DEPARTMENT OF BUSINESS ADMINISTRATION

SUBJECT : International Human Resource Management

GROUP NO : 08

SEMINAR TOPIC : Case analysis on performance management / recruitment /

expatriation / training development (India)

SUBMITTED BY : Roshal 4S018MBA44

Royston 4S018MBA45
Sapna 4S018MBA46
Sarliya 4S018MBA47
Shakeera 4S018MBA48
Shreya 4S018MBA49

SUBMITTED TO : Dr Anjali Ganesh

Asst. Professor
Department of Business Administration

SUBMITTED ON : 14-05-2020
Case study- Performance management system at Bharti Airtel
Introduction-
Bharti Airtel Limited was one of the world's fastest growing telecom
companies.That carved for itself a leadership position in the global telecommunications
sector. In October 2007, it achieved the distinction of becoming the fastest private telecom
company in the world to reach the landmark of 50million customers in a single country,
within a short period of 143 months of start of operations. It was India’s leading private
sector provider of telecommunications services, covering a wide spectrum comprising
mobile, fixed line, broadband and enterprise services. As of December 2007 it was India's
largest integrated private telecom service provider with 55.16 million mobile subscribers
constituting a market share of 24.09% of the entire mobile telephone industry.

Bharti Airtel was the first telecom company to have an All-India footprint by covering all the
23 telecom circles of India. It was one of the five largest companies in India in terms of the
market capitalization and the flagship organization of Bharti Enterprises, one of India’s
leading business groups with diverse interests such as telecom, agro products, insurance and
retail. Its brand 'Beetel' was the country’s largest manufacturer and exporter of world class
telecom terminals.

Case Analysis

Strengths:
With the key result areas that are used for measuring individual Performance,
managers are able to focus their efforts and energies in the right direction and be rewarded for
the same. The appraisal is based more on facts than on value judgments or intuitions and
gives appraise full opportunity to discuss his point of view. Every employee giving in writing
their goals for the next financial year is extremely beneficial since it ensures transparency in
the process and builds up the manager’s trust and confidence in the system, thereby
increasing his motivation and commitment towards work. A set of Performance factors that
are used to evaluate employee’s help in converging the objectives of the individual and the
company and helps organization in reaching a position of excellence and sustained growth
Problems:
The Performance appraisal form of each employee passes through a number of
heads and needs to be signed and rechecked by a number of VP‘s, which may create a lot of
confusion and waste a large amount of time. The appraisal comprises a lot of comments and
remarks by various heads and VP’s rather than simple grading on the basis of points, which is
not so practical and convenient in evaluating. The appraisal system is done yearly and not
quarterly. Rewards based on appraisal systems are given only occasionally which hampers
the motivation of the employees. Employees don’t get feedback properly as a result they
can’t work properly on it.

Conclusion:
Broader HRD base: One other thing to be noted is that there is only one HRD
office for the whole organization, which is not sufficient enough. The company should have a
few more of these department controls set up to make it reachable to every employee of the
organization.

The appraisal system should be done on half yearly basis that is at least one appraisal system
in every 6 months. This helps the employees to keep a track of their own performance also.
The rewards based on appraisal systems should be given often and regularly; this gives
motivation to the employees. The rewards should be given either on monetary basis or reward
basis.
Appraisal should be done by the very next boss (e.g., Sales manager should appraise the
business executive who are working under them only). If the VP’s do the appraisal system in
many cases it is found that they are not fully aware of the person’s performance.
Case analysis on recruitment in India
Recruitment can be referred to as the process of searching and attracting competent
employees for a particular job. Companies invest a lot in the recruitment process in order to
avoid inappropriate selection.

Every organisation has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organisation
itself (like transfer of employees from one department to another, promotions) to fill a
position are known as the internal sources of recruitment. Recruitment of candidates from all
the other sources (like outsourcing agencies etc.) is known as the external sources of
recruitment.

Some of the External Sources of Recruitment are given below:

1. PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and journals

are a widely used source of recruitment. The main advantage of this method is that it has a
wide reach.

2. EDUCATIONAL INSTITUTES: Various management institutes, engineering colleges,

medical Colleges etc. are a good source of recruiting well qualified executives, engineers,
medical staff etc. They provide facilities for campus interviews and placements. This source
is known as Campus Recruitment.

3. PLACEMENT AGENCIES: Several private consultancy firms perform recruitment

functions on behalf of client companies by charging a fee. These agencies are particularly
suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment
ProcessOutsourcing)

4. LABOUR CONTRACTORS: Manual workers can be recruited through contractors who

maintain close contacts with the sources of such workers. This source is used to recruit labour
for construction jobs.

5. EMPLOYEE REFERRALS / RECOMMENDATIONS: Many organisations have

structured system where the current employees of the organisation can refer their friends and
relatives for some position in their organisation. Also, the office bearers of trade unions are
often aware of the suitability of candidates. Recruitment Management can inquire about these
leaders for suitable jobs. In some organizations these are formal agreements to give priority
in recruitment to the candidates recommended by the trade union.

