Tuesday, April 18, 2017

Life lessons on relocating to India: Six lessons from a six year old

About a year ago, I was at the crossroads, wondering about work-life decision I had to take. My dad, who had been diagnosed with prostate cancer a while ago was starting to gradually slow down. My aging parents lived alone in Bangalore, and I got the dreaded phone call from my mother on the verge of breakdown herself, asking for help.

After a rushed trip to Bangalore to assess and assist – I arranged for a caregiver to help them at night – I began to reflect on the course of action to take. I was living the American dream thousands of miles away - a well-paying job with a multinational, a cozy house in the suburbs of Anytown, USA and our pesky six-year old enjoying the early years at his elementary school.

 If this were a business decision, a simple SWOT would indicate a rather uncomplicated way forward – delegate and outsource. There exists a mushrooming, albeit unorganized cottage sector in urban Indian cities catering to such demands of Non-Resident Indians (NRIs) with aging parents. With some research, I could easily find a senior-care center or nursing home that would take-in my parents and provide oncology and other day-to-day care in return for an assured sum that I could remit in dollars.

Of course, this wasn’t a simple business-outsourcing decision to abdicate my responsibility, content to monitor Service Level Agreements (SLA) of an impersonal business entity. Also, I had to come to grips with the Indian values I had grown up with: wasn’t I thinking about my parents who nurtured me and made me the man who I am now? Interviews with management gurus and business leaders generally end with a stock question : if there was a chance to relive one decision, I would …. << spend more time with my family or xyz in my personal life etc >> Very rarely it was about a business dilemma. So, here was such a decision waiting to be taken.

One evening while walking around our subdivision with my little Vijay riding along in his bike – he had just graduated from training wheels – I wondered if I was overcomplicating things here. Shouldn’t we just be thinking of this like six-year-old Vijay would? Later that night I began firming up my thoughts with my wife, Suja:

  • Keep it simple – the decision weighing on Suja and me was seemingly complex. Do I outsource and delegate the responsibility of elderly-care while remotely monitoring and managing SLAs, or insource myself by relocating to Bangalore and take on the responsibility? Management Guru, Peter Drucker was quoted saying “For every problem there is a solution that is simple, neat—and wrong …. and every solution has an alternative.” In this case, alternatives in front of us include sponsoring a green card for my parents and having them relocate and live with us in the US. Over-thinking problem, solution and alternatives are a recipe for analysis-paralysis too. 
    • Think of a simple way forward is something we can learn from a six-year-old. Suja and I had moved and lived across three continents, and we were willing and able to change. 

  • Single minded determination – if you have seen a cranky child at a fairground, chances are she wants to go on “that” ride or wants that cotton-candy. Once our mind was made up, Suja and I decided to adopt that simple and single-minded focus. Working off a simple checklist, we began palling and acting on unwinding. 
    • There were times of self-doubt and questioning but this is where a child’s dogged persistence comes to play: no time or need for self-doubt. 

  • Tell it like you would to a six-year-old  - this is a cliché one often hears in the corporate world while trying to explain a seemingly complex idea or decision. This is easier said than done. However, after our mind was made up, Suja and I had a simple message for our friends and colleagues. Interestingly enough, I began testing this message with our six-year old, who instantly got it. He had already appraised his first-grade teacher of our impending move before Suja and I met her during the PTA.  
    • At work too, the message to my manager and HR was simple: I needed to relocate to care for elderly parents, and I was going to make it happen. Negotiations for time off with manager, HR, FMLA applications etc followed, but the message was simple, and to the point. 

  • Minimalize and focus – ever seen a six-year-old with a roomful of toys focus quickly on the one toy that is going to engage him? This thinking came really handy while planning and executing our relocation and move. 
    • Questions on the impact of relocation on my job and finances and other logistics that could be emotional began to simplify with a lens of minimalism. 

  • Don’t carry excess baggage – if you have ever traveled with little ones, they are sure to let you know what is important – it may be that Teddy, Doggie, blanket or favorite pyjamas or the mobile app on the tablet – All else is replaceable and redundant. 
    • Keeping this in mind, it was easy enough to decide which of the basic essentials and a few mementoes would be packed and shipped. Much of the furniture and odds-and ends accumulated over the years were posted on Facebook groups for friends and neighbors to pick, while the rest went to Goodwill. 

