Calibre

INSIGHTS

TRENDS IN
THE EVOLUTION OF
TALENT ACQUISITION ECOSYSTEMS
An Anlage Infotech Study

Products I Services I BFSI I Consulting I Healthcare

FMCG / Retail I Auto / Engg. I Telecom

For 24 years Anlage has had a
ring-side view of the evolution of
Talent Acquisition and Recruitment
Process Outsourcing in India.
Anlage’s skilling program, Calibre, is
based on first-hand insights and
study of hundreds of companies
across industries. Calibre Insights is
our initiative to share these insights
with the talent acquisition fraternity
at large. Our aim is to assist in
resolving large scale issues that
impact the industry as well as the
nation such as the talent crunch,
skills gap, unemployment, and
gender diversity shortfalls.
Table of Content
What’s this report about? 1

Foreword 2

How to read this report? 3

IT Products 4

IT Services 10

BFSI 16

Consulting 22

Healthcare 28

FMCG / Retail 34

Auto / Engg. 40

Telecom 46

The Way Forward - 2020 and Beyond 52

Skill Development and Capability Measurement 53

Diversity As A Strategy 54

Blended Workforces 55

About Us 56
What’s this
report about?
Talent acquisition leaders have known for years now that we stand
squarely in the era of disruption. The need to reassess and redesign how
we find, recruit, develop, manage, and retain talent in an ever-changing
landscape has already been felt.

The pace of talent acquisition strategies has accelerated and

talent systems evolve at an unprecedented rate. And yet, we can't
seem to keep up with changes in talent ecosystems. A growing skill
gap, increasing unemployment, and the struggle with diversity
signal the need for even greater agility, responsiveness, and
efficiency in the recruitment function.

This report is the result of Anlage's constant effort to help its customers keep
pace with shifting demographics, disruptions in talent ecosystems, continuous
transformation in talent systems, and an increasingly uncertain business world.

The study that lead to this report spanned:

1 Interviews and conversations with over 1500 candidates for

full-time, part-time, temporary, and contract positions across 8
industries who reflect the supply side of the talent equation.

2 Responses from 400 Talent Acquisition leaders who reflect the

demand side of the talent equation.

Understanding changes in talent ecosystems and trends in the direction of this

evolution can present new and exciting opportunities for talent acquisition
leaders. With this report, we take a step towards uncovering these opportunities.

WHAT’S THIS REPORT ABOUT? | 01

 FOREWORD | 02

Foreword

UMESH CHHAZZED SANGITA NAWANI NITYA KANCHAN

Managing Director Executive Director Sr .Vice President

Permanent, temporary, contract, part-time, freelance, crowdsourced…

The sheer number of ways that talent can move in and out of an organisation today
presents opportunities and complexities that previous generations of leaders have
never had to deal with.

There’s no playbook that one can follow, no clear set of do’s and don’ts to
help today’s young leader engage talent at the right time, the right cost,
and the right mode of contractual engagement.

Technological disruption is rarely surprising so skills and capabilities in

demand also change without warning. Without understanding this new
workforce reality, forming a clear picture of the future is impossible.

Our unique position in this scheme means that we often find ourselves in the thick of battle,
while still being able to maintain a ring-side view of the fight. This report tries to capture
this perspective objectively and expand our effort to educate leaders on how and why to
build an integrated workforce strategy and optimize a blended workforce.

We also believe that these insights will find relevance far beyond the talent acquisition
function to redesign organisational structures into something more agile and innovative.

We hope our effort over the past year to bring this report to you add value to your
strategies in 2020.
How to read this
report?
The report covers 8 industries. IT Products, IT Services, BFSI, Consulting,
Healthcare, FMCG / Retail, Automobile / Engineering, and Telecom. Flip through
to your own industry segment, or any segment that you are curious about. Since
every industry segment is structured similarly, you should find it easy to compare
trends between your industry and others if you would like to.

Within each industry, findings are divided into 5 major portions.

1 Recruitment Budgets:
Competitive salaries, better technology, larger talent acquisition
teams…all call for greater budgets. Trends here can help you benchmark
your budgetary plans against the industry.

2 The Demand vs Supply Gap:

Understanding which roles and skills are in demand can help in planning
the mode of contracting, salary offers etc. for a new hire.

3 Diversity:
Leaders are slowly but surely starting to acknowledge the positive
implications of a well-defined diversity strategy on talent pipelines and
innovative ability. Compare the steps you are taking with moves other
leaders in your industry are making.

4 Talent pools:
Where are your peers finding talent, and how are they structuring their
workforce in the year ahead? Use trends here to introspect which
channel you would like to explore next.

5 Partner Ecosystems:
The right partner ecosystem will go a long way to help you capitalise on
opportunities in today’s talent ecosystem. See what your peers value in a
potential partner and compare it with your own evaluation criteria.

That’s all you need to know! Jump right in and enjoy the read.

