Você está na página 1de 33


R.NO. : 14004









 INFOSYS – Grooming Global Talent




practices in Infosys Technology





Infosys Technologies Limited is a multinational information technology

services company headquartered in Bangalore, India. It is one of India's
largest IT companies with 105,453 professionals (including subsidiaries) as
of Nov 9, 2009.It has offices in 22 countries and development centers in
India, China, Australia, UK, Canada and Japan.
Infosys was founded on July 2, 1981 in Pune by N R Narayana Murthy
and six others:, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal,
K. Dinesh and Ashok Arora,] with N. S. Raghavan officially being the first
employee of the company.

Nandan Nilekani Murthy started the company by borrowing INR 10,000

from his wife Sudha Murthy. The company was incorporated as "Infosys
Consultants Pvt Ltd.", with Raghavan's house in Model Colony, north-central
Pune as the registered office.

In 1982, Infosys opened an office in Bangalore, which soon became its

Infosys headquarters in Bangalore, India.

Infosys went public in 1993. Interestingly, Infosys IPO was under subscribed
but it was "bailed out" by US investment banker Morgan Stanley which
picked up 13% of equity at the offer price of Rs. 95 per share. The share price
surged to Rs. 8,100 by 1999 making it the costliest share on the market at the
time. At that time, Infosys was among the 20 biggest companies by market
capitalization on the NASDAQ well ahead of Adobe Systems, Novell and

According to Forbes magazine, since listing on the Bombay Stock Exchange

till the year 2000, Infosys' sales and earnings compounded at more than 70%
a year.
In the year 2000, President of the United States Bill Clinton complimented
India on its achievements in high technology areas citing the example of

In 2001, it was rated Best Employer in India by Business Today.
Infosys won the Global MAKE (Most Admired Knowledge Enterprises)
award, for the years 2003, 2004 and 2005, being the only Indian company to
win this award and is inducted into the Global Hall of Fame for the same.

Infosys was rated best employer to work for in 2000, 2001, and 2002 by
Hewitt Associates. In 2007, Infosys received over 1.3 million applications
and hired fewer than 3% of applicants.

Business Week reported that Infosys, along with Wipro and Tata accounted
for nearly 80% of the [H-1B] visa petitions approved in 2007 for the top 10
participants in the program.

In April 2009, Forbes rated Infosys among the 5 best performing companies
in the software and services sector in the world.

In 2009, Infosys was considered one of the Business Week’s 50 Most

Innovative Companies.

From December 2008 till April 2009, Infosys fired over 2500 employees for
poor performance. The company has been hit hard by lower income from a
crisis hit European and North American market. On April 15, 2009 Infosys
reported its first ever-sequential fall in its revenue in a decade during the
March 2009 quarter.

Infosys headquarters in Bangalore, India.

Infosys Technologies Limited

TYPE - Public

BSE - 500209


FOUNDED - July 2,1981

HEAD QUARTERS - Banglore,India

KEY PEOPLE - N.R.Narayana Murthy

Kris Gopalakrishna
(CEO) & (Director)

INDUSTRY - Software services

PRODUCTS - IT service

SERVICES - Information Technoly

consulting services & solutions

REVENUE - US$3.16 billion(2009)

NET INCOME - US$1.16 billion(2009)

EMPLOYEES - 1,03,905(2009)

WEBSITE - Infosys.com


Established in 1981, Infosys is a NASDAQ listed global consulting and IT

services company with more than 105,000 employees. From a capital of US$
250, we have grown to become a US$ 4 billion company with a market
capitalization of approximately US$ 27 billion.
In our journey of over 28 years, we have catalyzed some of the major
changes that have led to India's emergence as the global destination for
software services talent. We pioneered the Global Delivery Model and
became the first IT company from India to be listed on NASDAQ. Our
employee stock options program created some of India's first salaried
Infosys Technologies Limited is a leader in software development and was co
founded by N.R. Narayana Murthy and a group of seven IT professionals in
the year 1981 with an investment of $1000. He emerged as the company's
chairman and CEO and is regarded as a great manager because of his
numerical abilities and Western style of management. It has created several
firsts in Indian industry like being the first Indian company to be listed on
NASDAQ in 1999 and the first to provide employee stock options plan

The company opened its first international office in USA in 1987. It became
a public limited company in 1992 and offered its IPO in three of the nine
Indian exchanges in 1993. It received its ISO 2001 certification in 1993 and
opened other development centers in India in 1995.

