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This article focuses on the computer software strategies adopted in developing countries. It has been a big business in developing countries. Many of these countries have cheap, talented labor that finds an easy route into a business that is labor-intensive, has relatively low entry barriers, and has few economies of scale. But this is also a multifaceted business. Extrapolation from the patchwork of incomplete and sometimes uncertain figures suggests these countries exported some $3 billion of software in 1998-99. The export image projected is one of virtual development, in which clients sitting in the West interact with software professionals developing packages overseas. The high profile of India's success makes many developing countries wish to follow in its footsteps. Those who do, however, find difficulties. Inter-developing countries markets are also growing. Africa, Asia, and the Middle East are the target for about 5% of India's software exports, while Korea and Malaysia are outsourcing to countries like the Philippines, China, and Vietnam. The vast majority of developing countries software firms sit in the position-D market segment, largely because it is by far the easiest for them to enter.

The article argues that Indian companies are increasingly hiring labor from the United States. One of the main U.S. exports of the 21st century is likely to be jobs. As the offshoring trend matures, U.S. companies will contract out increasing amounts of white collar jobs. Some Indian firms are now beginning to hire in the U.S. in order to increase their connections. The book "Outsourcing America," by Ron Hira, is mentioned. Indian information technology firm Tata Consulting will begin recruiting American technology and engineer workers.

The article discusses the information technology service provider company UST Global's bold and opportunistic stance to talent development in India since a majority of its workforce is situated in the country. The article further discusses the company's views on hiring employees, developing their skills and talent and helping them progress in their careers.

The article examines how the U.S., China, and India are working to close their workforce gaps. It states that the three countries, which represent the world's three largest workforces, are competing over skilled workers in technology fields. The growth of China and India's cultures, economic statuses, and societies is mentioned, as well as the socioeconomic conditions that has led to a shortage of workers. A history of China's economy is provided in addition to information on issues concerning India's infrastructure and corruption. The author also discusses organizations that invest in systems to create talented workers, known as Regional Talent Innovation Networks (RETAINs).

The article reports on the status of the workforce in India. It states that instead of being the least expensive place to outsource, they want to offer the greatest value. It adds that the demand for workers and the nature of the work resulted to high employee attrition rates in India. Nasscom, an industry group representing the Indian software companies, says the sector will need 2.3 million workers by 2010.

This article focuses on the computer software industry of India. The online brokerage firm Sharebuilder Corp. bought inexpensive customer-relationship-management software from Talisma Corp. in Bangalore, India, saving enough money on the deal to let it use the application to continue to run a call center in the United States. According to the National Association of Software and Service Cos., a trade group for India's IT industry, India's revenue from software sales and research and development increased 30% last year to $3 billion. Established software vendors, including IBM, Microsoft, Oracle, and SAP, already tap Indian talent not just to crank out code but to help design and develop commercial offerings. Increasingly, Indian software entrepreneurs want to put their own companies' names on product labels, at home and abroad, by capitalizing on their country's highly educated and low-cost workforce to build and sell software for everything from back-office programs to customer-facing applications. INSETS: THE UPSHOT;UP-AND-COMERS: Companies with bright futures.

The article discusses the factors that have lead to India becoming the second fastest-growing country in the world. Factors include the growth of the Internet, a young, English-speaking work force with high-tech skills, and a new openness to foreign investment. India's $14 billion luxury-goods market is an indicator of the nation's economic potential.

India has fast emerged as a leader in the information technology (IT) field. This is due primarily because the people of India were quick to realize and act on the potential of IT industries to generate wealth, foreign exchange and employment. Today, the IT industry is a primary factor in India's national agenda as an instrument to modernize India's economy. There is a natural but gradual shift toward IT usage in government and in education. The first time the computer significantly affected the general public in India was in 1986 with the computerization of the nation's railway passenger reservation system. In recent years, however, the power of the Internet and e-commerce has brought IT into the everyday life of India's general public. Indian software exports grew 57% in 1999-2000 and 51% in dollar terms over 1998-1999, while the domestic market grew 45%. Growth in e-commerce solutions rose about 200%; the CAD/CAM market grew 41% and banking software and enterprise resource planning increased 70% and 23% respectively.