HOW TO READ THIS REPORT? | 03

IT Products
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

14%
adequately prepare you for challenges
posed by the market?
Budgets are a constraint 74% 12%

Budgets are fine 14%

Budgets need to grow 12%

86% of respondents respondents rated budgets

74%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 14%
said that they felt like budgets were adequate
to achieve talent acquisition targets.

17%
Do you expect your budgets to
rise, fall, or stay the same in 2020?
Budgets To Increase 73%
10% Budgets To Stay The Same 17%
Budgets To Decrease 10%

90% of respondents said hiring budgets

were going to increase or stay the same.
73% Only 10% said their budgets were expected
to decrease in the coming year.

What is the increase you expect 15%

to see in your budgets in 2020?
More than 30% 70% 15%
20% to 30% 15%
10% to 20% 15%

Of the 73% respondents

who expect an increase in their budgets,
70%
85% expect their budgets to increase
by more than 20% .

IT PRODUCTS | 05
 IT PRODUCTS | 06
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
80
Technical Non-Technical
73% 67%
63%
Entry 73% 27%
58%
60 Middle-Manager 63% 37%
42%
37%
Senior Manager 33% 67%
40 33%
27% Leadership 42% 58%
20
On average, 68% of the positions open
0 at the entry and mid-levels are technical in
Entry Middle Senior Leadership
Manager Manager nature. Close to half of the open positions at
the leadership levels are functional in nature.

What poses the greatest 29%

challenge on your path to achieving
your hiring targets?
Skill Availability 40% 11%
Time to hire 29%
29%
Compensation/Salary Fit 29%
Organizational Fit 11%

40% of respondents said skill availability was their

major challenge in talent acquisition. With 29% of
respondents agreeing, time to hire stood as the second 40%
greatest challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 Java Microservices 3 UI Development

2 Full-stack 4 Dev Ops

Section 3
Diversity

Do you either have or plan

10%
to have a 'Chief Diversity Officer'?
Yes 58% 27%

No 10%
Plan 27%

The findings here were similar to all the

industries that were part of the survey.
85% of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer
58%

When you say 'Diversity' what do

12% you mean?
Gender 74%
10%
Disability 12%
Sexual Orientation 10%
4% Other (Race, Ethnicity, Socio- 4%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

74%
in the survey. 'Gender' was most commonly equated with
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to 17%

improve diversity?
Entry 18% 18%
Mid-Level 17%
Senior Level 33%
33%
Leadership 32%

An average 65% of respondents said the priority

was to increase diversity at the senior-manager
and top-leadership levels.
32%

IT PRODUCTS | 07
 IT PRODUCTS | 08
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Staffing Online Job
Drives Firms Boards

What are your most

preferred hiring channels
for non-technical
recruitment?
Employee Social Staffing
Referrals Media Firms

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 20%
25%
blended workforce?
Yes 55%
No 20%
Unstructured 25%

80% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
55%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 36%
60 Improved Time-To-Hire 14%
Better Diversity in candidates 8%
40 36% 32% Improved Offer Acceptance Percentage 10%
20 Quality Of Hires 32%
14% 10%
8%
0
Volume Improved Better Improved Quality
Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
'Improved time-to-hire' was the most common
answer aside from these.

What are the main qualities you look for in a staffing partner?

Global Capability
24 %

Understanding Of Talent Pool

31 %

Ability To Provide Contingent Workforce

25 %

Turn-Around Time
20 %
IT PRODUCTS | 09
IT Services
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

14%
adequately prepare you for challenges
posed by the market?
14%
Budgets are a constraint 72%
Budgets are fine 14%
Budgets need to grow 14%

86% of respondents respondents rated budgets

72%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 14%
said that they felt like budgets were adequate
to achieve talent acquisition targets.

Do you expect your budgets to

15%
rise, fall, or stay the same in 2020?
Budgets To Increase 76%
9% Budgets To Stay The Same 15%
Budgets To Decrease 9%

91% of respondents said hiring budgets were

going to increase or stay the same. Only 9%
76% said their budgets were expected to decrease
in the coming year.

What is the increase you expect 18%

to see in your budgets in 2020?
More than 30% 70% 12%
20% to 30% 18%
10% to 20% 12%

Of the 76% respondents

who expect an increase in their budgets,
70%
88% expect their budgets to increase
by more than 20% .

IT SERVICES | 11
 IT SERVICES | 12
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
Technical Non-Technical
80 76% 76%
64%
68% Entry 76% 24%
60 Middle-Manager 64% 36%
Senior Manager 32% 68%
40 36%
32% Leadership 24% 76%
24% 24%
20
On average, 70% of the positions open at the
0 entry and mid-levels are technical in nature.
Entry Middle Senior Leadership
Manager Manager Contrastingly, 72% of open positions at the
senior manager and leadership levels are
functional in nature.

