Monday, October 16, 2006

Nasscom predicts shortage of 300,000 skillled personnel at the middle level in the field of IT by the end of the current fiscal year

IIPM PUBLICATION
As recent as in the previous quarter, IBM announced its decision to invest $6 billion in India to integrate service solutions and bring down operation costs. This after having already invested more than $2 billion over the last three years. From a workforce of 9,000 in 2004, IBM has now grown up to 43,000 (while shedding around 14,500 jobs in Europe) – India now is its largest outsourcing hub. These initiatives come after all the major companies like Microsoft , Intel and Cisco have already individually announced India investment plans in excess of $1 billion. On the flip side, getting the desired manpower still remains a herculean task for this sector. Even though India produces 500,000 engineers per year as compared to 75,000 produced by America, Nasscom predicts a tremendously debilitating shortage of 300,000 skilled personnel at the middle level in the IT sector by the end of the current fiscal year. And with the likes of Infosys (58,000 employees worldwide) and TCS (who’ve already crossed a headcount of 60,000) competing with international giants for recruiting quality manpower, the cliched worry, that India will never be able to significantly move up the IT & ITeS value chain, is coming out to be true, faster than expected. This clearly proves that urgent intervention measures are required at both the policy level (from the government) and at a public-private partnership level (with the likes of NIIT, Mindmine contributing middle and lower level skilled staff ).

All said and done, the promising scenario in the Indian IT sector, at least with respect to revenues and profits, holds good not just for the biggies, but also for the mid-cap companies. As Nandan Nilekani commented to B&E, even though “India stands at the cusp of history,” only if policies are pro-actively modified to support the tremendous growth potential, will India be able to exploit the advantages!

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IIPM Editorial, 2006

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