  • Focus on opportunities ahead – a six-year-old with a box-full of Lego blocks doesn’t dread the eclectic colors and shapes, but rather sees a house, car, plane or robot that he can build. Some call it making lemonade when life gives you a lemon, which we forget in our daily grind.
    • Moving to Bangalore has helped me reflect on work-life beyond meetings, projects and corporate transformations aspiring to save or make a few million for yet another corporate business unit. 

A Year that was !

Fastforward a year. I have come to appreciate how those diagnosed with terminal illnesses and their caregivers quickly learn to appreciate the glass half-full. Thanks to the “extended family” being around, my parents seem much more relaxed. Little Vijay, now Seven, gets to spend quality time with his grandparents and is learning a couple of Indian languages with his new school pals. As for Suja and me, we are learning to enjoy and re-live a bit of the contemporary Indian-dream; till the winds of change blow our way again.

ps: The most recent Trip 'back home' was on Lufthansa. Submitted for #MoreIndianThanYouThink

Sunday, April 16, 2017

Tips for reconciling Architecture Roadmaps across an enterprise (Enterprise Architecture 101)

"Show me the roadmap for XYZ domain" is among the first questions a new CIO or Executive asks their Enterprise / Business or Domain Architects. Questions like these, and a review of existing roadmaps can lead to a more detailed, engaging conversation on the baseline and assumptions driving the target state architecture. This can also be an opportunity for Architects to demonstrate their knowledge of the underlying capabilities enabled by processes, platforms and systems. The implicit understanding is that the Architects have validated and reconciled the roadmap in question with other dependent artifacts across the enterprise.  

So, what are Architecture Roadmaps, and why do we need them?

The intent of Architecture roadmap is rather straightforward - to inform and address strategic questions with sufficient insights and assumptions that can guide business transformations. Architects draw on their analytical, data driven thinking along with the empirical skills, stakeholder engagement and the ability to visualize a story. This process, especially for complex landscapes can involve a lot of research, reviews and stakeholder engagements. There are dozens of different graphic templates and techniques and perspectives ranging from Transformation maps (t-Maps), Gantt-charts, portfolio views, workflow charts to other block diagrams. Architects may use a variety of such lego-blocks to define roadmaps.
As per TOGAF -
The Architecture Roadmap lists individual work packages that will realize the Target Architecture and lays them out on a timeline to show progression from the Baseline Architecture to the Target Architecture. The Architecture Roadmap highlights individual work packages' business value at each stage. Transition Architectures necessary to effectively realize the Target Architecture are identified as intermediate steps.
The ‘What’ and ‘Why’ of roadmap definition are rather well understood by Enterprise Architects, and a lot of references and body of knowledge exist to guide the effort. However, Roadmaps for a domain, platform or business function in an organization do not exist in isolation. Such artifacts must be reviewed alongside other viewpoints across the functional, regional and Architecture (BIDAT) domains. The process of reconciling Architecture roadmaps across an organization (‘How’) however remains nebulous.

How do we reconcile roadmaps across enterprise domains?

A few years ago, I defined and operationalized the architecture governance process at my company, and helped drive the periodic Architecture roadmap review sessions. (Ref my post on ARB) During the initial reviews, we realized that we also had to address the challenge of reconciling roadmaps across domains. Like many large organizations, we had several functional and regional domains that coexist along with Business, Information, Data, Applications and Technology (BIDAT) areas.  
Architects responsible for their domains and functional areas were passionate about their viewpoints, but no two architects represented them with similar visuals. I had to get the extended team to agree on a few basics, including a common table of contents (TOC), guiding principles, structure to capture the requirements, assumptions, timelines and other building blocks. As a precursor to reconciliation, it was assumed that Architects had engaged their stakeholders and validated their assumptions, drivers, timelines and the proposed transformations. Here is a link to the Table of Contents (TOC) of EA roadmaps

