As global capability centres (GCCs) evolve into engines of innovation and strategic value, one question takes centre stage: How can organisations design for sustainable, talent-led growth at scale? At AstraZeneca India, the answer lies in reimagining HR as a catalyst for competitive advantage, blending purpose, technology, and a people-centric policy.

This strategic approach was unpacked by Anuradha Kumar, Head of HR, GITC, AstraZeneca India, at the People Matters GCC Talent Summit 2025 in Hyderabad. Sharing AstraZeneca’s journey, she highlighted how the organisation is future-proofing its global talent strategy by building a skill-first, inclusive, and tech-enabled culture rooted in bold ambitions.

Linking business goals with workforce transformation

Across the GCC landscape, there’s a growing realisation that HR can’t afford to be reactive. Talent strategies must be wired into the business from the ground up, especially at a time when digital and niche roles are in high demand.

We had to rethink our operating model. If we wanted to scale, talent acquisition couldn’t just be about filling roles; it had to be a design function.

The shift is evident in how many GCCs are now building early-talent pipelines from premier institutes, redesigning job architectures, and investing in internal mobility to future-proof critical roles.

Moving from reactive hiring to proactive talent design

With high demand for niche and digital roles, AstraZeneca adopted digital talent scouts to move beyond reactive recruitment and build forward-looking pipelines. This approach has enabled the team to identify critical skill sets early, reduce hiring lead times, and stay ahead in a competitive market. Complementing this, their early talent strategy focuses on building long-term capabilities. About 10% of annual hires at the organisation are graduates from top institutions, developed with an eye on future readiness rather than immediate role fit.

We didn’t want to wait until the need was urgent. Building passive pipelines and engaging early talent has been key to staying agile.

Leveraging tech where it matters most

To improve hiring efficiency and candidate experience, the HR team leaned into automation and AI. From scheduling tools that reduce manual effort to leveraging AI, the focus has been on freeing up recruiters’ time for higher-value work. But the goal isn’t automation for its own sake. 

It’s about enabling consistency, removing bias, and freeing up recruiter capacity for what matters.

Creating inclusive spaces beyond representation

While gender diversity remains a priority, AstraZeneca’s inclusion efforts also extend to early-career professionals, the LGBTQIA+ community, neurodiverse individuals, and more. Employee Resource Groups (ERGs) and leadership-level advocacy have played a role in shaping psychologically safe environments.

A blueprint many GCCs can learn from

What AstraZeneca’s experience shows and what many GCCs are beginning to recognise is that building a future-ready organisation isn’t about radical overhauls. It’s about making deliberate shifts: embedding skill-based thinking, using tech purposefully, designing for inclusion, and enabling talent to grow with the business.

As GCCs continue to take on more strategic roles, the HR function must evolve with equal intent. The emphasis is no longer just on how fast talent can be hired, but how thoughtfully it can be nurtured, aligned, and retained.