The article presents a speech by Manmohan Singh, Prime Minister of India, delivered at the Indian Labour Conference in New Delhi on February 13, 2012 in which he discusses the establishment of employment opportunities for young adult who plans to join the labor force in India.

The article discusses information technology company International Business Machines' (IBM) presence in India. The domestic Indian market is one of the fastest-growing in the world for IBM. The firm now has more employees in India than in any country except the U.S. IBM is doing research and development in India as well as writing software. In 2006 the firm held its annual investors' day in India.

Offers a look at foreign business enterprises in India. Lure of Western businesses to India because of its skilled labor force and its economic growth; Success of the automobile industry in India; Discussion of strategic planning for businesses that wish to enter the Indian market; List of misconceptions about India; Comparison of India to Europe; Report that competition already exists in India; Statement that Western brands have to fight against the brand equity of Indian companies; Report that Western companies will have to innovate demand in India; Discussion of Indian business values and traditions.

As 2004 began, there was no shortage of good economic news for India. In the third quarter of 2003, gross domestic product grew at an annual rate of 8.4 percent. Foreign-exchange reserves stood at record levels of more than $100 billion; the stockmarket had recorded its biggest annual rise in 12 years; inflation and interest rates were low; the current account was in balance. China next door was booming, and for once this was seen as an opportunity rather than a threat; and the globalization of services in international business played to India's strengths. Unsurprisingly, India's finance minister, Jaswant Singh, says that the fundamentals of the Indian economy are better than ever before. Much attention was given to a forecast published in October 2003 by Goldman Sachs, a United States investment bank, for Brazil, Russia, India and China, four large developing economies. It predicted that, over the next half-century, India will continue to average annual growth of more than 5 percent. The most fundamental long-term reason for optimism is demographic. More than half of all Indians are under 25 years of age. The fall in interest rates has come as the currency, the rupee, has broken with its traditional steady depreciation against the dollar.

The article provides information on recruitment and retention concerns of rural medical health workers and government perspectives. Topics discussed include release of report entitled "Rural Mental Health Professionals" released by Ball State University; promotion in workforce recruitment; and innovative methods.

The article discusses the concept of workforce for the young talent and workers in India. Topics mentioned include recognition of the employees for their success, the influence of a shift in the culture within the workplace and the employee's engagement and retention on learning and development of their career.

The article discusses the increased usage of herbicides in India. It mentions that due to the shortage of labor for agricultural operations use of herbicides has increased in Indian agriculture. It informs that the crop protection industry in India will progress due to several reasons including low crop yield, enhanced outsourcing by foreign companies and low usage of agrochemicals. It reports that the use of herbicides and fungicides is around 22 percent each in 2013.

This article reports on economic growth in China and India and speculation as to which country will edge out out the other in 2011. The article discusses national accounting, gross domestic products (GDP), and central banking in the countries, as well as their populations and labour forces. Information is also provided on the Chinese energy industry and India's infrastructure.

The article reports on the progress in reducing child labor in India. It states that, due to poverty and the scarcity of high-skilled jobs, rural children have to leave school early and join the workforce, earning what little they could to help feed their families. However, technology-based industries are growing quickly around the country and are desperate for educated workers. Newly available jobs in software design, engineering, and communications promise young people the lifestyles that they could never achieve with manual labor. With this development, school enrollment in the country has consequently made a boost.

The article discusses the findings of the global "Leaders in Transition" study of Development Dimensions International (DDI) Inc. It reveals that India and China are suffering from widening gap between the demand for leaders and supply of workers. It also shows that promoted leaders fall short due to the successive transition that are demanding and ambiguous to corporate agenda. Furthermore, most organizations do not undertake actions in the promotion of right leaders, while leaders are looking for skills that could make them better than others. It suggests organizations not to rely on past performance in the prediction of the candidate's ability.

This article discusses the consumer market in India and the response of India-based businesses to their home markets. Indian business has begun looking at small villages not just as a potential market, but as a vital and neglected part of its supply chain. Corporations have begun developing plans to create nationwide retail network with a distribution system to supply it. Satellite television, mobile telephony and slowly improving roads are nibbling away at the rural-urban divide.

