{"id":2861,"date":"2013-07-08T09:12:30","date_gmt":"2013-07-08T02:12:30","guid":{"rendered":"http:\/\/science-technology.vn\/?p=2861"},"modified":"2013-07-08T09:12:30","modified_gmt":"2013-07-08T02:12:30","slug":"cong-nghiep-cong-nghe-cao-cua-an-do-het-cong-nhan","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=2861","title":{"rendered":"C\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7 cao c\u1ee7a \u1ea4n \u0110\u1ed9 h\u1ebft c\u00f4ng nh\u00e2n"},"content":{"rendered":"

TIM SULLIVAN, Ph\u00f3ng vi\u00ean h\u00e3ng Associated Press Sat Apr 3, 12:13 AM ET<\/span><\/p>\n

T\u1ea1i trung t\u00e2m c\u1ee7a khu\u00f4n vi\u00ean c\u00f4ng ti \u0111ang v\u01b0\u01a1n d\u00e0i ra, trong to\u00e0 nh\u00e0 tr\u00ean \u0111\u1ec9nh \u0111\u1ed3i nh\u00ecn xu\u1ed1ng nh\u1eefng b\u00e3i c\u1ecf xanh m\u01b0\u1edbt, s\u00e2n th\u1ec3 thao v\u00e0 ph\u1ee9c h\u1ee3p nh\u00e0 h\u00e1t si\u00eau hi\u1ec7n \u0111\u1ea1i, c\u00e1c k\u0129 s\u01b0 tr\u1ebb t\u00fam t\u1ee5m trong l\u1edbp h\u1ecdc. H\u1ecd l\u00e0 nh\u1eefng ng\u01b0\u1eddi gi\u1ecfi nh\u1ea5t v\u00e0 s\u00e1ng d\u1ea1 nh\u1ea5t \u1ea4n \u0110\u1ed9, v\u1edbi \u0111i\u1ec3m xu\u1ea5t s\u1eafc \u0111\u00e3 \u0111\u01b0a h\u1ecd v\u00e0o ng\u00e0nh c\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7 cao \u0111ang t\u0103ng tr\u01b0\u1edfng h\u01a1n 25 ph\u1ea7n tr\u0103m h\u00e0ng n\u0103m. V\u00e0 ch\u1ee7 \u0111i\u1ec3m ng\u00e0y h\u1ecdc c\u1ee7a h\u1ecd l\u00e0 g\u00ec? K\u0129 n\u0103ng g\u1ecdi \u0111i\u1ec7n tho\u1ea1i c\u01a1 b\u1ea3n.<\/p>\n

“Xin ch\u00e0o?” m\u1ed9t thanh ni\u00ean n\u00f3i m\u1ed9t c\u00e1ch b\u1ed3n ch\u1ed3n, \u0111\u01b0a tay l\u00ean tai ki\u1ec3u nh\u01b0 c\u1ea7m \u0111i\u1ec7n tho\u1ea1i. “Xin ch\u00e0o? T\u00f4i mu\u1ed1n \u0111\u1ec3 l\u1ea1i m\u1ed9t th\u00f4ng \u0111i\u1ec7p cho s\u1ed1 17. T\u00f4i c\u00f3 th\u1ec3 l\u00e0m \u0111\u01b0\u1ee3c \u0111i\u1ec1u \u0111\u00f3 kh\u00f4ng?”<\/p>\n

G\u1ea7n hai th\u1eadp k\u1ec9 v\u1edbi t\u0103ng tr\u01b0\u1edfng phi th\u01b0\u1eddng c\u1ee7a \u1ea4n \u0110\u1ed9 th\u00e0nh trung t\u00e2m qu\u1ed1c t\u1ebf v\u1ec1 c\u00f4ng ngh\u1ec7 cao, ng\u00e0nh c\u00f4ng nghi\u1ec7p n\u00e0y g\u1eb7p v\u1ea5n \u0111\u1ec1: N\u00f3 s\u1eafp h\u1ebft c\u00f4ng nh\u00e2n. C\u00f3 th\u1ec3 c\u00f3 nhi\u1ec1u ti\u1ec1m n\u0103ng \u2014 c\u00e1c tr\u01b0\u1eddng \u1ea4n \u0110\u1ed9 s\u1ea3n xu\u1ea5t ra 400,000 k\u0129 s\u01b0 m\u1edbi, n\u00f2ng c\u1ed1t c\u1ee7a ng\u00e0nh c\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7 cao, h\u00e0ng n\u0103m \u2014 nh\u01b0ng s\u1ed1 \u00edt, qu\u00e3ng 100,000 th\u1ef1c t\u1ebf s\u1eb5n s\u00e0ng \u0111\u1ec3 tham gia v\u00e0o th\u1ebf gi\u1edbi vi\u1ec7c l\u00e0m, c\u00e1c chuy\u00ean gia n\u00f3i v\u1eady. Thay v\u00e0o \u0111\u00f3, sinh vi\u00ean t\u1ed1t nghi\u1ec7p r\u1eddi kh\u1ecfi \u0111\u1ea1i h\u1ecdc b\u1ecb \u0111\u1ea9y v\u00e0o c\u00e1c l\u1edbp l\u00ed thuy\u1ebft, v\u00e0 \u0111\u00f4i khi \u00edt \u0111\u01b0\u1ee3c t\u00e0i tr\u1ee3 t\u1edbi m\u1ee9c h\u1ecd kh\u00f4ng c\u00f3 ph\u00f2ng th\u00ed nghi\u1ec7m m\u00e1y t\u00ednh. Ngay c\u1ea3 sinh vi\u00ean t\u1eeb c\u00e1c \u0111\u1ea1i h\u1ecdc t\u1ed1t nh\u1ea5t c\u0169ng c\u00f3 th\u1ec3 b\u1ecb tr\u00ec tr\u1ec7 b\u1edfi c\u00e1c tr\u01b0\u1eddng luy\u1ec7n thi v\u00e0 ra tr\u01b0\u1eddng m\u00e0 kh\u00f4ng c\u00f3 c\u00e1c k\u0129 n\u0103ng trao \u0111\u1ed5i v\u00e0 k\u0129 thu\u1eadt c\u01a1 b\u1ea3n nh\u1ea5t, theo c\u00e1c nh\u00e0 l\u00e3nh \u0111\u1ea1o c\u00f4ng nghi\u1ec7p. Cho n\u00ean c\u00e1c c\u00f4ng ti c\u00f4ng ngh\u1ec7 cao h\u00e1o h\u1ee9c v\u1edbi tri th\u1ee9c c\u1ee7a \u0111\u1ea5t n\u01b0\u1edbc, tuy\u1ec7t v\u1ecdng v\u00ec s\u1ed1 nh\u00e2n vi\u00ean c\u1ee9 t\u0103ng l\u00ean \u0111\u1ec3 l\u1ea5p k\u00edn \u0111\u1ed9i ng\u0169 c\u1ee7a m\u00ecnh, ph\u1ea3i \u0111i s\u0103n \u0111\u1ea7u ng\u01b0\u1eddi.<\/p>\n

