replaces cloud at the second spot

3. Cybersecurity 3. Cloud
Emerging Jobs, Technologies and L&D

1. Data analyst/Data scientist 1. Data analyst/Data scientist • Top job roles remain the same as last year
In-demand
job roles

2. AI/ML expert 2. AI/ML expert

3. Cybersecurity specialist 3. Cybersecurity specialist

1. Core Technical Skills 1. Core Technical Skills • HR leaders consider Learning Attitude as one of the most
HR Leaders
Top Skills –

2. Professional Competencies: Analytical 2. Learning Attitude essential skills, while for the current and future workforce,
thinking, Problem-solving and 3. Analytical Thinking and Problem solving identifying the right skills to learn and applying their
Collaboration learning to real-world projects are the most important asks

Gen AI usage • Use of Gen AI tools has increased over the last year, with
• Majority of current and future workforce are this technology breaking out from the proof-of-concept
frequent users of Gen AI – use cases range from stage and seeing increasing commercial applications
coding and programming to creating content
• They also consider themselves well prepared for the
evolving job roles of the future

• 67% of the organizations followed the 3+ days/ • 73% of the organizations now following 3+ days/ • Average time spent in office has increased by 1.2X
week in office approach week in office approach due to effective return to work initiatives
Models

• ~84% of organizations have explored or are willing to • Non-traditional work models continue as an alternative
Work

• ~84% of organizations had explored or were

willing to explore gig models explore gig models - Gig maintains its status quo, primarily leveraged for on-
demand services and access to specialized skills

7
“Future of Workforce” – What has changed since last year?

Trends - 2023 Trends - 2024 Change over last year

Gen Z and Millennials constitute majority of the tech Share of Gen Z increases as more join the tech • Share of Gen Z continues to rise while the tech savvy Gen
workforce - reshaping work and workplace workforce Alpha will join workforce sooner than past generations
leading to increased focus on generational diversity

Millennials Gen Z Millennials Gen Z • Learning and Growth continues to lead with ~50% of
for Selecting an
Organization
Top Criteria

1. Learning and 1. Learning and Growth 1. Learning and Growth 1. Learning and Growth current workforce spending an average 3-5 hours per
Growth 2. Culture and Ethics 2. Brand Value 2. Brand Value week on learning
2. Culture and Ethics 3. Brand Value/ Financial 3. Financial Benefits 3. Culture and Ethics
Workforce Dynamics

• In 2024, Brand Value gained prominence as the second

3. Financial Benefits Benefits most important criteria for selecting an organization

Millennials Gen Z Millennials Gen Z • Job satisfaction takes prevalence over job security
Top Criteria for Staying in an

1. Job Security 1. Career Growth 1. Job Satisfaction 1. Career Growth as the top priority for Millennials
2. Compensation and 2. Learning and Development 2. Work-Life Balance 2. Job Security • Gen Z continue to value career growth as the top
Organization

Benefits 3. Compensation and 3. Job Security 3. Job Satisfaction criteria, with an increased focus on leadership
3. Work Environment Benefits development

• 63% of the Millennials planned to continue in • Over 70% of current and future workforce plan to • Job stickiness improves across all categories
their present job for over two years continue in their present/first job for over two years

1. Career Growth and Skill Development • HR priorities largely aligned with workforce requirements;
Priorities

2. Flexible Work Environment however, there is a need to increase focus on health

HR

3. Purpose-Driven Engagement and wellness, and compensation

4. Transparent Communication
5. Compensation and Benefits
6. Wellness and Mental Health Support

80%+ organizations were focused on DEI 80% of organizations are focused on DEI initiatives Though organizations continue to focus on DEI initiatives,
Focus
DEI

initiatives only 38% of current workforce see an on-ground impact

8
“Future of Workspace” – What has changed since last year?

Trends - 2023 Trends - 2024 Change over last year

~80% of the organizations were planning to expand ~80% of organizations plan to expand their Interest in office space expansion continues
their geographic presence geographic presence
Geo Expansion

1. Emerging cities – 54% 1. Emerging cities – 37% Though focus on emerging cities continues, location strategy
Location Preference for

2. Tier-I cities – 43% 2. Tier-I cities – 32% is not definitive this year due to inconsistent demand
3. Not Sure – 3% 3. Not Sure – 32% environment
Expansion

40% of organizations planning to expand were 58% of organizations planning to expand are 1.5X growth in the share of organizations opting to lease
looking to lease new offices looking to lease new offices new offices

1. Collaboration spaces 1. Flexible workspaces Flexible workspaces remodeled as per workforce

implemented
Top design

2. Physical and digital security 2. Collaboration spaces requirements and more space for fun and recreation have
aspects

3. Sustainability features/ initiatives 3. Fun and recreational facilities become the focus in office designing
Workspace Design

1. Collaboration spaces 1. Collaboration spaces Informal meeting spots for open communication, and
initiatives for
Top design

innovation

2. Adaptable workspaces 2. Informal meeting spots adaptable workspaces for free flow of information and
3. Cross-functional collaboration areas 3. Adaptable workspaces experimentation, the key focus areas aimed at driving
innovation

• 80% Organizations believed it is very important • 80% Organizations believe it is very important to • Like last year, organizations and employees see perfect
to incorporate ESG principles into their policies incorporate ESG principles into their policies alignment on ESG in 2024
ESG Focus

• Employees believed that their organization is • Employees believe that their organization is actively • Social Impact Volunteering and Carbon Footprint
actively working on environmentally sustainable working on environmentally sustainable practices Reduction - the most popular programs
practices

9
Evolve with change is the only way forward for organizations

Approach for a successful Employee Value Proposition

F.O.R.C.E. – Framework for a

3 As to design your EVP
“people-centric” EVP
Foundation of an Effective EVP

• Attractive - Innovative perks for employees beyond compensation • Flexibility and autonomy to empower employees
& benefits, make it people centric;
• Open Communication - allow for employees’ voices to be heard,
• Align with organizational goals; Integrate employer branding, inculcate a culture of inclusivity
Employer Value Proposition and Employee Experience;
• Respect and recognition
• Adapt with the evolving times • Common purpose - communicate to employees’ how their work
contributes to company objectives and goals

• Employee Learning and Growth

Leadership also needs to L.E.A.R.N.

Lead by example Empower employees Allow for experimentation Respect and trust employees Nurture future leaders

10
Machine learning expertise is very important because there is a growing
need for experts who can build the large language models.

CHRO of a Tech MNC

 2 4

Future of Future of
Workforce
Rethinking the
Employee Value
Work Proposition

3 5
1
Future of Case Studies
Workspace
Future of Jobs
 Future of Jobs

Future of Jobs – Key Messages

Tech interventions – Reshaping Job roles and Processes Being future ready L&D Journey

Automation Gen AI Usage Learning Attitude – The key ask Being future ready L&D Journey
from HR leaders
• Workflow automation, • ~55% of current and • ~70% current workforce and • Key ask of the workforce -
collaboration tools, project future workforce are • HR Leaders rate Core Technical >50% of future workforce Identifying the right skills to
management – top 3 areas frequent users of Gen AI Skills and Learning Attitude as the feel prepared to take on the learn; opportunity to work on
seeing high automation tools two most essential skills evolving job roles real-world projects
• 54% identify AI/ML & Big • ChatGPT, CoPilot – the • The current and future workforce’s • HR is building the relevant • Key drivers: Higher pay
Data Analytics as the most most commonly used focus is on AI/Gen AI, Creativity skills through continuous package, personal growth &
in-demand job families. tools and Communication skills learning programs, development
Cybersecurity has replaced • Learning Attitude – is the key gap mentoring/coaching and
Cloud as the second most in- that the workforce need to treat as cross-functional training
demand job family essential to fall in line with the HR
• Emerging job roles: Data leaders’ requirements
analyst/scientist, AI/ML expert,
cybersecurity specialist

Tech enabled HR processes Work models Non-traditional employment

• HR processes are increasingly becoming • ~60% companies are continuing with the • 84% of the respondents are leveraging the
tech-enabled across the value chain. hybrid work model Gig economy
• AI, Analytics and Cloud are the holy trinity • Current and future workforce - • Use cases include on-demand services,
leading this shift overwhelming support for the hybrid model access to specialized skills, flexible resource
• 32% - full return to office allocation

