Tag: GBS Talent

The State of Insurance GBS: Igniting Innovation, Expanding Scope, and Driving Talent Strategy | Virtual Roundtable

VIRTUAL ROUNDTABLE

The State of Insurance GBS: Igniting Innovation, Expanding Scope, and Driving Talent Strategy

June 15, 2023 |
8:30 AM EDT | 6 PM IST

Today’s insurance GBS organizations have become strategic partners for enterprises. Are you fully aware of the exceptional opportunity for insurance GBS organizations to deepen core capabilities, add new work to scope, and accelerate transformation initiatives, all while elevating their position as valuable solution partners?

Join this virtual roundtable discussion to participate in conversations with our expert analysts and your peers to develop a deeper understanding of insurance GBS organizations’ future priorities, opportunities, and strategies to drive more value for enterprises.

We’ll explore the insurance GBS outlook on:

  • Services scope expansion
  • Role elevation
  • Role in performance management
  • Talent and location strategy
  • Transformation

Who should attend? 

  • GBS leaders
  • GBS strategy leaders
  • GBS site leaders

Virtual Roundtable Guidelines

The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.

Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.

Rohitashwa Aggarwal
Nikhil Malhotra
Shivani Singh

Winning Employer Value Propositions: Strategies from Top GBS Employers | Webinar

On-Demand Webinar

Winning Employer Value Propositions: Strategies from Top GBS Employers

Employer Value Proposition (EVP) has taken center stage as workforce expectations rapidly evolve.

To learn what a truly effective EVP entails, Everest Group conducted a study to find the top GBS employers by examining the employer brand perceptions of more than 300 leading GBS organizations across India, Poland, and the Philippines. The study covers multiple dimensions, including compensation, career progression, senior management, work-life balance, culture and values, and the diversity of GBS organizations worldwide.

Join our experts as they present the top GBS organizations’ performances in local talent markets based on attrition rates, joiner-exit ratio, and overall employee satisfaction ratings.

We’ll also hear from best-in-class GBS organizations, including Sun Life Asia Services Centres, Experian, and Target in India, on how they differentiate themselves in talent markets and the resulting key implications for the GBS industry.

Our speakers will discuss:

  • What factors impact GBS brand perception as an employer in key markets?
  • How can companies evaluate their own brand perception from an employee’s perspective?
  • How does employer branding correlate with factors such as GBS age, size, and industry vertical?
  • What are the top employee grievances?
  • What initiatives do best-in-class organizations employ to enhance overall brand perception?

Who should attend?

  • GBS site leaders
  • GBS strategy leaders
  • Heads of human resources
  • Heads of talent acquisition
Aggarwal Rohitashwa B
Partner
Everest Group
Kumar Shivangee
Senior Analyst
Everest Group
Rajeev
Rajeev Bhardwaj
Vice President & Chief Human Resources Officer
Sun Life Asia Service Centres
David Palmieri square
David Palmieri
Managing Director, Head of Global Business Services
Experian
Bruces headshot square
Bruce Starnes
SVP & President
Target in India

Amid Global Talent Shortage, Everest Group Identifies Skilling Strategies that Drive 3X ROI for Talent-Focused Organizations | Press Release

Five Global Business Services (GBS) organizations are set apart by strategic skilling initiatives that significantly improve business outcomes, employee experience

Exacerbated by COVID-19, the war for talent is more intense than ever. According to Everest Group, the only way enterprises can build the necessary skill base to remain competitive is to realign employee skills with emerging business needs and provide employees with opportunities for personal growth. Easier said than done, but Everest Group has identified five best-in-class Global Business Services (GBS) organizations* that are leading the way.

In its newly published report, “Skilling Strategies for GBS Organizations—Pinnacle Model® Analysis 2021,” Everest Group examines 40 GBS organizations and of those identifies five Pinnacle GBS™  organizations—those best-in-class entities that are achieving superior outcomes because of their advanced skilling capabilities. These Pinnacle GBS organizations have generated three times more cost savings and return on investment (ROI) through their skilling initiatives compared to other GBS organizations.

Everest Group defines skilling efforts as post-onboarding interventions focused on improving employees’ skills and competencies to better deliver existing work and/or to deliver more complex or new work. The mode of intervention can range from self-learning to classroom-based training and beyond, including job rotation and cross-functional assignments.

Pinnacle GBS organizations have been able to achieve significant business impact by effectively driving their skilling initiatives, as differentiated by capabilities and characteristics such as the following:

  • A dedicated skilling team focused on GBS skilling.
  • Commitment and participation from the GBS organization and enterprise senior leadership.
  • Active collaboration with business units on all aspects of the skilling journey (such as funding, program design, skill gap assessment, and content creation and delivery).
  • Periodic assessments of the existing skill inventory and gaps against a standardized skill taxonomy. The study also reveals key skill gaps that GBS organizations are facing.
  • Incentives and career-developing motivators for employees, such as accelerated career paths and internal mobility.
  • Use of technology and ecosystem partners as accelerators for skilling programs and to improve employee experience.

Among those GBS organizations that track cost reduction impacts of skilling initiatives, the contrast among outcomes is significant:

  • ROI on skilling spend: 15-20% for Pinnacle GBS organizations compared to 3-5% for others
  • Reduction in operating costs: 13-18% for Pinnacle GBS organizations compared to 4-6% for others
  • Reduction in hiring costs: 9-13% for Pinnacle GBS organizations compared to 4-6% for others

“The firms we’ve identified as Pinnacle GBS organizations have created unique positions and developed scaled skilling programs to help the overall enterprise. They are developing their GBS organizations into global talent hubs,” said Sakshi Garg, vice president at Everest Group. “In the current Pinnacle Model analysis, we look at skilling strategies that GBS organizations have adopted and highlight those organizations that have achieved superior business outcomes. The journeys of these best-of-the-best companies provide insights into the key enablers needed to achieve desired outcomes and point to the investments required for the greatest speed to impact. Whether companies want to make incremental changes or achieve major transformations, Pinnacle GBS organizations exemplify the way to success.”

***Download a complimentary abstract of the report here.***

About Everest Group
Everest Group is a research firm focused on strategic IT, business services, engineering services, and sourcing. Our clients include leading global companies, service providers, and investors. Clients use our services to guide their journeys to achieve heightened operational and financial performance, accelerated value delivery, and high-impact business outcomes. Details and in-depth content are available at http://www.everestgrp.com

*Note: For the purposes of this report, Everest Group uses the term GBS to include Shared Services Centers (SSCs), Global In-house Centers (GICs) and Global Capability Centers (GCCs), although distinctions in these business models can be made.

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