For me at least, I will gladly pay more for a product or service, if it means that an American will keep his or her job. I cannot in good conscience support or patronize a company that engages in moving jobs offshore in this fashion. I have heard that the backlash that Dell Computer has experienced is responsible for it moving some customer support/service jobs back from India. I would think that if more people made an issue of this, and voted with their dollars, we might see more firms rethinking this decision. I recently voted with my dollars when I had to purchase furniture.
FWIW,
emc
******************************************************************
IBM Documents Give Rare Look
At Sensitive Plans on 'Offshoring'
When Shifting Jobs Abroad,
It's $12.50 vs. $56 in Pay,
And 'Sanitize' the Memos
By WILLIAM M. BULKELEY
Staff Reporter of THE WALL STREET JOURNAL
In a rare look at the numbers and verbal nuances a big U.S. company chews over when moving jobs abroad, internal documents from International Business Machines Corp. show that it expects to save $168 million annually starting in 2006 by shifting several thousand high-paying programming jobs overseas.
Among other things, the documents indicate that for internal IBM accounting purposes, a programmer in China with three to five years experience would cost about $12.50 an hour, including salary and benefits. A person familiar with IBM's internal billing rates says that's less than one-fourth of the $56-an-hour cost of a comparable U.S. employee, which also includes salary and benefits.
According to the documents, which also provide managers with detailed advice on how to talk about the moves and their effect, IBM plans to shift the jobs from various U.S. locations to China, India and Brazil, where wages for skilled programmers are substantially lower.
At IBM headquarters in Armonk, N.Y., a spokesman said that the company expects to shift 3,000 U.S. jobs overseas this year. He declined to comment on plans for next year. He said IBM expects to add 15,000 jobs world-wide this year, with a net total of 5,000 of them in the U.S. That would increase IBM's world-wide employment to 330,000, the highest level since 1991.
IBM hasn't announced the plan to shift workers overseas -- elements of which were reported in The Wall Street Journal last month -- either internally or externally. It isn't clear if the documents are final versions; most carry dates of late November and December 2003. The spokesman declined to comment on the documents seen by the Journal.
Like other high-tech companies, IBM is moving knowledge work to cheap-labor sites outside the U.S. This "offshoring" process has raised fears that even high-skill jobs that were supposed to represent the U.S.'s future are being lost to countries that have already taken over low-skill factory work.
The trend, largely the result of relentless pressure on companies to cut costs, is seen by some U.S. workers and politicians as a potential long-term threat to U.S. employment. Democratic presidential hopefuls have cited the trend as they have criticized the jobless recovery under President Bush and noted worker insecurity. Others argue, however, that the jobs lost are typically replaced by other, higher-paying jobs.
The IBM documents show that the company is acutely aware of the sensitivities involved. One memo, which advises managers how to communicate the news to affected employees, says among other things: "Do not be transparent regarding the purpose/intent" and cautions that the "Terms 'On-shore' and 'Off-shore' should never be used." The memo also suggests that anything written to employees should first be "sanitized" by human-resources and communications staffers.
IBM's human-resources department has prepared a draft "suggested script" for managers to use in telling employees that their jobs are being moved. The managers will tell the employees that "this is not a resource action" -- IBM language for layoff -- and that they will help the employees try to find a job elsewhere in IBM, although they can't promise to pay for any needed relocation.
The documents describe work done by IBM's Application Management Services division, part of Big Blue's giant global-services operation, which comprises more than half of the company's 315,000 employees. The affected workers don't deal directly with customers; they write code and perform other programming tasks for applications software used inside IBM.
The plan would move jobs from U.S. locations including Southbury, Conn.; Poughkeepsie, N.Y.; Raleigh, N.C.; Dallas; and Boulder, Colo. IBM plans to transfer the programming work to its own operations in Bangalore, India; Shanghai and the northeastern city of Dalian in China; and Sumare, Brazil. It isn't clear how many jobs will be added in each location.
Some of the foreign programmers will come to the U.S. for several weeks of on-the-job training by the people whose jobs they will take over. That's an aspect of offshoring that many high-tech workers regard as particularly humiliating.
With revenue growing slowly throughout the information-technology business, IBM and other vendors are under great pressure to reduce costs to boost earnings. Last week, when reporting fourth-quarter earnings, IBM's chief financial officer, John Joyce, said the company reduced costs $7 billion during 2003 and expects similar savings this year. Mr. Joyce said competitive price pressures in computer services are holding down profitability.