Some of the Internal Sources of Recruitment are given below:

1. TRANSFERS: The employees are transferred from one department to another according to
their efficiency and experience.

2. PROMOTIONS: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.

3. Others are UPGRADING and DEMOTION of present employees according to their

performance.

4. RETIRED and RETRENCHED employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment of such people saves
time and costs of the organisations as the people are already aware of the organisational
culture and the policies and procedures.

The recruitment process of Wipro involves three rounds:

Round 1- Written test

1. Verbal: This is the first section of the written test where 15 questions will be asked to the
candidates to test their proficiency in English language and include questions related to
synonyms, opposites, similes, prepositions etc. A comprehension passage also might be
included for the candidates to read.

2. Aptitude: This section also has 15 questions that are concerned with aptitude topics like
Time & Work, Time & Distance, Puzzles, Calendars, Ratio proportions, Ages, Pipes etc.

3. Technical: This is quite an important part of the written test and involves 20 questions
which are meant to test the technical knowledge of the applicant in C, C++, Java, Linux,
UNIX, DBMS, SQL, Programming fundamentals, Hardware, Software Engineering, Micro-
Processors etc. The questions will be mainly based upon the technical aspects studied as a
part of university syllabus.
Round 2: Technical Interview

The second round is the most important elimination stage in the recruitment process. In this
stage the candidates must have through knowledge in the basic technical skills . Therefore the
candidates are asked to get prepared on their academic subjects before sitting for this round.

Round 3: HR interview

This is found to be the hardest part of the recruitment process. This round is found to be a real
test for even the most competent candidates. The most common questions that asked in this
round include: to speak about oneself, why should the company hire the candidate, why did
he wish to join Wipro, etc. The emotional quotient of the candidate is tested in this round in
order to check whether he is able to withstand the pressures of the job. The other aspects that
are being tested here involve communication and vocabulary of the candidate.

Round 4: Placement

Once the candidate is selected, he will be provided with an employee code number by the HR
manager and a joining form will also be handed over to him which he has to fill up. This
turns him from a candidate to an employee.
Case analysis on expatriation in India (Infosys)

Traditionally, expats were considered imperative to complete projects. But their role has
moved towards more of a strategic side with their global expertise considered more important
to the parent company rather than their ability to complete project at a cheaper rate.

Unfortunately, Infosys, like other Indian IT companies, failed to leave this traditional view to
adopt the more logical one and continued to send its skilled workers to the US with a view to
achieve work done at an economical value without making sure that there is a transfer of
knowledge or expertise at the cross border level. This resulted in two sided issues, one being
Infosys found it difficult to break the barrier of its old and outdated culture, as the expatriates,
although prevalent since beginning, couldn’t result in a cultural or knowledge transfer which
kept the culture stagnant, especially in the Indian context. Secondly, innovation in IT
industry, which was missing virtually from almost all the IT companies, couldn’t make the
roadway in Infosys as well, as the cross cultural and cross national knowledge transfer was
not encouraged, which is one of the ways to bring new ideas and hence innovation.

Apart from the strategic role that was withheld from the expats, one of the basic issues that
accompanies the expats is their integration with the host country. The journey of every
expatriate is full of socio-economic and cultural challenge as one is akin to an ‘outsider in an
inside group’. Expatriates face problems by not only being considered an outsider by the
existing local workforce, but also in the form of cultural fitment which is akin to adjusting in
the new place. The latter problem is restricted not only to the worker but also to family that
accompanies him.

Reasons for failure of integration of global workforce with the local workforce:

● HR managers have not taken into account all the irksome little conditions
● High cost associated with the integration
 ● Considerable work-related problems faced by foreign managers
● Differential government regulations governing the workforce

In brief, the challenge facing multinational firms like Infosys today is to forge consistency in
a global workforce while fostering diversity. They must take steps to facilitate
communication, understanding, and exchange of ideas. One place to start is the creation of a
psychologically safe environment where differences can be discussed and sorted out in a
constructive and positive way. The integration of activities with uniformity in standards calls
for effective expatriate management.

In order to succeed in a globally competitive environment, MNCs need to effectively train

expatriates and their spouses/family members, host-country nationals (HCNs) and third-
country nationals (TCNs) to develop a truly global management team.

Recommendations to improve Expatriation

● Train expatriates and their spouses/family members

● Train host-country nationals (HCNs)
● Train third-country nationals (TCNs)
● Give expatriate more time before leaving for foreign assignment
● Better pre-departure training including the family members
● Help families of expatriate with adjustment
● Do survey of MNCs’ experience and problems of expatriate
● Improve identification and staffing of expatriate assignment
● Paying more attention to the expatriation process
● Making international assignments more appealing
● Using expatriate expertise back home on repatriation
● Dealing better with family and dual-career problems
● Integrating foreign staff into corporate headquarters
● Improving expatriate relationships with international subsidiary local staff
Case analysis on Training And Development In India (Infosys)

Training and development (T&D) is an indispensable part in human resource management,

with the purpose of enhancing the performance of individuals and groups in organizations.
Training and development has a number of names, such as human resource development, and
learning and development. As to its definition, there are several popular
explanations.Training and development is mainly carried out in Infosys by its HR
department. Currently the whole company has more than 20,000 employees, and training and
development has always been a key function of all HR departments in all branches. The
company is willing to provide excellent training opportunities for its employees. Though the
leading department of training and development in Infosys is its HR department, other
departments also take part in and collaborate with the HR department. Training and
development is carried out by HR personals according to various requirements of different
departments which are located in different geographic locations. There are training and
development specialists who are responsible for certain training contents, such as technology,
business knowledge, company policies, marketing etc. HR department plans yearly training
and development schedules together with experts from other departments, and is responsible
for carrying out these training schedules.

