russian software developing industry and software exports

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Chapter 6. Human Resources and the Labor Market Situation and 10.5 thousand students thoroughly studying Sun technologies. The more companies are export-oriented, the more acutely they feel the lack of specialists. Typically, they require professionals not only highly competent in software development but also fluent in foreign languages. There are few specialists combining these skills on the labor market, because historically topclass experiences developers do not know foreign languages at the level required. Most hired in 2008 specialists by companies' location Not hired anyone Developer (C/C++) Developer (Java) 0% 10% 20% 30% 40% 50% 16% 0% 7% 12% 16% 27% 27% 29% 42% 43% 48% 46% The lack of staff is more often felt by companies the smaller their size is. This does not mean the demand for services of small companies has reduced less. What is important is the fact that large companies have more opportunities for employment. The bigger the city the less critical the shortage of staff is. Apparently, this is caused by the fact that in major cities such as Moscow, St. Petersburg and Novosibirsk there are more major banks and companies operating in different sectors that reduced software developers in their IT departments thus replenishing the market with qualified professionals. 50% 40% 30% 20% 10% 0% Share of companies which don't have shortage of personnel 5% 2007 43% 2008 Developer (C #) Developer (DB) Tester 13% 14% 8% 8% 0% 0% 13% 7% 2% 20% 24% 29% Developer (C/C++) Developer (Java) Developer (C #) Most wanted specialists in 2007 and 2008 0% 5% 10% 15% 20% 25% 30% 35% 8% 18% 24% 24% 29% 34% Web-developer (PHP/ MySQL) Web-developer (ASP. Net/ MS SQL) 8% 8% 21% 24% 17% 27% 17% 33% Developer (DB) Tester Web-developer (PHP/ MySQL) 3% 7% 8% 11% 18% 20% System administrator (Win) System administrator (UNIX) 0% 0% 0% 5% 0% 8% 0% 0% Moscow Novosibirsk St. Petersburg Others Web-developer (ASP. Net/ MS SQL) System administrator (Win) System administrator (UNIX) 3% 4% 7% 2% 13% 2007 24% 2008 49
Chapter 6. Human Resources and the Labor Market Situation 50% 40% 30% 20% 10% 0% Share of companies which don't have shortage of personnel by companies' turnover 50% up to 0.5 MUSD 43% from 0.5 MUSD to 4 MUSD 38% from 4 MUSD to 20 MUSD 14% over 20 MUSD Most wanted specialists in 2008 by companies' location (frequency of mentioning by companies) 0% 5% 10% 15% 20% 25% 30% 35% The release of big numbers of software developers from IT departments of different businesses is confirmed by data submitted by recruitment agencies. According to HeadHunter (source: CNews publication) the labor market situation has radically changed for web-developers and Flash-developers. If in March 2008 the index of demand was 0.24 и 0.22, in March 2009 it was – 2.74 и 1.2. This index is calculated as the ratio of the number of resumes sent to recruitment agencies to the number of vacancies. It follows that is prior to the crisis there were more vacancies than resumes, now the situation has reversed. According to HeadHunter data published in May 2009 in Vedomosti, in April 2008 the number of vacancies for С/С++, Java, Delphi, Oracle and 1С developers twice exceeded the number of candidates, but a year later the same position is competed between 3–4 specialists on average. Developer (C/C++) 13% 13% 24% 33% COOPERATION WITH UNIVERSITIES Developer (Java) Developer (C #) Developer (DB) Tester Web-developer (PHP/ MySQL) Web-developer (ASP. Net/ MS SQL) System administrator (Win) System administrator (UNIX) 0% 0% 0% 0% 5% 4% 5% 4% 0% 0% 4% 0% 5% 4% 2% 8% 8% 8% 8% 8% 7% 8% 7% 8% 7% 10% 13% 13% 12% Moscow Novosibirsk 21% 20% 21% St. Petersburg Others Due to the decreased demand for staff the number of companies cooperating with universities has also reduced. Following the suspension of mass recruitment of specialists such forms of cooperation as «Student internship» and «Job placement for graduates» have become irrelevant for many companies. The conducting of «Training courses for staff» depends on the volume of new orders and in the context of the crisis has also become less popular. The share of surveyed companies not cooperating with universities increased more than twice and reached 42%. At the same time absolutely all major companies continue to work with universities, at least they practice «Student internship». Nevertheless, other forms of cooperation («Job placement for graduates» and «Training courses for staff») are also used by the companies with a turnover over 20 MUSD. The maximum number of companies that ceased their contacts with universities is among those with a turnover from 0.5 MUSD to 4 MUSD. The number of the smallest companies (turnover less than 0.5 MUSD) cooperating with universities have even increased against year-on-year. This may be explained by the fact that such companies try to save on the salary of programmers and find new employees among students. The least proportion of such specialists is recorded in the major companies although they collaborate with universities most actively (it should be noted that in absolute value major companies generally recruit more graduates than any other group of companies studied here). The largest concentration of graduates is registered in companies with a turnover from 0.5 MUSD to 4 MUSD, this group being least involved in cooperation with universities. Graduates more easily find jobs with companies primarily oriented at the Russian market rather than 50
Page 1 and 2: RUSSIAN SOFTWARE DEVELOPING INDUSTR
Page 3 and 4: CONTENTS METHODOLOGY...............
Page 5 and 6: Methodology As in previous years th
Page 7 and 8: CHAPTER 1. POSITION OF RUSSIA IN TH
Page 9 and 10: Chapter 1. Position of Russia in th
Page 19 and 20: CHAPTER 2. VOLUME AND STRUCTURE OF
Page 21 and 22: Chapter 2. Volume and Structure of
Page 27 and 28: CHAPTER 3. MAJOR TRENDS IN THE RUSS
Page 29 and 30: Chapter 3. Major Trends in the Russ
Page 31 and 32: CHAPTER 4. OVERVIEW OF BUSINESS ENV
Page 33 and 34: Chapter 4. TAXATION SYSTEM The shar
Page 35 and 36: Chapter 4. AVAILABILITY OF UP-TO-DA
Page 37 and 38: Chapter 4. Overview of Business Env
Page 39 and 40: Chapter 4. Overview of Business Env
Page 41 and 42: Chapter 5. Geographical Distributio
Page 47 and 48: Chapter 6. Human Resources and the
Page 49: Chapter 6. Human Resources and the
Page 61 and 62: Chapter 7. Technologies The results
Page 63 and 64: Chapter 7. Technologies Reduction r
Page 65 and 66: CONCLUSIONS
Page 67 and 68: Conclusions Owing to PR activities
Page 69 and 70: Participants of the survey Elite So
Page 71 and 72: Participants of the survey Exigen S
Page 73 and 74: Participants of the survey Luxoft F
Page 75 and 76: Participants of the survey URL Cont
Page 93: Participants of the survey THANKS T

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