This article discusses an increase in Indian manufacturing and its effects on the country's job market. Indian manufacturing corporations, which grew exponentially during the 1990s, have begun to reorganize their workforces. Executives of these corporations have begun to realise that India can not be a success relying on cheap labor to produce cheap goods. They have started investing in new technologies and creating white-collar, technically adept corporate teams instead.

The article discusses outsourcing. Last month the McKinsey Global Institute, the consulting firm's internal think tank, published a report on the subject called "The Emerging Global Labour Market". Extrapolating from a study of eight industrial sectors, the institute calculated that in 2003 there were 1.5m service jobs outsourced abroad from developed countries. By 2008, it reckons that number will have risen to 4.1m. To set that in context, it points out that "an average of 4.6m Americans started work with a new employer every month" in the year to March 2005. Although India is undoubtedly the biggest recipient of offshoring jobs, developed countries too rank high on the lists. Among the ten fastest-growing exporters over the period were Estonia, Ireland and Sweden, all of them now member states of the EU. "European firms," says the OECD, "tend to offshore within Europe". Limits to the growth of offshoring are already appearing. Technology, which made it possible to shift such work abroad in the first place, is now helping to bring it back. Banks are starting to use automated call centres. Then again, says the McKinsey Global Institute, if current demand continues, the supply of suitable labour in the popular cities of Prague and Hyderabad will run short by 2006 and 2008 respectively. The demand for engineers from Britain and America alone, it claims, will use up the suitable supply in all of China, India and the Philippines by 2011. According to the OECD, close to 20% of total employment in the 15 pre-expansion EU countries, America, Canada and Australia could "potentially be affected" by the international sourcing of services activities.

Reports on the status of employment in Bangalore, India. Job creation of engineers; Likelihood of foreign investors to open companies in the country; Factors contributing to the increased demand for engineers.

In 2003, India seemed in a sorry state. One year on, in the phrase of its government's propaganda campaign, "India is shining". The risk of war seems remote and a historic settlement with Pakistan seems possible. After a dozen years of opening up and liberalizing, India's economy is still relatively small by global measures. On one estimate India's labor force will expand by 50 percent more than all of East Asia's put together. Without further structural reform, such a growth spurt seems unlikely. But this survey will argue that this is indeed a moment of shining economic opportunity for India, and that if Prime Minister Atal Behari Vajpayee's Bharatiya Janata Party succeeds in leading its coalition to another election victory, it should be better placed to take advantage of it, and pursue the necessary reform, than has been any government in recent years.

Delves into the employment situation in Mumbai, India. Impact of the globalized economy to employment status of workers and establishments; Issue of the growing inequality between the rich and the poor; Suicide committed by many farmers in India, Pakistan and Sri Lanka due to financial problems.

Reflects on political talk about unemployment and questions if the need for jobs is a foreshadowing of what globalization will do the American middle class. Two ways of looking for remedy on joblessness; Jobs that may be sent overseas and those that should not; Consideration by International Business Machines (IBM) to shift white collar workers to India in order to pay lower salaries; Redefining work as buying and using things up; A chart of where the jobs aren't.

The article discusses the potential for a surplus of labor in India. By one estimate India's labor pool could increase by up to 110 million people during the next ten years. Although the Indian service sector will employ a portion of those, manufacturing will be challenged to absorb the remainder due to an emphasis on technology over labor, as well as laws that discourage hiring.

The article reports on the progress of Chinese outsourcing providers. Figures from the Department of the Foreign Investment Department under the Ministry of Commerce showed a 32.5 percent year on year increase in international outsourcing services worth 2.56 billion U.S. dollars from January to June 2009. The cited advantages of China over India in the outsourcing sector are its solid infrastructure basis, a growing market that appeals to investors, and the expansion of its pool of highly qualified English-speaking personnel.

The article reports that leading organizations in India have become models for managing talent. According to author Vivek Wadhwa, India adapted the best workforce training and development practices from the U.S. and Europe and developed a surrogate education system. It is noted that companies managed to succeed despite talent shortages and skills shortfalls given the right training and development. In fact, many Indian companies have mutually beneficial relationship with private academic institutions.