Training courses in Infosys are presented by subject matter experts(SMEs) in the company or
by experts from other organizations and universities. Training specialists need to record
teachers’ performance during the training sessions. After training sessions, feedback from
employees are collected and analyzed, in order to better the quality and efficiency of the
company’s training programs.
The company creates its training policies which are part of the company’s HR policies. And
violation of training policies will be reported to the employee’s reporting manager. This
ensures the quality of training and development in Infosys.

Training and development plays an important function in Infosys’ daily operation and
strategy development. The HR department divides training and development mainly into four
levels. The first level is for senior management and candidate senior management; the second
level is for normal employees and normal managers; the third level is for first-line sales
personals; the forth level is for new hires and fresh graduates. According to the needs and
requirements of different levels, training sessions are designed by different teams.

Garavan, Costine, and Heraty (1995) notes that training and development (T&D)
encompasses three main activities: training, education, and development and that these ideas
are often considered to be synonymous. In Infosys, training and development can also be
view from these three parts:

1. Training: This activity is both focused on the job tasks that an employee currently handles.
It is usually conducted through the form of classroom training, on-the-job training, and
competition in Infosys.

2. Education: This activity focuses upon the jobs that an employee may potentially handle in
the future. Infosys provides books and self-pace learning courses for such activity, and
employees have more flexibility to study on their own paces and they can choose to learn
during work time or at weekends.

3. Development: This activity focuses on the activities that the organization employing the
individual. In Infosys, every new employee needs to attend the ‘New Hire Orientation
Development Program’ within the first three month after they are employed by the company.
Such activity helps new employees know about the corporate culture, policies, dress code and
so on and so forth.
At the end of each year, Infosys holds several lectures to summarize the whole training and
development programs in the passing year, identifying any problems and figuring out
solutions to these problems. This helps the HR department better plan next year’s training
programs, thus helping the company achieve its short-term and long-term strategic goals.

Integration of Performance Management and Training and Development in Infosys

In Infosys, Performance Management and Training and Development are closely linked. The
company creates a computer-based system to manage performance and career development
of staff. It is easy for managers to see at what level the employee is currently performing and
what kind of training the employee needs to take. This system also helps with a staff training
and development strategy to enable employees to help them progress to the top level possible
in their current job. It can also provide guidance about the possibility of further training
and/or mentoring to assist them to develop their career within the organisation.

Employees’ performance is evaluated according to several aspects, and among these aspects,
employee’s training and development is taken into consideration and could affect employees’
final performance appraisal. Infosys requires its regular employees to take at least five
training sessions in one years, to make sure every employee is equipped with latest skills and
knowledge so that they can better make contributions to the company and help the company
achieve its strategy goals. Employees need to complete the Job Skills Workbook which
includes the skills that employees must have to complete their job tasks. This workbook is
used as the basis for the performance evaluation. Both employees and managers will have to
agree on the type of skills that are included in the Job Skills Workbook and which training
level the employee needs to take. Besides, a group of employees can work together to
identify their individual and collective training and development goals. Then these goals will
be discussed with training specialists and their managers, and the HR department will try to
arrange training programs for these employees. This, without a doubt, strengthens the
company’s capability and improves productivity.

Problem statement

1. It puts too much focus on job skills but ignores management skills. Infosys is a large
international company and its services in IT industry are among the best. The company
focuses too much on the skills of its first-line employees, and almost 80% of the training and
development program are about job skills. The performance evaluation of employees also
mainly evaluates what new skills employees have learned through such training programs and
how they perform. But in the long run, management skills are also required by employees as
some of them are potential managers in the future.

2. The training sessions in Infosys are only for regular employees, not for contractors. So the
result is that contractors, that occupy more than 40% of all employees, cannot receive proper
training in time. Because contractors are not allowed to participate in the training and
development activities, when they discuss with their managers about their performance
evaluation, there is no section for training and development. This hinders contractors from
developing their skills and could probably hinder the company’s strategy development in the
long run.

Suggestions

1. Management skills should also be included in Infosys’ training and development activities,
and more first-line employees should have access to it. These employees would become
managers in the future, and providing proper training programs on management skills would
enhance their productivity and make their work more efficient and effective.

2. Training and development should cover contractors. In Infosys, there are two types of
employees: regular employees and contractors. Currently most training and development
programs are for regular employees only. By providing contractors the same training and
development opportunities, the overall workforce of Infosys can be strengthen, and the
company’s productivity on the whole can be enhanced.