By 1995 the firm was worth $200 million, had 900 employees and annual
revenue of $20 million. It opened its first European office in United Kingdom
in 1996. Infosys established its headquarters in Bangalore as there the
workforces were not required to be unionized, benefits to the workforce were
relatively a minor cost, and there was a huge potential for profit.

The late 1990s was a time for exponential growth and the main reason for
this was its offshore software development model. By 2000 its market
capitalization was more than $20 billion.
In 2003 it established subsidiaries in China and Australia. In 2004 it crossed
$1 billion in revenue. In 2006 its revenue crossed $2 billion and it completed
25 years.

Employees in INFOSYS

Infosys Technologies is the second only company to cross the one-lakh

employee mark after industry leader TCS. Infosys and its subsidiaries added
10,117 employees in the second quarter of this fiscal that ended on 30
September, taking the total head-count to 1,00,306 employees, Infosys said
on Friday, oct 10 after announcing its quarterly results.

During the quarter, the IT job market was under pressure due to the global
financial crisis. Many IT firms had also postponed some of the new
recruitments for next quarter.

Infosys announced its quarterly profit of a 30.2 per cent jump, helped by a
weaker rupee, beating market forecasts. Infosys said July-September
consolidated net profit rose to 14.32 billion rupees ($291 million) from 11
billion rupees a year ago. However, the results failed to cheer up its shares,
which dipped to an intra-day low of Rs 1,040, down over 17 pc from its
previous closing price.

Recruitment Targets for Infosys:


2001 10000

2002 11000

2003 13000

2004 15000

2005 18000

2006 25000

2007-2008 35000

Bangalore - India's IT bellwether Infosys Technologies
plans to hire 25,000 during the ongoing fiscal year and
hike wages by 11-13 percent for its offshore employees.

According to T.V. Mohandas Pai, head of human resource

development and education and research, Infosys, the company added 5,947
employees (net addition 2,586) in fourth fiscal quarter of 2007-2008, and
33,177 employees (net 18,946) in the full year.

In the ongoing year, the company plans to hire 25,000 people (8000 lower
than last year) with nearly 18,000 people to be hired from various campuses
in the country, taking the total number of employees from the present 91,187
to over 100,000, he said."We have already made campus offerings of 18,000
for this fiscal," Pai said. The company also plans to hire as many locals in the
US, Europe, Australia, China and Mexico where it has set up development
centers, he continued.

The attrition rate has come marginally to 13.4 percent in fiscal 2008 as
against 13.7 percent during the previous period, while the utilization rate has
been at 76 percent as against 68.4 percent during the previous corresponding
period, he added.The average salary hike this year would be between 11-13
percent (compared to 12-15 percent announced last year) for its Indian
employees and 4-5 percent for overseas employees, Pai said.

Nonetheless, the wage hike for the Indian staff would shave off 2.3 percent
from the company's profit margins in the June quarter, while costs of
processing visas would impact margins by 80 basis points (0.80 percent) in
the same quarter, V. Balakrishnan, CFO, Infosys, said.Infosys has a training
center in Mysore with a capacity to train 13,500 candidates every quarter -
the largest training facility in the world. The campus also provides
accommodation for 10,000 candidates and teaching staff.The company,
which has been investing about Rs.700 crore ($175 million) each year
towards training its employees, plans to invest Rs.1,000 crore ($250 million)
more towards training next fiscal, Pai said.

INFOSYS-Grooming Global Talent:

Last year, over 1.3 million people applied for a job at Infosys.
Only 1% of them were hired. In comparison, Harvard College
took in 9% of candidates.

