The Beautiful and the Damned (2 page)

Instead of a knife, the man pulled out an identity card, shouting, ‘Do you know who I am?’

A policeman in plain clothes, half of me realized with terror, while the other half pulled out an ID card in return, shouting back, ‘And do you know who I am?’

I was holding out my press card, which I should have turned in when I quit my job. But I hadn’t, and so we glowered at each other, a policeman who had been pretending not to be a policeman staring at a man who was no longer a journalist but pretending to be a journalist.

We had shouted in Bengali, and we were saying something other than what the question seemed to mean. Behind the question, there was an anguish expressed by both the policeman and me, both trying to do the right thing and yet in conflict with each other. This became clear when tempers cooled and we stopped grappling with each other, and in a replay of what had happened in Delhi a year before, the policeman led me into an officer’s chamber to get my passport renewed. Yet even though we may not have intended it, when we shouted, ‘Do you know who I am?’ we were asking the question in a profoundly literal sense. Did I know who he was, a man trying to maintain order in the line – afraid that
I
was a tout with a knife in his
back pocket – doing a hopeless job assigned him by his boss? And did he know who I was, breaking the line only after I had tried to follow the rules, wanting nothing more than the passport that was supposedly my right as a citizen of the country?

The outsourcing office was in Noida, a gridwork of factories and offices connected to Delhi by a new four-lane highway suspended over the sluggish, polluted Yamuna river. It was next door to Resistoflex (‘Vibrating Control Systems Since 1947’), and almost hidden behind a row of parked trucks. The office had once been part of a factory; the building was unpainted and exposed at the back, although the front had been done up in the requisite international corporate style, with granite steps leading up to the glass doors. The company handled customer service calls from countries around the world, with shifts in the evening and at night to handle queries from Australia, Great Britain and the United States.

After taking tests and being interviewed for a couple of hours, I was finally led into the office of the man with the authority to hire me. The other employees in the company had referred to him as ‘Wing Commander Ghosh’, and one of them told me that he liked to push candidates to see how they reacted under stress.

The wing commander was a slight, dark and rather intense-looking man whose computer screen saver flashed images of small aircraft at me. As I answered the wing commander’s questions, I realized that the right sleeve of his suit jacket was pinned back. The wing commander was missing an arm. I became distracted as soon as I realized this, finding myself unable to stop thinking about how he had lost an arm, adding this to the images of aircraft on his screen saver and beginning to imagine a terrible accident that had ended the man’s air force career.

The company needed people, however, and even in my distracted state, I passed the wing commander’s stress test. He wanted to hire me right away, although the salary and benefits he was offering seemed rather low by industry standards. There was also the fact that the company, in spite of the talk of faraway Western countries, seemed suspiciously like a family business. But what concerned me most of all, for reasons I could not possibly reveal to
the wing commander, was that I needed to know if I would be serving British customers.

The wing commander stared at me firmly. ‘The biggest business now,’ he said, ‘with lots of performance incentives, is in the American process. If you are willing to work in that, you will be calling American homeowners and persuading them to remortgage their houses.’ I didn’t quite understand what he was talking about, so he explained further. ‘You will be calling on behalf of banks that are our clients and are offering the homeowners better loans. Your job is to get people to change their mortgages from their old banks to the new ones. This is the work of the future, my boy.’

Six years after leaving for New York with my passport, I was in Delhi again, trying to get a job in what had become India’s best-known industry. I had travelled to the West, to Columbia University, where I’d written a novel. I had left the university to settle into the precarious rhythm of a writer’s life, coming back home whenever I could afford to, often to gather material for a feature article. This trip, in January 2004, was centred around my most prestigious assignment so far, one from the
Guardian
weekend magazine that involved trying to get a job at a call centre so that I could report from the inside on what it was like to do such work.

This was a time when globalization was still proceeding smoothly, without the financial meltdowns and the subprime crises that would suddenly add new meaning to Wing Commander Ghosh’s work of the future. It was a time when India was one of the main nodes of globalization, running back offices and customer service centres for companies in the West. There was some anxiety about this phenomenon, mostly from unions in the West that watched jobs disappearing offshore and protested that the work done by Indian call centre staff was inferior, perhaps even carried out by ‘convicted felons’. There were a few critics in India too, saying that the work was old exploitation dressed up in a new costume and that the people doing long hours and late nights while assuming Western identities and accents were just ‘cybercoolies’.

But such protests seemed marginal when compared to the celebration of call centres in business-friendly circles in both India and the
West. The point was not that the work was bad or the salaries far lower than what Western workers might expect, the boosters said. It was how call centre work was creating a generation of Indian youth who were being empowered by capitalism, people who had begun to break down the old restrictions of caste, class and gender, and who now exemplified the new India where men and women worked together late into the night and partied into the day, and who spent their money at the pubs, discotheques and shopping malls that had been brought to India by the same vigorous capitalism that had given them their jobs.

The Indian call centres, some owned by multinationals and some by home-grown enterprises, had nevertheless become rather sensitive to any scrutiny of their business. Like much of corporate India, they had become so secretive that it was difficult for a journalist to freely observe work in call centres.

The assignment from the
Guardian
meant that I had to put aside the Indian passport I had acquired, and the identity presented in its pages, and create a CV that offered a different identity, one more reasonable for an aspiring call centre worker. In order to take a job where I might have to change my name and accent and become a Western person, I first had to erase most traces of the West from my existing self. In order to become globalized through the call centre, I had to stop being globalized and become a provincial Indian, someone leaving Shillong for the first time to try his luck at the networked outsourcing offices of Noida, Gurgaon and Delhi. In the CV that I created, I retained my name and age, but all the other details were invented. I had already worked night shifts in Delhi while living in Munirka, but that had been at a newspaper. The schoolteacher I put down on my call centre CV was an alternate self, someone who had never left Shillong until now.