13
 Future of Jobs

AI-led technology penetration in work streams is altering existing

job roles…

Technological intervention for enhanced productivity Gen AI: Automation of current job roles

(Illustrative)
Change over 2023 Implications on work
Rank • F&A – Invoice processing, fraud detection, financial
Reducing manual dependencies; improving forecasting
1 Workflow Automation
• Knowledge management – Content creation, data

BPM
turnaround time
reporting
Virtual product/solution design & • SCM – Autonomous sourcing and inventory optimization
Increased AI/Gen AI Interventions

2 Digital Collaboration Tools • Call center / Customer service – Chatbots

engineering; product demonstrations

Automating tracking, managing workflows;

3 Project Management
visual dashboards; agile methodology
• Career coach – Design career roadmap, match skills to
Scalable resources; infrastructure open positions / opportunities
4 Move to Cloud
availability • Workforce planning – Analyze existing skills, identify

HR
gaps, develop learning paths; also for office space
5 Data visualization; interactive dashboards; utilization trends
Data Analytics
diagnosis and predictions
• Procurement: Compile requirements, identify potential
freelancers/contract employees, schedule interviews
6 Mobile Work Solutions Access applications on the go

Simulated environments – blending real

7 VR/AR Integration
and virtual workspaces • AI for test case generation, test data & test scripts

Assurance
Quality
generation, carry out regression testing, user interface
testing, identify and resolve bugs, application
• Digital collaboration tools continue to be one of the top areas of investment amidst the verification
continuity of the hybrid work model
• Investments in cloud are increasing as companies ready their infrastructure for AI
Source: Nasscom

14
 Future of Jobs

…leading to 1.6X increase in the share of AI-led job families

AI/ML continues to lead with Cybersecurity replacing

2024: Top five in-demand job roles remain unchanged over last year
cloud as the second most in demand job family

Most In-Demand Job Families Job roles - 2024 Specific skills

(% respondents)
Rank (Illustrative)

2024 Database Management, Advanced Data Analytics, Data

8% 1 Data Scientist/Analyst
Modelling & Processing, Data Governance
5%

20% ML-as-a-Service (MLaaS), Data Clustering, Anomaly

2 AI/ML Expert Detection, Regression and Classification, Data Engineer/
9%
35% Architect

8%
2023 3 Cybersecurity Specialist
Analyst Operations Technology, Analyst IoT Security, Analyst
54% Compliance & Audit, Privacy Analyst, Analyst Hardware &
10%
Network Security, Penetration Tester, Cybersecurity Analyst
12%
4 Cloud Architect/Engineer Network engineer, Cybersecurity, Operating Systems, Data
12% Storage, Coding languages (Python, Java, C#)
14% 13%

Networking Fundamentals, Containerization & orchestration,

5 DevOps Engineer
Cloud Deployment, Infrastructure as Code (IaC)

AI/ML and Analytics Cybersecurity Cloud Computing

Automation/RPA Internet of Things Others

Note: Others includes 3D Printing, AR/VR/MR, Blockchain, Digital Twin, Edge Computing, Networking, Quantum Computing, etc.
Source: Nasscom

15
 Future of Jobs

Majority of current and future workforce are frequent users of Gen AI

ChatGPT is the most popular AI tool in use across both groups; other Gen AI tools are slowly gaining acceptance

Do you use Gen AI regularly? Which tools do you use?

(% responses) (% responses)

Never used it/heard of it 17%

ChatGPT
7%
Microsoft CoPilot

11%
Used it once or twice Google Search
Future Workforce
17% Generative Experience
Current Workforce
Google Bard
19%
A few times a month
20% Bing Chat
DALL-E
54%
A few times a week Others
55%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Current Workforce Future Workforce

Why are they using Gen AI?

• Current workforce: Enhance competencies, creativity, written communication, for core R&D, building / improving software programs and for personalized content
• Future workforce: For learning & development, improving their general knowledge and communication skills; also as a mentoring tool and for creating content
• A small set stated using Gen AI to chart out career roadmap and to explore AI’s capabilities

Note: Totals may not add up to 100% due to rounding off

Source: Nasscom

16
 Future of Jobs

Learning Attitude, one of the most essential skills for HR leaders

Top skills evaluated in the Age of AI Top skills for a successful career in the next three years workforce

HR Leaders Current Workforce Future Workforce

Rank Rank

1 Core Technical Skills AI/Gen AI Skills 1 AI/Gen AI Skills

2 Learning Attitude Creativity / Innovation 2 Communication Skills

3 Analytical Thinking / Problem Solving Leadership Skills 3 Analytical Thinking/Problem Solving

4 Domain Knowledge Communication Skills 4 Leadership Skills

5 Ethics and Integrity Analytical Thinking/Problem Solving 5 Creativity / Innovation

6 Communication Skills Learning Attitude 6 Learning Attitude

• Core technical skills Most relevant in the current age of AI as Learning Attitude – The key gap to be bridged
these form the basis of any new technology • HR leaders rated Learning Attitude as the second most important trait they seek in
• Learning Attitude employees as they look to instill a continuous learning culture
As technologies continue to evolve, learning attitude is a crucial • Current and future workforce, however, indicated their need to learn via hands-on
ask. A learning attitude entails not just gaining technical skills but experience (real-world projects)
having a curious mindset, self motivated, a team player open to
imbibe the organization’s culture.

Source: Nasscom

17
 Future of Jobs

The current workforce is confident of facing changes in job roles -

reflective of organizations’ focus on skilling…

How do you perceive the changing landscape How prepared are you for the next How is your organisation preparing your
of job roles in the next decade? 3 years of work? current workforce for future job roles?

(% responses) (% responses) HR Leaders

Rank

Significant Minor changes

1 Continuous Learning Programs
changes

14% No changes/
Not sure 2
4% Mentorship and Coaching
35%
67%

3 Cross-Functional Training
32%
Some changes
1%
4 Self-Directed Learning Support
46% Very Moderately Not
prepared prepared prepared

5 AI and Tech Integration

The unprecedented emphasis on learning & development by companies supports current workforces’ preparedness towards the changing job landscape

• ~80% of the current workforce anticipate some-to-significant changes in job roles over the next decade

Š ~70% current workforce feel well prepared to take up these changes which is primarily driven by regular skilling/upskilling through mandated
organisation programs as well as and self-driven initiatives

18
 Future of Jobs

...The future workforce’s confidence in their readiness is driven by a

conducive learning environment

How do you perceive the changing landscape of How prepared are you for the next
job roles in the next decade? 3 years of work?

(% responses) (% responses)

Minor changes Over 60% of the future workforce anticipate

some-to-significant changes over the next
Some changes decade.
No changes
17% • >50% of them state their readiness to take
33%
up these challenges

• This increased confidence is reflective of

6% a conducive learning environment which
53% includes increase in opportunities for
42%
10% online learning, greater industry-academia
collaboration to train both the students
Not sure and teachers and revise the curriculum
5%
34% Very Moderately Not
Significant changes prepared prepared prepared

Online learning platforms – The preferred mode for continuous learning (Illustrative)

Codecademy

Skillshare

Codecademy Khan Academy Skillshare

Source: Nasscom

19
 Future of Jobs

However, both groups keenly feel the need to identify the right skills to
learn; their approach is to apply their learnings to real-world projects

Top learning needs Preferred methods of learning/skilling Time Spent on Learning

Rank Rank
• >40% of current workforce
1 Better understanding of what skills to learn 1 Real-world projects indicated spending 8+
hours per week on learning
2 2
and another 40% spent
Better availability of learning programs Online
between four and seven
hours
3 More support from the employer 3 In-person • ~45% future workforce
spent an average of 3-6
hours per week on learning
4 Community learning
and ~30% spent over 8
hours
5 SME-led
• Both current and future workforce recognize the need for a
system to identify the right skills to learn
Š >90% of current workforce express their willingness to reskill/ • Both current and future workforce indicate the need for opportunities to apply their skills to real-life
upskill, and >60% would choose to skill up only in specific projects (hands-on experience). This approach is fast emerging as the anchor to continuous learning
areas (specialize rather than generalize) • Online methods (incl. full/short-form courses, workshops, webinars, etc.) is another popular mode
Key drivers for skilling: of consuming learning content
• Current workforce: Higher pay package and the need to stay • A higher percentage of current workforce prefers Community-based learning (discussion groups,
relevant conferences, events, etc.) than future workforce
• Future workforce: Personal growth & development and higher pay • Current workforce also shows inclination towards SME-led webinars, virtual mentorship & leadership
package development programs and cross-functional collaboration projects