Infosys has always focused on inducting and educating the best

and the brightest. With global hiring practices, coupled with ever-
expanding university programs such as Campus Connect and
development centers across the globe, Infosys is able to source
and nurture talent while delivering lasting value to clients.

Infosys, which trains over 15,000 new recruits every year, is well
prepared to win the battle for top-notch talent. At the heart of this
education program is a fully equipped $120 million facility in
Mysore, about 90 miles from Bangalore.

HR policies in infosys
Internally developed code of conduct and policies to guide us
The following policies on various sustainability issues are adopted uniformly
through out the reporting entity
Infosys would take measures to prevent the incidence and spread of HIV and
AIDS in the
society. In case of need, the company would arrange to provide counseling
and medical
guidance to these patients and their families.


Consistent with the group purpose, Infosys shall constantly strive to improve
the quality of life of the communities it serves through excellence in all facets
of its activities. We are committed to create value for all our stakeholders by
continually improving our systems and processes through innovation,
involving all our employees. This policy shall form the basis of establishing
and reviewing the Quality Objectives and shall be communicated across the
organization. The policy will be reviewed to align with business direction and
to comply with all the requirements of the Quality Management Standard.


Infosys reaffirms its commitment to provide safe working place and clean
environment to its employees and other stakeholders as an integral part of its
business philosophy and values. We will continually enhance our
Environmental, Occupational Health & Safety (EHS) performance in our
activities, products and services through a structured EHS management
framework. Towards this commitment, we shall;

* Establish and achieve EHS objectives and targets.
* Ensure compliance with applicable EHS legislation and other requirement
and go beyond.
* Conserve natural resources and energy by constantly seeking to reduce
consumption and promoting waste avoidance and recycling measures.
* Eliminate, minimize and/or control adverse environmental impacts and
occupational health and safety risks by adopting appropriate "state-of-the-art"
technology and best EHS management practices at all levels sand functions.
* Enhance awareness, skill and competence of our employees and contractors
so as to enable them to demonstrate their involvement, responsibility and
accountability for sound EHS performance.


Infosys recognizes that its people are the primary source of its
competitiveness. It is committed to equal employment opportunities for
attracting the best available talent and ensuring a cosmopolitan workforce. It
will pursue management practices designed to enrich the quality of life of its
employees, develop their potential and maximise their productivity. It will
aim at ensuring transparency, fairness and equity in all its dealings with its
employees. Infosys will strive continuously to foster a climate of openness,
mutual trust and teamwork.


Infosys believes that the loyalty and commitment of its employees depend
upon the quality of life they are offered at work and at home. We recognize
that indiscriminate use of alcohol and drugs is injurious to the wellbeing of
individuals, their families and the community as a whole. We acknowledge
that the misuse of these psychoactive substances is a major health and safety
hazard. Infosys is therefore committed to creating an alcohol and drug-free
environment at the work place. This would be achieved through the
involvement of all employees and the Joint Departmental Councils in
spearheading appropriate initiatives. The initiatives would

* Raising awareness, through the dissemination of information, education
and training and by promoting healthy life styles among our employees and
their families.
* Motivating those employees who have an alcohol/drug problem, to seek
assistance, while maintaining confidentiality about such cases.


Infosys believes that research provides the foundation for sustained, long-
term, stakeholder delight. Infosys shall nurture and encourage innovative
research in a creative ambience to ensure that the competitive advantage in its
overall business is retained and surpassed. Towards this goal, the Company
commits itself to providing all necessary resources and facilities for use by
motivated researchers of the highest calibre. Research in Infosys shall be
aligned to the technological initiatives necessary to evolve and fulfil the
overall business objectives of the Company.


Infosys believes that the primary purpose of a business is to improve the

quality of life of people. Infosys will volunteer its resources, to the extent it
can reasonably afford, to sustain and improve healthy and prosperous
environment and to improve the quality of life of the people of the areas in
which it operates.


Infosys reaffirms its commitment to conserve scarce energy resources and

shall endeavor to-

* Comply with national and international regulations.

