- Take executive action to help fix the rampant abuse of the H-1B work visa and employment-based green cards. Each year, dole out the 85,000-visa H-1B allocation according to offered salary; those who wish to hire cheap labor will likely come up empty-handed. This simple step would go a long way to stemming the abuse of H-1Bs as cheap labor. Roll back Obama’s action to extend the Optional Practical Training time for foreign students. Order your National Science Foundation and National Institutes of Health to give grant funding priority to graduate programs with higher percentages of domestic students. And again, listen to the IT workers who supported you, and whom you had speak at some of your rallies, rather than solely taking advice from Peter Thiel.
That is a question that I would love to ask them with millions of American software Developers who have been displaced by the companies that FWD.us represents.
Yet it’s clear FWD.us is concerned. President Todd Schulte followed up the initial statement with a second plea to “stand up for your beliefs, stand with the communities who need you right now, stand for those who can’t stand for themselves and remember that a lot of people don’t have the option to walk away from this fight.” It’s not just the lobbying groups, but investors as well that fear a Trump presidency may adversely affect the industry. Technology stocks are down across the boardthis week for some of the biggest companies on the planet, including Amazon, Google, and Facebook.
The urgency comes from the uncertainties of a Trump administration, but also the personal stakes. The CEO of Google, Sundar Pichai, is an immigrant. As are Google co-founder Sergey Brin and Microsoft chief Satya Nadella. The entire Silicon Valley philosophy rests on the idea of rewarding individuals for hard work, talent, and ingenuity — regardless of race, class, or country of origin. Trump’s vague immigration policy proposals threaten this worldview. In a very material way, they also threaten the workforces of both the juggernauts and startups of the tech industry that use the H-1B and other visa programs to expand talent searches around the globe.
Other issues addressed in the Microsoft blog include the need for investment in infrastructure such as highways and bridges and the link between diversity and economic success. “Over a third of our engineers have come from other countries – 157 countries, in fact,” Smith wrote. “We have employees from every race, ethnic background and religion. If there’s a language spoken on the planet, there’s a good chance that it’s spoken by an employee at Microsoft.”
Gary Shapiro, president of the Consumer Technology Association (CTA), which represents over 2,200 consumer technology companies, also cited the need for improved infrastructure and effective immigration policies in a Fortune column Wednesday. “To attract and retain the best and brightest workers, the U.S. must increase the number of H-1B visas for highly skilled immigrants,” he wrote.
Americans were the best and brightest and still are.
But when our companies hire only H-1B non-immigrant guest workers, that denies the children of America the opportunity to grow.
Many of those children will not even realize their potential until a mentor shows them what they can do.
And our tech industry is hell bent on denying them that opportunity.
As an example, I would put myself up against any manager in any of the tech industry companies, but I am not given that opportunity because of age discrimination and caste and because at the ripe young age of 17 I chose to serve my country rather than go to college.
How many others are being denied the opportunity to compete?
Have we forgotten already what made us the country that everybody else wants to become a citizen of?
life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement” regardless of social class or circumstances of birth
The lawsuit last year survived an effort by Infosys to dismiss it.
In the ruling to allow the case to proceed, U.S. District Court Judge Pamela Pepper wrote, in part, “that the plaintiffs’ allegations are sufficient to state claims that the defendants intentionally discriminated against them because of the plaintiff’s’ race, and the complaint is clear that the plaintiffs regard their race as distinct from the ‘South Asian race’ that the defendants allegedly favor.”
There were some 50 exhibits filed in this case, including one from a former Infosys recruiter who said, in a declaration, that in conference calls “many of the highly qualified American candidates we presented were being rejected in favor of Indian candidates.”
You don’t know me.
I am one of the original Displaced Americans circa 2003.
Displaced by things like caste.
If you don’t know what it is, google dalit and caste.
And then tell me why you are supporting displacing more and more Americans with caste…!
As Fujioka had done at his prior companies, at Fuhu he hired childhood pals to populate many of the company’s senior positions. He also cherry-picked a group called the Partnership, some 30 employees who committed themselves to the collective good of the company. With that honor came the promise of equity, special access to Fujioka himself, and a walkie-talkie–which Fujioka’s assistant could use to send for his staff. “It was another form of knowing he could get anybody to drop everything at a moment’s notice,” says one former senior executive.
The Partnership provided a powerful incentive for employee motivation, but it also created an organizational caste system. “Just imagine you’re in a high school, and all the cool kids get to sit at this cool table,” says one former nonpartner employee. “If you’re not part of that circle, you don’t get looked at and you don’t get talked to.” In this atmosphere, rumors flew of special perks for Partnership members. Fujioka denies there was anything improper about any of the favors he doled out. “We negotiated [auto] leases, and I’m pretty sure there were times when we helped people with their payments,” says Fujioka, noting that he gave one pregnant partner three bonus months of paid maternity leave. Jealousy and gossip from nonpartners, he says, were disheartening. “Maybe what they don’t understand is that the person [who received extra maternity leave] had two miscarriages, and it’s probably because she was working 13 hours a day. Those kinds of things,” he says. “And did it ever come out of pocket? A lot. That’s why I hesitate–was that Fuhu or was that me? Because I think 80 percent of it was me.”“Maybe there’s such thing as $20 million or $30 million between friends. But $100 million? I don’t think they’re friends any longer.”
Meanwhile, loyalty was best proved to Fujioka by self-sacrifice. He expected employees to work as doggedly for him as he had for the Huis, who, he says, once made him pull several consecutive all-nighters to write a business plan. John Hui’s exercises “were very painful,” says Fujioka. “It was really about obligation, responsibility, and servitude.” Signs of disloyalty, real or perceived, could flare Fujioka’s temper. In one instance, after a junior staffer privately asked the head of HR when he could collect overtime and take vacation, he was dragged before Fujioka and a roomful of partners for a vote on whether he should be fired. The meeting, the staffer later alleged in a wrongful-termination suit that was settled, “was done with oppression and malice” and resulted in “depression, anxiety, humiliation, and emotional distress.” Employees say they eventually learned not to challenge the views of their micromanager boss. “He wasn’t listening to the smart, talented people that he had hired,” says one former staffer. “Instead, he’d listen to the group that really consisted only of yes-men.”
Sadly, several of my projects in the last 10 years have involved things like this.
I wouldn’t play ball with crap like this, so I paid the price.
Would I do it again?
I just did about 2 months ago.