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This article looks at Central Europe's intelligent and low-cost labor pool. This area of Europe has emerged as the low-cost manufacturing zone of the continent. Moviemakers are also finding that not only is the labor cheap, but the workers are also very intelligent. The area with its highly skilled workforce is becoming the next outsourcing haven behind China and India. American companies noticing they were getting applications from qualified Bulgarians, opened offices in Bulgaria.

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.

Jobs that stay put are becoming a lot harder to find these days. U.S. companies are expected to send 3.3 million jobs overseas in the next 12 years, primarily to India, according to a study by Forrester Research. More and more of the jobs that are moving abroad today are highly skilled and highly paid--the type that U.S. workers assumed would always remain at home. Businesses are embracing offshore outsourcing in their drive to stay competitive, and almost any company, whether in manufacturing or services, can find some part of its work that can be done off site. By taking advantage of lower wages overseas, U.S. managers believe they can cut their overall costs 25% to 40% while building a more secure, more focused work force in the U.S. On the other side of the world, though, educated Indian workers are quickly adjusting to their new status as the world's most sought-after employees. They have never been more confident and optimistic--as Americans usually like to think of themselves. For now, at least, in ways both tangible and emotional, educated Americans and Indians are trading places. INSET: Playing the Savings Game.

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.

Increased demand for IT outsourcing in India is creating a competitive market for IT expertise that's pushing salaries up and cost savings down, according to an exclusive survey of 150 IT executives. By 2007, there will likely be a talent shortage. Savvy companies understand the implications of these changes and are rethinking their outsourcing strategies. [ABSTRACT FROM AUTHOR]

This article looks at the increasing competition for outsourcing work from the U.S., Europe, and Japan. Other countries such as Russia, Egypt, Argentina, and Vietnam are anxious to reap the same benefits as India. Many large developing countries like China are looking to parlay low wages and plentiful labor into jobs. The new jobs indirectly create many more other jobs and give an impetus to improve schools and training.

Jobs that stay put are becoming a lot harder to find these days. U.S. companies are expected to send 3.3 million jobs overseas in the next 12 years, primarily to India, according to a study by Forrester Research. More and more of the jobs that are moving abroad today are highly skilled and highly paid--the type that U.S. workers assumed would always remain at home. Businesses are embracing offshore outsourcing in their drive to stay competitive, and almost any company, whether in manufacturing or services, can find some part of its work that can be done off site. By taking advantage of lower wages overseas, U.S. managers believe they can cut their overall costs 25% to 40% while building a more secure, more focused work force in the U.S. On the other side of the world, though, educated Indian workers are quickly adjusting to their new status as the world's most sought-after employees. They have never been more confident and optimistic--as Americans usually like to think of themselves. For now, at least, in ways both tangible and emotional, educated Americans and Indians are trading places.

Examine the growth of outsourcing services in Pakistan. Efforts of industry leaders in Pakistan to develop technology outsourcing services similar to those in India and Southeast Asia; Advantages of India in developing a outsourcing industry, including a high number of English speakers and low labor costs; Assessment of Pakistan's growing software and information technology industry; Challenges to developing an outsourcing industry in Pakistan, including national security and labor shortages; Strategies used by industry leaders to develop outsourcing services for Western countries.

Examines the labor supply in the outsourcing industry in India. How the growth of outsourcing contracts has left the industry short of certain workers; Higher wages and lavish perks which are being used to attract and keep skilled personnel; Expectation that the need for workers will double in the next 3 years; Increase in salaries since 2000 which have been partially offset by lower costs to the companies; Example of the perks available to attractive employees.

Provides observations about the impact of corporate profits and the stock market on job growth in the United States. Consideration of the rise in the household employment survey in 2003; Suggestion that the creation of jobs may be delayed as a result of the weak performance of the labor market; Changes in the business cycle due to the failures of the telecommunication and high-technology industries; Suggestion that chief executives are hesitant to invest in technology firms; Impact of the outsourcing of industries to China and India.

Despite talk during this year's presidential campaign about the need to cut back on the amount of work— and therefore jobs— outsourced abroad, commentators predict that outsourcing will continue to grow steadily. India's big labors force, well versed in English and with high levels of technical expertise, combined with phenomenal growth in the IT sector and a conducive economic and statutory framework, have made the country a prime outsourcing destination. This boom has turned India's software and services export business alone into a $12.5 billion industry. India's IP legislation has changed considerably over the past three years. INSET: The rise of outsourcing.

The article discusses a labor shortage among outsourcing firms in India. Although 400,000 engineers enter India's work force annually, only about 80,000 of them are considered qualified to work in the industry. As a result, companies such as MindTree and InfoSys Technologies find themselves competing for workers, driving up wages in the process.

Deals with the growth of outsourcing activities in Africa in 2006. Expected increase of outsourced agent positions in Africa from 2005 to 2010; Factors that drive international companies to outsource agents from Africa; Latest developments in outsourcing activities in India as of 2006.