* Adopt best available technology for energy efficiency.
* Implement world-class operating practices.
* Conduct regular Energy Audit for continual improvement.
* Promote energy efficiency through mass awareness.


The strategic goals of the organization are derived from Vision, Mission,
Value, Policies and Code of Conduct (Refer Annexure-II) of the
Organization. These goals as indicated in MD's Balance Score Card
(Figure#3.7) deployed across the organization. These policies are applicable
only to Infosys and not applicable to its subsidiaries, associates or supply
chain partners.

Listening to our shareholders

The minutes are prepared for proceedings of Annual General Meeting. These
minutes include the suggestions, comments and feedback from the
shareholders. Concerns of shareholders are discussed in the Board Meeting
and after prioritization of these concerns Board directs the management to
integrate the same in business decision. Besides the AGM, Investor
Satisfaction Surveys, meeting with investors and an Investor Grievance Cell
are other forums through which shareholders provide recommendations or
direction to the Board. pvt. Ltd.

Minimum Qualifications for HR:

The core functions for any Human Resource Department are:

1. Recruitment,
2. Performance Management
3. Training & development,
4. Compensation & Benefits,
5. Organisational Development,

For above mentioned topics we need to study:

1. Priniciples of Management,
2. Organisational Behaviour,
3. Human Resource Development,
4. Labour Laws,
5. Labour Welfare,
6. Personnel Management,
7. Wages & Salary Administration

Labour Laws and Labour Welfare two subjects are highly

recommended for the professionals or students who is
willing to work as a factory HR or want to be specialized into
Compensation & Benefits.

Human Resource Management: Best Practices in Infosys

Best Employer in India

Infosys Technologies Ltd. (Infosys), based in Bangalore, India, was named

'The Best Company to Work for in India' by Business Today magazine in a
survey conducted by Business Today, HR consulting firm Mercer, and
international market research firm TNS.

Infosys had been adjudged the 'Best Company to Work For' in 2001 and 2002
but had lost this position in the next couple of years (Refer Exhibit I for the
'Best companies to work for in India' from 2001-2006). In the 'Best
Employer' survey conducted by Dataquest7-IDC8 in the year 2006, Infosys
was adjudged the 'Dream Company to Work for.'

Attracting the best and the brightest and creating a milieu where they operate
at their highest potential is very important. Our campus and technology
infrastructure is world-class, we pay a lot of attention to training and
competency building, we try to have sophisticated appraisal systems, we try
to reward performance through variable pay. These are all part of the same

Since the early 2000s, Infosys' operations had been growing rapidly across
the world. The number of employees in the company also increased four-fold
to 44,658 in March 2006 as compared to 10,738 in March 2001 (Refer
Exhibit III for the number of employees in Infosys between 1995 and 2006).

The company believed that its key assets were people and that it was
important to bring its employees on par with the company's global
competitors. In spite of its rapid global expansion, Infosys retained the
culture of a small company. According to Bikramjeet Maitra (Maitra), Head
of Human Resources, Infosys, "We like to maintain a smaller company touch
and we have split the overall business into several smaller independent units
of around 4,000 people each.

Moreover, Infosys was also recognized globally and featured among the top
100 companies in Computerworld's9 'Best Places to Work for in IT –
2006'.For participating in this survey, the companies needed to have revenues
of over US$ 250 million in 2005, and to employ 500 employees in the US.
Infosys also featured in the list in 2004 and 2005 (Refer Exhibit II for some
of the honors/awards received by Infosys).