“V\u1ea5n \u0111\u1ec1 kh\u00f4ng ph\u1ea3i l\u00e0 thi\u1ebfu ng\u01b0\u1eddi,” Mohandas Pai n\u00f3i, ng\u01b0\u1eddi ph\u1ee5 tr\u00e1ch nh\u00e2n l\u1ef1c cho Infosys Technologies, ng\u01b0\u1eddi kh\u1ed5ng l\u1ed3 ph\u1ea7n m\u1ec1m \u0111\u00e3 x\u00e2y d\u1ef1ng v\u00e0 v\u1eadn h\u00e0nh khu\u00f4n vi\u00ean Mysore cho c\u00e1c nh\u00e2n vi\u00ean m\u1edbi c\u1ee7a n\u00f3. “\u0110\u00f3 l\u00e0 thi\u1ebfu h\u1ee5t ng\u01b0\u1eddi c\u00f3 \u0111\u00e0o t\u1ea1o b\u1eadc cao.” T\u1eeb b\u00ean ngo\u00e0i, qu\u1ed1c gia c\u00f3 1.03 t\u1ec9 d\u00e2n n\u00e0y, v\u1edbi d\u00e2n s\u1ed1 n\u00f3i ti\u1ebfng Anh c\u1ef1c l\u1edbn, c\u00f3 th\u1ec3 d\u01b0\u1eddng nh\u01b0 l\u00e0 ngu\u1ed3n cung c\u1ea5p v\u00f4 t\u1eadn c\u00e1c c\u00f4ng nh\u00e2n r\u1ebb c\u00f3 gi\u00e1o d\u1ee5c \u0111\u1ee7 \u0111\u1ec3 l\u1ea5y \u0111\u01b0\u1ee3c nhi\u1ec1u vi\u1ec7c l\u00e0m kho\u00e1n ngo\u00e0i t\u1eeb c\u00e1c n\u01b0\u1edbc ph\u01b0\u01a1ng T\u00e2y. Nh\u01b0ng m\u1ecdi s\u1ef1 c\u00f3 v\u1ebb kh\u00e1c nhi\u1ec1u \u1edf b\u00ean trong \u1ea4n \u0110\u1ed9, n\u01a1i c\u00e1c c\u00f4ng ti c\u00f4ng ngh\u1ec7 \u0111ang chi ti\u00eau h\u00e0ng tr\u0103m tri\u1ec7u \u0111\u00f4 la trong n\u1ed7 l\u1ef1c \u0111i\u00ean cu\u1ed3ng \u0111\u1ec3\u00a0 \u0111\u1ea3m b\u1ea3o b\u1ed9 m\u00e1y sinh l\u1eddi c\u1ee7a h\u1ecd v\u1eabn gi\u1eef \u0111\u01b0\u1ee3c s\u1ea3n xu\u1ea5t. “\u0110\u00e2y th\u1ef1c s\u1ef1 l\u00e0 g\u00f3t ch\u00e2n Achilles c\u1ee7a ng\u00e0nh c\u00f4ng nghi\u1ec7p n\u00e0y,” James Friedman n\u00f3i, nh\u00e0 ph\u00e2n t\u00edch v\u1edbi Susquehanna Financial Group, m\u1ed9t h\u00e3ng \u0111\u1ea7u t\u01b0 c\u00f3 c\u0103n c\u1ee9 t\u1ea1i Bala Cynwyd, ng\u01b0\u1eddi \u0111\u00e3 nghi\u00ean c\u1ee9u v\u1ea5n \u0111\u1ec1 n\u00e0y. “Khi ch\u00fang ta \u0111\u1ea7u ti\u00ean b\u1eaft \u0111\u1ea7u ph\u1ee5c h\u1ed3i ng\u00e0nh c\u00f4ng nghi\u1ec7p n\u00e0y, v\u00e0o n\u0103m 2000, c\u00f3 th\u1ec3 \u0111\u00e3 c\u00f3 50,000 vi\u1ec7c l\u00e0m v\u00e0 500,000 \u0111\u01b0\u01a1ng \u0111\u01a1n,” \u00f4ng \u1ea5y n\u00f3i. B\u00e2y gi\u1edd c\u00f3 l\u1ebd c\u00f3 300,000 vi\u1ec7c l\u00e0m m\u1edf ra h\u00e0ng n\u0103m, nh\u01b0ng ch\u1ec9 c\u00f3 100,000 \u1ee9ng c\u1eed vi\u00ean \u0111\u1ee7 t\u01b0 c\u00e1ch.<\/p>\n