Source: Nasscom

20
 Future of Jobs

Industry and Government trying to solve for the real-world

project experience through internal gig platforms, internships and
apprenticeships programs

(Illustrative)

Government and Industry collaborating on Apprenticeship and

Internal gig platforms solving for real-world project experiences
Internships

Gig Space PM Internship Scheme (PMIS)

The government in October 2024 launched a comprehensive scheme for providing

internship opportunities in 500 top companies to 10 million youth in 5 years. Participation
Our internal Gig platform called GigSpace is gaining excellent traction from both of the companies is voluntary.
projects and our enthusiastic workforce. This platform was established with the
Objective:
intent of providing employees with opportunities to practice the new skills they
Provides an opportunity for the marginalised youth to participate in the organized
have learned to solve real-life challenging assignments. This also prepares the
workforce. It targets youth who are not employed nor studying full time.
organization culturally to move towards gig work in a scalable way. It helps in
creating strong employee engagement as well. Internship
Interns will gain exposure for 12 months to real-life business environment, varied
Manoj Shikarkhane, as the Chief Human Resource Officer of LTIMindtree, professions and employment opportunities.
BW Articles, Sep, 23

Talex National Apprenticeship Promotion Scheme (NAPS)

It is a scheme under the The Apprentices Act, 1961, which was enacted with the objective
We undertake job rotation and provide Special Niche Skill Allowances, to enable of regulating the program of training of apprentices in the industry by utilizing the facilities
associates to opt for current openings across other departments through the available therein for imparting on-the-job training and employment opportunities.
TechM internal job portal Talex. Additionally, associates who upskill and rotate Leading tech companies have begun enrolling under NAPS – Google, Genpact, WNS, WIPRO,
into a role at a higher level can benefit from fast-track promotions. Tech Mahindra, Cyient, Quess Corp, Conneqt, State Street, eClerx, Optum Global etc.

Tech M Annual Report – FY22-23

Source: Company Websites, News articles, PM Internship Scheme Website, NAPS website

21
 Future of Jobs

Gen AI: HR functions becoming more data driven

HR processes are increasingly becoming tech-enabled across the value chain. AI, Analytics and Cloud are the holy trinity leading this shift

AI use cases in HR Current use cases Emerging use cases

Rank (Illustrative)

1 Recruitment & Hiring Recruitment Skills intelligence

• Automate screening of CVs to Automating skills assessment and skill gap analysis
identify relevant candidates on a ongoing basis. Real-time view of the current skills
2 Knowledge sharing and learning
• Generate relevant job landscape, forecasting future skills & the skills gaps,
descriptions esp. gender neutral mapping to and personalizing learning & development
descriptions

3 • Based on the job description

Screening new candidates
and the candidate’s profile, Performance metrics
summarize additional skills that
new candidates may need Help design KRAs/KPIs/OKRs based on roles and
identify relevant metrics
4 Enhancing employee experience

Background verification
Retrieval Augmented Generation (RAG)
5 Onboarding new employees • Counter candidate
impersonations Recruitment (Candidate screening), Employee training
(Hyper-personalized), Performance evaluation
• Helping speed up background
6 Compensation and rewards verification – cases can be
closed in days vs. weeks/
months
Compensation modeling
• Query handling, automate/
Based on business growth projections and by
customize communication,
estimating the employee growth, companies are
transcribe meetings, workforce
attempting to forecast future compensation trends
management, etc.

Source: Nasscom

22
 Future of Jobs

Return to office: 1.2X growth in average time spent in office

73% of the respondents have implemented the 3 or more days in

office approach

Work models across organizations

(% responses)
Key drivers for an increased 70-20-10: One of the
focus on RTO: many common models
of effective learning
32% • Stronger cultural connections
9%
32% • Increased cross-collaboration
• 70%: On-the-job experiences
8% and challenging assignments
• Higher employee engagement
• 20%: From informal social
• Leadership interactions
interactions and peer-to-
2024 2023 25% 18% • Customer/Role demand peer learning
• Better learning and development • 10%: Formal training
sessions, like classroom
lectures

35%

41%
Current and the future workforce supporting
the hybrid approach
Completely Remote 2 or less than 2 days • >50% of both current and future workforce have a preference for hybrid work model
Three or more days Full return to office (3-4 days in office)
• Both groups indicate Career Progression/Professional Development as the main
objective for in-office work
Both extremes - the fully return to office and fully Remote - are led by SMEs

Source: Nasscom

23
 Future of Jobs

Organizations continue to embrace gig; however, share

remains miniscule

For some companies, gig is impacting traditional job roles

Organizations willing to explore Gig, 2024
and organizational structure
(% responses)

Enhanced Skills Diversity and

Jobs and Skills
Evolved Role Definitions
84%
of organizations willing to Currently, <5% of India’s
explore gig (same as 2023) technology workforce are Gig
employees
Agility in Resource Allocation,

20%
Leveraged gig platforms or Team Composition Dynamic Team Structures,
gig-based teams for their 18% of respondents are not
interested in the gig model New Work Hierarchies
work

Skill centric compensation,

Employee Engagement upskilling initiatives, Redefined
Employee-Employer Relationship

• Flexing It, a professional gig platform, has seen >40% increase y-o-y in the number
For organizations that have utilized gig:
of projects from the Tech sector during FY2024
• One-third of the organizations stated that this has led to flexibility in resource
• In 2024, utilizing gig talent for AI-driven on-demand services took precedence allocations, making team structures more dynamic and agile
over specialized skills (which has been the top reason since 2019) • One-fourth respondents indicated changes in role definitions and access to a
broader skills spectrum
• Internal gig platforms (talent marketplaces) are now a common practice for the
• One-fifth of the organizations did not see any major impact on existing job roles or
current workforce to explore new roles and progress within the organization organizational structure

Source: Nasscom

24
Core technical skills will continue to be relevant. It will upscale and
integrate with some of the latest technologies. For example if it was Java
earlier, it will be Java++ now

CHRO of a Tech MNC

 2 4

Future of Future of
Workforce
Rethinking the
Employee Value
Work Proposition

3 5
1
Future of Case Studies
Workspace
Future of Jobs
 Future of Workforce

Future of Workforce – Key Messages

Factors for selecting an organisation Gig and DEI

• Learning & Growth opportunities remains • ~35% each of both current and future
the top criteria across generations, followed workforce are open to considering the
by Brand Value gig model
• Workforce is also seeking adequate • Companies’ DEI focus is on
support for mental health and expanding gender diversity and Gen
well-being Z representation
• However, only 38% of current
workforce indicate seeing any visible
impact of these initiatives

Population demographics Enhancing job stickiness Gaps in employee and HR expectations

• Gen Z and Millennials continue to • 47% of future workforce plan to • HR is aligned on prioritizing career growth & skill
comprise the majority of today’s retain their existing jobs for the development and flexible work environment
industry workforce medium term • Mental health and well-being, and Compensation &
• The tech savvy Gen Alpha is • Millennials are primarily seeking Benefits – need to move up in the HR order to align
expected to join the workforce over Work-Life Balance with employee expectations
the next decade • Gen Z and the Future Workforce are
prioritizing Career Growth

27
 Future of Workforce

Gen Z and Millennials comprise the majority of current workforce,

with the digital savvy Gen Alpha rising over the talent horizon

India continues to take advantage of the demographic dividend and will soon be seeing the digital savvy “Gen alpha” as part of the workforce

India Population – 2024 Tech Industry Workforce – 2024

(million nos.) (% share): 100% = 5.4 milllion nos Gen alpha to join workforce by 2030