On the company's HR practices, Nandan Nilekani (Nilekani), CEO, President

and Managing Director of Infosys, commented, "It is about creating a highly
motivated workforce because this is not a factory where you can monitor the
quantum of output at the end of the day. But in the intellectual business you
cannot do that. So, you have to create a motivated set of people who can

Salaries for Employees

Salaries in USD Average

Programmer Analyst $55,965

3,049 Infosys Salaries

Project Manager $81,191

1,390 Infosys Salaries

ERP Analyst $59,835

755 Infosys Salaries

Technical Analyst $72,658

720 Infosys Salaries

Programmer Analyst - Hourly $28.18/hr

563 Infosys Salaries

Business Analyst $72,112

490 Infosys Salaries

Systems Administrator $55,930

275 Infosys Salaries

Technical Analyst - Hourly $36.54/hr

91 Infosys Salaries

Project Manager - Hourly $42.69/hr

86 Infosys Salaries

ERP Analyst - Hourly $29.00/hr

59 Infosys Salaries

Disputes can be mainly defined as a verbal controversy or a debate because
of the indifference in ideas and opinions. In HR department disputes are most
likely to take place where the whole departments has to work for the human
resources and to take care of their needs and at the same time look out for the
companies welfare and profits too . Disputes can take place between the
employee and employee or a employee and the managers or any person of the
higher authorities. There are many reasons for a dispute to take place in an
organization some of the reasons are as follows

• lawsuit(litigation)
• arbitration
• collaborative law
• mediation
• conciliation
• many types of negotiation
• facilitation

One could theoretically include violence or even war as part of this spectrum,
but dispute resolution practitioners do not usually do so; violence rarely ends
disputes effectively, and indeed, often only escalates them.

Most of the time in handling conflict between employees HR people use an

investigative approach, reviewing whose been doing what and taking
appropriate action. Often, particularly between two employees, interest-based
mediation can be more effective as the parties themselves determine and
commit to a resolution.

Why do conflicts sometimes go on and on? often (depending on the

individuals) it is easier to be tough and adversarial than to communicate
nicely. Tough takes energy, but nice takes time and involves obligations.
Management peers may be in conflict, employees within a department may
be feuding and of, course, if there is a union nothing is more natural
(possibly) than for management and the union to fight.

Some people somewhat prefer conflict. It cuts down on the need to
communicate and ignoring the other party means not having to face that
unpleasant person any more than necessary. However, continuing conflict
between linked parties is not efficient and can be very unpleasant and
obstructive for other people within the two camps.

One approach to handle serious conflict between parties is to use interest-

based mediation. The two parties should understand and agree to the process
in advance and together with the person acting as mediator meet for a
specified period. The critical process opener is for each party, without
interruption, to express the situation from his/her perspective and then for the
other party to summarize what he/she has heard. No evidence is submitted or
witnesses called as the truth of allegations is less important than how the
person feels and perceives things to be.

As the process continues, it moves from the general picture to specific issues,
with emphasis continuing on how the parties feel about the matters they are
expressing. Points with potential for resolution may emerge and further
brainstorming may confirm some solid areas where agreement between the
parties should be possible. When the parties are linked by work, common
issues are often communications related e.g. consultation or advance notice
on certain things, promptly receiving required data, agreeing to meet to
discuss certain things etc. Because the subsequent agreement is reached
between the parties and not imposed by the mediator, the probability of
significant improvement in their relationship is greater.

These are just general comments on a process that can be very effective. As
earlier about union relationships. Modified interest-based mediation can be
perfect in handling some union/management relationship issues. There is
often reluctance from both parties, but I have been involved in a very
effective session which followed a particularly tough contract negotiation. A
helpful exercise, however, is to imagine what the other party (the union)
would say at an interest-based mediation (not to be confused with other
mediation processes associated with labor relations). You may guess that the
main issues would be respect, communication, lack of trust etc.. Such
considerations may help you in developing strategy to proactively initiate
contact with the union to work on issues of mutual interest and establish a
more positive union/management relationship.

For eg:

A us based MNC had given Infosysa project on JAVA based platform. Theb
deal was made such that the project had to complete in a period of 3 months,
if unable to complete within that time, an additional 15 days would be
allotted as mutual understanding. It never happened in the history of the
company that they didn’t complete an project within given time. But this time
luck wasn’t in the their favour and there are two people mainly responsible
for this problem.