What poses the greatest 27%

challenge on your path to achieving
your hiring targets?
15%
Skill Availability 39%
Time to hire 19%
Compensation/Salary Fit 27% 19%
Organizational Fit 15%

39% of respondents said skill availability was their major

challenge in talent acquisition. With 27% of respondents
agreeing, compensation/salary fitment stood as the second 39%
greatest challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 Unity Developer 3 Visual Design

2 (VR/AR) 4 Cloud
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 32%
13%
Yes 55%
No 13%
Plan 32%

The findings here were similar to all the

industries that were part of the survey.
87% of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer
55%

When you say 'Diversity' what do

14%
you mean?
Gender 77%
8% Disability 14%
Sexual Orientation 8%
1%
Other (Race, Ethnicity, Socio- 1%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

77%
in the survey. 'Gender' was most commonly equated with
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

improve diversity? 29%

Entry 25%
31%
Mid-Level 15%
Senior Level 31%
Leadership 29%

Diversity at the senior-manager and entry

levels was primarily in focus.
25%
15%

IT SERVICES | 13
 IT SERVICES | 14
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Staffing Online Job
Drives Firms Boards

What are your most

preferred hiring channels
for non-technical
recruitment?
Employee Social Staffing
Referrals Media Firms

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 18%
27%
blended workforce?
Yes 55%
No 18%
Unstructured 27%

82% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
55%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 33%
60 Improved Time-To-Hire 6%
Better Diversity in candidates 8%
40 38%
36% Improved Offer Acceptance Percentage 15%
20 15%
Quality Of Hires 38%
6% 8%

0
Volume Improved Better Improved Quality
Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
'Improved offer-to-acceptance ratio' was the
most common answer aside from these.

What are the main qualities you look for in a staffing partner?

Global Capability
21 %

Understanding Of Talent Pool

36 %

Ability To Provide Contingent Workforce

23 %

Turn-Around Time
20 %
IT SERVICES | 15
BFSI
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

11%
adequately prepare you for challenges
posed by the market?
13%
Budgets are a constraint 76%
Budgets are fine 11%
Budgets need to grow 13%

89% of respondents respondents rated budgets

76%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 11%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

17% Do you expect your budgets to

rise, fall, or stay the same in 2020?
Budgets To Increase 70%
13%
Budgets To Stay The Same 17%
Budgets To Decrease 13%

87% of respondents said hiring budgets were

going to increase or stay the same. Only 13%
70% said their budgets were expected to decrease
in the coming year.

What is the increase you expect 15%

to see in your budgets in 2020?
More than 30% 67% 18%

20% to 30% 15%

10% to 20% 18%

Of the 70% respondents

who expect an increase in their budgets,
67%
82% expect their budgets to increase
by more than 20% .

BFSI | 17
 BFSI | 18
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
Technical Non-Technical
80 76%
64% Entry 40% 60%
60% 60%
60 Middle-Manager 60% 40%
40% 40% Senior Manager 36% 64%
40
36% Leadership 24% 76%
24%
20
Positions open at the entry and
0 middle-manager levels are split
Entry Middle Senior Leadership
Manager Manager 50:50 across technical and
non-technical roles.

What poses the greatest

21%
challenge on your path to achieving
your hiring targets?
31%
Skill Availability 41%
7%
Time to hire 31%
Compensation/Salary Fit 21%
Organizational Fit 7%

41% of respondents said skill availability was their major

challenge in talent acquisition. With 31% of respondents
agreeing, time to hire stood as the second greatest 41%
challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 Cyber Security

2 Full-stack
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 16%
25%
Yes 59%
No 16%
Plan 25%

The findings here were similar to all the

industries that were part of the survey.
84% of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer
59%

When you say 'Diversity' what do

14% you mean?
Gender 74%
9% Disability 14%
Sexual Orientation 9%
3% Other (Race, Ethnicity, Socio- 3%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

74%
in the survey. 'Gender' was most commonly equated with
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to 13%

improve diversity?
Entry 35% 18%

Mid-Level 34%
Senior Level 13%
34%
Leadership 18%

An average 69% of respondents said the

priority was to increase diversity at
the entry and mid-manager levels.
35%

BFSI | 19
 BFSI | 20
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Staffing Online Job
Drives Firms Boards

What are your most

preferred hiring channels
for non-technical
recruitment?
Employee Online Job Staffing
Referrals Boards Firms

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 19%
25%
blended workforce?
Yes 56%
No 19%
Unstructured 25%

81% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
56%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 36%
60 Improved Time-To-Hire 6%
Better Diversity in candidates 12%
40
36% 34% Improved Offer Acceptance Percentage 12%
20 12% 12% Quality Of Hires 34%
6%
0
Volume Improved Better Improved Quality
Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
Improving the offer-to-acceptance ratio and
candidate diversity came second.

What are the main qualities you look for in a staffing partner?