• Gen Alpha, which is >20% of the population, is expected to

Silent join the workforce at an earlier age as compared to past
1928 -1945 Gen ~10% Baby generations, driven by the focus on skills-based hiring and
159 Boomers+Gen X
as certifications gain prominence over degrees
1946 -1964 Baby
• They will be part of a job market ruled by AI and
Boomers
automation, which means adaptive skills and continuous
learning will be key essentials for their success
1965-1980 246 65-70% Millennials
• This will also drive shifts in the tech industry workforce
Gen X
pyramid, which will see an increased share of Gen Z with
356 Baby boomers and Gen X witnessing a decline
1981-1996
Millennials

What defines Gen Alpha

1997-2012 377 20-25% Gen Z
Gen Z
• Tech-savvy
• AI natives, not just Digital Natives
304 • Global-minded & Opinionated
Born 2013 and later Gen Alpha • Redefining Education – Prioritizing Skills over Degrees
• Purpose driven

Born between

Source: UN, Nasscom

28
 Future of Workforce

Across generations, Brand value saw a significant jump as a criteria for

choosing an employer; Learning & Growth retained its top position…

Criteria for Selecting an Organization

Millennials and Gen X Gen Z and Future Workforce

Rank

• Brand Value – Moved up being

1 Learning and Growth Learning and Growth
the close second, this is inline with
the global trends

• Current workforce expressed a

2 Brand Value Brand Value
higher preference for Financial
Benefits followed by Culture &
Ethics
3 Financial Benefits Culture and Ethics
• Future workforce gave more
importance to Culture & Ethics
followed by Financial Benefits
4 Culture and Ethics Financial Benefits
• DEI and Sustainability continued
to maintain its position
highlighting a preference for a
CSR, DEI, & Sustainability CSR, DEI,& Sustainability purpose driven organisation
5
Charters Charters

Higher rank from 2023 Lower rank from 2023 No change

Source: Nasscom

29
 Future of Workforce

…Prioritizing job satisfaction (millennials) and career growth (Gen Z)

are the anchors to retain employees

Criteria for Staying in an Organization

Millennials Gen Zs Future Workforce

Rank

1 Job Satisfaction Career Growth Career Growth

2 Work-Life Balance Job Security Job Security Higher rank

from 2023

Compensation and Lower rank from

3 Job Security Job Satisfaction
Benefits 2023

No change
Compensation and
4 Benefits
Work-Life Balance Job Satisfaction New Addition

Compensation and
5 Work Environment Benefits Work Environment

• In 2024, Millennials identified two new reasons for continuing in an organization: Job satisfaction (they are well-entrenched in their jobs and preferred satisfaction over job
security) and Work-life balance (driven by the experience of working from home during the pandemic)
• Driven by the uncertain business environment, both Gen Zs (the more recent workforce) and Future workforce chose job security (new entry this year) over job satisfaction
• For Gen Z career growth remained the top ask with a focus on leadership development
• Across the three generations, Fixed salary was the most preferred financial benefit over others (bonus, stock options, etc.)
• Healthy work environment remained important for Millennials and the Future workforce - preference for good work relationships with colleagues and superiors

Source: Nasscom

30
 Future of Workforce

HR leaders are mostly aligned with employee asks; however,

compensation and well-being need to move up their EVP order

The non-negotiable asks of

What factors are so important that they would stand in the How can firms better accommodate employees for selecting and staying
way of what would otherwise be an ideal job? the expectations of the workforce? in an ideal job

Current Workforce Future Workforce HR Leaders Good compensation and benefits,

Rank Rank learning and growth are the hygiene
Lack of mental health or Lack of mental health or well-being Career Growth and Skill factors for an “Ideal” job.
1 1
well-being support support Development
The pandemic-induced burnout has
brought the importance of mental health
Lack of attractive, Negative impression/bad experience 2 Flexible Work Environment and well-being, and work-life balance to
2
family-friendly benefits during the recruitment process
the fore.

Lack of sustainability measures Negative impact being created For the future workforce, the recruitment
3 or environmental initiatives on the society 3 Purpose-Driven Engagement
experience plays a decisive role in
determining which company to work for

4 Lack of diverse or inclusive Lack of sustainability measures 4 Transparent Communication

environment or environmental initiatives
For HR leaders, compensation &
benefits and wellness & mental health
Not being able to Lack of attractive, need to move up the EVP order
5 work remotely family-friendly benefits
5 Compensation and Benefits

Wellness and Mental Health

6 Support

Source: Nasscom

31
 Future of Workforce

Job stickiness improves: >70% of the current and future workforce

either have no plans to switch or plan to continue in their job for two
or more years

By when do you plan to shift your job?

Millennials Gen Z Future Workforce

% responses % responses % responses Current workforce:
• On average, 35% respondents (Millennials & Gen Z) expect
to continue with their existing employer for the medium- to
long-term, while 37% have no plans to switch jobs
Not planning 39% 35% 24%

Future workforce:
• Their intention to stay with their first job has improved with

Long term 47% of the respondents planning to shift only over medium
5% 5% 5% term (2-5 years), an increase from 29% respondents in 2023
(>5 years)
Š With ongoing business uncertainties and the muted job
market, their preference for job security has increased
• 25% expect to change their first job within the first two years
Medium term
27% and an almost equal number have no plans to switch
(2-5 years) 32% 47%

Key Drivers for the Shift

Better Financial Benefits and a lack of Learning
Short-term opportunities (Current–75%; Future- 66%) are the key drivers for
28% 28% 25%
(1-2 years) a job change

Cultural Misalignment another reason to seek other job

opportunities (~10% each)

Notes: Total may not add up to 100% due to rounding off effect
Source: Nasscom

32
 Future of Workforce

Increased willingness across both current and future workforce

towards the Gig model

Increasing Preference for Gig Models Also reflective in increased registrations on Gig platforms

~35% each of both current and future workforce expressed their openness to take As per the Flexing It platform:
up gig, higher than last year 23% for current and 28% for future workforce • 184% increase in total registrations of independent consultants on the
• For future workforce, this is a way to gain experience across diverse projects/ platform over the last two years
industries • Top Skills - The platform has witnessed higher growth for specialized
areas such as AI, Cybersecurity, IT governance, Digital & supply chain
transformation, D2C, ESG, Sustainability, Performance Marketing
• Metros dominate both the demand and the supply - Demand for gig talent
Key drivers for the workforce to adopt the Gig model is more concentrated in metros with 90%+ of the demand coming from the
Tier-I cities. While nearly 70% of the total registrations in India are from metro
Current Workforce Future Workforce cities with the remaining 30% are from emerging cities
Rank Rank

Better Financial Payouts 1 4

Emerging skills for Gig roles - Technology sector

Flexible working hours 2 2 • Generative AI & Automation • IT Recruitment

• Information and Cyber Security • Business Intelligence &
• Digital Transformation Market Research
Specialized Skills focus 3 1 • Product Marketing
• Solution Architect
• Data Engineering • Content Marketing
• Finance Controller
Flexible job location 4 3

Higher rank from 2023 Lower rank from 2023 No change from 2023 New Addition

Source: Flexing It, Nasscom

33
 Future of Workforce

DEI remains a key focus for 80% of organizations; however, only 38%
of the workforce see its impact on the ground

Gender Diversity and Gen Zs – Top 2 areas of focus for DEI initiatives bring in diverse perspectives and help break
HR leaders of Tech companies stereotyping

Top DEI Focus Areas Key Initiatives to incorporate DEI in Current Workforce Future Workforce
Workforce Planning
Rank
Equal Opportunities 1 Enhance Creativity
1 Gender Diversity Inclusive Leadership Development

Enhance Creativity 2 Varied Perspectives

2 Gen Z (<25 yrs. of age) Diversity-Centric Talent Acquisition

3 Economically weak Groups Regular Diversity Metrics Review Strengthen Team Dynamics 3 Encourage Empathy

4 PwDs / LGBTQIA+ Diversity in Succession Planning Varied Perspectives 4 Equal Opportunities

Older workers/ retired

5 Continuous Diversity Education Encourage Empathy 5 Challenging Stereotypes
professionals

DEI Best practices - Examples:

62%
• Enabling talent development through Mentoring, Sponsorship, Coaching & 38% of current
Greater need to
train managers
Of current workforce feel
Leadership Development in balancing a
workforce the need for
• Talent sourcing of PwDs through job fairs, specialized agencies, etc. diverse workforce
believe their more deliberate
• LGBTQIA+ - Spreading awareness, acceptance, and sensitization through organizations action to embrace
foster an inclusive diversity of
trainings & programs, creating a safe space to self-declare, extending
environment backgrounds and
counseling and support to families of LGBTQIA+, etc. perspectives

Source: Nasscom

34
 As per our corporate guidance we have people who work 2 days, 3 days
and at times even 5 days based on what the project engagement merits.
Customer expectation will override any other corporate guidance.