When a company takes up a project, it divides the the project into parts and
distributes the work among teams. For this particular project, five teams were
selected. Each team consists of 5 programmes and makes a total of 25
members. Amongst those 5 members, a senior programmes is appointed as
team leader, Among the 5 team leader, 3 of them had an experience of 6-8
years and they had atleast worked successfully on 5 prior projects. But the
other 2 leaders had an experience of 1-2 years but were never part of any
prior projects. So, it was decided that the first-(a)_Senior team leader to
complete his part of work and the second (b)team leader will help the fifth
team leader. 4 teams namely 1st, 3rd & 5th have successfully completed their
parts except the 4th team. Due to this incomplete pat, the project was not
completed within the given fine including the extra 15 days.

On enquiry, the team leader of the 4th team complained that his team didn’t
get much help from his senior coluage, has he expected. But the senior
coluage had given his statement that his junior coluage had never shown any
interest in receiving his help. Due to their egoistic nature it was the company
which suffered the loss. The company has both its reputation in the market
and the credits.

Infosys takes up social responsibility

IT services major Infosys is doing its bit to improve the lot of students from
economically disadvantaged sections of society. The company had chosen
hundred young unemployed engineers from disadvantaged sections for a six-

month training at IIT Bangalore. Additionally, the company also trained 60
graduates from disadvantaged sections and provided them with free training.
Fifty of these students were hired to work at Infy's BPO subsidiary, Progeon.
This is a call to corporate India to pick up the gauntlet and intervene through
education and training to relieve the wage pressures. Infosys annually spends
around 100 million of its $2.2 billion revenue on training.
BANGALORE: IT services major Infosys is doing its bit to improve the lot
of students from economically disadvantaged sections of society.

Mohandas Pai, Infosys head of HR, said that the company had chosen
hundred young unemployed engineers from disadvantaged sections for a six-
month training at IIIT Bangalore

Additionally, the company also trained 60 graduates from disadvantaged

sections and provided them with free training. Fifty of these students were
hired to work at Infy's BPO subsidiary, Progeon.

Pai is hoping that other corporates would follow suit. “This is a call to
corporate India to pick up the gauntlet and intervene through education and
training to relieve the wage pressures.”

On the other hand, he also warned that there was a need for immediate
reform in the education system itself since it was putting an unbearable cost
of around $2.3 billion on training in the industry. Infosys annually spends
around 100 million of its $2.2 billion revenue on training.

Progeon has also bolstered programs to attract students on college campuses.

The company recently held its second academic conclave, which was
attended by lecturers from for 50 colleges in Bangalore and Mysore. The
company has also created a program called Project Genesis that helps degree
colleges in tier-two and –three cities to align their curriculum to industry
requirements. In 2005, around 390 lecturers across Karnataka and Rajasthan
were trained who in turn taught 5900 students.

The company has been working closely with both students and teachers to
dispel myths on the BPO industry such as health hazards, unsafe working
conditions and that it cannot be a long-term career option.

These efforts seem to be paying off. “A few years ago, less than a hundred
students joined Progeon from campuses. This year 3800 job offers were made
of which 1800 accepted the offer and joined the company,” said Nandita
Gurjar, VP and head, HR, Progeon.

Infosys Technologies, a leading software company based in India, was
voted the best employer in the country in many HR surveys in the
recent years. The company was well known for its employee friendly HR
practices. Though Infosys grew to become a US$ 2 billion company by
the year 2006, it still retained the culture of a small company. Infosys
attracted the best talent from across the world, and recruited
candidates by conducting one of the toughest selection process. All the
selected candidates were required to go through an intensive 14 week
training program. All the employees were required to undergo training
every year, and some of the chosen employees were trained at the
Infosys Leadership Institute to take on higher responsibilities in the

Infosys was one of the first companies to offer ESOPs to its employees.
The company followed variable compensation structure where the
employees' compensation depended on the performance of individual,
the team and the company. The case highlights many such best
practices of Infosys in human resource management. It also discusses
the challenges faced by the company to retain its talented workforce.


» Study and appreciate some of the unique HR practices at Infosys

» Understand the recruitment, selection and training practices of


» Examine some of the retention strategies adopted by the company

» Analyze some of the challenges faced by Infosys on the HR front