Global Capability
28 %

Understanding Of Talent Pool

37 %

Ability To Provide Contingent Workforce

18 %

Turn-Around Time
17 %
BFSI | 21
Consulting
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

20%
adequately prepare you for challenges
posed by the market?
Budgets are a constraint 71% 9%
Budgets are fine 20%
Budgets need to grow 9%

80% of respondents respondents rated budgets

71%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 20%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

13% Do you expect your budgets to

rise, fall, or stay the same in 2020?
Budgets To Increase 75%
12%
Budgets To Stay The Same 13%
Budgets To Decrease 12%

88% of respondents said hiring budgets were

going to increase or stay the same. Only 12%
75% said their budgets were expected to decrease
in the coming year.

What is the increase you expect 19%

to see in your budgets in 2020?
More than 30% 69%
20% to 30% 19% 12%

10% to 20% 12%

Of the 75% respondents

who expect an increase in their budgets,
69%
88% expect their budgets to increase
by more than 20% .

CONSULTING | 23
 CONSULTING | 24
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
80 77% Technical Non-Technical
59%
65% Entry 45% 55%
55%
60 Middle-Manager 65% 35%
45%
35% Senior Manager 31% 69%
40
31%
23%
Leadership 23% 77%
20
55% of the positions open at the entry and
0 mid-levels are technical in nature. Functional
Entry Middle Senior Leadership
Manager Manager positions form a bulk of the requirement at
the senior manager and leadership levels.

What poses the greatest

8%
challenge on your path to achieving
27%
your hiring targets?
Skill Availability 37%
Time to hire 28%
28%
Compensation/Salary Fit 8%
Organizational Fit 27%

37% of respondents said skill availability was their major

challenge in talent acquisition. With 28% of respondents
agreeing, time to hire stood as the second greatest
37%
challenge in acquiring the right talent. Organizational
fit came in at a very close third with 27% .

Which technology skills

do you see coming into focus?

1 Cyber Security

2 Big Data / Data Science

Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 12%
27%

Yes 61%
No 12%
Plan 27%

The findings here were similar to all the

industries that were part of the survey.
88% of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer
61%

When you say 'Diversity' what do

12% you mean?
Gender 75%
12%
Disability 12%
Sexual Orientation 12%
2% Other (Race, Ethnicity, Socio- 2%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

75%
in the survey. 'Gender' was most commonly equated with
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

improve diversity? 32%

15%
Entry 17%
Mid-Level 36%
Senior Level 15%
Leadership 32%

36% of respndents said they aimed to grow

diversity at mid-manager levels, followed by 17%
32% who were focused more on the 36%
top-leadership.

CONSULTING | 25
 CONSULTING | 26
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Staffing Social
Drives Firms Media

What are your most

preferred hiring channels
for non-technical
recruitment?
Online Job Staffing Social
Boards Firms Media

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 24% 24%
blended workforce?
Yes 52%
No 24%
Unstructured 24%

76% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
52%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 38%
60 Improved Time-To-Hire 10%
Better Diversity in candidates 12%
40 38%
29% Improved Offer Acceptance Percentage 11%
20 12%
Quality Of Hires 29%
10% 11%

0
Volume Improved Better Improved Quality
Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
Improving candidate diversity came second.

What are the main qualities you look for in a staffing partner?

Global Capability
30 %

Understanding Of Talent Pool

34 %

Ability To Provide Contingent Workforce

32 %

Turn-Around Time
4%
CONSULTING | 27
Healthcare
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

12%
adequately prepare you for challenges
posed by the market?
14%
Budgets are a constraint 74%
Budgets are fine 12%
Budgets need to grow 14%

88% of respondents respondents rated budgets

74%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 12%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

Do you expect your budgets to

17%
rise, fall, or stay the same in 2020?
Budgets To Increase 75%
8%
Budgets To Stay The Same 17%
Budgets To Decrease 8%

92% of respondents said hiring budgets were

going to increase or stay the same. Only 8%
75% said their budgets were expected to decrease
in the coming year.

What is the increase you expect 16%

to see in your budgets in 2020?
More than 30% 70%
20% to 30% 16% 14%

10% to 20% 14%

Of the 75% respondents

who expect an increase in their budgets,
70%
86% expect their budgets to increase
by more than 20% .

