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Infosys SHRM Group2

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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Uphar Mandal
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91 views8 pages

Infosys SHRM Group2

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

Uploaded by

Uphar Mandal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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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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