Latest news with #TeamLease
Time of India
3 days ago
- Business
- Time of India
Quick commerce job growth outpaces ecommerce, modern trade
The growth of quick commerce has led to the creation of many new jobs, especially in last-mile delivery and operational roles. A report by TeamLease estimates that the sector will employ up to 5.5 lakh people by next year. Currently, there are 2.5 to three lakh outdoor delivery workers and 70,000 to 75,000 employees working in dark stores and warehouses. Employment generation Play Video Pause Skip Backward Skip Forward Unmute Current Time 0:00 / Duration 0:00 Loaded : 0% 0:00 Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 1x Playback Rate Chapters Chapters Descriptions descriptions off , selected Captions captions settings , opens captions settings dialog captions off , selected Audio Track default , selected Picture-in-Picture Fullscreen This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Opacity Opaque Semi-Transparent Text Background Color Black White Red Green Blue Yellow Magenta Cyan Opacity Opaque Semi-Transparent Transparent Caption Area Background Color Black White Red Green Blue Yellow Magenta Cyan Opacity Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Drop shadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like War Thunder - Register now for free and play against over 75 Million real Players War Thunder Play Now Undo A report by Kearney breaks down employment into two categories: direct and indirect. Direct jobs include essential day-to-day roles such as warehouse and fulfilment centre staff, delivery workers, and employees in stores and dark stores. Live Events Last-mile delivery is the most labour-intensive part of quick commerce, with over 46 workers employed per Rs 1 crore of monthly gross merchandise value (GMV), making it the most demanding in terms of workforce among retail types. Discover the stories of your interest Blockchain 5 Stories Cyber-safety 7 Stories Fintech 9 Stories E-comm 9 Stories ML 8 Stories Edtech 6 Stories Indirect jobs cover roles in corporate offices, IT, and packaging companies that support the quick commerce sector. While important, these roles are smaller in number compared to operational positions. Qcomm vs other retail channels When comparing workforce: General trade ( kirana stores , local grocery stores) leads with 63 to 66 jobs per Rs 1 crore of monthly GMV Quick commerce is close behind with 62 to 64 jobs Modern trade (supermarkets, hypermarkets) follows with 41 to 42 jobs Ecommerce comes last with 25 to 29 jobs. In quick commerce, last-mile delivery alone accounts for 46 out of 62 jobs, a sharp contrast to ecommerce, which employs only 13 to 15 in this area. In modern trade, these roles are minimal. Future job growth in qcomm The report claims that quick commerce mainly draws demand from other retail formats: about 92–93% of its sales come from modern trade, general trade, and ecommerce. However, 6–8% of its sales are new, which helps stimulate additional consumer demand and generate new jobs. By 2025, the sector is expected to see a 60% rise in gig worker hiring , fuelled by the rising need for faster deliveries. This expansion is expected to create 15 to 18 new jobs per Rs 1 crore of monthly GMV, with about five jobs coming purely from increased demand. These roles will mainly be in last-mile delivery, warehouse management, and operations — the areas where job growth is most closely linked to order volume.
Economic Times
3 days ago
- Business
- Economic Times
Quick commerce job growth outpaces ecommerce, modern trade
The growth of quick commerce has led to the creation of many new jobs, especially in last-mile delivery and operational roles. A report by TeamLease estimates that the sector will employ up to 5.5 lakh people by next there are 2.5 to three lakh outdoor delivery workers and 70,000 to 75,000 employees working in dark stores and warehouses. Employment generationA report by Kearney breaks down employment into two categories: direct and indirect. Direct jobs include essential day-to-day roles such as warehouse and fulfilment centre staff, delivery workers, and employees in stores and dark stores. Last-mile delivery is the most labour-intensive part of quick commerce, with over 46 workers employed per Rs 1 crore of monthly gross merchandise value (GMV), making it the most demanding in terms of workforce among retail types. Indirect jobs cover roles in corporate offices, IT, and packaging companies that support the quick commerce sector. While important, these roles are smaller in number compared to operational vs other retail channelsWhen comparing workforce: General trade (kirana stores, local grocery stores) leads with 63 to 66 jobs per Rs 1 crore of monthly GMV (kirana stores, local grocery stores) leads with 63 to 66 jobs per Rs 1 crore of monthly GMV Quick commerce is close behind with 62 to 64 jobs is close behind with 62 to 64 jobs Modern trade (supermarkets, hypermarkets) follows with 41 to 42 jobs (supermarkets, hypermarkets) follows with 41 to 42 jobs Ecommerce comes last with 25 to 29 jobs. In quick commerce, last-mile delivery alone accounts for 46 out of 62 jobs, a sharp contrast to ecommerce, which employs only 13 to 15 in this area. In modern trade, these roles are minimal. Future job growth in qcomm The report claims that quick commerce mainly draws demand from other retail formats: about 92–93% of its sales come from modern trade, general trade, and ecommerce. However, 6–8% of its sales are new, which helps stimulate additional consumer demand and generate new jobs. By 2025, the sector is expected to see a 60% rise in gig worker hiring, fuelled by the rising need for faster deliveries. This expansion is expected to create 15 to 18 new jobs per Rs 1 crore of monthly GMV, with about five jobs coming purely from increased demand. These roles will mainly be in last-mile delivery, warehouse management, and operations — the areas where job growth is most closely linked to order volume.
