Most manufacturing GCCs in India start the same way: they open two or three agency relationships, post JDs, and begin hiring role by role. By month four, they are frustrated. By month eight, they are behind plan.
The GCCs that ramp on time — and with the right quality of talent — almost always do something different from the start. They build their hiring as a system, not as a series of individual transactions.
Ask any Head of HR at a manufacturing GCC in India what keeps them up at night, and the answer is almost always the same: “I can find freshers. I can find CXOs. What I cannot find is the layer in between.”
This is the 8–15 year problem — it is the defining challenge of GCC talent acquisition in India today — and it is most acute in the manufacturing GCC wave.
The “Why India?” question has been answered. Decisively.
When global manufacturing leaders gather in boardrooms in Basel, Stuttgart, Tokyo, or Melbourne today, the conversation has shifted. The question on the table is no longer whether to build in India — it is what more can we build from India?
A role opens. The permanent headcount is stuck in approval.
Or the last hire for this function didn’t work out.
Or the skill is so specialised that three months of interviews have produced no confident shortlist.
So someone suggests contract-to-hire, and the team agrees — not because they’ve thought it through, but because it feels like a way to keep moving.
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