Hi\u1ec7n t\u1ea1i, c\u00f4ng nghi\u1ec7p \u0111ang c\u00f2n b\u1eaft k\u1ecbp, nh\u01b0ng ch\u1ec9 v\u1eeba \u0111\u1ee7. Nh\u00f3m th\u01b0\u01a1ng m\u1ea1i m\u1ea1nh, H\u1ed9i qu\u1ed1c gia c\u00e1c c\u00f4ng ti d\u1ecbch v\u1ee5 ph\u1ea7n m\u1ec1m National Association of Software Services Companies, hay NASSCOM, \u01b0\u1edbc l\u01b0\u1ee3ng vi\u1ec7c thi\u1ebfu h\u1ee5t ti\u1ec1m n\u0103m qu\u00e3ng 500,000 nh\u00e0 chuy\u00ean m\u00f4n c\u00f4ng ngh\u1ec7 \u0111\u1ebfn cu\u1ed1i n\u0103m 2010. \u1ede m\u1ee9c \u0111\u1ed9 c\u01a1 b\u1ea3n nh\u1ea5t, \u0111\u00f3 l\u00e0 v\u1ea5n \u0111\u1ec1 th\u00e0nh c\u00f4ng. C\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7 cao \u0111ang m\u1edf r\u1ed9ng nhanh t\u1edbi m\u1ee9c d\u00e2n s\u1ed1 kh\u00f4ng th\u1ec3 b\u1eaft k\u1ecbp nhu c\u1ea7u v\u1ec1 c\u00f4ng nh\u00e2n \u0111\u1ea7u cao. C\u00f4ng ti d\u1ecbch v\u1ee5 t\u01b0 v\u1ea5n Tata Consultancy Services, ch\u1eb3ng h\u1ea1n, m\u1ed9t c\u00f4ng ti ph\u1ea7n m\u1ec1m l\u1edbn nh\u1ea5t c\u1ee7a \u1ea4n \u0110\u1ed9, thu\u00ea qu\u00e3ng 3,000 ng\u01b0\u1eddi m\u1ed9t th\u00e1ng. H\u00e3ng t\u01b0 v\u1ea5n Accenture thu\u00ea 8,000 ng\u01b0\u1eddi trong s\u00e1u th\u00e1ng t\u1edbi c\u00f2n IBM n\u00f3i h\u1ecd c\u1ea7n th\u00eam 50,000 ng\u01b0\u1eddi \u1edf \u1ea4n \u0110\u1ed9 n\u0103m 2010. Vi\u1ec7c thi\u1ebfu h\u1ee5t ngh\u0129a l\u00e0 c\u00e1i g\u00ec \u0111\u00f3 b\u1ecb lo s\u1ee3 \u1edf \u0111\u00e2y: l\u01b0\u01a1ng cao h\u01a1n.<\/p>\n

