I don't know if my friends have noticed that wherever you are in Australia, there are three things you have to do with Indians, convenience stores, the IT industry and taxis.
China and India ranked third and fourth in the top 10 most immigrant countries, with 526000 migrants and 468000 migrants, respectively, according to a 2016 census report released by the Australian Bureau of Statistics ABS (Australian Bureau of Statistics).
Chinese immigrants make up 2.2% of Australia's population, while Indian immigrants make up 1.9%.
As the two largest Asian immigrants, we meet every day with Indians in every major city in Australia.
But there is an old Chinese saying that there is no room for two tigers in a mountain, so we are more or less at odds with the Indians.
Coupled with the widespread acceptance of Indians by Australian companies, Chinese compatriots in Australian businesses are not less overwhelmed by Indians, so many of their friends will inevitably resist the fact that Indians are doing better in Australia.
After all, we think Indians are not as smart and industrious as we are.
So why are Indians already coming to the fore in every country, and we're falling behind them? Where are we inferior to them?
Next, talk to everyone about the Indians.
First of all, why do we Chinese have stereotypes about Indians?
Although all Asian, but different cultural beliefs and habits, let us not so acceptable to live with the Indians.
Apart from the most superficial "taste" and "accent", the most typical is that we think they are not reliable, just talk, do not believe, like to show off clever, and so on.
Kyle, a Chinese student at the University of New South Wales, was "trapped" by his Indian classmates in a group assignment. The assignment was assigned by the teacher, and Kyle was assigned to complete the project with three Chinese students and one Indian student. At the time of the discussion, the Indian classmates were in a position of "high achiever taking you flying," but when they really entered the assignment task and wrote the article stage, Kyle found that the Indian classmates often "disappeared for some reason": the discussion was not attended either. The details of the communication assignment are always delayed by the other side with "something on hand."
Warm-hearted Kyle students feel that the original division of work and cooperation, they really do not have the time to do more than nothing.
But I saw that the deadline for homework had come, and I didn't get the part of the Indian schoolmate responsible for it. Finally, Kyle made up the part of his Indian classmates himself, and after finishing the whole assignment and uploading, he received the first draft of the Indian classmate's belated arrival.
In addition to completing group assignments at school, Chinese are often bullied and prickered by Indians in the workplace.
Many friends who work in Australian businesses complain that Indians now work for big Australian companies and government departments, recruiting mostly only Indians unless they have no choice, and that if something goes wrong on the project, Indian colleagues will be held accountable.
All in all, if you gather all the Indian Divine, I'm afraid you can make a picture of Australia's Wonder Blossom.?
So why are such strange Indians better off than we are? (although many of our strange compatriots are, ha, ha.)
We have read a previous study of the Indian people in the United States, and many of the Indian generality mentioned in the article can be used as a reference for us. What are the qualities of Indians that can be valued by a foreign company?
01, dare to express
Our biggest misunderstanding of Indian immigrants is that "English is their mother tongue and they have a natural advantage."
In fact, 80% of Indians are native speakers. But as a result of British colonial history, India is indeed more widely used of English, thinking habits are relatively westernized.
Although the English of Indian accent is always ridiculed by Chinese, it is different from Chinese education which emphasizes English pronunciation and grammar. India emphasizes English thinking ability and overall expression.
Indian students, even if full of less standard "Indian English", will not be confined to accent bias, the word can reach the meaning.
At the same time, Indians will not only say, more "dare to say", this is related to the education they received as a child.
The student community is extremely rich in high schools and universities in India. The leaders of the club are democratic like the American presidential campaign, and a good eloquence is the first thing to be a leader.
This also allows Indian students to develop communication and coordination skills from an early age, with strong speech skills.
Excellent language expression makes Indian students willing and easier to integrate into groups of foreign students, combined with native students, and equally useful in the workplace.
Compared with immigrants from other Asian countries, Indians spend more time socializing, expressing themselves and showing themselves.
02, learn more
In terms of education, the proportion of Chinese Americans in Silicon Valley with doctorates is high. Among the last generation of Chinese students, Lu Qi and Li Kaifu, who broke through the ceiling from the top companies in the industry, also came from computer science doctorates.
