Fundamentals Of Human Resource

Management - FHRH21-1

Infosys Case
Study Analysis
Group III, Section B
Abarna Kalyani – H21062
Source
Aman Garg – H21066
Sheshna Sekhri – H21111
Suraj Singh Kushwah – H21116
Venkatesh Konnur – H21121
 • Infosys founded by Narayan Murthy & 6 others
1981
Timeline
• Employee size of the company: 250
1992

Present Day: 13th November 2003 • First Initial Public Offering

1993
Vision - Becoming a Global Company
• First Indian company to get listed in NASDAQ
1999

• Variable pay is introduced in the company

2001

Lack of clarity among • Best Employer Survey rank 1

the employees due to 01-02
impersonal working
environment, variable • Infosys falls off the Best Employer list
pay, benching, high 2003
growth etc.
• Goal: Top 10 of best performing companies &
2007 employers
2 July 18,
Problem Analysis Monotonous
Projects: Lack of
creativity and
technical
ingenuity
Higher
Managers management
struggled with oblivious to the
effective concerns and
delegation of frustrations of
work. lower-level
employees

Problems
Introduction of
variable pay and Communication
changes in gap within the
appraisal policies organization:
were not in line Confusion w.r.t.
with employee Increase in policies
expectations
bench size due to
economic
downturn leading
to increase in
company costs
and employee
frustration.
 Problems Solutions

• Project rotation and cross functional roles;

Employees feel deprived
of creativity and technical
ingenuity due to
monotonous projects
regular training and development.
• Career Mapping of Employees – Managers
need to ask employees about their career
graphs; opportunities to advance at your
company

• Employee feedback forms conducted at

Higher management regular intervals to gauge employee
oblivious to the concerns satisfaction
and frustrations of lower-
• HR touchpoint to bridge gap between higher
level employees management and lower-level employees

Communication Gap
within the organization, • Regular awareness sessions to keep
lack of clarity, confusion, employees informed about key policy changes
misunderstanding w.r.t • Conduct feedback polls on intranet to ensure
policies among the employees have gone through policy changes
employees
 Problems Solutions

Increase in bench due • Offering cross-department opportunities to

to economic downturn employees on bench till core opportunities
leading to increase in become available
company costs and • Focus on learning and development during
employee frustration. the bench time

Introduction of variable
pay and changes in
• Conduct comprehensive periodic surveys
appraisal policies were to gain insights into employee feelings
not in line with
employee expectations

• Form smaller teams for effective management

of employees. Shorter teams will allow
Managers struggled employees a better chance to communicate
with effective delegation their issues, if any.
of work. • Conduct trainings for managers for better
delegation and communication
 Solution Analysis Acceptable Unacceptable Doubtful

Acceptance by Ease of Ease of

Economical
Stakeholders Execution modification

Project rotation and

cross-functional roles

Setting up center of
expertise for learning &
development

Career Mapping
Sessions for employees

Form smaller teams for

effective management of
employees

Acceptable Solution
 Solution Analysis Acceptable Unacceptable Doubtful

Acceptance by Ease of Ease of

Economical
Stakeholders Execution modification

HR touchpoint to bridge
gap between higher and
lower-level employees

Regular awareness
sessions to keep
employees informed
about key policychanges

Conduct comprehensive
periodic surveys to gain
insights into employee
sentiments.

Conduct trainings for

managers for better
delegation and
communication

Acceptable Solution
Career Mapping Sessions for employees: One on
one sessions with manager or HR to chart out
the career development plans & how to best
achieve them so that they can take up projects
that are aligned with their future goals.
Solutions
Regular awareness sessions to keep employees
informed about key policy changes: Keep
employees updated by addressing queries and
clarifying any misunderstandings & doubts.
Project rotation and cross-functional roles:
Offering cross-departmental project opportunity helps
employees broaden their skillset while enabling them to
explore different avenues. Working on different projects
will enhance problem solving skills and induce creativity.
Setting up center of expertise for learning &
development: Inducting new employees, providing
learning opportunities to employees (especially on
bench) to train and update on emerging technologies.
Interaction with SME’s and senior management to
motivate employees
Conduct comprehensive periodic surveys: To gain insights
into employee sentiments and track changes in
expectations allowing HR to change and design policies
accordingly
 Thank You

9 Annual July 18,

Source