Comment Re:Get used to it... (Score 2) 50
I worked for a firm that opened an entire office in southwestern India. Many years after this office opened, our one senior QA Engineer's job had turned into reviewing the work of our overseas QA analysts every day and explaining all of the ways their test plans were insufficient or identifying bugs they had missed. In order to improve domain expertise we brought over two QA analysts to our state-side office for hands-on training. This work was in the mortgage industry, a domain that doesn't exist in India in the form we are used to in the USA. Not two weeks after arriving, one of the analysts we brought to train with us confidently announced during our daily scrum that he had mostly onboarded to the software we were working on and within two more weeks would be a complete master in all technical and business matters related to it.
Of course, when he left he was just as lost and confused about the system as he had been when he arrived.
The way it was explained to me by a colleague, employees at many (not all) Indian IT firms will receive just enough training in a given technology or business domain to be entry level at which point they are considered to have gained the required expertise and then are immediately shifted to another tech stack or domain to gain "expertise" in a new area. This way they can claim to be experts across a very wide range. It seemed to me a lot of the rank and file of these developers and QAs were just as frustrated as we were because they never got a chance to become truly skilled in any area while their managers racked up favor for having such a "skilled" team. It seemed to be just a difference in cultures, but bravado and gusto as substitutes for expertise in a complex business domain don't really take you far. They just lead to drops in quality, frustrated colleagues, and irate customers.