Lu Qi: president and Chief operating Officer of Baidu Group, Director and Vice Chairman of Board of Directors of Baidu
If according to our country's traditional idea of "study and excellence", technical excellence is the prerequisite for promotion.
Although foreign enterprises also have the tradition of selection and promotion from among the technical personnel, but more suitable for the middle and lower level, want to enter the middle and senior management of the company, just understand the technology is not enough.
If you look at the resumes of Indian executives, you can see that almost everyone has a background in MBA learning, a "technology management" type of composite talent.
India, though economically backward, started nearly 30 years earlier than China in training managerial talent.
Represented by IIM, the Indian School of Management, IIM, as the cradle of management talent in India, established the IIM Calcutta campus in collaboration with the sloan School of Management of the Massachusetts Institute of Technology in the 1950s. In the 1960s, IIM was co-founded with Harvard Business School (HBS) in the IIM Ammedabad, and IIM's position in the world is beyond the reach of all Chinese business schools.
Nowadays, in the eyes of Indian students, studying MBA management is the default compulsory course. In contrast, Chinese students' professional learning is more unilateral, more advocating "art has a specialty", most of them wait until work bottlenecks will want to improve.
It has also proved that what society needs is complex talents such as "technology management", which is ignored by Chinese students.
03, strong adaptability
India's overall environment is naturally not as good as that of China, and its living environment is also very complex. Therefore, many Indian students who study in India often have to adapt to many difficult and difficult environments, and there are many sudden difficulties and challenges every day. Ability to adapt to local conditions, random is the basic survival skills.
And this ability to deal with the challenges of diversified environment, is precisely the core competitiveness that multinational executives need most.
04, effective solidarity
India's domestic environment has led to serious talent export, first-class talents emigrated Europe and America, second-class talents to do business in the country, third-class talents choose to engage in politics.
For Indians, home countries can't bring sense of security, so they want to grasp the hard-won "new world."
Indian Americans have a serious "group culture" overseas. With the rise of the first generation of Silicon Valley Indian entrepreneurs more than 30 years ago, they realized the difficulties and obstacles of immigration and began unreservedly to help fellow villagers who came to follow.
With the efforts of several generations of Indian entrepreneurs, Silicon Valley has already built a thriving Indian ecosystem, with industries working together to create a strong network of connections, and Indian employees often enjoy a lot of extra "benefits".
In contrast, although the Chinese people like to get together, they also choose to gather with their compatriots because they have no cultural differences with foreigners. In the real workplace competition, there is no philosophy of "altruism and win-win", and even the internal struggle is crowded out, and there is a lack of high emotional intelligence in the workplace.
I wonder if my friends have ever heard such a statement: the idea of the people of western countries is to be better and better than they were in the past; And many people in China received education from an early age to compare with others, better than others and better than others.
This is not necessarily true, but it does reflect the psychology of many Chinese.
At work, Chinese people rarely recommend to their friends or fellow-townspeople what they know about their jobs, except for introversion (with rewards).
In addition, Indians are more actively integrated into local mainstream society overseas than Chinese.
Most Indians are less wealthy than the Chinese.
Many Indians spend their money to emigrate, so they are more eager to make enough money to pick up their families as soon as possible. So in many areas of work, they work hard, can sink their hearts, willing to take root in the local.
But many Chinese are different, because the rapid development of China's economy in recent years, even if PR, had better job opportunities at home, they would not hesitate to leave, and even many Chinese would have the psychology of not doing well and being able to return home for development. So Chinese are often less determined and motivated than Indians in terms of their willingness and loyalty to work.
For all these reasons, foreign employers are more willing to hire Indians.
I have to say, over the past decade, Indian-American performance in the United States has been extremely impressive, with Apple, Google and Microsoft, the Silicon Valley trio, having reaped the next two CEO titles.
In addition, Motorola, Nokia, Softbank Corp., Adobe,SanDisk, Pepsi Coke, Unilever, MasterCard, Standard & Poor's and other well-known industry giants, all chose to hire Indians as CEO.
The curry smell in Silicon Valley cafeteria was heavy and employees often joked that the proportion of Indians in each canteen could already be judged by the curry smell in each canteen.
After reading this, I don't know what my friends think. Do you have any complaints about Indian friends around you? However, complaint to complain, we should not only focus on other people's slot, no matter what age, "master and long skills to control" is the real way to stand.