Nhi\u1ec1u th\u00e0nh c\u00f4ng c\u1ee7a \u1ea4n \u0110\u1ed9 ng\u1eebng l\u1ea1i tr\u00ean s\u1ef1 ki\u1ec7n l\u00e0 nhi\u1ec1u ng\u01b0\u1eddi l\u1eadp tr\u00ecnh ph\u1ea7n m\u1ec1m l\u00e0m vi\u1ec7c v\u1edbi l\u01b0\u01a1ng \u00edt h\u01a1n nhi\u1ec1u so v\u1edbi ng\u01b0\u1eddi \u1edf ph\u01b0\u01a1ng T\u00e2y \u2014 th\u01b0\u1eddng l\u01b0\u01a1ng b\u1eb1ng m\u1ed9t ph\u1ea7n t\u01b0. N\u1ebfu c\u00f4ng nghi\u1ec7p kh\u00f4ng th\u1ec3 t\u00ecm \u0111\u01b0\u1ee3c \u0111\u1ee7 c\u00f4ng nh\u00e2n \u0111\u1ec3 gi\u1eef l\u01b0\u01a1ng th\u1ea5p, c\u00e1c c\u00f4ng ti nh\u00ecn v\u00e0o \u1ea4n \u0110\u1ed9 \u0111\u1ec3 t\u00ecm nh\u1eefng th\u1ee9 nh\u01b0 ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m s\u1ebd quay sang c\u00e1c \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh, t\u1eeb Ba Lan t\u1edbi Philippines, v\u00e0 to\u00e0n b\u1ed9 ng\u00e0nh c\u00f4ng nghi\u1ec7p n\u00e0y c\u00f3 th\u1ec3 v\u1ea5p ng\u00e3. Nh\u1eefng \u0111\u00e1p \u1ee9ng ch\u1ea1y t\u1eeb “c\u00e1c tr\u01b0\u1eddng hu\u1ea5n luy\u1ec7n” t\u01b0 l\u00e0m tinh t\u1ebf k\u0129 n\u0103ng m\u00e1y t\u00ednh cho sinh vi\u00ean m\u1edbi t\u1ed1t nghi\u1ec7p cho t\u1edbi c\u00e1c \u0111\u1ed1i t\u00e1c nhi\u1ec1u tri\u1ec7u \u0111\u00f4 la d\u00e0n tr\u1ea3i tr\u00ean c\u00e1c doanh nghi\u1ec7p, ch\u00ednh ph\u1ee7 v\u00e0 gi\u00e1o d\u1ee5c cao h\u01a1n. C\u00e1c c\u00f4ng ti l\u1edbn nh\u1ea5t \u0111\u00e3 x\u00e2y d\u1ef1ng c\u00e1c trung t\u00e2m \u0111\u00e0o t\u1ea1o ph\u1ee9c t\u1ea1p. Khu\u00f4n vi\u00ean Mysore, ch\u1eb3ng h\u1ea1n, c\u00f3 nh\u1ecf h\u01a1n ch\u00fat \u00edt so v\u1edbi c\u00e1c l\u0129nh v\u1ef1c c\u00f2i c\u1ecdc c\u1ea7n \u0111\u01b0\u1ee3c r\u00f3t \u0111\u1ea7y khi Infosys, h\u00e3ng ph\u1ea7n m\u1ec1m l\u1edbn th\u1ee9 hai c\u1ee7a \u1ea4n \u0110\u1ed9, c\u00f3 c\u0103n c\u1ee9 t\u1ea1i \u0111\u1ea7u m\u1ed1i c\u00f4ng ngh\u1ec7 g\u1ea7n \u0111\u00f3 \u1edf Bangalore, b\u1eaft \u0111\u1ea7u c\u00e1c to\u00e0 nh\u00e0 \u1edf \u0111\u00e2y trong ba n\u0103m \u0111\u00e3 b\u00e1o tr\u01b0\u1edbc tr\u01b0\u1edbc \u0111\u00e2y. \u1ede M\u0129, khu khu\u00f4n vi\u00ean n\u00e0y s\u1ebd kh\u00f4ng l\u00e0 g\u00ec b\u1ea5t th\u01b0\u1eddng c\u1ea3. Nh\u01b0ng \u1edf \u1ea4n \u0110\u1ed9 \u2014 v\u1edbi vi\u1ec7c m\u1ea5t \u0111i\u1ec7n, ngh\u00e8o n\u00e0n v\u00e0 h\u00e0ng n\u00fai r\u00e1c \u2014 m\u1ea3nh \u0111\u1ea5t t\u01b0\u1edfng t\u01b0\u1ee3ng c\u1ee7a c\u00f4ng ti c\u00f3 t\u01b0\u1eddng bao quanh, \u0111\u01b0\u1ee3c l\u00ednh g\u00e1c c\u00f3 v\u0169 trang theo d\u00f5i, l\u00e0 c\u00e1i g\u00ec \u0111\u00f3 b\u1ea5t th\u01b0\u1eddng. N\u00f3 c\u00f3 120 gi\u00e1o vi\u00ean c\u01a1 h\u1eefu, h\u01a1n 80 to\u00e0 nh\u00e0, kh\u00e1ch s\u1ea1n v\u1edbi 2,350 ph\u00f2ng v\u00e0 ph\u1ee9c h\u1ee3p gi\u00e1o d\u1ee5c r\u1ed9ng 500,000-b\u1ed9 vu\u00f4ng. C\u00f3 ph\u1ee9c h\u1ee3p chi\u1ebfu phim \u0111\u01b0\u1ee3c x\u00e2y d\u1ef1ng b\u00ean trong khu m\u00e1i v\u00f2m. M\u1ed9t \u0111\u1ed9i qu\u00e2n lao \u0111\u1ed9ng qu\u00e9t d\u1ecdn c\u00e1c ph\u1ed1 s\u1ea1ch s\u1ebd v\u00e0 x\u00e9n t\u1ec9a b\u00e3i c\u1ecf \u0111\u00e3 ho\u00e0n h\u1ea3o r\u1ed3i.<\/p>\n

