Andrew Marantz writes:

Indian BPOs [business process outsourcing jobs] work with firms from dozens of countries, but most call-center jobs involve talking to Americans. New hires must be fluent in English, but many have never spoken to a foreigner. So to earn their headsets, they must complete classroom training lasting from one week to three months. First comes voice training, an attempt to “neutralize” pronunciation and diction by eliminating the round vowels of Indian English. Speaking Hindi on company premises is often a fireable offense.

Next is “culture training,” in which trainees memorize colloquialisms and state capitals, study clips of Seinfeld and photos of Walmarts, and eat in cafeterias serving paneer burgers and pizza topped with lamb pepperoni. Trainers aim to impart something they call “international culture”—which is, of course, no culture at all, but a garbled hybrid of Indian and Western signifiers designed to be recognizable to everyone and familiar to no one. The result is a comically botched translation—a multibillion dollar game of telephone. “The most marketable skill in India today,” the Guardian wrote in 2003, “is the ability to abandon your identity and slip into someone else’s.”