HCI Talks Advisory
The hiring was approved. The ownership was not.
We are developing a practitioner-led advisory network, starting with the people decisions behind establishing and expanding an India GCC.
Advisory network in formation. Proposed services depend on confirmed scope, relevant expertise, availability and agreed terms.
Our starting point
A plan can be fully funded and still have nobody in it who can say yes.
Our proposed first service is a bounded HR decision review: clarify one ownership question, the evidence behind it, and what the sponsor still needs to resolve.
IllustrativeOne ownership question, settled on the record, before the hiring wave runs into it.
Who is in the room
Three parties. One sheet none of them has signed.
Global and India leaders describe HR ownership in different words. Both are sincere. Neither is written down, and the setup partner’s remit ended before the question arrived.
The scale is public. The people decisions are not.
Every new centre carries decisions that no report records.
- 2,117GCCs operating in India
- 3,728GCC units across the country
- 2.36 Mnprofessionals employed in GCCs
- $98.4 BnGCC market revenue, FY2026
Source: Zinnov–nasscom India GCC Landscape Report 2026, data as of March 2026. Figures describe the market, not HCI Talks activity.
The whole service, in one line
A sentence everyone approved.
Nobody owns.
“HR will handle onboarding for the India expansion.”
- Who approves?
- Who executes?
- Who escalates?
- On what trigger?
- Executes
- India HR operationsRuns onboarding for the wave
- Approves
- Global CHROSigns off the handover design
- Escalates to
- India managing directorWhen a wave slips its trigger
A worked illustration with fictional roles, not a client engagement. The value is not the answer — it is that the question stopped being ambiguous. See how a review reaches it
How the work is done
Four pieces of evidence, then a decision.
The method is assembly, not advice-giving. What is already true gets written down first, and only then does anything get recommended.
Which decision is yours?
Five kinds of people decision that stall a new centre.
Select the one closest to your situation to see how a bounded review would frame it. These are illustrative decision types, not a menu of confirmed services.
The question a review would isolate
Who has final authority over the hiring handover, and what evidence do they need?
Illustrative situation. Approval sits with headquarters, day-to-day decisions with India, and the setup partner’s remit ends at go-live — but nobody has written down where one stops and the next begins. Fictional example, not a client engagement.
Usually involved
- Global HR or business sponsor
- India site or function lead
- Setup partner with an ending scope
What a bounded review would clarify
- Who proposes, who decides and who acts
- Which approvals are real and which are assumed
- What the sponsor still has to resolve
Illustrative decision types, not a menu of confirmed services. Describe your version of this decision
Before anything starts
Three gates. All three, or nothing proceeds.
Qualification runs before anything is proposed, and it checks your existing provider’s scope first.
Two separate journeys
Community and advisory have different responsibilities.
HCI Talks brings leaders into conversation. Community membership, a speaker appearance or an editorial role does not establish adviser suitability. Practitioners participate by choice, and we are not publishing an available adviser directory.
You have an India GCC people decision.
Send a short, nonconfidential brief about the decision holding up your next hiring or organisation step. No membership, booking or payment.
Discuss your HR requirement For practitionersYou have delivered this work yourself.
Apply voluntarily to be considered for a future assignment. Applying creates no public profile, no listing and no guarantee of work.
Apply as an adviserUnderstand the expertise standard. Executive search and recruitment remain separate services with a new mandate and fresh consent.
A note from the founder
Why we are starting with one decision, not a service catalogue.
In fifteen-plus years of staffing work with India’s capability centres, the pattern I have seen most often is not a shortage of talent. It is a hiring wave approved before anyone agreed who owns the decisions behind it. HCI Talks Advisory is being formed to bring practitioners who have carried that responsibility into one bounded, honest review.
We are building the network carefully. Practitioners would be assessed privately before any assignment, nothing is promised before scope, expertise and terms are agreed, and enquiries are read by a person rather than sorted by an automated matcher.
Accountable owner for advisory intake and privacy: Bhaskar Anand. Continuity channel: [email protected] (a mailbox, not a service-level promise).
A conversation about fit
Start with the decision you need to make.
Send a short, nonconfidential brief. An enquiry is not a booking, an adviser match or a commitment to proceed. You do not need to join the community.