IBM's competitors are making similar moves. Accenture Ltd., one of IBM's main rivals in the computer-services field, said recently it expects to double its work force in India this year to nearly 10,000. Google Inc., the online search leader, said last month that it plans to open an engineering center in India this year as part of an expansion.
For all these companies, lower-cost labor is the biggest lure.
A chart of internal billing rates developed by IBM's Chinese group in Shanghai shows how dramatic the labor savings can be. The chart doesn't show actual wages, but instead reflects IBM's internal system by which one unit bills another for the work it does.
Besides the low-level programmers billing at $12.50 an hour, the chart shows that a Chinese senior analyst or application-development manager with more than five years experience would be billed at $18 an hour. The person familiar with IBM's operations said that person would be equivalent to a U.S. "Band 7" employee billed at about $66 an hour. And a Chinese project manager with seven years experience would be billed at $24 an hour, equivalent to a U.S. "Band 8" billed at about $81 hourly.
Dean Davidson, an analyst who follows outsourcing for Meta Group, in Stamford, Conn., says that companies usually find their actual cost savings from moving offshore are less than they would expect based on straight wage comparisons. "The reality is a general savings of 15%-20% during the first year," Mr. Davidson says. That's far less than the 50% to 80% savings based on hourly labor rates, he says.
The person familiar with IBM's plans says that implementation could be slowed if the company isn't able to hire enough qualified programmers to do the work in its overseas software centers. He said that those facilities are already very busy doing work for IBM's big U.S. customers.
According to the IBM documents, the company expects severance costs for laying off U.S. employees in conjunction with the plan to be $30.6 million in 2004 and $47.4 million in 2005. Including other transition costs, the documents say, the offshoring plan will result in a loss of $19 million this year. Savings will amount to $40 million in 2005 and $168 million annually thereafter.
In the draft script prepared for managers, IBM suggests the workers be told: "This action is a statement about the rate and pace of change in this demanding industry. ... It is in no way a comment on the excellent work you have done over the years." The script also suggests saying: "For the people whose jobs are affected by this consolidation, I understand this is difficult news."
Write to William M. Bulkeley at [email protected] 8
FWIW,
emc
******************************************************************
IBM Documents Give Rare Look
At Sensitive Plans on 'Offshoring'
When Shifting Jobs Abroad,
It's $12.50 vs. $56 in Pay,
And 'Sanitize' the Memos
By WILLIAM M. BULKELEY
Staff Reporter of THE WALL STREET JOURNAL
In a rare look at the numbers and verbal nuances a big U.S. company chews over when moving jobs abroad, internal documents from International Business Machines Corp. show that it expects to save $168 million annually starting in 2006 by shifting several thousand high-paying programming jobs overseas.
Among other things, the documents indicate that for internal IBM accounting purposes, a programmer in China with three to five years experience would cost about $12.50 an hour, including salary and benefits. A person familiar with IBM's internal billing rates says that's less than one-fourth of the $56-an-hour cost of a comparable U.S. employee, which also includes salary and benefits.
According to the documents, which also provide managers with detailed advice on how to talk about the moves and their effect, IBM plans to shift the jobs from various U.S. locations to China, India and Brazil, where wages for skilled programmers are substantially lower.
At IBM headquarters in Armonk, N.Y., a spokesman said that the company expects to shift 3,000 U.S. jobs overseas this year. He declined to comment on plans for next year. He said IBM expects to add 15,000 jobs world-wide this year, with a net total of 5,000 of them in the U.S. That would increase IBM's world-wide employment to 330,000, the highest level since 1991.
IBM hasn't announced the plan to shift workers overseas -- elements of which were reported in The Wall Street Journal last month -- either internally or externally. It isn't clear if the documents are final versions; most carry dates of late November and December 2003. The spokesman declined to comment on the documents seen by the Journal.
Like other high-tech companies, IBM is moving knowledge work to cheap-labor sites outside the U.S. This "offshoring" process has raised fears that even high-skill jobs that were supposed to represent the U.S.'s future are being lost to countries that have already taken over low-skill factory work.
