30000 people including 55 of young graduates

To speak of hemorrhage would be an exaggeration. But "there is undoubtedly a reversal of the trend", prevents Jean-François Jolley, who sells computer solutions India personnel management. For this specialist in human resources, the attractiveness of the India's telephone call centres has decreased over the past year. Indeed, several French groups announced they would close their "call centers" on the spot to bring home to the United Kingdom (most often in Ireland). This is the case of the company insurance online Estén, Powergen, in the energy sector, or the Abbey Bank.

In question, above all, the poor quality of the service. "The level of English is not terrible, where the relational difficulties with the client", explains Jean-François Ospital. A study conducted by Lloyds, 96 of the heads of branch on the spot believe that customers are dissatisfied with Indian counterparts. In other words, even if operational costs can be reduced by half in relocating a call centre, the decrease in the quality of service experienced by the company may be more expensive still.

A 20 turnover rate

Added another phenomenon, which far exceeds the small world of call centres: the employee turnover rate is such that they rarely have sufficient seniority in the company to be fully competent. "In India, Jean-François Ospital, the average rate of turnover is about 20, representing an invoice very heavy for businesses. And this leads to a strong pressure on wages, especially for coaching positions. At Bangalore, the average salary of managers of services, which revolved around 15,000 euros per year 18 months ago, exceeds often, today, the EUR 50,000. The difference with Western wage is shrinking quickly...

Of course, "small hands" of the computer industry may not be said. The average computer costs rarely more than 10,000 euros not year. And, according to Christophe de Vignaux, financial Director of the site of Capgemini in Bombay, the average annual assessment of 15 of salaries "is absorbed by activity, productivity growth and the depreciation of the Indian rupee. But recruitment becomes more and more strategic activity. Capgemini hires its young graduates a year before leaving campus. The French company is even India the advertising for the sole purpose to publicize engineers: it does not sell its benefits on the spot. As the Indian giant Tata Consulting Services, he decided to use the major means to hire this year... 30,000 people including 55 of young graduates. "We have to hire 500 science graduates who have never been computer, we will train them for seven months whereas their abilities in physics or biology guarantee their ability to become software engineers", explains Pradipta Bagchi, Director of communication.

In this context of war for talent, the loyalty of employees is difficult to obtain. "This often are mercenaries who want to add a trophy to their CV to resell more expensive elsewhere," said Jean-François Ospital. The employees as the "submarine" for competitors would be frequent. One thing is certain: in a country where the staff is often managed by financial, human resources management has beautiful days before it.