Mint
7 days ago
- Business
- Mint
Staffing firms find it more profitable putting employees in GCCs than IT firms
Bengaluru: Staffing firms and job search platforms such as Quess Corp Ltd, TeamLease Services Ltd and Info Edge (India) Ltd are finding it more profitable to help place experienced professionals at tech centres of the world's biggest companies than pure-play information technology (IT) outsourcers that typically hire freshers in bulk. Better profitability and revenue from global capability centres (GCCs) have helped the staffing firms offset slowdown in their income from the country's $283 billion IT sector, which has gone slow on hiring engineers in the past couple of years. GCCs contributed about 4.2%, or ₹153 crore, of Quess's January-March revenue. TeamLease, on the other hand, got ₹95 crore, or about 3% of its revenue from GCCs, according to its press release. For job platform Naukri's parent company Info Edge, most of the growth of its job-hunting platforms came from GCCs. This business, known as 'Recruitment Solutions,' makes up almost three-fourths, or ₹542 crore, of its overall quarterly revenue. Also read | GCCs prefer hiring leaders from peers than IT services companies Staffing firms recruit employees for GCCs and get a commission for each person onboarded in the captive centre. Quess and TeamLease mentioned that they get more money from placing candidates in GCCs. 'GCC is a high-margin business," Guruprasad Srinivasan, chief executive of Quess, told Mint on Tuesday. 'The space that we operate for GCCs is in 5-8 years of experience, whereas in IT services, it is freshers," added Srinivasan. He added that employing people in GCCs increases profitability because Quess can get more commission for deploying an experienced person in a GCC as opposed to employing a fresher in an IT services company. 'It's 3-4 times higher than what I could do at IT services," said Srinivasan. TeamLease voiced a similar opinion. 'The salaries and margins (for placing candidates in a GCC) are better than the IT services companies. This is largely due to the hiring demand being in high value roles with niche skills," TeamLease said in response to Mint's queries on Tuesday. GCCs also fetched these firms more revenue per employee. 'With GCCs contributing over 60% of our net revenue, they generate higher revenue per associate and contribute meaningfully to margin enhancement," said TeamLease. Even the operating margins of the staffing firms jumped due to GCCs. For Bengaluru-based Quess, India's largest staffing firm, GCCs made up 66% of its ₹77 crore operating profit. This is higher than two years ago when this contribution totalled 45% at the end of the three months through March 2023. 'In specialized staffing, improved GCC mix and operational efficiency have contributed to margin expansion on a year-on-year basis," said Ramani Dathi, chief financial officer of TeamLease, as part of the company's post-earnings interaction with analysts on 21 May. Also read | The boutique consulting firms powering India's next GCC boom Quess and TeamLease ended the three months through March with revenue of ₹3,656 crore and ₹2,868 crore, respectively. Info Edge ended the quarter with ₹750 crore in revenue. Quess, TeamLease and Info Edge ended FY25 with ₹14,967 crore, ₹11,201 crore and ₹2,849.6 crore in revenue, respectively. This growth from captives comes on the back of a decline in revenue from IT service providers. For Quess, recruitment for IT services companies has been low, and GCCs have offset much of the decline. 