CHRO of a Tech MNC

35
 2 4

Future of Future of
Workforce
Rethinking the
Employee Value
Work Proposition

3 5
1
Future of Case Studies
Workspace
Future of Jobs
 Future of Workspace

Future of Workspace – Key Messages

ESG
• Social impact volunteering and Carbon footprint reduction – the most popular programs
• 80%+ of organizations consider it important to incorporate ESG principles
• 80%+ of current workforce believe that their organization is actively working on environmentally sustainable
practices

Geographic strategy Office Redesign

• ~1.5X growth over 2023 in the share of companies opting to lease • Office peacocking – an attempt to make the office a magnet rather than a
new offices mandate
• Current and future workforce are willing to work out of emerging cities • Collaboration spaces, informal meeting spots and quiet zones – key design
initiatives to foster innovation

37
 Future of Workspace

Location strategy: Tech organizations focusing on return to office

prefer to lease new offices

Uncertainty on where to expand seems to be a growing

Expansion Strategy: Leasing new offices gained prominence challenge across organizations, though preference for
Emerging cities remains

Real Estate Strategy Location preference for organizations looking for expansion
(% responses) (% responses)
2024
2024
16% Why Emerging Cities?
3%
• Cost advantage
27% 32%
• Talent pool availability
40% 37%
58% • Better employee retention
18% 2023 43% 2023 54% due to lower attrition
• Government focus on
30% infrastructure development
3%
9%

32%

Leasing new offices Buying new real estate

Emerging cities Tier 1 Not Sure
Shared office/ Co-Working spaces Closing offices/increasing remote support

• Nearly 80% of the companies surveyed shown interest towards expansion, similar to • IT Services and BPM organizations continue to expand in emerging cities;
last year GCCs and product organizations are exploring these locations
• For expansion companies have an increased preference for leasing offices and buying • Current workforce (~70%) and the Future workforce (60%) are open to
new real estate, while preference for shared offices spaces is down exploring these locations considering job opportunities in emerging cities

Note: Emerging cities include Tier II/III/IV cities; Totals may not add up to 100% due to rounding off
Source: Nasscom

38
 Future of Workspace

Expansions to Emerging Cities in 2024

Illustrative

Opened a new centre Launched a new facility in Announced the launch of Opened GenAI innovation centre
Bhubaneswar. Ravi Kumar, CEO Ahmedabad. This move aligns its global delivery center in Kochi, which will feature a new
Cognizant, said “Bhubaneswar with the company’s hub- in Patna. The center will system that caters to the company’s
which has emerged as an education and-spoke model, aimed at focus on delivery of IT and international customers.
hub with highly skilled talent and strengthening its workforce, engineering services for IBM India vice president Vishal
robust infrastructure. Odisha’s 200 expanding its reach, and Hi-Tech and Semiconductor Chahal said, “Higher education
tech colleges will act as feeders leveraging local talent for growth companies institutions and students can conduct
for the company. Odisha will be a in regional markets. product prototypes and experiments
mega-hub for the company. at the Gen-AI lab free of cost”.

Expanded its footprint in India Announced expansion of its GCC Announced opening of a
with its second IT Global Capability services in India and opening of a new office in Indore, further
Center in Coimbatore. The new office in Jaipur. This strategic strengthening its presence in
addition of Coimbatore location move is a part of CRMIT’s ongoing India. This expansion reflects
underpins Colruyt Group India’s commitment to providing data and its commitment to growth,
AI-powered capabilities. The Jaipur
strategy to support the business innovation, and delivering
office will serve as a key hub for
continuity of the IT operations & exceptional services to our
delivering ASVP services, including
services to the Group. clients.
Salesforce implementation,
integration, customization, and
managed services.

Source: News articles

39
 Future of Workspace

Office peacocking: Return to Office as a magnet, not a mandate

Flexible Work Arrangements Office Redesign Techiture

Adaptable spaces to manage flexible Redesigning of office spaces Integrating technology in architecture
seating and collaboration requirements continues to include collaborative and elements to make workplace
from the continuing hybrid work set up adaptable workspaces, innovation infrastructure seamless for in-person
labs, and dedicated areas for quite as well as hybrid collaboration
work as well as recreation

Well-being Programs Learning & Development Incentives & Perks

A key ask from current workforce includes To support current workforce’s continuous Such as transportation facilities/
programs such as counseling services, learning journey and career progression, subsidies, meals in office, gyms,
fitness programs, and wellness initiatives 20% of which happens only through childcare facilities, etc.
informal office interactions

Modular Embedded Tech Social spaces Retreat areas

Key elements of a
modern office Informal auditorium seating Green spaces Wellbeing focused spaces and offerings Vibrant

Source: Nasscom

40
 Future of Workspace

Office, a collaboration and networking platform, and the main anchor

of innovation

Design initiatives organizations Design initiatives focused on increasing a

Workforce Expectations
are adopting culture of innovation and creativity

Rank Rank

1 Flexible workspaces Flexible seating arrangements 1 Collaboration spaces

Implementing technology for seamless

hybrid meetings
2 Increased collaboration spaces 2 Informal meeting spots

More collaboration spaces

3 More fun & recreational facilities 3 Adaptable workspaces

Greater focus on health & well-being

4 Techiture (Tech in architecture design) More efforts towards sustainability 4 Quiet zones, Innovation labs

Technology companies are investing in creating an office environment of open

Sustainability and security (physical/digital) are non-negotiable factors and were taken up
communication, free flow of information and experimentation – all factors crucial for
on priority when offices re re-opened last year. Thus, they are lower in the order this year
innovation

Source: Nasscom

41
 Future of Workspace

Employees see the impact of their organization’s ESG efforts, which

remains a key focus for today’s purpose-driven workforce

Like last year, organizations and employees see perfect Most popular and effective ESG initiatives across organizations, 2024
alignment on ESG in 2024
Large Organizations Small Organizations GCCs
80%+ 1. Social Impact Volunteering 1. Social Impact 1. Social Impact
2. Carbon Footprint Reduction Volunteering Volunteering
Organizations believe it is very important Employees believe that their
3. ESG Reporting and 2. Carbon Footprint 2. Carbon Footprint
to incorporate ESG principles into their organization is actively working on
Transparency Reduction Reduction
policies and processes environmentally sustainable practices
3. Green Workspace Design 3. Green Workspace Design

Diversity Hiring and Social Impact Volunteering are the leading ESG initiatives for technology companies • Social Impact Volunteering has jumped
two places (vs. 2023) to be the No. 1
initiative along with Diversity Hiring
Rank
Key Areas of Focus
• Carbon Footprint Reduction has jumped
1 • Gender & generational diversity, underrepresented/economically
Social Impact Volunteering from No. 4 last year to No.2 this year
weak groups, inclusive job descriptions
• Creating volunteer programs, skill-based volunteering, Š Both Gen Zs and Millennials prioritized
community service programs, employee volunteer grants, social Energy Efficiency and Waste
impact sabbaticals, volunteer recognition program Reduction & Recycling initiatives in
• Optimizing energy & water usage, Green commuting, waste 2024
2 Carbon Footprint Reduction
reduction and recycling, sustainable sourcing, green building
certification, paperless office, tracking & reporting ESG metrics • Green Workspace Design debuted at
• Workspace design going green, with a focus on creating a No. 3 signifying its growing importance
healthy environment, conserving energy and reducing pollution amidst increased focus on leasing new
3 Green Workspace Design and waste offices for expansion

Source: Nasscom

42
Creating a favourable ‘Candidate experience’ during the recruitment
process is a key differentiator for organizations.

