HISTORY Incorporated on 2nd July, 1981. Mainly overseas clientele; 1st client: Reebok. Developed proprietary banking software,

Finacle. (1987)

Revenues Rs. 10.3 mn (1985) to Rs. 19.1 mn

to Rs. 25.4 mn (1989)

Started with on-site services. 1991: Liberalization of Indian Economy. IPO in 1993.

1st Indian company to implement ESOP (1994) Issued 24,000,000 warrants to employees at

Rs.0.50 each, entitled the holder to apply for one equity share.

Another ESOP in 1999, issued 26,400,000 equity

shares to the employees.

1st Indian company to value its human resource

at Rs. 2785.5 million.

Discontinued with ESOP in 2003 due to

accounting problem

INFOSYSs HR PRACTICES Maintained the small company culture. Provided employees with world class facilities for

training and working, such as; -- Multi-cuisine courts -- Swimming pools, a gymnasium -- A golf course etc. Initially recruited employees from engineering colleges Policy of recruiting people with analytical skills and

provided them with specific training employees.

To succeed it was necessary to recruit, train and retain

INFOSYSs HR PRACTICES (Contd) on individual growth along with Emphasizedorganizational growth. Identified the structural requirements of

people at different levels and created a demand for the roles. Adopted a role-based structure, ensuring

employee career growth. Role of the employees was defined. Performance-appraisal and career

progression were carried out according to

Training Fresher training courses Training on new processes as well High level managers were trained for

management development / leadership development program.

High cost incurred (6.7 bn in 2005- 06) Training covered:

Software development Managerial skills Soft skills Leadership Skills

In house education & research department

New Recruits Training 14.5 week technical training

Training Employees Competency considered individual performance, feedback from clients Trained in technical training, managerial & skills training, domain training & quality processes training. Project specific training courses conducted by E&R department

Expenditure of Rs. 2 lakhs /year/new entrant

Trained at Global Education Centre

Training covered: culture & value For software engineers system, technical and managerialincluded :configuration skills, soft skills,etc. management and defect prevention. Training in technology courses Regular quality process training like C++, UNIX, HTML,etc. Feedback mechanism to ensure continuous improvement in training program. Other training programs: soft skills, communication, personal effectiveness Employees had autonomy to choose area of training

Set up in 2001

Infosys Leadership Institute

Objectives : Grooming Executives Ensuring smooth transition into next generation To study and develop different leadership styles How ILI was established ?? Infosys did a study of 8 corporate training models(including that of G.E, Philips,etc.) before establishing ILI

Infosys Leadership InstituteProcess followed at ILI Identified 400 potential leader (Performance basis) Put through a 3 year training program Training given on topics such as organizational

(Contd)

change, transformational leadership, etc.

Something more.. 100 faculty members (70% doctorate) Company leaders shared experience with the

candidates

Infosys Leadership Institute (Contd) four dimensions: Work, People,Technology, Business development Identified leadership competencies on

Followed a 9 pillar model for leadership

These were 360 degree feedback,

developmental assignments, Infosys culture workshop, etc.

Performance Appraisal Evaluation of personal skills like: their

learning and analytical ability, etc.

Different criteria for evaluation for evaluation

like: timeliness, customer satisfaction, business potential, etc. to 5.

These criteria were measured on a scale of 1 The appraisal data was used to determine

the training needs and other developmental interventions of the employees.

Performance Appraisal 2003: A New Model Introduced: Incentives

were paid on the basis of three tiers of performance:

(Contd)

overall corporate performance, unit performance and, performance of the concerned employee.

Mid- 2006: Deferred Compensation Scheme:

To create a compensation pool and reward the employees out of that based on their performance.

The Culture Infosys tried to preserve the attributes of the small company

culture: worked in small groups, managers played the role of mentors to guide their team members. An environment of mutual learning was strongly encouraged. Better performers were given higher responsibilities and quick

promotions to provide them rapid career progression opportunities. Milestone: A program to help employees progress faster.

Employees at each level were coached by their superiors about the demands and expectations from their positions.

Middle level managers were encouraged to

spend sufficient time on meetings, administration, etc. to help them become better leaders.

High level managers were taught the importance

of nurturing the teams.

Constant communication between the

employees and the top management. Eg: e-mail sent by M.D to all employees on the

previous months events in the company. Employee queries were addressed by the top management of the company regularly(quarterly).

Informal group meetings called Brown Bag

Lunches were carried out from time to time.

Open Door Policy was encouraged wherein

employees could discuss any company related issues with their senior management.

Managers cubicles were placed close to those of

employees to facilitate Free Exchange of Information.

2005: Work-Life Balance program called Ontime

introduced: included workshops and sessions on stress and anger management.

Internal employee survey called Litmus was

conducted to know the expectations of employees from the company.

Recruitment Focus on recruiting candidates who display: High degree of learnability Professional competence and academic excellence Other qualities- analytical ability, teamwork.

Sources of recruitment were external sources: Campus interviews Advertisements in newspapers Application received

Selection ProcessSTEPS Initial Screening shortlisted Written Test off marks CRITERIA Academic and Experience Arithmetic reasoning, analytical above cut- thinking, English language skills Communication and presentation skills, flexibility and aspiration levels

Interview (Panel Interview)

Selected

If not Selected (re-apply after 9

months)

Securing a position is competitive: Last year,

1.3 million applicants applied for full-time position but only 1% were hired. Used RMS developed by Blue Shift. Recruited Experienced personnel for special

positions. Looking at increasing local hiring at various

geographies, where they have presence.

Points worth discussion Maintenance of small company culture and

simplicity

Diverse cultures arising due to multiple

departments

Lack of personal touch and challenges Work-life imbalance due to heavy workload Employee retention without increasing the wage

bill

Thank You Hubrit D.S. Mikky Madhogaria Nitin Arora Rajinder Budhiraja Sheena Mathur Vivek Luthra