The trend, largely the result of relentless pressure on companies to cut costs, is seen by some U.S. workers and politicians as a potential long-term threat to U.S. employment. Democratic presidential hopefuls have cited the trend as they have criticized the jobless recovery under President Bush and noted worker insecurity. Others argue, however, that the jobs lost are typically replaced by other, higher-paying jobs.
The IBM documents show that the company is acutely aware of the sensitivities involved. One memo, which advises managers how to communicate the news to affected employees, says among other things: "Do not be transparent regarding the purpose/intent" and cautions that the "Terms 'On-shore' and 'Off-shore' should never be used." The memo also suggests that anything written to employees should first be "sanitized" by human-resources and communications staffers.
IBM's human-resources department has prepared a draft "suggested script" for managers to use in telling employees that their jobs are being moved. The managers will tell the employees that "this is not a resource action" -- IBM language for layoff -- and that they will help the employees try to find a job elsewhere in IBM, although they can't promise to pay for any needed relocation.
The documents describe work done by IBM's Application Management Services division, part of Big Blue's giant global-services operation, which comprises more than half of the company's 315,000 employees. The affected workers don't deal directly with customers; they write code and perform other programming tasks for applications software used inside IBM.
The plan would move jobs from U.S. locations including Southbury, Conn.; Poughkeepsie, N.Y.; Raleigh, N.C.; Dallas; and Boulder, Colo. IBM plans to transfer the programming work to its own operations in Bangalore, India; Shanghai and the northeastern city of Dalian in China; and Sumare, Brazil. It isn't clear how many jobs will be added in each location.
Some of the foreign programmers will come to the U.S. for several weeks of on-the-job training by the people whose jobs they will take over. That's an aspect of offshoring that many high-tech workers regard as particularly humiliating.
With revenue growing slowly throughout the information-technology business, IBM and other vendors are under great pressure to reduce costs to boost earnings. Last week, when reporting fourth-quarter earnings, IBM's chief financial officer, John Joyce, said the company reduced costs $7 billion during 2003 and expects similar savings this year. Mr. Joyce said competitive price pressures in computer services are holding down profitability.
IBM's competitors are making similar moves. Accenture Ltd., one of IBM's main rivals in the computer-services field, said recently it expects to double its work force in India this year to nearly 10,000. Google Inc., the online search leader, said last month that it plans to open an engineering center in India this year as part of an expansion.
For all these companies, lower-cost labor is the biggest lure.
A chart of internal billing rates developed by IBM's Chinese group in Shanghai shows how dramatic the labor savings can be. The chart doesn't show actual wages, but instead reflects IBM's internal system by which one unit bills another for the work it does.
Besides the low-level programmers billing at $12.50 an hour, the chart shows that a Chinese senior analyst or application-development manager with more than five years experience would be billed at $18 an hour. The person familiar with IBM's operations said that person would be equivalent to a U.S. "Band 7" employee billed at about $66 an hour. And a Chinese project manager with seven years experience would be billed at $24 an hour, equivalent to a U.S. "Band 8" billed at about $81 hourly.
Dean Davidson, an analyst who follows outsourcing for Meta Group, in Stamford, Conn., says that companies usually find their actual cost savings from moving offshore are less than they would expect based on straight wage comparisons. "The reality is a general savings of 15%-20% during the first year," Mr. Davidson says. That's far less than the 50% to 80% savings based on hourly labor rates, he says.
The person familiar with IBM's plans says that implementation could be slowed if the company isn't able to hire enough qualified programmers to do the work in its overseas software centers. He said that those facilities are already very busy doing work for IBM's big U.S. customers.
According to the IBM documents, the company expects severance costs for laying off U.S. employees in conjunction with the plan to be $30.6 million in 2004 and $47.4 million in 2005. Including other transition costs, the documents say, the offshoring plan will result in a loss of $19 million this year. Savings will amount to $40 million in 2005 and $168 million annually thereafter.
In the draft script prepared for managers, IBM suggests the workers be told: "This action is a statement about the rate and pace of change in this demanding industry. ... It is in no way a comment on the excellent work you have done over the years." The script also suggests saying: "For the people whose jobs are affected by this consolidation, I understand this is difficult news."
Write to William M. Bulkeley at [email protected] 8
Let's throw a couple hundred thousand U.S. workers out on their butts and, as a fringe benefit, we can transfer some technology at which the U.S. is arguably the world leader, and which has military applications, to our greatest potential adversary in the 21st century. 
