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Changed World For Indian Job Aspirants And Career Seekers


The new "Globe"

Global public and private sector careers.

Software industry careers.

1975 – 2035: Global Job Opportunities for Indians: Changing Landscape

Last 40 years of sustained growth of Indian economy has created a very colorful and vibrant “global” country out of India that now boosts of highly educated, multi-talented and multi-disciplinary “global” citizens class of human resource ready to take on even the most mightiest of the projects, the ones which would connect and build the new 'Globe” out of our planet “Earth”.

At home mega-projects and state of the art technology initiatives, whether they were in infrastructure development & construction or digital & e-initiative, have created impact and added positive points of growth to economy. Alongside import/export zones development, pharmaceutical research, drug production, financial sector's growth, de-regulation and opening up for FDI has created modern corporate infrastructure with very good job markets and careers. Technological advancements in crude to petrochemical products' refining and export of gem and jewelry products have created global business and helped sponsor development of shipping and receiving capacity. These economic advancements have improved Indian's employment situation only at home but worldwide.

Business participation of Indians in international/global economy has been commendable and Indian academic system's educated doctors and engineers have added value to science, medicine and technology development worldwide. Other successes have been integration into global finance, value add to world-bank sponsored economic growth model for new developing countries, new standards in educators & administrators education, improvements in healthcare and human resource development etc. New priorities of central government such as agri-business and water resources development, megacities management in smart ways and green initiatives in production and construction would certainly further India's position in ranks and orders of world technology leaders. This new economy would certainly add modern and better careers and jobs for aspirants whether young or old.

Every society is different and every culture is different. However an open-minded, broad-view and allrounder person should and would thrive in any social setup or culture whether it is office, community or foreign country. I am myself an Indian and I love my hari-subzi-with-desi-ghee-in-it (Indian cooking of green leafy vegetables). I like Tuesday's Hanuman Prasad (some hindu religious activity every week). I don't hate local dialects (i.e. Haryanavi) and I comply with job selection exams, job advancement studies and skill-set development programs. These likings of mine wouldn't make me an unwanted citizen, employee or person anywhere on this planet. This is a fundamental principle thinking I deeply believe in. And most of the modern job aspirants generation of today's India would have similar traits, bindings and likings.

The world has changed quite a bit over last forty years. World powers are different now and so are top economies of the world. Center of innovations are different as well. Some of the highly noticeable changes are:

  1. New top innovators: China and India well in

  2. New top growth: Developing countries showing 10% +/- per annum growth vs. developed countries' growth of 2-3% per annum

  1. New top economies and zones: 5 zones over just one mega zone 40 years ago “The West”: Bigger China & Subcontinent India (Cultural economy of them is even bigger, large emigrant population base), Europe, USA and fragments of USSR

  2. New means of transportation and social connectivity: New communications\ tools such as twitter, skype, messenger over old world telephony and 10x growth in air and international travel, high speed and metro rails networks all across the world

  3. New “peaceful” zones and new “war” zones: Last 20 years of “war torn” middle east vs. peaceful Japan, China and India

Many countries of the world now have “middle” class economies. In the last 40 years, major activities and economic “business” growth of middle class has been in following areas:

  • Sports healthcare and education

  • Media and entertainment

  • Telecommunication services especially cellular telephony

  • Urban growth and new retail

Newly built economies and economic sectors have created new career choices and jobs. Young graduates/aspirants of today have plethora of choices in front of them when it comes to career and job selections whether it is choice of work stream, geography or work conditions. There are many choices now in options for education course work too and in type of job categories whether your preference is public, private or physical labor based industrial jobs sector.

Public and private sector careers and career planning

Even before you think about future job or job search, you have to plan your long term career. There are many choices to choose from. At high level, one might have preference for public service career over private company career. One might even choose more hands-on but low education and expertise career over reasoning and research high expertise and education careers. Public sector career needs and career growth is very different from private sector's careers. Some of the differences are as follows:

Public sector talent bench-marketing (broad-base and big employee pool):

Usually public sector employee base is broad and jobs requirements are normalized for statewide and nationwide hiring. “General” hiring profile is well researched and career growth is based on standards. It is usually bar-based and time-bound as well. Important items to look for are:

  • Job grades and needed skillsets

  • Years in skillset

  • Salary range of grades/by years

Private sector talent bench-marking (corporate, company and office base):

Private sector career planning is even more challenging and complex because there are thousands of organizations out there each with its own flavor of managing resources, staffing and rewarding. And also there are thousands of career flavors on top of that. Instead of job grades and years in job other more complex career and job skills bench-marking criterion become more important. Some high level “ideas” to ponder are:

Corporate needs:

Resourcing needs for corporate goals and initiatives mostly fall in following two categories

  • Organization/workstream needs: Products, engineering

  • Business needs: Results, customers, brand

Company needs:

Company needs for departmental work would sought for core expertise in line work eg. For engineering work resource development would need calibration on

  • Horizontal Skill-set: Needs and methods

  • Vertical Skill-set: Theory and data

Office needs:

Office needs for “social” circle development in workplace mostly fall in following categories

  • Personal links

  • Social links

  • Connectivity and access to resources

  • Perks, awards, rewards and packages

  • Reporting and reports

Some of the career management tools and human resource management philosophies that I found interesting and I think could be used for recruiting, staffing and smoothly running your public sector or private sector office (eg. Technical organization) are covered in following sections:

  • Engineering skillset definition and development for long-term staffing

    Rewarding core engineering skills such as attention to details, visioning, spatial thinking, multi-field and multi-disciplinary connectivity, product and process approach, phasing, both detailed and summarized communication, research and reasoning, experimenting, analyzing and solving problems would help create good and skillful technical organization. These skills can be put in following four main big “skill buckets”:

    1. Needs

    2. Methods

    3. Theory

    4. Data

      A technical resource can be rated by calibrating his or her development on these four core dimensions of career benchmarking.