Focuses on India's information technology industry, and investor interest in the industry. Growth of India's software-services exports, as of March 2000; Impact of industry growth on the growth of India's middle class; February visit of United States Treasury Secretary Lawrence Summers; Impact of the availability of inexpensive skilled labor on outsourcing for multinational corporations.

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 on the increasing number of Indian software-writing companies, including Infosys Technologies, Wipro and Tata Consultancy Services, that are hiring in the U.S. Wipro, which expects to open two centers in the U.S., focuses on increasing its non-Indian workforce from 2.5 percent to 10 percent within a few years. Tata, which has an American workforce of about 10 percent, plans to hire 2,000 more Americans by 2010. U.S. employees are becoming an attractive option due to economic factors, such as the weak dollar.

The article reports development on the animation industry in India. Animation industry in the country acquired positive response from the people as it was able to compound an annual growth rate of 30 percent per annum and assures lots of action from leading design specialists. Moreover, the numerous English-speaking workforce contributed to the success of the industry since the job requires employees' familiarity in the English language.

The article reports on A.T. Kearney's survey revealing that India remains the world's number one choice as an offshore services location. The survey compared the financial attractiveness, people skills and business environment of 50 countries. According to A.T. Kearney, India remains to be the number choice because of its asset, particularly its educated labor force and low labor costs.

This article reports that Wales has emerged as the latest country to promote itself as a low-cost site for companies looking to outsource or relocate information technology (IT) and business process functions. Experts at a round table hosted by the Welsh Development Agency said Wales boasts a high-tech workforce, generous subsidies and grants, and average salaries 15 percent lower than those for the same roles in the South East. According to Kevin Radley, chief operating officer at IT service provider LogicaCMG, the region complements rather than competes with lower cost locations in India. Wales' near shore location makes it easier for firms in the South East to monitor the performance of their outsourcing provider compared with sites in India.

Reports that India is beginning to see a shortage of skilled labor in its back-office outsourcing industry and could fall short by a quarter million workers in four years. Problem with the quality of the labor force; Fraction of the graduates that are ready to be employed in the outsourcing industry; Lack of communication skills, knowledge of international practices and advanced computing skills in the applicants.

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.

The article discusses Wells Fargo & Co.'s decision to open a technology center in Hyderabad, India. The company is known for keeping their technological work in the United States. The bank's senior vice president for its technology information group says the move is not about cheaper labor but rather being able to grow in the future. He states that Wells could not find the necessary workers within the U.S. and that none of the jobs within the country will be affected by the expansion into India.

The article offers information on the results of a report released by Frost & Sullivan on the global shared services and outsourcing market. It says that the worldwide outsourcing market is expected to increase by over 50 percent from $930 billion in 2006 to $1,430 billion in 2009 as companies continue to seek cost reductions and benefits of scale. It states that India remained the top destination for outsourcing due to its low labor cost and abundant supply of skilled manpower.

The article discusses Fidelity National Information Services Inc.'s decision to expand operations in India. Fidelity announced that its March 2007 acquisition, Second Foundation Inc. will serve as its captive offshore unit, Fidelity Business Solutions India Private Ltd. Fidelity hopes to use India's low-cost work force to expand services for mortgage lenders.

The article reports on the plan of Capgemini SA to double its workforce over the next 18 months in India. The plan is an effort to make the country a hub for delivering offshore information technology and business process outsourcing services to corporate users. At present, the company has 4,600 staffers and will increase its head count to 6,000 by the end of 2006 and to 10,000 by the end of 2007. The Indian operation of the Paris-based Capgeminni is its largest offshore unit and has already showed a growth of 80 percent annually.

The article reports on the lack of technical manpower that have been created because of the fast software development outsourcing by U.S. and European companies in India. It has been fond out that looking for skilled information technology (IT) professionals is not a problem but retaining employees is a problem of most companies. However, companies try to manage the problem by limiting their in-house software development. Furthermore, companies hired IT workers with skills in IT infrastructure and application maintenance.

This article focuses on the prevalence of electronic companies outsourcing in India, as of May 2004. STMicroelectronics allegedly set up its first offshore design center in a far-flung, exotic locale, Boston, Massachusetts. It was the 1970s, and the Geneva-based company was just beginning to expand beyond its home base in France and Italy. In a statement issued by Andrea Cuomo, corporate vice president for advanced system technology at the company, the company first went to the U.S. and then to Germany, so it could understand the markets and the customers. For similar reasons, and also to reduce costs, STMicroelectronics set up a design center in Noida, India, in the early 1990s. Allegedly, the company underscores a fundamental truth about the offshore trend, which is that it is a global and not strictly a U.S. phenomenon. The Europeans and the Koreans have set up design and manufacturing operations in India. Even the Japanese, long protective of their markets, are interested in China and India. In addition, popular backlash against the offshore trends is also not strictly a U.S. phenomenon.