T\u1eebng th\u00e1ng m\u1ed9t n\u00f3 c\u1ee9 l\u1edbn d\u1ea7n l\u00ean. Ng\u00e0y nay, qu\u00e3ng 4,500 sinh vi\u00ean m\u1ed9t l\u00fac tham d\u1ef1 kho\u00e1 h\u1ecdc 16 tu\u1ea7n cho c\u00e1c nh\u00e2n vi\u00ean m\u1edbi. \u0110\u1ebfn th\u00e1ng ch\u00edn, s\u1ebd c\u00f3 ch\u1ed7 cho 13,000 ng\u01b0\u1eddi. Infosys \u0111\u00e3 chi $350 tri\u1ec7u cho khu khu\u00f4n vi\u00ean, v\u00e0 s\u1ebd chi $140 tri\u1ec7u n\u0103m nay v\u00e0o \u0111\u00e0o t\u1ea1o, Pai n\u00f3i, ng\u01b0\u1eddi ph\u1ee5 tr\u00e1ch nh\u00e2n l\u1ef1c. “\u0110\u00e2y l\u00e0 chi ph\u00ed kh\u1ed5ng l\u1ed3 ch\u00fang t\u00f4i ph\u1ea3i tr\u1ea3 \u0111\u1ec3 \u0111\u1ea3m b\u1ea3o ch\u00fang t\u00f4i c\u00f3 \u0111\u1ee7 ng\u01b0\u1eddi,” \u00f4ng \u1ea5y n\u00f3i.<\/p>\n

H\u1ecd kh\u00f4ng ph\u1ea3i ch\u1ec9 l\u00e0 m\u1ed9t. Ch\u01b0\u01a1ng tr\u00ecnh k\u0129 n\u0103ng k\u0129 thu\u1eadt c\u1ee7a IBM \u0111\u1ea1t t\u1edbi tr\u00ean 100,000 ng\u01b0\u1eddi \u1ea4n\u00a0 \u0110\u1ed9, t\u1eeb tr\u1ebb em t\u1edbi gi\u00e1o s\u01b0 \u0111\u1ea1i h\u1ecdc. T\u1ea1i Tata Consultancy Services, c\u00e1c bi\u1ec7n ph\u00e1p ch\u1ea1y t\u1eeb t\u00ecm ki\u1ebfm t\u00e0i n\u0103ng \u1edf n\u01a1i xa nh\u01b0 Uruguay \u0111\u1ec3 c\u00f3 ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh d\u1ea1y c\u00e1c l\u1edbp \u0111\u1ea1i h\u1ecdc \u2014 t\u1ea5t c\u1ea3 \u0111\u1ec1u \u0111\u01b0\u1ee3c thi\u1ebft k\u1ebf \u0111\u01a1n gi\u1ea3n \u0111\u1ec3 l\u00e0m cho m\u1ecdi ng\u01b0\u1eddi th\u00e0nh c\u00f3 th\u1ec3 thu\u00ea \u0111\u01b0\u1ee3c. Ph\u1ea7n l\u1edbn c\u00e1c nh\u00e0 l\u00e3nh \u0111\u1ea1o c\u00f4ng nghi\u1ec7p \u0111\u1ec1u tin nh\u1eefng \u0111\u1ea7u t\u01b0 n\u00e0y s\u1ebd mang l\u1ea1i k\u1ebft qu\u1ea3, v\u00e0 \u1ea4n \u0110\u1ed9 s\u1ebd v\u1eabn c\u00f2n c\u00f3 t\u00ednh c\u1ea1nh tranh. Nh\u01b0ng ph\u1ea7n l\u1edbn c\u0169ng \u0111\u1ec1 ph\u00f2ng l\u1ea1c quan c\u1ee7a h\u1ecd.<\/p>\n

