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  • Infosys SHRM Group2

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    Uphar Mandal
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    This document summarizes Infosys' strategic human resource management practices from its founding in 1981 through the early 2000s. It discusses how Infosys was founded with core values of equality and keeping employees at the heart of its success. Through the 1990s, Infosys grew rapidly through its global delivery model and moved up the IT value chain. However, it began facing challenges around employee expectations, diversity, and increased turnover. After 2000, it had to address issues related to portfolio diversity among subsidiaries and implementing variable pay and broad banding promotions across its large, growing workforce. The document provides recommendations around developing policies aligned with employee needs, rebuilding competitive advantage through a focus on vision and values, and emphasizing brand equity beyond

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    Case solution of Infosys SHRM

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    This document summarizes Infosys' strategic human resource management practices from its founding in 1981 through the early 2000s. It discusses how Infosys was founded with core values of equality and keeping employees at the heart of its success. Through the 1990s, Infosys grew rapidly through its global delivery model and moved up the IT value chain. However, it began facing challenges around employee expectations, diversity, and increased turnover. After 2000, it had to address issues related to portfolio diversity among subsidiaries and implementing variable pay and broad banding promotions across its large, growing workforce. The document provides recommendations around developing policies aligned with employee needs, rebuilding competitive advantage through a focus on vision and values, and emphasizing brand equity beyond

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    59 views8 pages

    Infosys SHRM Group2

    Uploaded by

    Uphar Mandal
    This document summarizes Infosys' strategic human resource management practices from its founding in 1981 through the early 2000s. It discusses how Infosys was founded with core values of equality and keeping employees at the heart of its success. Through the 1990s, Infosys grew rapidly through its global delivery model and moved up the IT value chain. However, it began facing challenges around employee expectations, diversity, and increased turnover. After 2000, it had to address issues related to portfolio diversity among subsidiaries and implementing variable pay and broad banding promotions across its large, growing workforce. The document provides recommendations around developing policies aligned with employee needs, rebuilding competitive advantage through a focus on vision and values, and emphasizing brand equity beyond

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    of 8

    Infosys (A) Strategic Human

    Resource Management

    Submitted by: Group 2


    Uphar PGP10121
    Shivangi PGP10172
    Shaloo PGP10046
    Shalini PGP10170
    Kulbhushan PGP09089
    Ankur PGP10132
    Introduction
    ● Narayan Murthy, attracted by the ● Core values: C-LIFE
    socialist idea of equality founded Infosys ● Average employee age was 26 years
    with 6 other people in 1981 ● From 1993-2003 CAGR of 65%,
    ● Of, by and for the professionals
    ● Strict government rules and restrictions revenues US$5M to US$754M
    on number of B1 visas ● Huge growth from 250 employees in
    ● He kept the hope alive which was 1992 to over 15000 in 2002
    followed by economic liberalization ● Kept Infoscions at the heart of success
    ● Body shopping to offshoring ● Best employer in 2001 and 2002
    ● Converted threat to opportunity through ● In 2003 the position toppled
    Global Delivery Model ● Hema Ravichandar, head of HR
    ● Moved up the IT value chain to provide responsible for ensuring Infosys was in
    consulting and end to end solutions top 10 lists of best performing
    ● Improving brand equity by building companies and best employers by 2007
    extraordinary softwares
    Developing the Infoscian
    ● Emotional bonding
    ● Creating fun and community empathy at the workplace
    ● Value and value champion
    ● Managing scale and attrition rate
    ● Variable pay was introduced with three component i.e company
    performance, unit performance and individual performance
    ● Promotion now depends on three factors i.e individual performance,
    the individual ability to fulfil the next role and a new addition
    Pre 2000 Situation
    ● Introduction of HALE(Health Assessment and Lifestyle
    Enrichment)
    ● ESOPS regulation changed to 85% from 5% of fair market price
    ● Becoming process oriented resulted in repeatable projects
    ● Adherence to values through C-LIFE
    ● Separate induction for freshers and experienced employees
    ● Restriction on business visa resulted in less active onsite assistance
    Changes after 2000
    ● Realization of change from large “small” company to small large
    company
    ● Establishment of Greater China office and BPO subsidiary Progeon
    ● Variable pay is extended from top management to across
    organization
    ● Remodelling roles resulting in 7 bands instead of 15 layers
    ● Promotion policy renewed to depend on individual performance and
    abilities with need
    Challenges

    Late 1990’s Further Challenges After 2000

    ● Employee discontent- ● C-LIFE execution ● Portfolio diversity-


    disparity expectations ● Diversity and disparity of Disparities among
    increase in purchase price employee hierarchy subsidiaries
    ● Increased employee ● Variable pay- performance
    of stock options from 5%
    turnover & bench based
    to 85% because of SEBI
    ● Execution challenges ● Broad Banding- 15 layers
    ● More process oriented,
    because of growing into 7 bands, lead into
    less creative
    demand confusion, misinformation
    ● More impersonal ● Immigration issues and rumors
    ● Promotion policy
    Recommendations
    Develop Policies in
    line with Employee’s
    Need & Motivation

    Repeated & Clear


    Prioritize and Rebuild 01 02 03 04 05 Communication is key
    Competitive
    Advantage

    Refocus on Vision & Brand Equity


    Values It is more than just software!
    “Of the professional, by the
    professional, and for the professional”
    THANK
    YOU

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