We agreed to strip the ‘metadata’ in roadmaps from their visual representation. The data thus extracted into a common XLS based template helped the team focus on the facts and figures rather than the variety of visuals. For example, a Technology Architect had assumed that the global ERP platform would be upgraded to version 5.5 by the middle of 2018. This version of the ERP came with digital invoice workflow capabilities. With this information, Finance Domain architect could recommend invoice-digitization for her business processes in the 3rd quarter of 2018. A similar process of reconciliation continued across domains and platforms.
After the reconciliation of the facts and figures, the Architects updated their roadmaps with assumptions, drivers and timelines before proposing recommendations to their stakeholders and transformation program managers.
Here is slideshare with a few slides on the process of roadmap reconciliation

A few lessons learnt while rolling out the process:
  • Focus on the basics and stay grounded – Well defined roadmaps abstract the details while highlighting significant capabilities, However, while reviewing roadmaps across an organization, Architects should examine and synch up the details.
  • Plan for a continuum of reviews – Business domains evolve, strategies get updated, and new capabilities are periodically introduced in organizations. Therefore, the roadmaps will periodically become obsolete, and must be updated and reconciled.
  • Stakeholder engagement - Reconciling roadmaps at a large organization does not happen in isolation. One must engage Architects and stakeholders from across functional and business boundaries which may present logistical challenges. Engaging teams that are geographically dispersed will require consulting and change management skills.  
  • Consultative more than directive – A roadmap review should take into account organizational (human) dynamics and organizational constraints. The reviews and reconciliation should be consultative, although some aspects - like external vendor inputs or Technology Debt (link) - may have to be directive.
My views on the topic continue to evolve, and I look forward to hearing about experiences in your organization too. 

Thanks for reading! Please click on LikeShare, Tweet or Comment below to continue this conversation | Reposted from my LinkedinPulse

Tuesday, April 4, 2017

Career question: What are the job prospects for an international student attending a college in the US given the current H-1B scene?

Here is a recent question from an online forum:

What are the job prospects for an international student attending a college in the US given the current H-1B scene? (I am an undergraduate with a major in Finance.)

Hello! I am an Indian student and have been admitted to Binghamton University’s School of Management. I’ll be taking loans to fund my education. I’ll need a solid job to pay off these loans upon graduation. Please tell me if I should pursue education in US with the current H1-B policies.

Let us lay out a few facts:
Back to your case. Let us look at the best case scenario: A person majoring in Finance from a Top-tier school (or Ivy League), with great academic credentials gets and internship at an investment bank or tier-1 consulting firm. The firm is so impressed by her/his credentials that it agrees to sponsor a visa for the person. Alternatively, the firm agrees to hire the person and relocates them to their home-country (and later moving them to US on L1 visa)
Only you can answer if your credentials qualify for the “best case” scenario. All the best!

Wednesday, March 15, 2017

Career Q&A on Enterprise Architecture

Career Questions from an online forum: 

Q1: How can I transition from enterprise architecture to business consulting?

My response:  

Interesting question; I say interesting since many people from consulting move to corporate EA.
For this response, I will assume you are a corporate EA with some consulting background. While moving to Business consulting you will need to
  • Highlight expertise in functional domain - This could be expertise in domains like Finance, Supply Chain, HR or others that you may have worked on
  • Emphasize your consulting background - e.g consulting with projects and programs in your organization.
  • Demonstrate flexibility to learn and think on your feet
Message me if you need further inputs.

Q2: What positions can being a Java technical architect lead to?

My response:
Sorry to sound clichéd but it really depends on where you want it to lead. Let us look at two main kinds of jobs:
  • Consulting firms - A Java Technical Architect could grow into a senior Architect, Senior consultant or relationship manager, engagement leader etc. Along the way, you could pick up other technical skills in Big Data, AI etc etc
  • IT Shop at an organization - Let us assume, you join as a Java Technical Architect at a large bank. You could continue to grow in the technical track (towards Enterprise Architecture) and expand into other technologies being used in the organization, or grow in the management track
As I said earlier, it really depends on where you want your job to lead to.

Thursday, March 2, 2017

Q&A: Even when Indians are killed in racial attacks by Americans, why are they still mad to settle in the USA?

