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Concerns about the culture of the workplace in the IT industry of India are increasing again, this time focusing on non -resident Indian managers (NRI) who handle teams from abroad. Employees working in Indian offices say that while they do most of the work at soil level, they often feel marginalized or spoken
These complaints are not new in the technology sector. Many workers have talked about how bias in tasks, favoritism in promotions and pressure of foreign teams make their work harder. But now, some professionals feel that the problem of Nri managers deserves more attention.
This frustration recently arose in a discussion about the popular SubnetDit R/Indianworkplace. A user began a publication that describes how NRI managers often show what they called “a supremacist attitude.”
According to the post, these managers despise people who do not have titles of higher institutes such as Iit or Iim and treat those who work from India as simple assistants. The Redditor added that important or “cold” projects are generally delivered to a small circle of favorites, leaving the rest of the demotivated team.
The publication quickly gained traction, with other users who share similar experiences. A commentator wrote: “Yes, customer developers who supervise our project are Nris, while everyone is working to improve the product, they have this bossy attitude, sometimes they would ask to implement something in their own way, even the developer knows that it will cause problems, but still would do so otherwise, they would take it in their ego and they will not have to obtain public relations.”
Another user argued that the root of the problem lies in visa policies and personnel structures abroad: “The only way to follow is to completely eliminate this allocation of temperature visas. This whole toxicity system that passes through the hierarchy would be reduced. It begins from above.”
The comments reflect a broader concern in the IT sector that employees at high seas often lack power to reject decisions made by foreign managers, even when those decisions can damage the project.
As global equipment becomes more connected, employees say it is important to address these cultural and structural problems to guarantee fair treatment and softer collaboration.
