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AI has evolved from a tool for experimentation to a non-negotiable element of business strategy, and nearly nine in 10 technologists in India say that AI is actively expected as part of their roles, said Graig Paglieri, chief executive of Randstad Digital. On a recent visit to India, Paglieri said companies are now not just encouraging employees to learn AI tools, they are embedding AI adoption into performance management outcomes.
Edited excerpts :
Q. How is AI becoming embedded in workplaces, and how are companies measuring its impact?
GP : AI has rapidly shifted from being a tool for experimentation to a core, non-negotiable element of business strategy. What stands out now is the scale of adoption — nearly 90% of software developers report that AI is fully integrated into their day-to-day work and is actively expected as part of their roles, while adoption among other technology functions stands closer to 50%. This is no longer about isolated pilots or innovation labs; AI is embedded across functions, from operations to customer engagement. Importantly, organisations are moving toward measurable outcomes. Leadership teams are assigning clear productivity, cost optimisation, and efficiency targets linked directly to AI deployment. IT and digital teams, in particular, are being tasked with delivering quantifiable returns, signalling a shift toward maturity. Budget cycles are also reflecting this change, with far greater conviction in AI investments compared to the tentative, experimental approach seen even six to twelve months ago.
Q. What changes are being seen in upskilling and performance expectations?
GP : Upskilling has become central to organisational strategy, and in many cases, it is now mandatory. Companies are not just encouraging employees to learn AI tools — they are embedding AI adoption into performance management frameworks. This includes formal metrics tied to how effectively individuals and teams leverage AI to drive outcomes. The focus is twofold: technical proficiency and role transformation. Employees are expected not only to understand AI tools but also to rethink how their jobs evolve alongside these technologies. As a result, leading organisations are investing significantly in structured learning programmes that combine digital training with change management initiatives. Adaptability, continuous learning, and the ability to integrate AI into decision-making are fast becoming critical performance indicators. The broader implication is clear: the risk of professional irrelevance has increased, making upskilling an ongoing necessity rather than a one-time effort.
Q. How are hiring trends evolving in the AI era, particularly in India?
GP : Hiring strategies are becoming far more nuanced and capability-driven. While there has been a slowdown in overall hiring in segments like IT services, this masks strong, disproportionate growth in areas such as AI, data science, and machine learning. A significant driver of this demand is the expansion of global capability centres (GCCs) in India. Companies are increasingly choosing to build strategic, in-house capabilities rather than outsourcing critical functions, marking a notable shift from past models. This has led to sustained demand for high-quality, AI-enabled talent. At the same time, organisations are taking a more targeted approach to workforce planning. Some are investing to ensure sustainable talent pipelines for the mid to long term, while others are focusing on upskilling mid-level employees who already possess domain expertise and problem-solving skills. Flexible talent models, including contract hiring and phased onboarding, are also gaining traction as companies seek to balance risk with capability building.
Q. Which sectors and regions are leading AI adoption, and what broader workforce trends are emerging?
GP : AI adoption is widespread, but it is particularly pronounced in tech-intensive and customer-facing sectors such as banking, financial services, retail, and consumer goods. These industries are seeing faster development and scaling of AI use cases, especially in areas like customer experience and analytics. In parallel, India’s position as a global talent hub continues to strengthen, with both large multinational corporations and mid-sized global firms setting up or expanding GCCs. This trend is not limited to the traditional Fortune 500; increasingly, mid-cap companies are entering the market, adding to hiring momentum. On the workforce side, there are notable shifts in employee expectations. Factors such as work-life balance, location preferences, and meaningful work are becoming as important as compensation, particularly among younger professionals and mid-to-senior talent. Mobility across cities has reduced, and there is a growing emphasis on flexibility and purpose, signalling a structural change in how talent engages with employers.
Edited excerpts :
Q. How is AI becoming embedded in workplaces, and how are companies measuring its impact?
GP : AI has rapidly shifted from being a tool for experimentation to a core, non-negotiable element of business strategy. What stands out now is the scale of adoption — nearly 90% of software developers report that AI is fully integrated into their day-to-day work and is actively expected as part of their roles, while adoption among other technology functions stands closer to 50%. This is no longer about isolated pilots or innovation labs; AI is embedded across functions, from operations to customer engagement. Importantly, organisations are moving toward measurable outcomes. Leadership teams are assigning clear productivity, cost optimisation, and efficiency targets linked directly to AI deployment. IT and digital teams, in particular, are being tasked with delivering quantifiable returns, signalling a shift toward maturity. Budget cycles are also reflecting this change, with far greater conviction in AI investments compared to the tentative, experimental approach seen even six to twelve months ago.
Q. What changes are being seen in upskilling and performance expectations?
GP : Upskilling has become central to organisational strategy, and in many cases, it is now mandatory. Companies are not just encouraging employees to learn AI tools — they are embedding AI adoption into performance management frameworks. This includes formal metrics tied to how effectively individuals and teams leverage AI to drive outcomes. The focus is twofold: technical proficiency and role transformation. Employees are expected not only to understand AI tools but also to rethink how their jobs evolve alongside these technologies. As a result, leading organisations are investing significantly in structured learning programmes that combine digital training with change management initiatives. Adaptability, continuous learning, and the ability to integrate AI into decision-making are fast becoming critical performance indicators. The broader implication is clear: the risk of professional irrelevance has increased, making upskilling an ongoing necessity rather than a one-time effort.
Q. How are hiring trends evolving in the AI era, particularly in India?
GP : Hiring strategies are becoming far more nuanced and capability-driven. While there has been a slowdown in overall hiring in segments like IT services, this masks strong, disproportionate growth in areas such as AI, data science, and machine learning. A significant driver of this demand is the expansion of global capability centres (GCCs) in India. Companies are increasingly choosing to build strategic, in-house capabilities rather than outsourcing critical functions, marking a notable shift from past models. This has led to sustained demand for high-quality, AI-enabled talent. At the same time, organisations are taking a more targeted approach to workforce planning. Some are investing to ensure sustainable talent pipelines for the mid to long term, while others are focusing on upskilling mid-level employees who already possess domain expertise and problem-solving skills. Flexible talent models, including contract hiring and phased onboarding, are also gaining traction as companies seek to balance risk with capability building.
Q. Which sectors and regions are leading AI adoption, and what broader workforce trends are emerging?
GP : AI adoption is widespread, but it is particularly pronounced in tech-intensive and customer-facing sectors such as banking, financial services, retail, and consumer goods. These industries are seeing faster development and scaling of AI use cases, especially in areas like customer experience and analytics. In parallel, India’s position as a global talent hub continues to strengthen, with both large multinational corporations and mid-sized global firms setting up or expanding GCCs. This trend is not limited to the traditional Fortune 500; increasingly, mid-cap companies are entering the market, adding to hiring momentum. On the workforce side, there are notable shifts in employee expectations. Factors such as work-life balance, location preferences, and meaningful work are becoming as important as compensation, particularly among younger professionals and mid-to-senior talent. Mobility across cities has reduced, and there is a growing emphasis on flexibility and purpose, signalling a structural change in how talent engages with employers.