CHRO of a Tech MNC

 2 4

Future of Future of
Workforce
Rethinking the
Employee Value
Work Proposition

3 5
1
Future of Case Studies
Workspace
Future of Jobs
 Rethinking the Employee Value Proposition

Rethinking the Employee Value Proposition – Key Messages

3 As F.O.R.C.E. L.E.A.R.N.

Offer a differentiated value

Flexibility – Help employees feel Lead by example
proposition to employees and
autonomous by providing flexibility in all
future workforce:
aspects of work Empower employees to take
Attractive – Think beyond responsibilities
compensation & benefits, make it O pen communication – Allow for
people centric employees’ voices to be heard; effectively Allow for experimentation – deal with
communicate EVP mistakes in a constructive manner
Aligned – with organizational
culture and goals; Integrate Respect & Recognition – Culture of Respect and trust employees
employer branding, Employer inclusivity and respect; Reward good work
Value Proposition and Employee
Nurture future leaders – Build the
Experience Common purpose – Communicate to succession pipeline
employees how their work contributes to
Adaptable – Evolve in line company objectives
with organization strategy and
employee lifecycle Employee learning - Continuous learning
and career advancement opportunities

45
 Rethinking the Employee Value Proposition

Change is the only constant factor, making it crucial for organizations

to focus on the 3As – Attractive, Aligned and Adaptable while
designing their EVP

The EVP needs to be “People-Centric” while also being aligned to business objectives and adaptable with the changing times

Attractive Aligned Adaptable

• Addresses the needs of the current and future workforce • Aligned with the organization’s brand, • Adaptable to the changing
• Differentiated to give the organisation an edge over competition values and culture organizational strategy, with the
specially for niche talent Š Highlight the company’s values, support ever-evolving business environment
Š Go beyond compensation and benefits to include employee development and growth to • Also employee needs at various stages
innovative offerings – performance/skills-based bonuses, foster a shared sense of purpose of life, across different generations,
flexible work arrangements, training and skilling Š Deliver what you promise skills requirements, etc.
• Make it “People-Centric” and not just “Employee-Centric” • In line with the organizational goals and
• Think about complete “well being” of the employee as a person what people want
who has a family, belongs to a community, has a life beyond work Š Align it with the overall business goals
• Add benefits/features which make them feel better. Employees Š Should suit the needs and requirements of
who report positive feelings are 65% more likely to be satisfied employees
with their EVP • Integrate employer branding, Employer
• Capitalizes on organization’s strength to provide a Value Proposition and Employee
differentiated value Experience

Source: Gartner, Nasscom

46
 Rethinking the Employee Value Proposition

“F.O.R.C.E.” framework, the basis for designing the EVP, touches upon
all key factors of the “People-first” approach

Open Respect and Common Employee

Flexibility communication recognition purpose
learning and
growth

Increased autonomy Provide a conducive Fostering a culture of Aligning the employees Providing a conducive
for employees. This environment enabling inclusivity and respect, roles to organizational environment for
includes choices in terms a two-way open nurturing a feeling objectives and values, continuous learning,
of learning & career communication of belongingness, thereby enhancing their mentorship programs,
development, perks & (organization & addressing unconscious sense of purpose and training sessions and
benefits, social purpose, employees), deeper bias and providing fulfillment leadership development
and work life balance connections & monetary and non- and career advancement
engagements monetary recognition programs
and benefits

Source: Nasscom

47
 Rethinking the Employee Value Proposition

Leaders also need to “L.E.A.R.N.” new ways of managing today’s

diverse talent pool with the ever-evolving times

For leadership success “People Management” is taking centerstage as emerging technologies continue to reshape job roles. Aligning employees’ expectations
with the organizational strategy and goals is the most critical ask from managers today.

Lead by Empower Allow Respect and Nurture future

example experimentation trust leaders

Todays’ employees especially Empowering employees to With newer technologies taking Trust and respect are the core To nurture future leaders,
Gen Z will not follow what you make decisions and take centerstage leaders need to principles to get employee Leaders should “Lead to
say, they will do what you do! responsibility of their work. create a conducive environment buy-in for reinvention as Inspire”
This keeps them motivated for for experimentation, in line with organizations embrace new
This helps in: Leaders need to:
business success. organizational objectives technologies and ways of
• Creating positive work • Identify potential leaders
working.
environment This leads to: Leaders need to: • Tailor mentorship and
• Resolving disagreements • Improved morale • Encourage employees to Leaders need to: coaching
• Gaining respect • Enhanced creativity take initiative • Set clear expectations • Support on soft skills
• Building an open and • Increased productivity • Provide regular feedback • Encourage open development
collaborative work culture • Better organizational and deal with mistakes in a communication • Provide real world
• Empathetic adaptability performance constructive manner • Provide flexibility experience by shadowing
• Provide the right resources/ • Create a learning existing leaders
skilling environment • Focus on effective
• Appreciate individuality communication and
feedback

Source: Nasscom

48
 2 4

Future of Future of
Workforce
Rethinking the
Employee Value
Work Proposition

3 5
1
Future of Case Studies
Workspace
Future of Jobs
 Internal Skilling Platform

OCEAN - Organization is Committed to Educate, Assess

and Nurture

In today’s rapidly evolving landscape, organizations are grappling with challenges driven by technological advancements and increasingly dynamic client
expectations. As skills become the new currency issues crop up such as:
Situation/ • Skills Gap Challenge: New technologies like AI, Cloud, Blockchain, and Quantum computing make it harder to match right talent with the right roles
Challenge • Client Expectations and Faster Deployment: Clients demand job-ready talent faster, increasing pressure to shorten onboarding
• Shift Toward Experiential Learning: Modern learners increasingly seek practical, hands-on experiences rather than theoretical instructions that will
help them perform

Capgemini’s OCEAN Program addresses these challenges through a comprehensive framework focused on skills as the new currency for the future
workforce. Key features include:
• Comprehensive Skill Coverage: Structured learning journeys covering critical skills required in a VUCA world (across tech, business methodology,
industry and power skills) for continuous upskilling across expertise levels
Solution
• Practical Job-Ready Training: Hands-on learning aligned with job-specific needs, ensuring current workforce meet both current and evolving demands
• Scalable, Tailored Learning: Flexible, role-specific learning paths scalable across teams, enabling rapid upskilling and timely talent deployment
• Continuous Professional Growth: Focused on lifelong learning, helping employees remain relevant amid digital transformation and fostering
ongoing career development

The Program has transformed workforce, driving measurable results (via tool-based assessments such as iMocha) in skill development, operational
efficiency and client satisfaction while ensuring it is accelerating talent’s career. OCEAN keeps Capgemini competitive in a digitally transforming economy.
The key impacts include:
• Workforce Upskilling at Scale: OCEAN upskilled over 80,000 employees, baselining their skills and equipping them with in-demand digital skills for
Impact future-ready roles
• High Talent Deployment Success: With a 95% success rate in some accounts, OCEAN effectively aligns skills with client needs, minimizing the need
for replacements
• Accelerated Onboarding Efficiency: OCEAN streamlined onboarding, reducing time-to-deployment to meet the fast-paced needs of clients
• Practical Training: OCEAN’s focus on real-world hands-on challenges ensures talent is job-ready

51
 External Skilling Platform

FutureSkills Prime - India’s Technology

Skilling Hub

FutureSkills Prime is a digital skilling initiative by nasscom & Meity, aimed at making India a
Digital Talent Nation.
It is an innovative and evolutionary ecosystem designed to equip learners with cutting-edge skills essential in today’s rapidly evolving digital landscape.
Its courses, pathways and industry-backed nasscom certification programs are aligned with National Occupational Standards (NOS) and National Skills
Qualification Framework (NSQF), enabling learners to acquire in-demand skills that are highly valued by employers.