HEALTHCARE | 29
 HEALTHCARE | 30
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
81%
80
Technical Non-Technical
70% 67%
62% Entry 30% 70%
60 Middle-Manager 38% 62%
38% Senior Manager 33% 67%
40 33%
30%
Leadership 19% 81%
19%
20
70% of all open roles are
0 non-technical in nature.
Entry Middle Senior Leadership
Manager Manager

What poses the greatest 26%

challenge on your path to achieving
your hiring targets?
Skill Availability 39% 12%
Time to hire 23%
23%
Compensation/Salary Fit 26%
Organizational Fit 12%

39% of respondents said skill availability was their major

challenge in talent acquisition. With 26% of respondents
agreeing, compensation/salary fitment stood as the
39%
second greatest challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 Health Level 7

2 Cyber Security
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 32%
13%
Yes 55%
No 13%
Plan 32%

The findings here were similar to all the

industries that were part of the survey.
87% of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer
55%

When you say 'Diversity' what do

10% you mean?
Gender 75%
13%
Disability 10%
Sexual Orientation 13%
2% Other (Race, Ethnicity, Socio- 2%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

75%
in the survey. 'Gender' was most commonly equated with
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

improve diversity? 32%

Entry 31% 18%

Mid-Level 19%
Senior Level 18%
Leadership 32%

Entry level demographics as well as the

top-leadership were in almost equal 19%
focus from the diversity perspective.
31%

HEALTHCARE | 31
 HEALTHCARE | 32
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Staffing Online Job
Drives Firms Boards

What are your most

preferred hiring channels
for non-technical
recruitment?
Employee Staffing Walk-in
Referrals Firms Drives

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 18% 24%
blended workforce?
Yes 58%
No 18%
Unstructured 24%

82% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
58%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 33%
60 Improved Time-To-Hire 7%
Better Diversity in candidates 9%
40 35%
33% Improved Offer Acceptance Percentage 16%
20 16% Quality Of Hires 35%
7% 9%

0
Volume Improved Better Improved Quality
Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
'Improved offer-to-acceptance ratio' was the
most common answer aside from these.

What are the main qualities you look for in a staffing partner?

Global Capability
22 %

Understanding Of Talent Pool

31 %

Ability To Provide Contingent Workforce

28 %

Turn-Around Time
19 %
HEALTHCARE | 33
FMCG / Retail
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets 09%

adequately prepare you for challenges
posed by the market?
14%
Budgets are a constraint 77%
Budgets are fine 14%
Budgets need to grow 9%

86 % o f respondents respondents rated budgets

77%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 14%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

Do you expect your budgets to

17%
rise, fall, or stay the same in 2020?
Budgets To Increase 70%
13%
Budgets To Stay The Same 17%
Budgets To Decrease 13%

87% of respondents said hiring budgets were

going to increase or stay the same. Only 13%
70%
said their budgets were expected to decrease
in the coming year.

What is the increase you expect

15%
to see in your budgets in 2020?
More than 30% 69%
20% to 30% 15% 16%

10% to 20% 16%

Of the 70% respondents who expect an

increase in their budgets, 84% expect
69%
their budgets to increase by more than
20%.

FMCG / RETAIL | 35
 FMCG / RETAIL | 36
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
77% Technical Non-Technical
80 71%
61%
64% Entry 29% 71%
60
76% Middle-Manager 61% 39%
39%
Senior Manager 36% 64%
40 36%
29%
23%
Leadership 23% 77%
20
On average, 45% of the positions open at the
0 entry and mid-levels are technical in nature.
Entry Middle Senior Leadership
Manager Manager Functional positions form a bulk of the
requirement at the senior manager and
leadership levels.

What poses the greatest

challenge on your path to achieving 7%

your hiring targets? 28%

Skill Availability 43%

Time to hire 22%
Compensation/Salary Fit 28% 43%
Organizational Fit 7%

43% of respondents said skill availability was their major

22%
challenge in talent acquisition. With 28% of respondents
agreeing, compensation/salary fitment stood as the second
greatest challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 AI 3 Big Data

2 Machine Learning
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'?
29%
Yes 59%
No 12%
Plan 29%

The findings here were similar to all the 59%

industries that were part of the survey. 88%
of companies, which are the bulk of the
12%
respondents, either have, or plan to have a
Chief Diversity Officer

When you say 'Diversity' what do

8% you mean?
8%
Gender 74%
Disability 10%
10%
Sexual Orientation 8%
Other (Race, Ethnicity, Socio- 8%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

in the survey. 'Gender' was most commonly equated with
74%
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

29%
improve diversity?
Entry 34%
Mid-Level 17%
Senior Level 20% 20%
Leadership 29%

34%
The entry level was in prime focus for
diversity creation.
17%

FMCG / RETAIL | 37
 FMCG / RETAIL | 38
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Online Job Staffing
Drives Boards Firms

What are your most

preferred hiring channels
for non-technical
recruitment?
Campus Staffing Employee
Drives Firms Referrals

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 23%

blended workforce?
Yes 54%
No 23%
Unstructured 23%

77% of respondents are building a work- 23%

force that is a blend of permanent, tempo- 54%
rary, and contract employees, whether as
part of a structured strategy or otherwise.
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 33%
60 Improved Time-To-Hire 5%
40% Better Diversity in candidates 11%
40 33% Improved Offer Acceptance Percentage 11%
20 Quality Of Hires 40%
11% 11%
5%
0
'Volume hiring' and improved 'quality of hires'
Volume Improved Better Improved Quality
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance work with a staffing firm across industries.
Hire candidates Percentage
Improving the offer-to-acceptance ratio and
candidate diversity came second.