“Ch\u00fang t\u00f4i ph\u1ea3i c\u00f3 kh\u1ea3 n\u0103ng qua \u0111\u01b0\u1ee3c n\u0103m nay, nh\u01b0ng n\u1ebfu ch\u00fang t\u00f4i kh\u00f4ng c\u00f3 \u0111\u01b0\u1ee3c c\u00e1c th\u1ee9 nh\u01b0 tr\u01b0\u1eddng hu\u1ea5n luy\u1ec7n v\u1eadn h\u00e0nh t\u1ea1i ch\u1ed7 ch\u00fang t\u00f4i s\u1ebd ch\u1ee9ng ki\u1ebfn s\u1ef1 thi\u1ebfu h\u1ee5t th\u1ef1c t\u1ea1i,” Kiran Karnik n\u00f3i, ch\u1ee7 t\u1ecbch c\u1ee7a NASSCOM. Nhi\u1ec1u v\u1ea5n \u0111\u1ec1 b\u1eaft r\u1ec5 trong h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c c\u00f3 ch\u1ed7 h\u1ed5ng s\u00e2u s\u1eafc. Khi kinh t\u1ebf c\u1ee7a \u1ea4n \u0110\u1ed9 b\u00f9ng n\u1ed5 15 n\u0103m qua, \u0111\u1ebb ra t\u1ea7ng l\u1edbp trung l\u01b0u li\u1ec1u l\u0129nh th\u00fac \u0111\u1ea9y con c\u00e1i h\u1ecd ti\u1ebfn h\u01a1n n\u1eefa tr\u00ean chi\u1ebfc thang kinh t\u1ebf, h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c cao h\u01a1n ph\u00e1t tri\u1ec3n \u0111\u1ed9t ng\u1ed9t. S\u1ed1 l\u01b0\u1ee3ng c\u00e1c \u0111\u1ea1i h\u1ecdc k\u0129 ngh\u1ec7, ch\u1eb3ng h\u1ea1n \u0111\u00e3 g\u1ea7n nh\u01b0 g\u1ea5p ba. Nh\u01b0ng v\u1ea5n \u0111\u1ec1 \u0111\u00e3 \u0111\u01a1n gi\u1ea3n t\u0103ng tr\u01b0\u1edfng t\u1ed3i t\u1ec7 h\u01a1n. \u1ea4n \u0110\u1ed9 c\u00f3 c\u00e1c vi\u1ec7n k\u0129 thu\u1eadt hi\u1ebfm khi c\u00f3 \u0111i\u1ec7n, v\u00e0 \u0111\u1ea1i h\u1ecdc kh\u00f4ng c\u00f3 m\u00e1y t\u00ednh. C\u00f3 nhi\u1ec1u \u0111\u1ea1i h\u1ecdc m\u00e0 gi\u00e1o s\u01b0 hi\u1ebfm khi c\u00f3 m\u1eb7t. S\u00e1ch gi\u00e1o khoa c\u00f3 th\u1ec3 c\u0169 h\u00e0ng th\u1eadp k\u1ec9. Ngay c\u1ea3 \u1edf c\u00e1c tr\u01b0\u1eddng t\u1ed1t nh\u1ea5t \u2014 v\u00e0 Vi\u1ec7n c\u00f4ng ngh\u1ec7 \u1ea4n \u0110\u1ed9 do ch\u00ednh ph\u1ee7 qu\u1ea3n l\u00ed \u1edf trong s\u1ed1 nh\u1eefng tr\u01b0\u1eddng c\u1ea1nh tranh nh\u1ea5t th\u1ebf gi\u1edbi, v\u1edbi c\u00e1c gi\u00e1o s\u01b0 h\u00e0ng \u0111\u1ea7u v\u00e0 ti\u1ec7n nghi tinh vi \u2014 c\u0169ng c\u00f3 v\u1ea5n \u0111\u1ec1. C\u1ea1nh tranh t\u00e0n b\u1ea1o \u0111\u1ec3 \u0111\u01b0\u1ee3c v\u00e0o c\u00e1c \u0111\u1ea1i h\u1ecdc n\u00e0y ngh\u0129a l\u00e0 sinh vi\u00ean tham v\u1ecdng c\u00f3 th\u1ec3 d\u00e0nh m\u1ed9t n\u0103m hay h\u01a1n trong c\u00e1c tr\u01b0\u1eddng luy\u1ec7n thi, b\u1ecf m\u1ecdi th\u1ee9 \u0111\u1ec3 h\u1ecdc to\u00e0n th\u1eddi luy\u1ec7n thi \u0111\u1ea7u v\u00e0o. Vi\u1ec7c d\u1ea1y ho\u00e0n to\u00e0n theo \u201ch\u1ecdc v\u1eb9t\u201d, kh\u00f4ng th\u1ef1c h\u00e0nh v\u00e0 ch\u1ec9 t\u00ednh \u0111i\u1ec3m ki\u1ec3m tra.<\/p>\n

“M\u1ecdi th\u1ee9 kh\u00e1c \u0111\u1ec1u b\u1ecb l\u00e3ng qu\u00ean: n\u0103ng l\u1ef1c ngh\u0129, vi\u1ebft, l\u1eadp lu\u1eadn logic, ho\u00e0 h\u1ee3p v\u1edbi m\u1ecdi ng\u01b0\u1eddi,” Pai n\u00f3i. K\u1ebft qu\u1ea3 l\u00e0 nh\u1eefng ng\u01b0\u1eddi kh\u00f4n, c\u00f3 gi\u00e1o d\u1ee5c t\u1ed1t, l\u1ea1i c\u00f3 th\u1ec3 g\u1eb7p\u00a0 r\u1eafc r\u1ed1i v\u1edbi c\u0103n b\u1ea3n chuy\u00ean nghi\u1ec7p nh\u01b0 l\u00e0m vi\u1ec7c theo t\u1ed5 hay c\u00e1ch ti\u1ebfp chuy\u1ec7n \u0111i\u1ec7n tho\u1ea1i t\u1ed1t. “S\u1ef1 h\u1ed9i t\u1ee5,” \u00f4ng \u1ea5y n\u00f3i, “l\u00e0 luy\u1ec7n thi, luy\u1ec7n thi, luy\u1ec7n thi, luy\u1ec7n thi.”<\/p>\n

