1. Value of Experience and Depth in Technical Roles

• US Market: In the US, after 20+ years of experience, technical professionals often remain valuable in hands-on roles, such as senior architects, technical leads, or principal engineers. Their experience is seen as essential for handling complex systems, mentoring younger engineers, and making strategic technical decisions. Many companies value the depth of experience these professionals bring, recognizing that highly experienced technical people can drive innovation and troubleshoot complex issues more effectively.
• Indian Market: In India, there’s a tendency to push senior professionals towards managerial roles, often leading to a depletion of technical expertise at the higher levels. As a result, many organizations lack highly experienced technical talent directly working on projects, and technical hands-on roles are typically filled by mid-career professionals.

2. Individual Contributor (IC) Roles for Senior Engineers

• US Approach: IC roles are widely accepted and encouraged, providing a career path that doesn’t force senior engineers into management. Tech giants like Google, Microsoft, and Amazon frequently hire senior engineers in IC roles, allowing them to focus purely on technical challenges without the responsibilities of people management.
• India’s Gap: In India, the IC path is less developed, and there’s an assumption that experienced professionals should naturally transition into management. This limits options for technically inclined senior professionals who want to remain hands-on, potentially driving them to seek opportunities elsewhere or to feel underutilized.

3. Rethinking Junior Hiring and Technical Expertise Requirements

• US Market’s Demand for Skill Depth: US firms typically seek deep expertise for technical roles at every level, appreciating that skill mastery often requires years of experience. Junior roles are common, but for projects requiring complex technical solutions, firms often prefer seasoned experts. They also invest heavily in continued learning and development to keep senior staff’s technical skills sharp.
• India’s Opportunity for Change: India’s focus on hiring junior staff with limited experience may limit innovation and productivity in technical functions. Revisiting hiring practices to include experienced senior professionals in technical roles could benefit projects with high complexity. Senior engineers bring unique perspectives, having seen various technologies and practices evolve, and they can mentor junior staff effectively, fostering a culture of continuous technical growth.

4. Attracting and Retaining Technical Talent at Senior Levels

• The Indian IT market could benefit from establishing clear IC tracks similar to those in the US, which appeal to seasoned engineers who prefer technical challenges over management roles. This would likely help retain top talent and reduce the “brain drain” of senior engineers to US-based or other international roles that allow for IC progression.

5. Conclusion: Shifting the Perspective on Senior Technical Roles in India

• A shift in perspective is needed to value senior technical talent not just for managerial potential but also for the rich experience they bring to hands-on technical roles. This could make India’s IT industry even more competitive, as having highly experienced ICs can enhance technical depth, innovation, and mentoring for the next generation of engineers.