'As we've called out, I think IT services is still not in the market with open positions and growth. There is still an element of absorption or a decrease in headcount that's happening from the IT services side. I think what we had called out was GCC substituting for that to some extent," said Ashok Reddy, chief executive of TeamLease, as part of the company's post-earnings call with analysts. Quess's Srinivasan voiced a similar opinion, saying 'it's a known fact now there is not much hiring happening in that space." Most of the new onboards at Quess and TeamLease are from GCCs, reflecting the growing importance of the sector. Also read | Captive concerns: Why Cognizant has called out the risk from GCCs For InfoEdge, new recruits are trickling in from GCCs. 'To diversify and expand its client base, the company is strengthening its go to market offerings and acquiring new clients and focusing on the GCC segment," said Kotak Institutional Equities analysts Kawaljeet Saluja, Sathishkumar S. and Vamshi Krishna in a note dated 27 May. According to IT industry lobby National Association of Software and Services Companies (Nasscom), there are 1,760 GCCs in India. More than 875, or half of the country's GCCs, are based in Bengaluru, while Hyderabad has about 355. The rest are located in cities such as Delhi-National Capital Region, Pune and Chennai. Nasscom estimates the number of Indian GCCs will hit 2,200 by March 2030, with a market size of $105 billion.
New Indian Express
31-05-2025
- Business
- New Indian Express
Fears of AI white-collar bloodbath and slower hiring
The impact of AI adoption on white-collar warriors showed up in a report on India's job market published last week by TeamLease, a leading provider of staffing solutions. Its biannual survey for April-September 2025 estimated that job growth across India would slow down to 2.8 percent from 7.1 percent in the previous six months. The tempered outlook 'underscores significant caution and a calibrated move toward agile, tech-enabled and modular workforce strategies in response to business uncertainty.' The granular details merit attention. Job growth is plateauing in back office and administrative roles. Companies are investing in AI-driven workflow management and centralised operation hubs to curb costs and bloat. Gen AI and the emergence of inference and agentic solutions are propelling automation in factories and offices. AI-powered bots and self-service portals are replacing HR functions. Tech start-ups seek marketing and growth via AI. In media and entertainment, AI is driving post-production and audience engagement. The sectoral trend has been visible—especially in IT jobs—and is accelerating. The gloom sensed by job seekers has popped up persistently in expert articulation every few months. This week, Dario Amodei, once on the founding team of OpenAI and currently CEO at Anthropic, warned of a 'white-collar bloodbath'. Amodei said, 'AI could wipe out half of all entry-level white-collar jobs.' The man who is building the large-language model Claude, which ironically is used to retrench human interface, says, 'Lawmakers don't get it, CEOs are afraid to talk about it and workers won't realise the risks' until after it hits. Amodei has plenty of company. Bill Gates has predicted, 'Within 10 years, AI will replace many doctors and teachers.' We know of AI reading of cancer imaging. Now, AI-based mammography is here and is raising ethical questions. There is no dearth of studies either. An IMF research estimates that AI will affect almost 40 percent of jobs around the world, replacing some and complementing others. A report of the US Senate recognises: 'AI has the potential to affect every sector of the workforce—including both blue-collar and white-collar jobs.' A report by Goldman Sachs says the emerging capabilities of AI models will result in companies eventually 'employing AI workers' along with humans.