M\u1ecdi s\u1ef1 l\u00e0 kh\u00e1c t\u1ea1i khu\u00f4n vi\u00ean c\u1ee7a Infosys. “M\u1ed1i quan t\u00e2m \u0111\u1ea7u ti\u00ean trong \u0111\u1ea1i h\u1ecdc l\u00e0 \u0111\u01b0\u1ee3c \u0111i\u1ec3m t\u1ed1i \u0111a,” Sanjay Joshi n\u00f3i, m\u1ed9t k\u0129 s\u01b0 22 tu\u1ed5i \u0111ang theo n\u1eeda ch\u1eebng kho\u00e1 \u0111\u00e0o t\u1ea1o c\u1ee7a Infosys. “\u1ede \u0111\u00e2y, s\u1ef1 h\u1ed9i t\u1ee5 l\u00e0 v\u00e0o h\u1ecdc t\u1eadp to\u00e0n b\u1ed9.” Nhi\u1ec1u vi\u1ec7c h\u1ecdc h\u00e0nh \u0111\u00f3 mang t\u00ednh k\u0129 thu\u1eadt, ph\u1ea7n l\u1edbn h\u1ed9i t\u1ee5 v\u00e0o l\u1eadp tr\u00ecnh. Nh\u01b0ng c\u00e1c l\u1edbp “k\u0129 n\u0103ng m\u1ec1m”, nh\u01b0 ch\u00fang \u0111\u01b0\u1ee3c g\u1ecdi v\u1eady, c\u0169ng bao g\u1ed3m nh\u1eefng th\u1ee9 nh\u01b0 qui \u01b0\u1edbc email v\u00e0 gi\u1ea3i quy\u1ebft v\u1ea5n \u0111\u1ec1. R\u1ed3i c\u00f3 nh\u1eefng gi\u1edd kh\u00f4ng cao \u0111i\u1ec3m. Tu\u1ed5i trung b\u00ecnh trong khu\u00f4n vi\u00ean n\u00e0y l\u00e0 22 v\u00e0 v\u1edbi m\u1ed9t s\u1ed1 ng\u01b0\u1eddi trong h\u1ecd th\u00ec \u0111\u00f3 l\u00e0 l\u1ea7n \u0111\u1ea7u ti\u00ean xa nh\u00e0. C\u00f3 s\u00e2n b\u00f3ng \u0111\u00e3, s\u00e2n cricket, b\u1ec3 b\u01a1i v\u1edbi qu\u00e1n n\u01b0\u1edbc qu\u1ea3, b\u00e3i ch\u01a1i bowling v\u00e0 ph\u00f2ng th\u1ec3 d\u1ee5c. C\u00f3 c\u00e1c gi\u00e1 \u0111\u1ec3 xe \u0111\u1ea1p \u0111\u1ec3 \u0111i. B\u1ea1n c\u00f3 th\u1ec3 ch\u00ecm trong s\u1ef1 l\u1ec5 \u0111\u1ed9. “L\u00e1i xe c\u1ea9n th\u1eadn” l\u00e0 m\u1ed9t bi\u1ec3n b\u00e1o cho ng\u01b0\u1eddi \u0111i xe \u0111\u1ea1p t\u1ea1i qu\u00e3ng \u0111\u01b0\u1eddng cong tr\u00ean \u0111\u01b0\u1eddng; “T\u1eadn h\u01b0\u1edfng cu\u1ed9c vi\u1ebfng th\u0103m c\u1ee7a b\u1ea1n,” m\u1ed9t sinh vi\u00ean \u0111i qua n\u00f3i v\u1edbi kh\u00e1ch th\u0103m. \u1ede m\u1ecdi n\u01a1i, \u0111\u1ec1u c\u00f3 nh\u1eefng thanh ni\u00ean l\u1ecbch s\u1ef1, \u0103n m\u1eb7c \u0111\u1eb9p. V\u00e0o s\u00e1ng g\u1ea7n \u0111\u00e2y, c\u00e1c sinh vi\u00ean v\u00e0o c\u00e1c l\u1edbp l\u1edbn \u0111\u1ec3 h\u1ecdc m\u00f4n l\u1eadp tr\u00ecnh. Tr\u01b0\u1edbc 8:45 s\u00e1ng \u2014 15 ph\u00fat tr\u01b0\u1edbc khi l\u1edbp h\u1ecdc b\u1eaft \u0111\u1ea7u \u2014 l\u1edbp h\u1ecdc \u0111\u00e3 g\u1ea7n \u0111\u1ea7y. H\u00e0ng h\u00e0ng sinh vi\u00ean ng\u1ed3i y\u00ean t\u0129nh, ch\u1edd \u0111\u1ee3i th\u1ea7y t\u1edbi.<\/p>\n

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—-English version—-<\/p>\n

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India is out of IT workers<\/p>\n

Very good article about India, also opportunity for Vietnam<\/p>\n

India high-tech industry out of workers<\/p>\n

By TIM SULLIVAN, Associated Press Writer Sat Apr 3, 12:13 AM ET<\/p>\n

At the heart of the sprawling corporate campus, in a hilltop building overlooking the immaculately lawns, the sports fields and the hypermodern theater complex, young engineers crowd into a classroom. They are India’s best and brightest, with stellar grades that launched them into a high-tech industry growing at more than 25 percent annually. And their topic of the day? Basic telephone skills.<\/p>\n

“Hello?” one young man says nervously, holding his hand to his ear like a phone. “Hello? I’d like to leave a message for Number 17. Can I do that?”<\/p>\n

Nearly two decades into India’s phenomenal growth as an international center for high technology, the industry has a problem: It’s running out of workers. There may be a lot of potential \u2014 Indian schools churn out 400,000 new engineers, the core of the high-tech industry, every year \u2014 but as few as 100,000 are actually ready to join the job world, experts say. Instead, graduates are leaving universities that are mired in theory classes, and sometimes so poorly funded they don’t have computer labs. Even students from the best colleges can be dulled by cram schools and left without the most basic communication and technical skills, according to industry leaders. So the country’s voracious high-tech companies, desperate for ever-increasing numbers of staffers to fill their ranks, have to go hunting.<\/p>\n