The recent incident in Kansas involving two Indians, when one American fired seven bullets at them after yelling “get out of my country,” is raising a lot of question among digerati.

Following on an earlier question - "What are your thoughts on the shooting of Indians in the Kansas pub?" - my response to another question that came up online:

Even when Indians are killed in racial attacks by Americans, why are they still mad to settle in the USA?

Let us take a balanced view here.
Yes, there are ethnic and racial undercurrents in America. One might also encounter sporadic incidents of violence and hate-crime, like the recent “Kansas shooting,” that can be extremely jarring. However, these incidents are too few and far between to significantly impact daily lives of residents and Citizen.
I have lived in over a dozen countries across three continents and have heard of and read accounts of racism or xenophobia in most places. This said, I haven’t personally encountered - knock on wood - racism or xenophobia in my travels.
Even taking into account the few of its problems, America continues to be the strongest and most vibrant economy in the world. It is still the land of opportunities. It is not surprising to see people waiting for years in the immigration queue to migrate to America.

Saturday, February 25, 2017

Q&A on EA: Is there any website that compare Enterprise architect modelling tools?

Here are a couple of questions from an online forum and my responses:

I am comparing Sparx System’ Enterprise Architect, Software AG’s ARIS, and MEGA HOPEX. Already search on the web with no good result. Is there any web or blogpost that compate these tools in terms of their features? I am looking for UML, data modelling, BPMN and TOGAF support.

Websites and blogs comparing EA tools are going to be subjective (and may be biased on a tool or domain). The better question to be asking is about fitment of tool/s vs your requirements.
Years ago, I lead an Enterprise Architecture survey (link), the outcome of which was interesting: An Observation that Visio is by far the most popular and common "tool" to document Architecture. Others like Powerpoint and even Word are prevalent too.
This was true even in organizations using EA tools (like the ones you named). The situation is no different in 2017. We continually have a similar debate on tools at my organization, a global 1000 company that has teams across the globe, and have a “best of the breed” approach for specific BDAT requirements.
Why? Many EA tools are really good “Swiss Army Knives,” but need a lot of support and inputs from SMEs and the different domains before they can enable insights.

The requirement you state are very broad “UML, data modelling, BPMN and TOGAF support.” So, I am assuming that you are looking for "tools" to document an EA Journey in your Enterprise; perhaps for a transformation program?
I am also assuming that you work for a large organization - since EA tools require an investment in dedicated infrastructure and support (in addition to licensing costs)
The scope of an EA, especially in a large organization is broad and will cover EA domains (BDAT), functional domains and platforms. For a broader documentation of your landscape and some BPMN and UML support, you could leverage some of the tools you mentioned. However, some domains will require specialized tools. For instance, data-modelling is a very specialized activity, best done with specific tools (Comparison of data modeling tools - Wikipedia ).
Assuming your EA modeling requirements are well defined and you have the executive support, you should evaluate toolsets for distinct requirements, especially if your organization also has invested in major ERPs (e.g SAP shops will prefer “Solution Manager”) or SaaS solutions (e.g Force.com)

(you may message me if you need further guidance or consulting inputs on the way forward)

I have been working as solution architect and organization required us to take care of EA function as well that was not present earlier. So far we have established EA repository and started using Archimate framework but I want to dig in further to add more value to business.

A few “tips” for you (not necessarily in order of importance)
  • Learn – preferably undergo formal training and certification – in a formal Architecture framework like TOGAF or others that is used in your organization
  • Learn and try to engage stakeholders in other BDAT domains. As you are from a technical background, breaking into the “B”usiness Architecture is the key to success. This assumes you have some exposure to Information, Data and Technology architecture in addition to Application Architecture.
  • “B”usiness Architecture in some organizations may be the domain of Business Analysts, Business Process consultants etc. Try and engage with them, especially as needs of transformational programs arise
  • Engage in Transformational programs. This will give you necessary exposure to the tactics involved in “strategy realization” and also help you engage with stakeholders.
  • Continue to engage with external forums – Q&A groups like this, Linkedin Forums etc, and also other face-to-face forums in your city or region. This will help you contribute to the community and learn with them

Friday, February 24, 2017

What are your thoughts on the shooting of Indians in the Kansas pub?

