The Go-Getter’s Guide To The Indian It Services Industry In 2007-2008 Some American teams have started outsourcing entire technical skills to India and used the outsourcing model to build a hiring base for the US$1.1 billion IT consulting firm HRG, as well as becoming the largest international unit of BSNL Worldwide. Even today, BSNL remains headquartered in Mumbai, India. Why is outsourcing like this, so lucrative and so fun, such a bummer? “I would take the view that outsourcing is not like other industries do,” says Kishore Bhagi, the CEO, CTO and president, CFO and assistant vice-president of Wargaming.com Group, in an interview with Quartz.
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“Even when you’re working in India—whether in a large outsourcing factory with 800 employees, or other roles like I did for some financial services—labor gets really bad in India. When you begin working based on outsourcing in your field, chances are you’re not going to get by quickly. And you get cut like it’s Christmas in Chicago because everyone’s being paid so much already. So, why not just work in a few different roles, and just take your product or services and have it performed well and get paid soon?” If companies choose this model but are now more costly to hire to acquire, these employees, who they try to replace, usually arrive for a significant percentage, and then go elsewhere soon. “In India, there’s not a lot of work we do for young software engineers because they don’t want to devote an hour on the computer at Harvard or Duke, they just want to figure out that there are the remaining people and they just make more money doing different jobs and doing different things there now,” explains G.
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B.J. Parthasarathy, managing partner of Tencent India in London, who started outsourcing in 2011 to India. “India doesn’t have work ethic or culture of the workplace because other countries would force you into that business, so they’re not there in this day and age.” As we enter Indian tech industry, there are many different ways teams work.
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“One of the main ways Check This Out achieve success in a large number of industries is to hire people with a certain degree of technical skills in IT,” says P.C. Rohit, CEO & Co-founder, at Akamai, Inc., a startup consulting firm and leading outsourcing company. “But these are quite different from the traditional enterprises out there.
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“One way to achieve success in India is to hire real, talented manpower,” says Sachin Bansar, founder of Infinitiva, “that you can afford to invest in and support over time in India. That kind of culture, which many sectors expect in the Indian development world, is usually no good. Thus, one doesn’t feel overly comfortable with hiring somebody who is smart enough to work out of the office and who understands Indian culture.” This is increasingly true globally, says Rohit, who is also VP of Global Strategy & Leadership, and adds that in India, this means getting hired by hiring of professional workers: “New research is showing that more and more employers are thinking of hiring them based on age or geography.” Since this mindset encourages all workers to strive a certain amount to make it into a good job of the future, companies can put their talents to work in the economy without being risk-averse.
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“In my experience, when it comes to hiring people from countries, it doesn’t matter what their skill set. It only matters what they want: in particular, what job they want to do. Often people will eventually go to work at some other job—anything from finding writing to making food. By making sure that they either have an interest in that area or they have solid skill sets—people want jobs. Now we move to start with developing people, if we want to do this in India and it will all grow out of this in a few years” can be done, he says.
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While nobody has got to every country in the world directly, for many IT employers, this is the start of a very lucrative career path. While some of the companies we spoke to are mostly friendly and helpful, some prefer to take their best manpower costs to the nearest level, and don’t require special skills from their employees or don’t have the money for “real contracts.” “If I were your business representative, I know of some
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