19.92 Lakh+ 1.30 Cr+ 8.37 Lakh+ ~41%

Sign-ups on Digital Fluency Course Women engaged
the Platform Badges Earned Enrolments on the platform

2100+ 160+ 90+ 13

Training & Content State Govt.
Academic Institutes Corporates Onboarded
Partners Collaborations
Source: Nasscom Future Skils; Data as of November 14, 2024

52
 Industry-Academia Collaboration

Center of Excellence hiring model

• Enhance talent depth at Universities/Colleges that we partner with

Situation/ • Accelerate hire to deploy lead time
Challenge • Foster a culture of excellence and innovation at these CoEs
• Establish Virtusa as an Employer of Choice in the talent communities that we partner with

Virtusa decided to differentiate its hiring strategy through CoE Partnerships for building deployment ready talent pool
• Identified COEs - Select COEs for Specific Tech Stack, Co-curate their program curriculum
• Engage- Train & Certify Faculty, Pre-Hiring engagement for students, Lab Setup, Industry Solution Building Event
• Hiring- Online Assessment/Hackathons, CoE Hiring, Interviews, Power Developer Hiring
Solution • Internships - Tool based case study
• Training & Development (Finishing School model)- Tech stack orientation, Capstone projects, Gating assessment training &
industry certification, Shadow training based on business engagements
• Train the Trainer (Faculty Upskilling) - 4 Weeks of training and certification program for college faculty
• Train the Hires - Identified candidates put through rigorous training program in the final semester; led by college faculty and
monitored by Virtusa team. Candidates go through industry certification before deployment at Virtusa

• 100+ CoE Partnerships across India - 65% of these CoEs established in emerging hubs
• Primary channel for Campus Hiring
• Identified Faculty members trained every year
Impact • 40% Increase in talent identification and assessment through AI based recruitment.
• Early Talent identification of certified students
• High performing students ready for deployment
• Student ambassadors identified for continued employer branding

53
 Industry-Academia Collaboration

Campus Engagement Initiatives

Pan India Hackathon B School Competition Unique Initiative to hire US Summer Internship
aimed at hiring Top talent aimed at identifying Top citizens in India, Train and Program aimed at
from across colleges Data Enthusiasts then move to US identifying and grooming
top talent from COE
Colleges

Headstart

Labs set up at Colleges to Idea to Industrialization Initiative to Train faculties Thanksgiving Night to
train students making them competition aimed at from COE Colleges making recognize and celebrate
Day 1 deployable identifying Early Talent them Technology ready academia

54
 In-Office Attendance Automation Tool

Return-To-Office Exception Tool (RET)

• CGI India does not have a linkage between 3 critical systems 1) Leave 2) Attendance Swipe 3) Timesheets
• It is therefore difficult to have an enterprise level view of individual member’s leaves, office-timings and exceptions around it.
Problem • In alignment with the global baseline expectations on return to office, CGI APAC established the 2 days/week minimum requirement to work from
Statement office location, but in the process, also realized that there are exceptions to this, to accommodate our members’ need to WFH, arising out of
unforeseen situations.
• These exceptions were calculated manually on excel sheets, to understand how many members had justified exceptions to WFH, so that this could be
recorded as an exception to the compliance-requirement.

If the RET was not in place, the following challenges were foreseen:
• At an estimated 6% exception requirement, 3420 dynamic datapoints had to be managed (start date, end date, reason for exception), at a bare
minimum, for maintaining records for close to 19K members in India, on their WFH justification.
Challenges
• This involved manual coordination across approx. 870 leaders, to manage these exceptions for members required a part of 2 levels of approvals.
• There was major risk on compliance, on reputation and even legal implications, arising from the fact that an error on any of the 3420 dynamic data
points could be prone to error and/or were subject to change

• A work-flow based approval mechanism for both self and manager-initiated requests for exception, similar to a leave system.
Approach & • In-premise solution, with encrypted reports and tool-dashboards to maintain and manage exceptions on working from office
Solutions
Implemented • System-generated notifications and alerts on pending/expiry of requests, with role-based access control on the tool
• Dynamic reporting and tracking of members who are on RTO exception in a timely manner

• At an ongoing error rate of 5% on accuracy of data, considering 30 minutes of correction time and multi-stakeholder involvement to correct and
re-approve the data, an estimated 85 hours were saved each ‘cycle’ time. Each cycle time refers to the time when this data was being calculated to
Impact & take actions and decisions on non-compliance, at individual member level.
Benefits
• Major risk mitigation, arising out of members challenging a wrong/erroneous decision that directly impacted monetary numbers for the member.
• Establishing fairness and equity in complex decision making, using data and numbers to justify decisions.

55
 HR - Hiring Automation

Hiring Model for Entry Level Candidates –

Enhances Efficiency and Experience

Candidates Hiring Managers Recruiters Impact

High Volume, Low Yield

• With a low selection rate of 8% and an offer drop rate of 30%, hiring 6,000 entry-level
candidates annually, evaluating 100,000+ applicants resulted in substantial effort from
the business with high turnaround times for hiring
Situation/ Extended Cycle Times From 8 to 5
Challenge • Lengthy hiring process were seen due to extensive evaluations, resulting in high impact on
Weeks of Reduced
turnaround time
Turnaround Time
Need for Efficiency
• To effectively manage the large applicant pool, the team needed to implement faster
evaluation methods to streamline decision-making and enhance process efficiency.

Genpact implemented a proactive Single-touch Hiring model:

• Removed Redundant Interviews: Eliminated operations-level interview rounds, reducing
repetition and making the process more efficient.
• Decreased Operational Load: Reduced the involvement of the operations team in
6000+
Solution interviews, allowing them to focus on core functions. Front-line Managers (FLM)
• Enhanced Candidate Experience: Simplified and sped up the hiring process, reducing wait manhours saved
times and improving overall experience.
• Technology Integration: Introduced automated feedback and reporting aligned with the
Genpact CI2* framework, minimizing manual intervention.

People Process Technology

Recruiters underwent CBI certifications, (For The Applicant Tracking System (ATS) Automated feedback, $250k+
competency-based interviewing), training with database was stabilized, reducing offer enabled faster hiring cycles Equivalent Financial
operations, and interview shadowing, reinforced timelines, with proactive candidate and providing structured
Benefits from Efficiency
by product knowledge tests (PKTs) engagement through Callify. feedback.
to maintain high standards in hiring.

*Curious, Incisive, Courageous, on a Bedrock of Integrity

56
 Digital HR Support

AskHR - Conversational AI Tool transforming HR

Challenge
HR Support has multi-channels and multi-tiers resulting in poor employee 10.1M interactions
experience

243K Unique users (81 countries)

75% CSAT
Single Digital channel for all employee engagement and 2-tier support model
Solution
(digital/human) 94% Containment Rate
756K HR Transactions Automated

Interactive Integrated 75% quicker transactions execution

• Accessible via Mobile, Intranet and HR pages • Search over 4700 policy pages ($5m productivity)

• Accessible via SLACK/ including proactive • 2700+ FAQ’s

“push” notifications related to different • Integrations with Workday, WF360, Concur.
6M Slack Notifications
HR events Weather Channel Org Risk Insights, Zendesk
97% Manager Usage

94% Executive Usage

Personalized Personas
• Key HR Links, News & Updates added • Employee • Assignee 61% Ticket Reduction (7 years)
• Country-specific responses for multiple persona’s • Manager • Alumni
• 79 HR Task Automations e.g. job transfer, • Executive • Candidate
1.8 Band Increase (7 years)
time-off, compensation planning • HR Business Partner
Solution includes: watsonx Assistant

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 Hybrid Work Model

Hybrid work model, solving for talent

availability - Icertis Everywhere!

• Finding top tech talent has always been a challenge. Post pandemic it became even more difficult with people making
Situation/
Challenge the choice to move to work from their hometowns. Chances of finding niche skills in a tier two city like Pune got thinner.