A question came to me online on the wake of  "Kansas man charged with killing Indian in possible hate crime" 

What are your thoughts on the shooting of Indians in the Kansas pub?

Early in President Obama’s presidency, he tried to defuse tensions between the Black and White community that came to a boil when a Harvard professor, Henry Louis Gates, was arrested on suspicion of breaking into his own home.
President Obama invited the professor and the white police officer who detained him for a Beer at the withe house.
(Image: NYT Blog)
This was a symbolic act by the first Black president America has elected and was much lauded by the media and got a lot of press.
A lot of water has flown since then. And in the 7–8 years since, Americans haven’t become more tolerant when it comes to race relations. Black Lives Matter -movement came much later!
Assume the current US President invites the Indian “victims” of the hate crime and their shooter for a Hyderabadi Kabab and Biryani lunch at the White house.
(googled Image)
Would Joe-and-Jane-Six pack American suddenly become emphatic towards Muslims and South Asians?

Wednesday, February 22, 2017

Why is the Indian government concerned over proposed H1-B visa changes?

My response to a recent question that came from a reader: 
Why is the Indian government concerned over proposed H1-B visa changes?

The Indian media, along with Indian Techies are closely watching the actions of Indian Government with regards H1. You are probably referring to the recent meeting between US Congressmen and Indian officials in India: “PM Narendra Modi counsels US Congressional delegation to rethink Fortress America - Times of India

I don’t wish to simplify an overly complex issue, but the reason for Indian government to be monitoring this closely is because it impacts people (jobs), remittances and taxes.

A basic 101 on the business model: India and Indian IT shares a 360 relationship with Americans and American IT. H1 Visas are a necessary tool for Indian service companies to operate. They send people on short and long-term deputation – to gather requirements, engage with clients, explore new business etc. The people sent onsite support the operations offshore.

A few reasons for Indian government to be concerned
  • Employment and remittances:
    • Indian IT employs 3-5 million professionals. Many are well paid (by Indian standards) and any external factor that will impact jobs in this sector is closely monitored by the government
    • By some accounts, Indians are issued the majority of H1 Visas. Visa holders travel overseas and contribute in remittances to India
  • Business and Tax revenue
    • Indian IT service firms contribute a sizeable amount in taxes (directly and indirectly) that benefits the Indian government
    • US market accounts for 50-60% of revenue generated by Indian IT Service firms. This is billions in revenue (across the industry).
Indian Government is not alone in voicing concerns lobbying foreign governments. American government regularly lobbies on behalf of its industry – for example, when Boeing has a deal to sell Dreamliner’s or when a country X is trying to establish nuclear power plants and is calling for bids from American and European suppliers.

Sunday, February 19, 2017

Advice on strategy: How do I price a SaaS product when there's no competitive product but demand exists?

Here is a recent query from an online forum, and my response:

How do I price a SaaS product when there's no competitive product but demand exists?

We have built a product which already got traction. Microsoft is using it on pilot basis and loving it Now a big corporate (USD 110 B) wants it and having several test runs and has finally reached price discussion phase. We didn’t plan SaaS but that’s the way forward so any suggestion on pricing it?


This is a great dilemma for a startup or small business to have. So, let us begin with a few facts and make a few assumptions
  • Demand for the solution exists
    • The product/solution is being used by Microsoft (a marquee client to have)
    • A $110 bn big-corp wants it after test-runs
  • You are making the assumption that there is “no competitive product,” which may be true.
    • However, you need to research further if an alternative solution or workaround exists in the market (e.g current ways of working may include manual effort, which your solution automates).
Suggestions on the way forward
  1. Estimate the “value” of your product to the end-user/client organization. e.g
    1. What would it cost for them to build and support the product
    2. Estimate the cost of manual workaround/alternative?
  2. Use the estimate against your internal cost benchmark (what did it cost for you to build and market the product?).
    1. Add an estimate of your annual cost of maintenance and support.
    2. Aad a reasonable margin on top of your costs.
  3. Other factors
    1. Does this product give a the end-client a competitive advantage or productivity gains?
    2. What is your current strategy: using the marquee clients as “case studies” to go after other clients, or use them as a cash-cow to generate ROI?
    3. Are you willing to walk-away if negotiation fails?
Use data from 1. 2. and 3. to plan your strategy and begin negotiations.

