India's salary growth threatens outsourcing

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SPECIAL REPORT
India's salary growth threatens outsourcing
Mike Yamamoto
Staff Writer, CNET News.com
Rises in the wages paid to Indian IT workers could lead to the country pricing itself out of the offshore-outsourcing market

The US technology industry's demand for offshore services is apparently beginning to drive up pay rates in India, raising questions about the long-term benefits of outsourcing work to that country.

Information technology workers in India reported double-digit salary growth in 2003, according to recent research, while pay for similar work within US borders has been relatively stagnant if not declining. Although India's salaries generally remain significantly lower than US averages, the narrowing wage gap and other unforeseen factors are leading at least some American companies to reassess the cost savings to be had by sending work offshore.

"Expectations about the benefits of outsourcing are becoming more realistic," according to a report by DiamondCluster International, a consulting firm, which recently released a survey of more than 180 companies involved in offshore outsourcing. "Most buyers in the previous study expected gains in efficiency in the range of 50 percent. Today, those expectations have declined to 10 to 20 percent."

India's wage inflation, which approached an estimated 14 percent last year, is a natural byproduct of a classic supply-and-demand scenario. Although projections for outsourcing remain highly speculative, Forrester Research has estimated that 3.3 million American jobs will be moved to other countries by 2015. But as far back as a year ago, India technology trade association Nasscom (National Association of Software and Services Companies) was already concerned that India would fall short of demand for workers by as many as 235,000 professionals.

India quickly became the outsourcing nation of choice for US companies years ago because of its abundance of engineers, large English-speaking population and historical ties to Western countries, as well as its relatively low labour costs. So it is understandable that wages there would eventually rise as demand increased, especially as the expanding technology market has created new prosperity and begun to raise the cost of living in some parts of the country.

"If you had to come to Bangalore today, you would see very significant signs of development, a lot of new construction, a lot of young people, a lot of energy, a lot of shops and restaurants," said Nandan Nilekani, co-founder and chief executive of Infosys Technologies, in a recent interview with ZDNet UK sister site CNET News.com. "I think you get a sense of economic vitality that can largely be traced to the IT explosion."

India reported gains of 12.8 percent and 13.7 percent last year for positions in categories labeled "IT solution provider" and "software development," according to an annual Asia-Pacific survey of more than 500 companies by Hewitt Associates, an international business consultancy. The numbers, which reverse a six-year decline in pay raises in India, are far more than any increases reported among other nations surveyed.

By region, India's highest increases were reported in Chennai, at an average of 13.5 percent, followed by Bangalore, with 12.5 percent, and Kolkata, with 11.5 percent. For 2004, the study predicts that average wages will rise again, as much as 13.4 percent.

Choosing China
Though it is too early to predict any sort of bubble on the horizon, the rise in India's salaries could prompt more US companies to consider other parts of the world, where wages are far lower. Indeed, even some Indian companies have begun offshoring their own work to China.

"Tata Consultancy Services, one of India's four largest exporters of software, has begun to offshore its staff," the American Electronics Association says in a new report. "By 2005, TCS plans to have 3,000 software engineers in China, or 15 percent of their global work force."

China's universities, like those in India, award more bachelor's degrees in engineering than their counterparts in the United States. Yet China's wage growth rate for technology jobs was about half as much as India's, according to the Hewitt study. US pay rose 3.3 percent to 3.5 percent, the lowest increases ever recorded for American technology positions in the annual survey.

Adopting the Indian perspective
Design outsourcing relationships that yield long-term ROI
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Greenspan warns against fighting outsourcing
US 'risks losing No. 1 ranking' – Barrett
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Lastminute.com outsources to Argentina
Pros and cons of outsourcing email
Security -- can you afford NOT to outsource it?
Putting the pressure on outside suppliers
Services megadeals not quite so mega
A clause for alarm
During the past six months, outsourcing has somehow transitioned from being a rather unremarkable business tactic to a political hot potato. This has been driven principally by the cataclysmic explosion in 'offshoring' -- effectively outsourcing to another country to take advantage of cheap labour. There is a lot of strong feeling in the US and the UK on the relative merits of this practice; not least from the thousands of call-centre staff who've had their jobs relocated to Bangalore and alike.
But offshoring isn't just about call centres; leading UK travel portal Lastminute.com recently took the rather maverick decision to outsource its core Unix and database administration to a group of ex-public sector tech worker in Argentina -- a country not know for its IT prowess but with a decimated economy and a handily large percentage of the populace with dual EU passports.
But the use of cheap and undoubtedly skilled labour from less economically endowed countries is not a new phenomenon for the IT sector. The programming skills of the inhabitants of Bangalore -- India's alleged Silicon Valley but with presumably more Poppadoms and less Doritos -- have been exploited by the US and European tech companies for years with little outcry about a 'brain-drain'.
Offshoring aside, there are some perennial issues pertinent to any outsourcing discussion, such as service levels, trusting an outside organisation with precious data or indeed an entire IT operation, the tricky tendering issue, and intellectual property rights. But the public sector probably deserves a chapter all of its own. Close inspection of most outsourced government IT projects should provide a staggeringly educational example of what not to do. So to guarantee a successfully outsourced project, think yourself into the shoes of a public-sector manager and do the reverse of your natural instincts.

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