What are the main qualities you look for in a staffing partner?

Global Capability
28 %

Understanding Of Talent Pool

28 %

Ability To Provide Contingent Workforce

24 %

Turn-Around Time
20 %
FMCG / RETAIL | 39
Auto / Engg.
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

12%
adequately prepare you for challenges
posed by the market?
Budgets are a constraint 74%
14%
Budgets are fine 12%
Budgets need to grow 14%

88 % of respondents respondents rated budgets

74%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 12%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

Do you expect your budgets to

15%
rise, fall, or stay the same in 2020?
Budgets To Increase 74%
11%
Budgets To Stay The Same 15%
Budgets To Decrease 11%

89% of respondents said hiring budgets were

going to increase or stay the same. Only 11%
74%
said their budgets were expected to decrease
in the coming year.

What is the increase you expect

12%
to see in your budgets in 2020?
More than 30% 73%
20% to 30% 15% 15%

10% to 20% 12%

Of the 74% respondents who expect an

increase in their budgets, 88% expect
73%
their budgets to increase by more than
20% .

AUTO / ENGG. | 41
 AUTO / ENGG. | 42
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
80
Technical Non-Technical
73% 73%
70% Entry 73% 27%
60%
60
76% Middle-Manager 60% 40%
40% Senior Manager 30% 70%
40
30%
27% Leadership 24% 73%
24%
20
On average, 66.5% of the positions open at
0 the entry and mid-levels are technical in
Entry Middle Senior Leadership
Manager Manager nature. Functional positions form a bulk of
the requirement at the senior manager and
leadership levels.

What poses the greatest

challenge on your path to achieving 13%

your hiring targets?

28%
Skill Availability 38%
Time to hire 21%
Compensation/Salary Fit 28%
38%
Organizational Fit 13%

38% of respondents said skill availability was their major

21%
challenge in talent acquisition. With 28% of respondents
agreeing, compensation/salary fitment stood as the second
greatest challenge in acquiring the right talent.

Which technology skills

do you see coming into focus?

1 AI 3 Robotic Process
Automation
2 IoT
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 28%

Yes 59%
No 13%
Plan 28%

The findings here were similar to all the 59%

industries that were part of the survey. 87% 13%
of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer

When you say 'Diversity' what do

you mean?
13%

Gender 71%
Disability 11%
11% Sexual Orientation 13%
Other (Race, Ethnicity, Socio- 0%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

in the survey. 'Gender' was most commonly equated with
71%
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

10%
improve diversity?
Entry 10%
35%
Mid-Level 25%
Senior Level 30% 25%
Leadership 35%

An average 65% of respondents said the

priority was to increase diversity at the
senior-manager and top-leadership
levels. 30%

AUTO / ENGG. | 43
 45AUTO / ENGG. | 44
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Online Job Walkin Staffing
Boards drives Firms

What are your most

preferred hiring channels
for non-technical
recruitment?
Online Job Staffing Walkin
Boards Firms drives

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 28%

blended workforce?
Yes 53%
No 19%
Unstructured 28%

81% of respondents are building a 19%

workforce that is a blend of permanent, 53%
temporary, and contract employees, whether
as part of a structured strategy or otherwise.
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 36%
60 Improved Time-To-Hire 11%
Better Diversity in candidates 7%
40 36%
31% Improved Offer Acceptance Percentage 15%
20 15%
Quality Of Hires 31%
11% 7%
0
Volume Improved Better Improved Quality
'Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
'Improved offer-to-acceptance ratio' was the
most common answer aside from these.

What are the main qualities you look for in a staffing partner?

Global Capability
24 %

Understanding Of Talent Pool

24 %

Ability To Provide Contingent Workforce

26 %

Turn-Around Time
26 %
AUTO / ENGG. | 45
Telecom
Section 1
Recruitment Budgets

Do you feel your talent acquisition budgets

16%
adequately prepare you for challenges
posed by the market?
Budgets are a constraint 71%
13%
Budgets are fine 16%
Budgets need to grow 13%

84 % of respondents respondents rated budgets

71%
as the major constraint in improving recruitment
systems and acquiring the right talent. Only 16%
said that they felt like budgets were adequate to
achieve talent acquisition targets.

Do you expect your budgets to

16%
rise, fall, or stay the same in 2020?
Budgets To Increase 76%
8%
Budgets To Stay The Same 16%
Budgets To Decrease 8%

92% of respondents said hiring budgets were

going to increase or stay the same. Only 8%
76%
said their budgets were expected to decrease
in the coming year.