Saturday, February 11, 2017

Infosys, dust off the slogan “Powered by Intellect, Driven by Values”?

Years ago when I worked for the software services giant, Infosys, the corporate tagline was “Powered by Intellect, Driven by Values.” It perhaps symbolized the quintessential Indian middle-class values of service and sharing, values that prompted the founders to share the wealth they created by giving away stock options, grants and ESOPS to hundreds of early employees. This story was the stuff of corporate legends in the nineties through 2000s.
The founders took turns running the business, and had an astute sense of the market and a handle on public relations, at least in India. Of course, the company was a media darling and could do no wrong. Occasional incidents involving employees or its executives – like the Phaneesh Murthy scandal or investigation over H1 Visa-fraud – were shrugged off as one-off.
The co-founder-CEOs, vested with millions in stock grants and options, had little need or interest in begrudging “pay and bonus” of a fellow co-founder. They didn’t feel the need to voice their opinion in public, especially since they also enjoyed a seat at the board. This was also a time of tremendous growth at the company. The founders and employees who joined early were happy: their stocks and options were rising with the tide of offshoring.  
As a former-employee continuing to hold a percentage of his net-worth in the company’s stock, I try to stay updated on the news about the company: Infosys continues to be in my list of RSS reader searches that I periodically browse. Fast forward to present day Infosys where there seems to be a nexus of forces at play.
  • The pace of growth in the business of offshoring has slowed down considerably. The industry is bracing for headwinds in key markets - thanks to Mr. Trump in North America and Ms Theresa May in Europe – and clients of offshoring services are taking a wait-and-watch when it comes to big technology investments. The stock market is beginning to discount the valuations of Indian software service firms.
  • The board-of-directors of the company now consists primarily of non-founders. (ref: Infosys) The venerable Narayana Murthy stepped down as Chairman of the board in 2015, though his opinions continue to be quoted as gospel by the media. After all, the “promoter & promoter Group” still hold about 12.75% of the total number of shares which gives them a significant voice. (ref: Infosys holdings)
  • A couple of years ago, the board selected Vishal Sikka as the first outsider CEO to lead the company. After Mr. Sikka took charge, there was a large-scale churn of senior executives.
The latest series of headlines seem to be centered on “governance” of the company, primarily on the multi-million-dollar compensation being offered to the CEO, and a large exit package for its former CFO. (ref: NDTV summary) The jury is still out on Mr. Sikka’s scorecard and performance during the past couple of years. By many accounts, the company hasn’t done much worse (or better) than peers in the business of offshoring IT Services.
In a public company, small shareholders like me are generally inclined to trust the checks and balances in the system. And that the board of directors elected by the majority of us are executing on their fiduciary duty. This goes to the heart of corporate governance.
As a passive stakeholder, I left shaking my head over this “controversy” surrounding the company, wondering if this is a case of a storm in a teacup orchestrated by the media-and its founders founder (ref Prabal Roy’s writeup ). Or if the smoke blowing out of Electronics City is an indicator of a major fire. Either way, it is perhaps time for Infosys’ board to dust off the slogan “Powered by Intellect, Driven by Values,” and focus on re-communicating its values.

Thursday, February 9, 2017

Q&A: How would you explain the H1B visa to a 10 year old?

An interesting question from an online forum

How would you explain the H1B visa to a 10 year old?Both old and new ones.

Think of it this way: THE Beyonce concert is coming to town and tickets are hard to come by. The tickets are expensive and available to a select few people (or people who know someone who know someone).

Then: You begged-borrowed really hard to get a couple of tickets for you and your 10-year-old.
Googled image
Now: A few days before the much awaited concert, the hard-nosed organizer decides that only those above 16 are going to be allowed in. He doesn’t clarify what happens to existing ticket holders, leaving a trail of heartbroken 10-year-olds and their dads and moms.

