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Why 95% of GCCs Are Reinventing Employee Benefits  

Why 95% of GCCs Are Reinventing Employee Benefits  

14 Oct, 2025

Every pilot knows this: when the winds shift, you don’t add power, you adjust course. India’s Global Capability Centers (GCCs) are at a similar inflection point.  

The environment around them has changed, not gradually, but fundamentally. Inside the same office today, four generations work side by side, each fluent in a different rhythm of work and meaning. One seeks acceleration. Another balances ambition with family. A third wants stability with relevance. A fourth values continuity and respect. 

They share a workplace and a payroll, but not always a definition of what it means to feel valued. And that’s the turbulence leaders must now navigate. With age diversity at its peak and talent competition sharper than ever, the question is no longer how much to invest in employee benefits, but how wisely to design them. Because employee benefits today are not lists on an HR portal; they are culture in action, a living language that tells people what the organization values, and whether it values them.

The answer lies in designing benefits as living systems, flexible enough to personalize, disciplined enough to sustain, and intentional enough to reflect belief. 

What Different Generations Value 

Generation Priorities Benefits They Notice
Gen Z (1997 – 2012)Growth, flexibility, wellness, purpose Study leave, certifications, internal gigs, reset days, volunteering 
Millennials (1981 – 1996)Family support, financial stability, time Childcare, fertility coverage, caregiver leave, financial wellness coaching 
Gen X (1965 – 1980)Stability, relevance, convenience Insurance coverage, relocation support, leadership programs 
Boomers Dignity in transition, health continuity, legacy Retirement planning, phased retirement, survivor income, post-retirement medical cover

This spread of needs shows why the one-size-fits-all model fails. Leaders cannot fix it by adding more perks. They need smarter, adaptive design.

How Employee Benefits Are Being Reimagined 

Forward-looking organizations are reshaping benefits with a sharper focus on generational priorities. Seven big shifts stand out. 

1. Gen Z and the Rise of Growth as a Benefit 

For Gen Z, loyalty comes from growth. Employers are offering study leave, reimbursing certifications, and building internal mobility programs to open new career pathways. AI-powered learning platforms are curating personalized development journeys, making growth a formal part of the benefits portfolio. For this generation, career acceleration is not a perk, it is proof that the company is invested in their future. 

2. Millennials and Care as Currency 

Millennials are managing childcare, mortgages, and elder care while advancing their careers. Employers are responding with childcare allowances, fertility support, and flexible parental transition programs that ease the path back to work. Financial wellness is becoming equally central, extending to salary advances, retirement planning, and even college admissions coaching. 52% of GCCs now prioritize holistic well-being, making care one of the most powerful retention drivers for this generation. 

3. Gen X and Recognition That Resonates 

Gen X leaders want recognition that proves their relevance. Organizations are moving away from annual ceremonies and plaques toward digital platforms that deliver real-time, inclusive recognition. Awards now highlight collaboration, innovation, and skill-building. Leadership acceleration programs and peer coaching circles are ensuring Gen X continues to see growth opportunities, not just stability. Recognition has shifted from token appreciation into a continuous signal of value. 

4. Baby Boomers and the Demand for Dignity 

Boomers value respect as they transition out of full-time roles. Phased retirement options now allow them to reduce hours while retaining healthcare and contributions. Retiree networks, financial advisory services, and mentorship opportunities keep their experience connected to the organization. Survivor income benefits and post-retirement health cover ensure families feel secure. These are not perks, they are acknowledgments of legacy and continuity. 

5. Wellness as Infrastructure for All 

Wellness has become the centerpiece of benefits, relevant across generations. It now covers physical health through ergonomic setups and lifestyle stipends, mental well-being through in-house therapists and counseling, financial resilience through coaching, and social connection through volunteering. One GCC even runs a wellness points program where employees earn credits for healthy behaviors and redeem them for meals, theatre tickets, or travel. 63% of GCCs increased their wellness budgets in 2024, making wellness the fastest-growing benefit category. 

6. Leave That Mirrors Real Life 

Leave policies are being rewritten to reflect real life rather than statutory minimums. Companies are adding caregiver leave, miscarriage leave, volunteering days, and long sabbaticals. Some let employees donate unused leave to colleagues in need or convert it into CSR or development credits. Leave has become one of the clearest ways companies demonstrate empathy, recognizing that employees bring their whole lives to work. 

7. Financial Security as a Cultural Signal 

In uncertain times, financial security speaks louder than any perk. Employers are providing salary advances, interest-free loans, and structured retirement planning. These measures show employees that the company is committed to their long-term stability, not just their short-term output. 

The New Imperative 

Benefits are no longer background policies. They are culture in action, a language that communicates values more clearly than any speech or slogan. Every decision on wellness, growth, leave, recognition, or financial care sends a signal, and employees weigh those signals as heavily as compensation. 

That makes benefits a front-line leadership responsibility. Done well, they build trust across generations, sustain culture, and keep budgets disciplined. Done poorly, they erode loyalty and waste resources. 

The path forward is clear. Leaders need to: 

  • Design benefits as living systems, not static lists. 
  • Anchor wellness and growth as everyday infrastructure. 
  • Expand leave to reflect real life. 
  • Use recognition and financial stability to reinforce values. 
  • Balance personalization with data-driven discipline. 

Organizations that do this will stand apart in the war for talent. Because culture is not what leaders say, it is what employees experience through the benefits that shape their daily lives.

Read Zinnov’s Employee Benefits Study: India GCC View 2025 report to see how leading GCCs are reimagining benefits for today’s workforce. Download the report for strategies and benchmarks to strengthen your approach.

With 23+ years of experience in setting up and transforming 200+ GCCs, we help organizations build future-ready talent strategies. Connect with our experts at info@zinnov.com
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Tags:

  • employee benefits
  • GCCs in India
  • Global Capability Centers
  • Total Rewards
Authors:
Nitika Goel, CMO & Managing Partner, Zinnov
Revathi S, Senior Associate, Zinnov

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