T
test
Personally it makes me sick when I see a senior secretary making 40K
and I know all I had to go through to make less than 60K after
expenses.
Data entry is REALLY easy to outsource...the spec is pretty simple you
know..."type this"
Why not tell our clients (subtly) to outsource more secretaries...they
will get a better return on their investment than trying to outsource
programming work, which can often be unprofitable due to frequent
changes in specs.
A couple key points:
1. Outsourcing isn't an "IT Thing." It applies to everyone in the
organization. It's no more relevent when talking about programmers
than it is when talking about secretaries.
2. If your organization thinks outsourcing is an "IT thing," it
is more driven by hating programmers than by generating a profit.
3. If outsourcing decisions are made purely based on profit, more
data entry jobs will be outsourced than programming jobs at this time.
4. If you're paying your programmers only 1.5 times the data entry
people, spending a greater percentage of the budget on programmers
would probably be a wise managerial decision. Changes in
specifications will eat up your cost savings if you focus your
outsouricng efforts on programmers; you need programmers who
can handle rapidly changing specs in-house. Outsourcing some
data-entry people could free up some budget to retain these
programmers.
and I know all I had to go through to make less than 60K after
expenses.
Data entry is REALLY easy to outsource...the spec is pretty simple you
know..."type this"
Why not tell our clients (subtly) to outsource more secretaries...they
will get a better return on their investment than trying to outsource
programming work, which can often be unprofitable due to frequent
changes in specs.
A couple key points:
1. Outsourcing isn't an "IT Thing." It applies to everyone in the
organization. It's no more relevent when talking about programmers
than it is when talking about secretaries.
2. If your organization thinks outsourcing is an "IT thing," it
is more driven by hating programmers than by generating a profit.
3. If outsourcing decisions are made purely based on profit, more
data entry jobs will be outsourced than programming jobs at this time.
4. If you're paying your programmers only 1.5 times the data entry
people, spending a greater percentage of the budget on programmers
would probably be a wise managerial decision. Changes in
specifications will eat up your cost savings if you focus your
outsouricng efforts on programmers; you need programmers who
can handle rapidly changing specs in-house. Outsourcing some
data-entry people could free up some budget to retain these
programmers.