India has become a centre of shared services in the world with international companies eyeing cost effectiveness, qualified workforce and scalability. Today, many global shared services companies in India play a pivotal role in delivering critical business functions such as finance, human resources, IT support, legal services, and customer care for their parent organizations across the world. What is important about these companies is that their long term success is in the management of talent. That being said, there is also a need to prioritize operational infrastructure and adoption of technology.
The acute attraction and retention of quality domestic- and international-talent pools is one of the biggest challenges which is being face by the global shared services companies in India. This difficulty is also compounded with the escalating competition, shifting employee demands, and the escalating requirement of unique skill sets.
Attracting Talent in a Competitive Market
There is strong talent pool in India, especially in such cities as Bengaluru, Hyderabad, Pune and Gurgaon. This market is exploited by global shared services companies present in India in terms of providing them with career options that offer them stability, exposure, and systematic growth. The firms pay much attention to building employer brand by using campus placements, internships, internet recruitment websites, and specific events related to business (field).
Besides employing them locally, there are also other firms that want to employ other international experts to take up more leadership positions or very specific technical jobs. Such international perspective, coupled with regional know-how, is critical to responding to the ever-increasing requirements of shared services that no longer remain back-office related and, today, also turn to advanced analytics service, risk management, and digital transformation.
Building a Talent Pipeline
Global shared services companies in India have realized the importance of building a strong pipeline of future-ready professionals. Many of them collaborate with universities and institutes to develop training programs aligned with business needs. These initiatives help bridge the gap between academic learning and workplace demands, ensuring a smooth onboarding experience for new employees.
Internal training programs, certifications, and rotational assignments are also encouraged. These opportunities help employees build diverse skills while deepening their understanding of global operations, making them better equipped for long-term careers within the organization.
Employee Engagement and Retention
Once the right talent is in place, retention becomes the next focus area. The employee turnover rate in shared services can be high if companies do not actively invest in engagement and career development. Global shared services companies in India are now investing more in understanding what motivates their workforce and creating policies that reflect this insight.
Work-life balance, inclusive work environments, clear career progression, and performance-based rewards are key elements that contribute to employee satisfaction. Some companies also offer international assignments or mobility programs, allowing employees to gain cross-border experience and exposure.
The Role of Leadership
Strong leadership is vital in driving talent management strategies. Leaders in global shared services companies in India are expected to create cultures that encourage innovation, collaboration, and transparency. Leadership development programs are often in place to ensure a pipeline of competent leaders who can drive global mandates while managing local teams effectively.
These companies also place a strong emphasis on feedback. Regular performance reviews, mentoring, and transparent communication between employees and their managers help create a culture of continuous improvement and mutual respect.
Embracing Flexibility and Inclusion
Post-pandemic, flexibility has become a non-negotiable aspect of talent management. Global shared services companies in India have adapted to hybrid work models, flexible hours, and digital collaboration tools. These changes not only accommodate individual work preferences but also enable companies to tap into a broader talent pool, including women returning to work, professionals from tier-2 and tier-3 cities, and differently-abled individuals.
Conclusion
The success of global shared services companies in India depends largely on how effectively they manage their talent. Attracting and retaining the best professionals—whether from India or abroad—requires strategic investment in learning, development, engagement, and leadership. As these companies continue to evolve into high-value service providers, their ability to build strong, capable, and motivated teams will remain a key differentiator in the global market.