“The problem is not a shortage of people,” said Mohandas Pai, human resources chief for Infosys Technologies, the software giant that built and runs the Mysore campus for its new employees. “It’s a shortage of highly trained people.” From the outside, this nation of 1.03 billion, with its immense English-speaking population, may appear to have a bottomless supply of cheap workers with enough education to claim more outsourced Western jobs. But things look far different in India, where technology companies are spending hundreds of millions of dollars in a frantic attempt to ensure their profit-making machine keeps producing. “This is really the Achilles heel of the industry,” said James Friedman, an analyst with Susquehanna Financial Group, an investment firm based in Bala Cynwyd, who has studied the issue. “When we first started covering the industry, in 2000, there were maybe 50,000 jobs and 500,000 applicants,” he said. Now there are perhaps 300,000 annual openings, but only 100,000 qualified candidates.<\/p>\n

For now, industry is keeping up, but only barely. A powerful trade group, the National Association of Software Services Companies, or NASSCOM, estimates a potential shortfall of 500,000 technology professionals by the end of 2010. On the most basic level, it’s a problem of success. The high-tech industry is expanding so fast that the population can’t keep up with the demand for high-end workers. Tata Consultancy Services, for instance, India’s largest software company, hires around 3,000 people a month. The consulting firm Accenture hires 8,000 in the next six months and IBM says it need 50,000 additional people in India in 2010. A shortage means something feared here: higher wages.<\/p>\n

Much of India’s success rests on the fact that its legions of software programmers work for far less than those in the West \u2014 often for one-fourth the salary. If industry can’t find enough workers to keep wages low, the companies that look to India for things like software development will turn to competitors, from Poland to the Philippines, and the entire industry could stumble. The responses range from private “finishing schools” polishing the computer skills of new graduates to multimillion-dollar partnerships spanning business, government and higher education. The biggest companies have built elaborate training centers. The Mysore campus, for instance, was little more than scrub-filled fields when Infosys, India’s second-largest software firm, based in the nearby technology hub of Bangalore, began building here in earnest three years ago. In America, the campus would be nothing unusual. But in India \u2014 with its electricity outages, poverty and mountains of garbage \u2014 the walled-in corporate fantasyland, watched over by armed guards, is anything but normal. It has 120 faculty members, more than 80 buildings, 2,350 hotel rooms and a 500,000-square-foot education complex. There’s a movie complex built inside a geodesic dome. An army of workers sweeps the already-spotless streets and trims the already-perfect lawns.<\/p>\n

Month by month, it’s getting bigger. Today, some 4,500 students at a time attend the 16-week course for new employees. By September, there will be space for 13,000. Infosys spent $350 million on the campus, and will spend $140 million this year on training, said Pai, the human resources chief. “This is the enormous cost we have to pay to ensure we have enough people,” he said.<\/p>\n

They’re not the only ones. IBM’s technical skills programs reached well over 100,000 Indians last year, from children to university professors. At Tata Consultancy Services, measures range from a talent search as far afield as Uruguay to having executives teach university classes \u2014 all designed simply to make people employable. Most industry leaders believe these investments will pay off, and India will remain competitive. But most are also guarded in their optimism.<\/p>\n

“We should be able to get through this year, but if we don’t get things like finishing schools into place we’ll see an actual shortage,” said Kiran Karnik, the NASSCOM chairman. Much of the problem is rooted in a deeply flawed education system. As India’s economy blossomed over 15 years, spawning a middle class desperate to push their children further up the economic ladder, the higher education system grew dramatically. The number of engineering colleges, for instance, has nearly tripled. But the problems have simply grown worse. India has technical institutes that seldom have electricity, and colleges with no computers. There are so many universities where professors seldom show up. Textbooks can be decades old. Even at the best schools \u2014 and the government-run Indian Institutes of Technology are among the world’s most competitive, with top-level professors and elaborate facilities \u2014 there are problems. The brutal competition to get into these universities means ambitious students can spend a year or more in private cram schools, giving up everything to study full-time for the entrance exams. Instruction is strictly by \u201crote learning\u201d, not practical and only test scores count.<\/p>\n

“Everything else is forgotten: the capacity to think, to write, to be logical, to get along with people,” Pai said. The result is smart, well-educated people who can have trouble with such professional basics as working on a team or good phone manners. “The focus,” he said, “is cram, cram, cram, cram.”<\/p>\n

Things are different at the Infosys campus. “The premier concern in college was to get maximum marks,” said Sanjay Joshi, a 22-year-old engineer midway through Infosys’ training course. “Here, the focus is totally on learning.” Much of that learning is technical, mostly focusing on programming. But “soft skills” classes, as they’re called, also include such things as e-mail etiquette and problem-solving. Then there are off-hours. The average age on campus is 22 and for some of them it’s their first time away from home. There’s a soccer field, a cricket field, a swimming pool with a juice bar, a bowling alley and a gym. There are racks of bicycles to ride. You could drown in politeness. “Ride Carefully” a sign warns bicyclists at a gentle curve in the road; “Enjoy your visit,” a passing student tells a visitor. Everywhere, there are well-groomed, well-mannered young people. On a recent morning, students filed into a large classroom for a programming course. By 8:45 a.m. \u2014 15 minutes before class began \u2014 the room was nearly full. Row after row of students sat quietly, waiting for the teacher.<\/p>\n","protected":false},"excerpt":{"rendered":"

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