Hans India
22-05-2025
- Business
- Hans India
The Skill Economy Is Here, and Most Companies Are Still Hiring for Roles
India's workforce is at a crossroads. While the global economy shifts towards skill-based hiring, a significant gap persists between the skills employers need and those job seekers possess. According to the India Skills Report 2025, only 54.81% of Indian graduates are deemed employable, despite a 7% year-on-year improvement. This paradox underscores a critical challenge: the rise of the skill economy has not yet translated into systemic changes in hiring practices, leaving companies scrambling to fill roles rather than cultivating talent aligned with future-ready capabilities. The Skill Economy: India's Progress and Persistent Gaps The Skill India Mission, launched in 2015, has trained over 40 crore individuals, contributing to a notable rise in employability—from 33% a decade ago to 54.81% in 2025. Initiatives like Pradhan Mantri Kaushal Vikas Yojana (PMKVY) have enabled sectors such as IT, healthcare, and renewable energy to bridge skill gaps. For instance, Karnataka's PMKVY centres trained 1.2 lakh youths in 2023–24, with 68% securing roles in high-demand industries like cybersecurity and green energy. However, the Wheebox ETS India Skills Report 2025 reveals stark disparities. While management graduates boast 78% employability, women's employability rates have declined to 47.5%, highlighting systemic inequities. Furthermore, only 50% of secondary and tertiary students receive vocational training, leaving a void in sectors like AI and fintech, which require 400,000 skilled professionals by 2030. Why Companies Still Hire for Roles, Not Skills Despite the skill economy's promise, most Indian firms remain entrenched in traditional hiring models. A 2024 survey by TeamLease indicates that 62% of companies prioritise academic credentials over demonstrable skills, citing risk aversion and a lack of robust assessment frameworks. This mismatch is evident in sectors like manufacturing, where 45% of employers report difficulty finding workers with automation expertise, despite India's $2.5 trillion construction industry demanding such skills. The tech sector exemplifies this dichotomy. While India produces 1.5 million engineering graduates annually, only 35% possess coding proficiency, per NASSCOM. Yet, firms like Infosys and Wipro continue to recruit en masse for generic roles, investing ₹10,000–15,000 crore annually in upskilling post-hire—a reactive approach that strains resources and delays productivity. Case Studies: Bridging the Skill-Role Divide 1. Renewable Energy Sector: ReNew Power partnered with NIIT to design a 6-month certification program in solar panel maintenance and grid management. This initiative reduced onboarding time by 40% and improved operational efficiency by 25%, demonstrating the value of pre-skilled talent. 2. Healthcare: Apollo Hospitals introduced a blended learning model for nurses, combining AI-driven simulations with on-the-job training. This reduced diagnostic errors by 18% and cut training costs by 30%. 3. MSMEs in Tier-2 Cities: A Surat-based textile SME adopted our skill-mapping audit to identify and upskill workers in digital inventory management. This led to a 20% reduction in waste and a 15% increase in export orders within a year. The Impact of Misaligned Hiring Practices Companies adhering to role-based hiring face three critical risks: 1. Productivity Loss: It takes 6–8 months to upskill hires for specialised roles, during which productivity lags by 30–40%. 2. Attrition: A LinkedIn report notes that 67% of employees leave within a year if their skills are underutilised. 3. Innovation Stagnation: Firms lose ground to agile competitors who leverage niche skills in AI and data analytics. For India, the stakes are high. With 65% of its workforce under 35, the country must align its demographic dividend with emerging sectors. The construction industry alone needs 7.5 crore skilled workers by 2030, yet current training capacity meets only 40% of demand. A Roadmap for Businesses and Policymakers To thrive in the skill economy, stakeholders must adopt a proactive approach: 1. Skill-Centric Recruitment: ● Use AI-driven platforms like Wheebox's Global Employability Test to assess candidates' problem-solving and technical abilities. ● Expand apprenticeship programs under the National Apprenticeship Promotion Scheme (NAPS), which has placed 5 lakh youths since 2023. 2. Industry-Education Collaboration: ● Integrate vocational training into academic curricula. The National Education Policy (NEP) 2020 mandates this, but only 12 states have implemented it effectively. ● Develop micro-credentials in partnership with platforms like Coursera, which saw a 200% surge in Indian enrollments for AI and blockchain courses in 2024. 3. Gender Inclusivity: ● Address the 8% gender gap in employability through targeted initiatives. For example, Tech Mahindra's 'Women in Tech' program has upskilled 15,000 women in cloud computing since 2022. 4. Government Incentives: ● Expand the Scope of PLI Schemes to include SMEs investing in employee upskilling. ● Offer tax breaks for companies that hire certified candidates from Skill India programs. From Roles to Skills—A Strategic Imperative The skill economy is not a distant future—it is here. Companies clinging to outdated hiring models risk obsolescence in an era where adaptability determines survival. For India, aligning its workforce with global demands requires a concerted effort from businesses, educators, and policymakers. By prioritising skills over roles, fostering inclusivity, and leveraging technology, India can transform its demographic potential into economic leadership. (The author is Founder of Stratefix Consulting)
