Gen Z and Global Capability Centres in India: Redefining Recruitment, Learning, and Workplace Belonging

By 2025, Gen Z is no longer the “future workforce” for Global Capability Centres in India—they are the present, and they are rewriting the rules. In India alone, Gen Z now represents nearly 27% of the workforce. In GCC-heavy cities like Bengaluru, Hyderabad, and Pune, their presence is even more concentrated, shaping GCC hiring trends, learning pathways, and cultural expectations.

For leaders running GCCs in India, this is not just a demographic shift—it’s a cultural transformation that demands a rethink of recruitment, skills development, and the meaning of belonging at work.

The Gen Z Effect: Values That Shape Work

Unlike previous generations, Gen Z blends ambition with principle. They expect:

• Purpose-driven work over traditional prestige
  
• Flexibility as a non-negotiable, with 72% saying they would leave jobs lacking it
  
• Transparent, inclusive cultures that allow authenticity
  
• Continuous growth powered by personalized learning and career mobility
  

And yes, pay still matters—70% would switch jobs for better compensation. But they also want employers to invest in mental health, sustainability, and social responsibility.

Recruitment Rethink: Meeting Gen Z Where They Are

Attracting Gen Z to GCCs in India requires more than an attractive salary. Leaders must reframe recruitment around:

• Purpose alignment – Clearly articulate how your GCC’s work impacts real-world outcomes.
  
• Multi-track careers – Many Gen Z professionals juggle work and study (26% already do). Offering flexible roles and portfolio career opportunities can be a draw.
  
• AI-powered hiring – Use EOR solutions and intelligent matching tools that highlight not just skills fit, but alignment with values and career goals.
  
• Early ownership – Accelerated responsibility signals trust and growth potential.
  

The companies winning Gen Z talent—such as EY’s GCC in India—are transparent in job previews, flexible in job design, and intentional in connecting roles to broader business missions.

Learning on Their Terms: Micro, Modular, and Tech-Enabled

For Gen Z, learning is not a quarterly training—it’s part of the daily workflow. Deloitte reports 85% of them engage in weekly upskilling, with a preference for:

• Micro-learning: Bite-sized modules that fit into a hybrid workday
  
• Peer-led learning: Collaboration as a teaching tool
  
• AI career mapping: Platforms that track skills growth and recommend next steps
  
• Reverse mentoring: Gen Z coaching senior leaders on new tech, tools, and trends
  

Accenture’s iAspire and EY’s Extraordinary You are examples of GCC workforce in India programs offering personalized learning pathways, blending AI guidance with human mentorship.

Belonging: Beyond Perks to Purposeful Connection

In GCCs, where teams often span multiple countries and time zones, belonging is about more than office design or social events. For Gen Z, it means:

• Authenticity at work – Cultures where they can be themselves without editing their identity
  
• Real-time recognition – Immediate, constructive feedback instead of annual reviews
  
• Inclusive leadership – Leaders who model transparency, empathy, and active listening
  
• Wellbeing embedded in policy – From mental-health support to financial planning programs
  

Companies that excel here integrate belonging into everyday practices, not just HR campaigns. This is critical for retention, as engaged Gen Z employees become strong cultural carriers within GCC teams.

The R-M-B Framework: Recruiting, Mentoring, Belonging for Gen Z

To turn Gen Z’s presence into a competitive advantage, GCC leaders can adopt the R-M-B loop:

1. Recruit

• Craft a purpose-led employer brand that ties projects to impact.
  
• Offer flexible pathways—remote, hybrid, or rotational roles.
  
• Use AI-powered hiring for matching values and skills, not just resumes.
  

2. Mentor

• Invest in AI-driven career mapping to chart growth opportunities.
  
• Launch reverse mentoring programs to integrate new tech fluency into leadership.
  
• Blend micro-learning and peer-led modules into the workday.
  

3. Belong

• Foster inclusive dialogue through open forums and transparent leadership updates.
  
• Implement real-time recognition tools to celebrate wins.
  
• Support whole-person wellbeing—mental, financial, and social.
  

This loop keeps recruitment aligned with retention, ensures skills stay current, and anchors culture in authenticity.

Why This Matters Now

The GCC model in India is evolving—from a cost-efficiency play to a talent and innovation engine. Gen Z is the generation most comfortable with AI, cross-cultural collaboration, and rapid learning cycles. If leaders adapt now, they’ll harness a workforce that can scale innovation as fast as business needs evolve.

Fail to adapt, and GCCs risk becoming revolving doors—losing top talent to competitors that understand what Gen Z wants and how they work best.

How Ralent Helps 

Ralent helps US-based startups and SMBs design GCC strategies that recruit, develop, and retain Gen Z talent in India. From AI-powered hiring workflows to flexible strategy services and EOR solutions, we ensure your remote Indian team is future-ready and culturally aligned for long-term success.

Sources: McKinsey, NASSCOM, Deloitte, Great Place to Work India, Qureos, Livemint, HRKatha, Times of India, Economic Times, inFeedo