What is the increase you expect 15%

to see in your budgets in 2020?
More than 30% 67% 18%

20% to 30% 15%

10% to 20% 18%

Of the 76% respondents who expect an

increase in their budgets, 82% expect
67%
their budgets to increase by more than
20% .

TELECOM | 47
 TELECOM | 48
Section 2
Demand Supply Gap

How does your hiring

100 target break down by level?
80 77% Technical Non-Technical
64% Entry 50% 50%
60%
60
50% 50% 76% Middle-Manager 40% 60%
40% Senior Manager 36% 64%
40 36%
Leadership 23% 77%
23%
20
On average, 45% of the positions open at the
0 entry and mid-levels are technical in nature.
Entry Middle Senior Leadership
Manager Manager Functional positions form a bulk of the
requirement at the senior manager and
leadership levels.

What poses the greatest challenge on your

path to achieving your hiring targets? 29%

Skill Availability 37%

Time to hire 29% 22%

Compensation/Salary Fit 22%

Organizational Fit 12%

37% of respondents said skill availability was their major

challenge in talent acquisition. With 29% of respondents 12%
37%
agreeing, time to hire stood as the second greatest
challenge in acquiring the right talent. Organizational fit
came in at a very close third with 12%.

Which technology skills

do you see coming into focus?

1 AI 3 Big Data

2 Machine Learning
Section 3
Diversity

Do you either have or plan

to have a 'Chief Diversity Officer'? 14%

Yes 60% 26%

No 14%
Plan 26%

The findings here were similar to all the

industries that were part of the survey. 86%
of companies, which are the bulk of the
respondents, either have, or plan to have a
Chief Diversity Officer 60%

When you say 'Diversity' what do

12% you mean?
Gender 71%
8%
Disability 9%
Sexual Orientation 8%
9%
Other (Race, Ethnicity, Socio- 12%
Economic Status, Religion, Etc.)

The findings here as well were common across all industries

in the survey. 'Gender' was most commonly equated with
71%
diversity, followed by disability and sexual orientation,
while diversity in terms of race, ethnicity, religion and
socio-economic status typically were thought of last.

Which levels do you plan to focus to

improve diversity? 16%

Entry 16% 30%

Mid-Level 24%
Senior Level 30%
Leadership 30%
24%
An average 60% of respondents said the
priority was to increase diversity at the
senior-manager and top-leadership
levels. 30%

TELECOM | 49
 TELECOM | 50
Section 4
Talent Pools

What are your most

preferred hiring channels
for technical recruitment?
Campus Online Job Staffing
Drives Boards Firms

What are your most

preferred hiring channels
for non-technical
recruitment?
Employee Social Staffing
Referrals Media Firms

What are your most

preferred hiring channels
for top-leadership hiring?
Staffing Referrals Social
Firms Media

Do you have a structured

strategy in place to build a 21%
23%
blended workforce?
Yes 56%
No 21%
Unstructured 23%

79% of respondents are building a

workforce that is a blend of permanent,
temporary, and contract employees, whether
as part of a structured strategy or otherwise. 56%
Section 5
Staffing Partners

What are the top reasons that

make you consider bringing in an
100
external staffing partner?
80
Volume Hiring 37%
60 Improved Time-To-Hire 5%
Better Diversity in candidates 8%
40 37%
34% Improved Offer Acceptance Percentage 15%
20 15% Quality Of Hires 35%
8%
5%
0
Volume Improved Better Improved Quality
'Volume hiring' and improved 'quality of hires'
Hiring Time- Diversity Offer Of Hires were the top two reasons for companies to
To- in Acceptance
Hire candidates Percentage
work with a staffing firm across industries.
'Improved offer-to-acceptance ratio' was the
most common answer aside from these.

What are the main qualities you look for in a staffing partner?

Global Capability
19 %

Understanding Of Talent Pool

37 %

Ability To Provide Contingent Workforce

30 %

Turn-Around Time
14 %
TELECOM | 51
The Way Forward -

2020
and Beyond
 Skill Development and
Capability Measurement
It’s hard to predict what the world will look like even in the near future.
What we know with certainty is that technological innovation will continue
to gather pace, and so will the rate of obsolescence of skills.

The talent we source today needs to be ready and able for

whatever the future may bring. To perform tasks no one may have
performed before, in situations that may not exist today.

This calls for a shift. A shift away from skill inventories and competency maps. A shift away
from focusing on experience and current skills. A shift away from a ‘check box’ method of
assessing a candidate’s fit, to one where we measure and build capability.

This shift will start with mindsets, and slowly impact talent strategies and acquisition
processes. As with any major change, it will call for commitment, carry risks, and promise
great rewards.

The line between Talent Development and Talent Acquisition may begin to blur. Talent
pipelines will grow as candidates who don’t check the experience or skill box find their way
into them. Talent that has the capability to reinvent itself in uncertain times will bring an
unprecedented level of agility into companies. Talent acquisition teams will themselves find
selection, assessment, and screening processes growing more agile, more capable of keeping
up with changing talent needs and priorities.