These questions about who I was, and who the call centre workers were, seemed to be pieces of a larger puzzle about what India was in its new incarnation. In 1998, just as I was leaving the country, the Hindu right-wing Bharatiya Janata Party had won the national elections and formed a government in Delhi. It was a remarkable success for a party that, just ten years earlier, had possessed only two seats in
the parliament. As a college student, I had once run into one of the two BJP members of parliament. I had been waiting for a flight at the airport in Silchar, a small town in Assam, when I saw the portly, somewhat forlorn, figure of Atal Bihari Vajpayee. He too was waiting for the flight to Calcutta, having just finished a trip to the border town of Karimganj where he had gone to rouse local sentiments about illegal immigration into India by poor Muslims from Bangladesh.

By 1998, however, Vajpayee had become the prime minister, a coronation celebrated by carrying out five nuclear tests in the desert sands of Rajasthan. Then, in 2002, the BJP government in the western state of Gujarat, headed by the business-friendly chief minister Narendra Modi, unleashed a pogrom on Muslims that left 2,000 people dead, thousands of women sexually assaulted and thousands of others displaced. On the economic front, Vajpayee’s government had continued the process of opening up its markets to foreign multinationals and investors while selling off state-owned assets cheaply to private businesses. An entire elite had been made even richer, while the middle class had become flush with cash, partaking happily of consumer goods like cars and mobile phones. But what was happening to the majority of people in India – the poor, the lower castes, women, Muslims and farmers – was a mystery. They were utterly invisible, edited out of the corporate and government buzz about India, and they resurfaced only when the BJP began its re-election bid in 2004, producing happy faces of the forgotten majority in a campaign it called ‘India Shining’.

I went about trying to get work at call centres even as the BJP campaigned furiously in the background. In some sense, I was at the heart of India Shining, in the ‘sunrise’ industry of the call centres. I took an expensive class in call centre English at the British Council in Delhi, paying more for that brief course of a few weeks than I had for my entire state-subsidized higher education in India. I travelled to recruitment offices in Delhi and the outskirts, where I sat through tests and interviews that often took an entire day while trying to understand something of the lives of the youths who cycled in and out of the recruitment centres. On the surface, many of them were
indeed trendy and modern, wearing jeans and carrying mobile phones, but the lives they revealed to me were also filled with frustration and doubt. There was Leena, for instance, from the state of Sikkim, already tired of her job handling customer inquiries about mortgages and loans for an American bank. She had studied literature in college and wanted to become a schoolteacher until the higher salaries of the call centre industry drew her to Delhi. But the city life had turned out to offer her little of the freedom she had expected. She shared a room with five other women at the YWCA hostel, and most of her time was taken up by a job that she liked less and less.

‘The customers get irate,’ she told me. ‘Their transactions often get messed up, and it’s my job to pacify them. I understand that they’re upset, but they start calling me names, and then it gets really difficult.’

My most extended interaction with call centre workers came when I got a job for HCL BPO, an Indian outsourcing firm that had an office in Noida for handling customer service calls for BT. Over the next two weeks, including one week of training, the days blended into each other. The shifts were nine hours long, and with travel time added in, the job consumed twelve to thirteen hours a day. My mornings began with the honking of the company van outside the apartment I was staying in and they ended around midnight with a similar van depositing me home after the driver, in order to avoid having his monthly salary of 4,000 rupees docked for falling behind schedule, had sped through red lights at eighty kilometres an hour. As for the job itself, that involved taking calls from angry British customers who wanted to cancel their BT Internet accounts, trying to convince them to stay on, first by telling them how inconvenient it would be for them to cancel (‘Madam, you will lose your BT email address. What if people try to get in touch with you at that address?’) and moving up gradually to offering free technical support or a free month of service.

When on the phone with their British customers, my colleagues were invariably polite, murmuring into their headsets in their idiosyncratic renditions of the Northern Irish accent our trainers had all brought back with them from the BT facility in Belfast. In real life,
however, they were a competing bunch of neuroses and afflictions, with an incredibly low tolerance for difference of any kind. There was Pradeep, a soft-spoken, intelligent man who was nevertheless convinced that he would never marry a woman who had worked at a call centre because she was bound to be promiscuous. Swati, a plump woman whose husband also worked at a call centre, agreed. It was hard not to feel sympathy for Swati, who had trouble with her English and was worried about talking to British customers, especially those ‘Wellish’ people who insisted on speaking in ‘Wellish’. And yet she had the habit of making disparaging comments about Muslims, especially to Feroze, one of the men who led us in a training session and whose English was flawless. The only one among my colleagues who disagreed with these common views was Alok, a discontented man with an engineering degree. I ran into him one afternoon during a break. He approached me in a haze of marijuana smoke.

‘This call centre work is not a career,’ he said, offering me a drag of his reefer along with his wisdom. ‘If I start working as an engineer, I’ll get half of what I make right now. But in five years, I’ll be making more money and have a real job. A friend of mine, a civil engineer, began a couple of years ago with a salary of only five thousand rupees. Now, he’s part of the Delhi metro construction project. He’s doing something with his life.’

Unlike the accounts in the media, most people in the call centre didn’t seem to think they were doing anything with their life. They were trapped in the here and now, and the new work opportunities brought by globalization had given these lower-middle-class youths as much of a sense of vulnerability as of empowerment. They went in and out of the call centre jobs, abandoning them for other work when the long, late-night hours became too oppressive, returning to the call centres when the other jobs they had taken seemed not to offer enough money. They might have been the most visible face of India Shining, but their inner lives, invisible to the world, showed a more complex reality where uncertainty and stasis had as great an influence as the superficial mobility and modernity of their jobs.