Icertis decided to flip the process and take Icertis to wherever talent was available with the Icertis Everywhere program!
• Through this program, the organisation identified roles that could work in a remote setting and started hiring these
Icertians wherever they were located – sometimes in Emerging hubs and sometimes in the larger metros where there
was no Icertis office.
Solution • Also offered hybrid working with a few in-office days for talent in Pune, where there was an office.
• To enable work from anywhere, the program included WFH allowances, and curated opportunities where they could travel
occasionally to the Icertis office in Pune for meeting and collaborating with other Icertians.
• Offered engagement opportunities within the cities where there was a significant Icertian population, in the form
of CSR volunteering, meet and greet opportunities and so on.

This helped the organization in:

• Expand talent reach
Impact • Improve Efficiencies
• Sense of belongingness within the remote Icertians

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 Maternity Engagement Initiative

The “MOM-Matter” Program - Empowering

Motherhood in the Workplace

• For many organizations, maternity leave represents a challenging period for both employers and members. Mothers often face a sense
Situation/ of isolation during their break, resulting in anxiety, disconnection from the workforce, and challenges in transitioning back to work. This
Challenge disconnect can lead to a loss of productivity and, in some cases, premature attrition of highly talented members.

With the aim of creating a more inclusive work environment and improving member satisfaction, the company embarked on a comprehensive
maternity engagement initiative—”MOM-Matter“. The program was designed to address key challenges faced by expectant and new mothers
through three distinct phases: Pre-Maternity, During Maternity Break, and Post-Maternity.
• Phase 1: Pre-Maternity Break – Preparing for a Smooth Transition
Š WOW (Wellness of Women): A series of actionable tips and guidelines focusing on both physical health and mental well-being.
Š Maa Anubhav : An upcoming mentorship platform where new moms can seek guidance from experienced mothers within the company
• During Maternity Break – Staying Connected
Solution Š Mom Matters” WhatsApp Group: Over 70 of new mothers have been brought together in a supportive online community through a
WhatsApp group.
Š Extended Support through LOP or WFH: Understanding that every mother’s situation is unique, the company provides flexibility with
extended Leaves of Absence (LOP) or Work-from-Home (WFH) options, helping mothers navigate their individual needs and challenges.
• Phase 3: Post-Maternity Break – A Smooth Return to Work
Š Udemy Licenses for Upskilling: Each returning mother is provided access to Udemy licenses to upskill and prepare for back to work.
Š Mithra Team Support: A dedicated “Mithra” team is available to check in with mothers during their leave, offering both a supportive ear and
guidance on mental health.

The “MOM-Matter” program has shown positive outcomes for both mothers and the organization:
Impact • Increased member satisfaction
• Stronger workplace connections

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 Gig Work Models

Gig is solving for smaller project team requirements

and specialized skills

Hiring of a small gig team Specialized/Niche Skills

Technical Resources to support New Product Development (Team Project) Project Scope
Project Scope • A digital transformation consulting company is looking for a consultant to
• An IT services organization is looking to build an MVP to support new product develop metaverse strategies, select suitable technologies, design solutions,
development and oversee implementation to deliver immersive metaverse experiences.

• Duration of Project- 4 Months; Location- Mumbai • Duration of Project- 12 Months; Location- Remote

Key Deliverables Key Deliverables

• Develop a PowerApps-based data pipeline, including data collection, • To document outlining the metaverse strategy, including use cases, target
processing, and visualization on PowerBI audience, and KPIs

• Create form-based PowerApps and integrate them with a PowerBI dashboard • To define technical architecture for the metaverse solution, including

• Create a MVP by collaborating with cross-functional teams, including technology stack, infrastructure, and security considerations

engineering, design and manufacturing, to ensure successful product • User journey maps, wireframes, and prototypes for a seamless metaverse
development and timely launch experience
• A fully functional metaverse solution that meets client requirements and
Team Structure delivers value

• Lead Developer - Consultant with 13+ years of experience in Software

Development, Analysis, Design, Development, Unit Testing, Microsoft Power BI, Consultant Profile
Coding & Database Programming • Deep understanding of metaverse concepts, technologies, and industry trends.
• Jr. Developer - 4+ years of experience with highly skilled and dedicated in • Strong understanding of metaverse technologies, including VR, AR, and XR
designing, developing, and implementing Power Platform solution • Proven experience in project management and delivery with previous
experience of working in companies like Microsoft, Nvidia

Source: Flexing It

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 Appendix
61
Research Methodology

The report analysis is based on 10+ CHRO interviews, Nasscom Future of Work survey with 1250+ participation across technology organisations, tech
employees (current workforce) and college students (future workforce)

Participant Demographics

Participating Organizations Current Workforce Participants Future Workforce Participants

Split of organizations by revenue size Split of organizations by revenue size Graduates and Post Graduates
Gen X
Born between
1965-1980, both
inclusive
38% 24%
20% 9%

N=110+ N=620+ N=600+

49% 31%
53% 76%
Gen Z Millennials
Born between Born between
Large* GCCs SMEs 1997-2012, both Post Graduates Graduates
1981-1996, both
inclusive inclusive

Note: *Large includes Indian and Global MNCs

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 Acknowledgement

We would like to express our sincere gratitude to all the contributors and stakeholders whose valuable insights and inputs have
significantly enriched the report.

We extend our appreciation to the nasscom member organizations for their insights on various industry trends and developments.
Additionally, we acknowledge the invaluable inputs and insights from our research partners and various government bodies, whose
collaborative efforts have added depth and credibility to the findings presented in the report.

We recognize the cumulative effort of all the individuals and organizations involved, and their names and affiliations are duly
acknowledged for their contributions.

Authors

Nasscom Team Indeed Team Survey Partner

Achyuta Ghosh Sashi Kumar Dynata
Neha Jain Saumitra Ranjan Chand
Nirmala Balakrishnan

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 About

Industry Partner

Nasscom represents the voice of the $250 billion+ technology More people find jobs on Indeed than anywhere else. Indeed
industry in India with the vision to establish the nation as the is the #1 job site in the world (Comscore, Total Visits, March
world’s leading technology ecosystem. Boasting a diverse 2024). With over 580 million job seeker Profiles, people in more
and influential community of over 3000 member companies than 60 countries across 28 languages come to Indeed to
our network spans the entire spectrum of the industry from search for jobs, post resumes, and research companies. Over 3.5
DeepTech and AI start-ups to multinationals and from million employers use Indeed to find and hire new employees.
products to services, Global Capability Centres to Engineering Indeed is a subsidiary of Recruit Holdings, a global leader in HR
firms. Guided by our vision, our strategic imperatives are to technology and business solutions that is simplifying hiring and
accelerate skilling at scale for future-ready talent, strengthen transforming the world of work.
the innovation quotient across industry verticals, create new
market opportunities - both international and domestic, drive
policy advocacy to advance innovation and ease of doing
business, and build the industry narrative with a focus on Trust,
and Innovation. And, in everything we do, we will continue to
champion the need for diversity and equal opportunity.

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Disclaimer
The information contained herein has been obtained from sources believed to be reliable. nasscom and its advisors & service providers disclaims all warranties
as to the accuracy, completeness or adequacy of such information. nasscom and its advisors & service providers shall have no liability for errors, omissions or
inadequacies in the information contained herein, or for interpretations thereof. The material or information is not intended to be relied upon as the sole basis
for any decision which may affect any business. Before making any decision or taking any action that might affect anybody’s personal finances or business,
they should consult a qualified professional adviser.

Use or reference of companies/third parties in the report is merely for the purpose of exemplifying the trends in the industry and that no bias is intended
towards any company. This report does not purport to represent the views of the companies mentioned in the report. Reference herein to any specific
commercial product, process or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or imply its endorsement,
recommendation, or favouring by nasscom or any agency thereof or its contractors or subcontractors.

The material in this publication is copyrighted. No part of this report can be reproduced either on paper or electronic media without permission in writing from
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Usage of Information
Forwarding/copy/using in publications without approval from nasscom will be considered as infringement of intellectual property rights.

We extend our appreciation to the nasscom member organizations for their insights on various industry trends and developments. Additionally, we
acknowledge the invaluable inputs and insights from our research partners and various government bodies, whose collaborative efforts have added depth and
credibility to the findings presented in the report.

We recognize the cumulative effort of all the individuals and organizations involved, and their names and affiliations are duly acknowledged for their
contributions.

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