You might also be interested in my earlier reflection on the questions appearing in online forums “What effect will the H1B Visa Reform Bill have on existing H1B holders drawing salary of less than 100K P.A.?" (link)  

Tuesday, February 7, 2017

Scam Alert: H1-B, L1 visa Consultants on the prowl

I am not actively job-hunting; and even if I were, I don’t need an “H1-B” work visa. Even a cursory look at my LinkedIn profile should provide the sufficient details about me; and the fact that I happen to be an Indian-American with OCI should be obvious.

Then why do I continue to get emails like the following?
Dear Mohan, 
XXX SOFTWARE Information Technology Private Limited, is looking to hire IT Professionals on multiple technologies from INDIA to work onsite for various clients (USA employers), We are managing for our clients across USA, Our clients are experiencing tremendous growth and looking for experienced, intelligent, energetic, and self-motivated team members for full-time consulting roles.
(Note: Each employer has own policies on H1B Visa Sponsorship and Green Card. Please feel free to discuss more about this with us)
We are seeking outstanding and bright candidates to work ONSITE at our client location in USA. We are looking for top notch candidates in the following areas.
Android / iOS, BigData (Hadoop) …. Web UI developers
Qualification: Minimum Bachelors / Masters in Computer Science or other related field required.
Job Location : USA (H1B Will Be Sponsored)
Salary : DOE
Candidates with previous US experience will be preferred.
YYYY - H1B Team
XXXX Software Information Technology Private Limited
Email ID: YYYY@XXX.com
The scammers probably aren’t targeting me, but rather the general cadre of IS/IT workers who are continually reading news on H1 updates.

This email made me reflect on the recent news and the questions appearing in online forums “What effect will the H1B Visa Reform Bill have on existing H1B holders drawing salary of less than 100K P.A.?" (link) 

Let us dissect the scam mail and understand if there are any lessons here:

  • The mails are open-ended. The scammers keep the skill requirements open ended and mention the A-Z of technologies from Android to Web development and everything in between 
  • There are contradictions in statements in the text. For example, look at the following two statements

- (H1B Will Be Sponsored)
- (Note: Each employer has own policies on H1B Visa Sponsorship and Green Card. Please feel free to discuss more about this with us)

  • The mails are timed to coincide with news or other major happenings -for instance, the recently introduced bill that aims to reform H1, L1 and work visas “HIGH-SKILLED INTEGRITY AND FAIRNESS ACT OF 2017 (link)” or timed  with news about “H-1B Fiscal Year (FY) 2017 Cap Season (USCIS link)”  
  •  The emails target a broad category and hope a few take the bite   “ALL VISA TYPES FRESH H1B AND H1B TRANSFER (EXPERIENCED CONSULTANTS IN INDIA / USA) , OPT TO H1B , H4 TO H1B , L1 TO H1B, H1B TO H1B TRANSFER ARE WELCOME TO APPLY.

The mails come out at a time when employees, even at reputable consulting firms like Infosys, Wipro, TCS, Accenture, IBM and other firms in India and in the US are feeling vulnerable. Most of the top-20 employers requesting H1 visas in the past year have been consulting firms (link to 2016 applicant list)

The Trump administration has already started with Executive Actions to address immigration issues. Lawmakers in the U.S. have promised to take up the issue of work visas H1B, L1 visa at the earliest. A bill - “HIGH-SKILLED INTEGRITY AND FAIRNESS ACT OF 2017 (link)”– has already been tabled in the US congress and will be debated and reviewed soon.

The proposed bill aims to increase the minimum wage limit for H1 visa holders from 65,000 to greater than $130,000. This provision is being watched closely by employers including consulting firms. Smaller firms are going to be especially vulnerable since their margins are going to be squeezed if they have to pay employees at least $130,000 !

Are there any lessons here? Foreign students in the U.S. and those already employed gainfully should plan to wait-and-watch till the dust settles on immigration reforms. One should be especially cautious while dealing with smaller consultants and software services firms.

As the adage goes: caveat emptor, buyer beware! 

(Reposted from //yourstory.com)