Introduction
The GCC region is undergoing a rapid digital transformation, fueled by ambitious economic diversification plans and a burgeoning startup ecosystem.
At the heart of this transformation is tech talent. These skilled professionals are the architects of innovation, driving growth and competitiveness.
However, securing top tech talent in the GCC presents unique challenges, from intense competition to evolving skillset demands. The GCC faces stiff competition for tech talent from global tech hubs, startups, and established corporations. A well-defined tech talent acquisition strategy is crucial to attract, hire, and retain top talent.
Understanding the GCC Tech Talent Ecosystem
Top Skill Gaps In GCCs
Programming skills such as Python, Java, and C++ are in high demand, followed by the ability to analyze data with Excel tools and access large datasets using SQL. Additionally, expertise in tools such as AWS has become vital. Each has a 20-40% skill gap.
Business operations-oriented GCCs prioritize Strategic Management, Sales Engineering, and Corporate Communication abilities that apply to their model. Skills gaps might reach up to 38%.
The Indian ER&D GCCs demand Design Engineering, AutoCAD 3D, and Software
Development is an essential skill.
The Healthcare & Pharmaceutical sectors are looking to close gaps in Health Informatics
and Operations Management, treating these as essential skills.

Behavioral Skills
GCCs prefer execution-level behavioral skills over higher-order leadership skills.
- Communication, critical thinking, and interpersonal skills are the most in-demand behavioral abilities, according to 12% of all respondents.
- 11% strongly prefer Planning and coordination, challenging Problem Solving, and Cross-functional Collaboration, which focus on the capacity to meet demanding project deadlines.
- Higher-order behavioral skills, such as emotional intelligence, decision-making, and people management, are valued less than other behavioral talents because they are limited to leadership positions

Technical Skills in Demand in GCCs
- Data Science, Data Analytics, Data Engineering, Statistical Analysis, and UI/UX Design are highly desirable skills for 8-9% of all responders.
- Cloud computing, cyber security, DevOps, artificial intelligence, and blockchain are rated as the second most important technical skills by 6% of all GCCs.
- Network Architecture, IoT, Machine Learning, and RPA are the top four next-in-line critical skills for 5% of all GCCs. AR/VR Specialists and Web 3 are critical technical talents for the future, and technologies based on them will someday be in demand.

Competition For Talent: GCC's. Startups Vs. Tech Giants
The GCC region faces stiff competition for tech talent from various sources:
- Startups: The region's burgeoning startup ecosystem offers attractive opportunities and equity-based compensation, making it challenging for established organizations to compete.
- Tech Giants: Global tech giants are increasingly setting up regional headquarters in GCC countries, luring top talent with competitive salaries and career growth prospects.
GCC Enterprises: While possessing the financial resources and stability that startups and smaller tech firms may lack, traditional GCC organizations often grapple with bureaucratic hurdles, rigid structures, and a perception of slower growth. To compete effectively, they must undergo a cultural transformation, and offer compelling value propositions and the impact of their work on the region's progress.
Strategies for Attracting Top Tech Talent
Stage 1 (Freshers): Improving employability
Ensure that campus hires have strong technical and industry-relevant skills for faster induction into a productive workforce.
Co-develop relevant curriculum modules (e.g., AI/ML, DevOps) to make students ready for the future of work and decrease induction time.
Eg: IBM provides free courseware to 1,500 higher education institutions across the state
Design an apprenticeship model to provide flexibility in academic courses and allow students to take time off in between their education for internships and apprenticeships.
Facilitate GCC partnerships with universities to set up labs or donate latest technology to give students exposure to the cutting edge ways-of-working.
Create industry internship opportunities/ learning programs for faculty to remain up-to-date, which also allows cross-learning between academia and GCCs
Provide interdisciplinary courses, Intersperse technical, liberal arts, and management-based modules in universities to create well-rounded and industry-ready talent.
Stage 2: (Team leaders and Managers): Preparing a globally mature force of thinkers & influencers
Inculcate problem-solving, change management, and personality-based skills amongst junior to mid-management for them to become future ‘thinkers’ and ‘influencers’.
Develop a subscription-based e-learning program that can be used by the GCC workforce to up-skill and learn at any point in their career.
Work with vendors to design and offer ‘Design Thinking’ industry workshops/programs for selected employees nominated by GCCs to help promote an innovative mindset amongst the workforce.
Conduct forums/interest groups to give the workforce opportunities for discussion (e.g., concept pitches, update meetings) with global leaders/program managers to build confidence and share ideas.
Stage 3: (Executive and C-suite Management): Driving global transformational thinking
Create a pipeline of leadership with grit and global transformational thinking to help GCC play a larger role in the global organization.
Create a platform (portal, events, communications) to promote reverse brain drain by highlighting high-impact GCC opportunities, culture, and benefits of working in India. This platform can also connect GCCs with India-origin talent interested in returning to India.
Eg: Malaysia’s national talent agency runs the ‘Returning Expert Programme (REP)’, a government program designed to encourage Malaysian professionals abroad to return home by using various incentives.
Have regular round tables with internal senior leaders to provide a platform for GCC heads to contribute to goal strategies, co-learn, and pitch ideas.
Encourage individual skill development ownership by giving enough tax incentives, akin to school loans, to foster a culture of continual learning and upskilling.
Create a platform that allows talent at all levels to select from a pool of expert mentors from various sectors.
Innovative Acquisition Techniques