  • Organization development & messaging of management theme

    This would include core definition of business needs, human resource needs, brand and product needs, shareholder and stakeholder needs etc.

  • Reporting hierarchy development

    Activities such as task inventory management, organization design, manpower and workforce planning, staffing, caring and rewarding would come under this label.

Diagram below summarizes dimensionalities to ponder in context of building a technology development company, when it comes to:

  1. Career growth of common employees

  2. Corporate, company and office staffing

  3. Organization development & messaging of management theme

  4. Organization design

In software development world, whether it is “Law of large numbers - farming” end of software development life cycle hiring or it is “selection of small group - expertise” end of entrepreneurial setting's hiring, career dimension needs of experience and education mostly stays constant i.e. needs, methods, theory and data expertise levels. Only the direction reverses based on organization type as shown in above diagram.

Here is a table that outlines main career dimension needs of seven different levels in software programming skills benchmarked on education and experience. Unless you want hierarchical organization and can employee seven different experts on seven skill levels, you would have a search in your hand and you would have to find right skill set development, education and experience levels in your “future” employee through your screening process and then hire allrounders with broad skillsets. Here is a table with 10 possible skills set levels needed for software business/consulting organization:

Software Development Skills “Levels” Table:

Programming Skill Level


Engineering Career Dimension


Electronics programmers: Command “send and receive” level (Scripters)

Command & Control: Community college level programmers: Basic procedure's scripting, configure/unconfigure



Scripts programmers

Program: Programming language expertise-control flow: Python/TCL/C++/C




Software: Use of data structures and algorithms, computer science and engineering – “IIT level”



Software developers

Software Development: Software engineering education (libs, modules, subsystems, automation, use), masters level in programming and system design – “international” exposure



Software system developers/architects

System Software: US top 100 class system designers (GUI, web interface, user interface/usability, testability, debuggability, memory management, mission critical use)



Platform and global solutions developers: distributed systems, multi-node communication platforms, standards & protocols, architecture

Software Platform/Solution: US top 10 - Ivy league class software architect level/”competitive” software solutions architects (factory or industry mode software development, multi-site development, make, manufacture, release, install, license)



Shared software development, open source use, secure software development, multi-country use software & software development

Global Software Product: Partners, legal, laws and regulations, security, export/import, hosting, globalization, internationalization, localization, bundle, envelop




Strategy, planning, deals, sales, marketing, pipeline, operations, reporting, financial data and control




Professionalism, reasoning and research, attitude and aptitude, social context




Management analytics and reasoning, ownership, engineering reasoning and analytics


This table can utilized for benching skill-sets and expertise in following projects delivery (Business Case) in “staffed” team setting and in capacity enhancement “consulting” team setting.

** A staffed team with 2 team leads and 5 analysts that works on a level 3 software's development would only be priced at probably 200k per analyst/annum and 300k per team lead/annum. Team would keep working on level 3 if it doesn't have 3+ level software development skills and knowhow. Two years expense on team would come out to be 3.2M dollars (2*2*300K + 2*5*200k) at high level or $8M for 5 years.

However a consulting team that moves project to level 7 software development and make it multi-site global platform product would increase value out of product's use. Lets say a team of 7 consultants that works on same project but with goal of making it global platform and increasing its efficiency, would add much more value to it. At delivery assume new product can deliver 4x the work (1.6M /year * 4 = 6.5M) with same 7 people's staffing and gives an option for low cost geography staff at ¼ the cost as well in the best case use (1.6M/4 = 400k) would give organization a cost benefit of 6 M dollar per year in quality, automation tooling and global platform use (Total production at $6.5M per annum or $32.5 M for 5 years) .

Consulting team can extract better pricing for improving software product platform from level 3 to almost level 8. Just 3 more years of product use would give $18M worth of cost benefit and team could bargain for up to half of this benefit or charge $9M for 2 years worth consulting project. These 7 level 7+ software development resources would now be valued at $9M over 2 years vs pricing of normal 3 level resources at $3.2M. Consulting team can almost charge $3M per annum more for a team of 7 folks (2 team leads and 5 analysts) for 2 years of gig.

High level business statement is as follows:

Output from level 3 software use for 5 years = $8M

Output from level 8 software use for 5 years = $32.5M

Additional production capacity (additive) = ~$25M

Additional cost of consulting gig (2 years subtractive cost) = $6M

Benefit out of improved platform to its users = $19 M over five years

( in better coverage, quality, ease of use, easy enhancements, automation tooling and global product)

People who would add specific software skill value (i.e. level 3 person vs. level 7 person) can easily be identified, benchmarked and rated in these two “project case” settings based on the software development skills “Levels” table.