GCCs vs IT services: How India’s GCCs are rewriting the talent story

If jobs were music, GCCs swapped elevator tunes for a live DJ set. That’s how the hiring scene in India feels today. For decades, IT services set the beat – mass hiring, predictable roles, and a focus on delivery at scale. Safe, reliable, and efficient. But GCCs have stepped in and changed the vibe completely. They’re chasing talent that can do more than just keep the lights on; they want people who can build what’s next.

The GCC India Talentscope Survey 2025 shows AI and ML topping the demand charts – 68% of financial services GCCs and 55% of IT/tech GCCs call it their number one hiring priority.

India now proudly calls itself the “GCC Capital of the World.” The numbers are staggering: 1,700+ centres, nearly 1.9 million people employed, and revenues touching USD 64.6 billion in 2024. By 2030, this could grow to over 2,100 centres and as many as 2.8 million employees, with revenues of USD 99–105 billion. And it isn’t just about size – it’s about momentum. In 2024–25, GCCs hired over 100,000 professionals, compared to 90,000 the year before. Two years in a row now, they’ve beaten IT services in net new hiring (NASSCOM-Zinnov).

Different talent needs

So, what’s different about GCCs? They’re hiring for depth, not just breadth. AI, machine learning, cybersecurity, product management, digital engineering, cloud – these are the skills GCCs are snapping up. IT services still focus on delivery-heavy skills: Java, .NET, SAP, testing, infrastructure management. Important, yes, but not exactly the skills you brag about over dinner.

But here’s the bigger story: this is not just about GCCs outpacing IT services in tech. They’re becoming one-stop shops. Alongside digital roles, they’re scaling rapidly in Global Business Services (finance, HR, analytics, supply chain, compliance) and Engineering, Research & Development (design, testing, product development, patents). In fact, ER&D is growing faster than tech in Indian GCCs right now. And it’s not just about headcount – the economics are shifting too. Earlier this year, KPO and BPO exports, often tied to the GBS model, actually outpaced IT services exports. Much of this is on account of the growth of GCCs. The benefit for multinationals is huge – faster decision-making, tighter integration, and capabilities that go beyond cost-saving into real value creation.

The data paints it clearly. The GCC India Talentscope Survey 2025 shows AI and ML topping the demand charts – 68% of financial services GCCs and 55% of IT/tech GCCs call it their number one hiring priority. Add cybersecurity and cloud to the mix, and you see why salaries are spiking and why talent with these skills can practically pick their next employer.

Why professionals are switching

Naturally, professionals are voting with their feet. GCCs are attractive because they offer something IT services often don’t: global exposure, ownership of projects, and work that feels cutting-edge. IT services still pull in thousands of fresh grads each year thanks to structured training and a predictable career ladder. But after a few years, many of those same employees move over to GCCs for faster growth and more challenging opportunities.

The geography of this story is shifting too. Once locked into Bengaluru and Hyderabad, GCCs are now spreading into Pune, Chennai, NCR, and even tier-2 and tier-3 cities like Coimbatore, Kochi, Ahmedabad, and Jaipur. The IT services industry already had a head start on this, but its hiring remains more about volume than specialisation.

Of course, neither model is perfect. GCCs face the headache of a limited supply of niche skills, constant retention battles, and rising salary pressures. IT services are dealing with mid-level attrition and the enormous challenge of reskilling huge workforces for an AI-first world. Both know automation is coming for them, and both are trying to get ahead of it.

But the direction of travel is obvious. GCCs are becoming the innovation engines of global business, right here in India. IT services will continue to be the scale players, but powered more and more by AI and automation. Both will thrive – but their talent strategies will keep pulling them further apart.

The talent game has shifted from “how many” to “what kind.” Companies need to figure out not just where the people are, but what they want, how much to pay them, and how to hold onto them. Organisations need to read these signals and design smarter hiring strategies. Because in the end, the winners won’t be the ones offering the biggest number of jobs – they’ll be the ones offering growth, ownership, and purpose.

Authored by Andrew Simoes is a Associate Director – GCC Consulting, Michael Page.

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