Explore and engage
The Explore and Engage approach comprises a variety of techniques and practices used by businesses to increase talent appeal.
GCCs must increasingly leverage technology and engage with candidates through social media to build a strong employer brand. (Ref)
- 91% of GCC respondents think there's room to grow favorable evaluations on the careers website and use staff members as brand advocates.
- To empower candidates, 45% of GCCs are making salary ranges for open positions transparent in job postings.
- According to 64% of GCCs, their firm recommendation program effectively engages prospects. Before looking for outside applicants, a few GCCs are increasingly evaluating internal talent and adopting internal job rotations.
- Additionally, GCCs are exploring campus hiring and internships as early talent attraction strategies.
- The average external source mix (Job Portals: Referrals: Vendors) is a ratio of 2:1:1
New Things To Try Out:
- Hyper-personalized candidate outreach
- Inclusion of positive reviews from Glassdoor and Google on their Careers Page
- Campaigns for women returning to work
- Demonstrate a commitment to CSR and ESG initiatives, and
- Promotion of a comprehensive policy guide highlighting the company's value proposition.
Selection
The selection process is critical in determining candidate suitability and positioning the organization as a preferred employer.
GCCs must try using techniques to improve the candidate experience, including individualized approaches, transparent and open communication, an emphasis on corporate values and culture, and resource allocation to create a professional and efficient process.
Facilitating engagement with global stakeholders in the final rounds may emerge as a key distinction among the GCCs.
55% of GCCs are employing panel rounds to expedite interviews and enhance the candidate experience.
New Things To Try Out:
- Sharing candidate guides before interviews to help candidates better understand the company, which can be further developed to enhance the employee experience.
- Enabling the hiring managers to understand and conduct interviews in sign language for candidates with special disabilities.
- Incorporating a feedback mechanism for candidates after every round of the interview process
Offer management
The average offer acceptance percentage among corporations is 85%. GCCs must recognize the value of a well-structured offer management process in reducing candidate dropouts and improving the employer brand.
73% of GCCs feel data-driven insights and targeted communication tactics help improve compensation negotiations by aligning with applicant expectations and market trends.
New Things To Try Out:
- Digitization of document collection and offer management
- Enabling recruiters with the briefing packs, to ensure structured candidate discussion is practiced by all the GCCs
- Constituting buffer offers and alternate offers in terms of compensation, benefits, and work arrangements into the offer management process.
Pre-joining
Pre-joining allows companies to prepare candidates for a smooth transition into the organization.
The GCCs are progressively moving their attention from simplifying administrative chores to providing a pleasant candidate experience through personalization, regular check-ins, and support, laying the groundwork for a smooth onboarding process.
Only 9% of GCCs have attained leadership impact in talent attraction, as evidenced by the effective execution of welcome emails from leadership to candidates before joining.
New Things To Try Out:
- Calendarizing a coherent action plan with the reporting managers for the initial weeks post onboarding and induction.
- Providing access to the pre-joining portal to access learning content.
- Sharing detailed orientation communication about the first day to new hires
Retention Strategies for Top Tech Talent in GCCs