A widening skill gap presents a great challenge to talent acquisition leaders today, but this
shift in perspective might present a great opportunity in disguise.

As change becomes a constant, we need

to change how we manage change.

SKILL DEVELOPMENT AND CAPABILITY MEASUREMENT | 53

 STRATEGY | 05
DIVERSITY ASITAPRODUCTS 54

Diversity as a Strategy

‘Diversity’ itself is a largely misunderstood term, and consequently a

lot of ‘Diversity Strategies’ end up neither targeting true diversity, nor
being truly strategic.

Diversity as a talent strategy

Recruitment teams are under pressure to fulfil requirements while facing
shrinking talent pools and a widening skill gap. A common fear is that
aiming for diversity further complicates the situation and makes the
process even slower and harder than before.

Diversity as a talent strategy broadens the talent pipeline.

It makes even more talent accessible to companies, and makes the company more accessible
to talent in turn. The probability of finding the right talent at the right time improves
drastically when we broaden the scope of our hunt.

Diversity as a cultural strategy

Hiring for ‘cultural fit’ means continuing to hire more of the same. When this mixes
with a diversity strategy, we end up with a team that only looks different on the
surface, but doesn’t carry the diverse ideas and perspectives that lead to creativity.
A diverse culture can catalyse growth and innovation, but this faux-diversity can
lead to inhibited growth and stagnation.

Diversity as a cultural strategy calls us to look for ‘cultural adaptability’ in

candidates. The ability to adapt and stay productive in a changing culture. It also
calls us to look for ‘cultural misfits’ who can strategically be placed in our
organisations to spark change.

Diversity as a market strategy

Creating innovative products and services requires us
to be able to understand the preferences and needs of
a highly diverse market.

Diversity as a market strategy calls us to build our teams as a reflection of the markets we cater
to. Cultures, races, genders, sexual orientations, socio-economic backgrounds, and religions all
need to find a place at every level of our organisations. Achieving this can make it possible to
truly empathise with our target market and build solutions that resonate with them.
 Blended Workforces
When technology disrupts and the skills available in the current workforce are no
longer adequate, retraining and upskilling isn’t always possible under market pressures
and against aggressive timelines. This is where contingent workforces (contractual,
part-time, freelance etc.) come into the picture. As these disruptions grow, we need to
acknowledge that a large component of our work in the future may be carried out by
contingent workers.

Our systems today are geared more towards the attraction, engagement, development,
and retention, of full-time or part-time employees. These processes have nothing in
common with the ones needed to adequately assess and recruit a contingent worker.
Processes for contractual labour currently managed by the procurement function may
need to change hands and move to human resources. If a large proportion of the
workforce is composed of contingent workers, learning and development, engagement,
and retention efforts may need to grow and encompass these workers as well.

THE THINK TANK

Authors

UMESH CHHAZZED SANGITA NAWANI NITYA KANCHAN

Managing Director Executive Director Sr .Vice President
umesh@anlage.co.in sangita@anlage.co.in nitya@anlage.co.in

Anlage sincerely thanks all the organisations, leaders,

and candidates who participated in this annual survey exercise
and helped to make it a success.

BLENDED WORKFORCES | 55
 ABOUT US | 56

About Us
Anlage (pronounced as än-lej) provides tailored solutions to help build, guide, and enhance
companies globally. Over the last 23 years, more than 250 organisations have trusted
Anlage’s Workforce Solutions, Cloud and Mobile Development Services, and Managed
Solutions.

Across industries, leaders turn to Anlage to address their talent acquisition needs. Our
Workforce Solutions division holds the unique distinction of having conducted over 1
million candidate searches. Our team of experts regularly assist companies in meeting
growth targets upwards of 500 candidate placements per annum. For clients whose talent
needs experience seasonal spikes, our deployed staff have completed over 50,000
man-months of contract programming services.

Our Cloud and Mobile Development Services division builds solutions to complex business
needs, such as a retail management product that is capable of handling 1 million
simultaneous transactions across 250 locations.

Our Managed Solutions division takes over end-to-end process responsibilities, relieving
clients of administrative and operational effort and allowing them to do what they do best,
focus on growing their business.

Anlage makes the next step in productivity possible for companies by supplying the people,
processes, skills, or solutions they need.

Disclaimer: Copyright © 2020 Anlage

Anlage Infotech holds no responsibility for any All rights reserved.
strategies formed or actions taken on the basis Anlage, its logo, and High Performance
of this report. Some more points to come here. Delivered are trademarks of Anlage
SANGITA NAWANI NITYA KANCHAN
sangita@anlage.co.in nitya@anlage.co.in
+91 9341791664 +91 9820756022

India International
Mumbai US 
Bangalore UK
Pune GCC
Chennai SEA
Noida Australia

www.anlage.co.in