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is high. However, compare with the lack of workforce in UK, India had large population and workforce, and the salary of workforce is also lower than UK. As the world's two most populous countries which are rich in human resources, compared to China, at one time India was a British colony, English has a unique advantage. In India, there was the language of the Constitution recognizes 23 species, so the English is almost equal to Mandarin in China. More substantially, it cannot be assumed that several years’ educations in the English language necessarily equip Indian call centre agents with the ability to interact with English-speaking customers to standards deemed acceptable by Indian call centres and their UK clients. At the end of 2008, the Indian outsourcing industry provides 700,000 jobs related to sales amounted to 7 billion pounds, close to 1% of GDP in India. Because the development of outsourcing business, every year, 2.1 million graduates, 0.3 million postgraduates and 60000 MBAs pass out of India’s non-engineering colleges. There should not occur actually a shortage of the talent phenomenon, outsourcing industry, wages so keeping the momentum of 10-15% annually. McKinsey analysis reveals the skilled manpower in IT by 2008 will increase by up to 6% which will take the figure to more than five million people. Furthermore, for organizations thinking of establishing HR BPO operations in India there is a ready flow of informed professionals in the core knowledge area of personnel management and learning and development thanks to the training provide by the Indian Society for Training and Development and the Indian National Institute of Personnel Management. People Management as a professional career has come of age in India ( I. Hunter, 2006). For this reason, the benefit for the companies to operate off shoring call centres in India presented opportunities for companies to achieve considerable cost saving, and profit generation. Given this background, board of directors decisions to be located in India that be treated as an extension of the means by which profit maximization and cost minimum are realized through a relocation restructuring plan. For instance, due to the low level of salary expense, some UK companies establish their call centres in India. According to Tony Hallett (2003) report, they actually the salary for India call centres agents is ₤18,000 per annum, but in the UK, the salary is ₤27,000 per annum It is clear that, there is ₤9,000 per annum salary difference between UK and India. In addition, the UK call centres agents work slower than the India call centres, nearly fewer six hours per week, which means the India employees are more efficient than the UK call centres' employee (Tony Hallett 2003).

According to Sarah Browns(2008) claims that whether the on shoring or off shoring call centers, the success of a business mainly relies on the corporate effort of a group of employees. Given a successful experience of early offshore to India (American Express, General Electric and British Airways) from the mid-1990s proved influential. Tightening labour markets in the US in the 1990s also led to GE opening their first Indian voice operation, which served as a model for the burgeoning ‘third party’ call centre sector. Through the survey, the main reason for call center's migration that affect the overall cost savings about 40%-60% ( Nasscom 2002a: 12), Compared to other developing