Here are some key areas to focus on:
Invest in Learning and Development: To keep staff members current and motivated, GCCs should provide them with opportunities for skill-building, tuition reimbursement, and microlearning, as indicated by the 89% of Gen-Z workers who indicated a strong desire for continued education and professional development.
Embrace Flexibility: To balance work and personal life, GCC employers should take into account remote work arrangements, flexible scheduling, and substantial paid time off.
Establish Clearly Defined Career Paths: 89% of Gen-Z workers place a high importance on job advancement in addition to learning opportunities. GCCs may solve this by providing mentorship programs, internal mobility, and clear career routes and opportunities for promotion.
Put Employee Well-Being First: It's clear that employee well-being is a top priority when you consider that in 2023, 19% of GCCs will mandate pre-joining medical check-ups and 89% of these GCCs will pay for the related costs. Recognizing the value of both physical and mental health by providing wellness programs, employee support programs, and all-inclusive health insurance that addresses mental health requirements will be critical to GCC countries' ability to retain talent. (REF)
Encourage a Positive Work Culture: Employee engagement and a sense of belonging can be generated by fostering an environment that values open communication, gratitude, acknowledgment, cooperation, and teamwork.
By putting these tactics into practice, GCCs may establish themselves as top employers in the competitive employment market by demonstrating their dedication to the development, success, and well-being of their workforce.
Measuring Success: KPIs for Tech Talent Acquisition in GCCs
Quality of Hire Metrics
- Performance Reviews: Assess new hires' performance against set expectations within a specific timeframe.
- Promotion Rates: Track the percentage of new hires promoted within a certain period.
- Training Completion Rates: Measure the speed and efficiency with which new hires acquire necessary skills.
- Employee Net Promoter Score (eNPS): Gauge new hires' satisfaction with their job and company.
Time-to-Productivity Indicators
- Time to Fill: Measure the average time taken to fill a tech position.
- Time to Onboarding: Track the duration of the onboarding process.
- Time to First Contribution: Determine the time it takes for a new hire to deliver their first valuable output.
- Training Time: Assess the time invested in training new hires.
Employee Engagement and Retention Rates
- Employee Satisfaction Surveys: Conduct regular surveys to measure employee morale and job satisfaction.
- Turnover Rates: Track the percentage of employees leaving the company.
- Retention Rates: Measure the percentage of employees staying with the company for a specific period.
- Employee Engagement Index: Calculate overall employee engagement levels.
Innovation Output and Impact on GCC Performance
- Patent Filings: Track the number of patents filed by tech employees.
- New Product Launches: Measure the number of new products or services introduced.
- Revenue Generated from New Products: Assess the financial impact of innovations.
- Customer Satisfaction: Measure customer satisfaction levels related to new products or services.
- Market Share: Track the company's market share in relevant sectors.
Additional Considerations:
- Diversity and Inclusion Metrics: Measure the diversity of the tech workforce and track progress towards inclusion goals.
- Cost Per Hire: Calculate the total cost of recruiting and hiring a new employee.
- Offer Acceptance Rate: Track the percentage of job offers accepted by candidates.
- Candidate Experience Metrics: Assess the candidate's experience throughout the recruitment process.
By carefully tracking and analyzing these KPIs, GCCs can optimize their talent acquisition strategies, improve employee performance, and drive overall business success.
Conclusion
Securing top tech talent in the GCC is a complex challenge due to intense competition from startups and global tech giants. To succeed, organizations must understand the region’s specific skill gaps, invest in talent development, create a compelling employer brand, and implement effective recruitment and retention strategies.
By measuring key performance indicators and fostering a positive work culture, GCC companies can build high-performing tech teams to drive digital transformation.