Beyond Degrees, Toward Skills and Aspiration

The Indian workforce has been witnessing a shift, as over the last few years, the gig economy has emerged not as a peripheral trend but rather a central feature of how work gets done. In 2021, India had nearly 7 million gig workers; by 2030, that number is projected to rise to 23 million. Already, almost 56% of all jobs in the country are in this space, a figure that will only accelerate as digital platforms scale and new models of work emerge.

In a fireside chat hosted by People Matters at the “Talent Acquisition Conference, 2025”, Charles Godwin, HR Leader & Public Speaker, Zoho, and Niket G, Head Talent Acquisition & Campus, Myntra, mulled over the best practices for onboarding, managing, and retaining gig talent from rural areas, underrepresented groups, and non-traditional career paths to maximise productivity and innovation.

The focus was not merely on untapped talent, but rather the observation that much of India’s workforce is non-formal. Unlocking this talent meant rethinking old paradigms of education, hiring, and work itself.

Talent Lies Everywhere: Beyond Degrees, Toward Skills and Aspiration

This shift requires rethinking how organisations identify and nurture capability.

“If you look at the erstwhile system of education, the idea was just to reach out to talent, which can be accessed via systems. And that’s what the top institutions like the IITs have cracked beautifully as they are able to attract talent and nurture them, and that’s what the organisations now need to take the next level of leap,” said Niket. 

Are organisations only hiring from certain pockets, or are they nurturing talent from across the country? Myntra, for instance, has begun to move away from the traditional model of visiting select colleges to scout talent. Instead, the company looks for people who can meet specific business needs and solve contextual problems. This shift has given them the very leap that Niket highlighted. “We can hire talent that is able to solve the problem, and bring a good solution and a problem-solving attitude, and that’s where we’ve seen success in a very, very structured way,” he stated.

At Zoho, nearly 30–40% of talent comes through unconventional hiring routes. “I work for a world-class company made in India, made for the world. We have about 18,000 people hired from the smaller towns, without a degree, but with the thirst to fulfil their aspirations, irrespective of whatever background they belong to,” said Charles. “We have an initiative called Zoho schools of learning, where it’s an alternative to the regular college program. We pay a stipend for their learning.” Students are evaluated through their daily work rather than exams, and are treated as professionals from day one. This model has helped Zoho build a pipeline of employees who not only acquire technical skills but also understand the company’s culture and values.

Addressing Challenges: Attrition and Resistance

But tapping this non-formal talent is not without challenges. A Swiggy Instamart leader, for instance, recently identified high early attrition as a key problem.

“We’ve been doing a lot of initiatives for women in career breaks and physical disability, and this is our third year providing not just opportunity, but also the ecosystem to support and nurture them,” shared Niket. By doing so, they have been able to reduce the early attrition rates at Myntra, which is close to 6%, much lower than the industry benchmarks. Constant check-ins, transparent communication, and listening to employees before they resign are some key strategies. “What are they looking for? Are we able to meet their needs? If we see there’s a potential attrition, we try to tackle it early, rather than making it a problem,” Niket shared.

Making space for non-linear careers has worked for Zoho. Charles highlighted a special scenario: “One woman came back after a 15-year career break. We offered her a INR 10,000 per month stipend and a three-month boot camp. Today, she is in a highly paid role in the company. How many employers would even consider someone with that kind of break?”

Another challenge that organisations face is the resistance to change. For instance, Charles spoke about the social resistance that Zoho had to overcome: Parents and communities often discourage young people from non-traditional paths. Thus, Zoho made it a point to actively engage with the community to invite them to witness transformations firsthand. 

Approaching all of these candidates with empathy and value has helped Zoho garner the right talent through non-traditional and unconventional hiring. Charles shared another case about a young school dropout, who would accompany her mother, who worked at the Zoho kitchen. This girl, who came from a very small town in Tamil Nadu, would pose curious questions to employees at the office, eager to learn about software engineering, etc. “The same girl who just watched from the kitchen, she’s working with us as a senior quality analyst,” Charles shared. 

Redefining Productivity: Trust and Freedom

It is apparent that unlocking non-formal talent requires rethinking not just hiring but also productivity and workplace design.

Flexibility and not adhering to systemic, traditional formats have helped Zoho build a successful culture that drives business growth – not by mapping productivity but by embedding company values through education and building trust. Hiring is decentralised, and managers can onboard talent immediately without waiting for approvals. Notice periods are “at will.” 

“We don’t get into an employee’s attendant statute, whether this person has clocked in one minute, one hour, or one day? We don’t touch their salary, even if their utterance is clocked just for a second. We have been continuing this for 28-29 years,” Charles shared. “Today, we are a billion-dollar company. If you look at the roots of our products and our industries in our state in India, the roots were very simple, clear, and non-complex. We have made a significant impact.”

While for Myntra, building inclusive ecosystems has been the answer. “At our organisation, a lot of people from different walks of life come together to work to solve one single problem. How do we democratise fashion? How do we ensure that fashion is accessible to everybody and anybody across the country? And with that thought in mind, we bring people from all walks of life, the whole team behind this comes together and understands why a person is here to work,” Niket said. 

With programs like Udaan for people with physical disabilities, internships and onboarding designed to help both employees and teams adapt, sign interpreters at meetings, and even basic infrastructure like ramps being backed by deeper cultural shifts, has been the enabler. “The detailing has been done to this extent so that people feel inclusive about it, and that’s where people want to come back again,” said Niket. 

Whether it’s return to work programs or PWD enablement, implementation is not enough, Niket highlighted, “You also have to sensitise people working with them. You need to create that environment.” Talking of the inclusivity initiatives taken by Myntra, Niket added, “We ensure that they are ready, not just for Myntra but for the industry so they are comfortable coming back, keeping their commitment, whatever their caregiving needs, or whatever needs at a core.” 

The Role of Leadership in Unlocking Non-Formal Talent

But how effectively can HR and TA leaders make an impact in this regard? How can they influence organisations to take the right call on tapping the untapped, informal talent? 

For Niket, the answer is simple: leaders in hiring and talent acquisition must understand the needs of the business for which they hire. “If you understand business, you know why this particular person or this particular candidate or incumbent is a fit,” Niket said. “We have enough examples across our careers where we have taken a bet, and it has worked really well. That’s what shapes it out.” 

Charles encouraged leaders to broaden their horizon, and to start small but be intentional: “Allow students from tier-2 or tier-3 towns into your system. They look for experience and exposure. Not just money, give them the time. Let them observe, and they will be able to learn so much. So allow them into your system without expecting anything. Start small. You are the trendsetter. Give an opportunity for a person who just wants to learn, irrespective of whatever school they went to. Exposure teaches more than lectures. When HR takes the lead, business leaders follow.”

Conclusion: The Future Beyond Formality

As India’s workforce evolves, recognising and legitimising non-formal talent is essential. Organisations must rethink where they search for talent, how they evaluate it, and what workplaces they build. As Niket put it, “Talent lies everywhere. It’s up to you – how do you nurture them, how do you tap into them, and how do you bring them across?” Companies that embrace inclusive ecosystems, alternative learning pathways, and empathetic leadership won’t just address unemployment, they’ll unlock innovation, scale, and long-term economic growth.