The article discusses India's economic transformation, which has brought the country a large influx of money and foreign investments after stifling government regulations were lifted. This rapid growth may be hurt by a shortage of skilled manpower that is fit to work in the country's high tech industry.

The author reflects on the prevalence of software piracy in India's economy. According to Microsoft chief executive officer (CEO) Steve Ballmer, piracy is holding back the economy of the country. However, this could be alleviated through the creation of 50,000 new jobs. It is anticipated that the Americans would be losing their jobs if the company will lessen its employees. Ballmer implies that Indians would be paid for their software, then the money would create Indian jobs.

The article discusses the talent crunch, particularly for managers, in the high technology sector in India. India offers the best talent-to-price ratio, but suppliers admit it is getting difficult to find and keep the right people, especially at the management level. The country produces 400,000 technically trained graduates yearly, but many are deficient in areas of specific technical skills, teamwork, and language.

The article reports that IBM Corp. faces shortage in employees for its expansion in Bangalore, India. The information technology company needed an enormous number of people to be part of its workforce. Despite of the big number of engineering and computer science graduates yearly, only few of them have the capacity to handle complex problems in the business.

The article focuses on the response of the readers of "Information Week" to the article about the growth of the technology sector in India. Some said they like the cover story about the technology sector in India. Some readers were furious about the impact of India's technology sector on the U.S. job market.

This article discusses the changing role of the business sector in light of the HIV/AIDS pandemic as of September 2004. Some industries, such as the oil and extractives field, have reported that as much as 25 percent of their work forces have been infected with HIV. In addition, the escalation of the disease in the world's fastest growing markets--including China, India, and Russia--threatens both those countries' economic potential and their political stability. Recognition of these facts is motivating multinational corporations and small- and medium-sized enterprises to become involved in the fight against HIV/AIDS, not merely for reasons of good corporate citizenship but increasingly out of a more comprehensive understanding of corporate self-interest. Even workplace AIDS testing and counseling programs have been implemented, business leaders are forced to admit that the utilization of HIV services by employees remains low. Led by over 170 international companies, the Global Business Coalition on HIV/AIDS (GBC) has worked with the United Nation for the last year to officially change policy and move away from strictly passive voluntary testing and counseling to an approach that routinely offers and recommends testing. Following the announcement of that change, the GBC launched a global campaign to increase demand for and provision of testing and counseling services. Funding for these efforts has increased significantly, and the GBC is seeking the renewed support of business and community leaders, reductions in drug and diagnostic pricing, and the integration of private and public delivery of healthcare services.

This article discusses how offshoring is working for American companies but not so for German firms. No word scares the world's hand-wringing professional classes so much as "offshoring". Just compare Germany and America. According to a new study from the McKinsey Global Institute, every dollar of corporate spending shifted offshore by an American firm--mostly, now, to India--generates $1.13 in new wealth for America's economy. Moreover, says the study, America's economy is more likely to benefit from all those Indian body-shops buying American products, ranging from Dell computers to the Coca-Cola that fuels programmers' late nights. And American shareholders are more likely than German investors to have a stake in an Indian offshoring company, further increasing America's gains.

Comments on the increased outsourcing of technology jobs in India. Observation of risks and benefits from acceptance of globalization; Example of the truncation of the engineering staff at Brecis Communications.

Developed nations face a severe labour shortage in the decades ahead, says a new report on the economic impact of aging; meanwhile, emerging economies will have more workers than they need. In the next 30 years, India expects to add 335 million workers to its workforce. That figure approaches the total number of working-age people in the EU and the U.S. combined in 2000. For Japan to make up for low fertility rates in the long term, it would have to increase immigration 11 times over existing rates. Both Germany and Mexico have working-age populations of about 50 million. By 2030, Mexico will have twice as many working-age people as Germany.

Notes the establishment of call centers in India, as of spring 2000. Reasons for their proliferation in India, including low-wage English-speaking labor; Ravi Sikund's establishment of a training school to teach call center personnel to speak like customers in Great Britain or the United States; Skills that will be taught; Salaries.