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Case Analysis: Infosys: Strategic Human Resource Management Course: FHRM Section: A Group No.: 3

This case analysis discusses Infosys' strategic human resource management issues over time. Key issues included high attrition rates, lack of leadership and ineffective communication between HR and management, and an over-reliance on process orientation. Suggested solutions were to restructure compensation based on employee needs, provide more opportunities for career growth, improve communication through events and feedback, and diversify projects. The analysis aims to help Infosys better align its strategy and culture to reduce attrition.

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Yash Bhasin
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284 views15 pages

Case Analysis: Infosys: Strategic Human Resource Management Course: FHRM Section: A Group No.: 3

This case analysis discusses Infosys' strategic human resource management issues over time. Key issues included high attrition rates, lack of leadership and ineffective communication between HR and management, and an over-reliance on process orientation. Suggested solutions were to restructure compensation based on employee needs, provide more opportunities for career growth, improve communication through events and feedback, and diversify projects. The analysis aims to help Infosys better align its strategy and culture to reduce attrition.

Uploaded by

Yash Bhasin
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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Case Analysis

Infosys: Strategic Human Resource


Course: FHRM Management
Section: A
Group No. : 3
1981
Infosys is founded

1993
Infosys launches its IPO

1999
Infosys becomes the first Indian
company to be listed on NASDAQ
TIMELINE
2001 AND 2002 OF INFOSYS
Ranked 1st in Best Employer
Survey

2007
GOAL - To be on the Top 10 lists of
both Best Performing Companies
and Best Employers
Infosys
Growth

From 1993 the growth has been manifold, both


in terms of revenue and number of employees.
Key Problem Areas

Attrition
Leadership
Strategy
Critical Analysis
Variable Pay Broad-Banding
Junior employees shouldn't Comparing job worth based
suffer the company's on the numeric value.
downturn; the 2% senior Rapidly changing HR policies
population should bear it. and lack of proper
communication.
Attrition
Monotonous Projects Benching
Experienced employees are Hiring more employees than
now given repetitive work projects available led to
and are deprived of creative increased costs & employee
processes. frustration.
Critical Analysis
Leadership
Cohesiveness between HR policy
and line managers Ineffective Communication
The HR and the line Senior management is not
managers seem to lack able to identify and
cohesiveness in policy understand the needs of their
making. They should be on subordinates. Policies were
the same page when policies not implemented in a phased
are being structured. manner.
Critical Analysis
Repealing of Perks Employee Recognition
Due to complex hierarchy Onsite opportunities were
problems and rules cut due to stringent US laws
implemented by SEBI, the and deprived of creativity
company removed perks. initially.
Strategy &
Culture Alignment
High Employee Turnover Process Orientation
Led to high employee costs Due to process orientation,
because of the entry of the employees were deprived
MNCs with better of creative and technical
opportunities and ingenuity.
competitive packages.
Solutions
Solution : Attrition
Leadership

Strategic
15 + yrs roles

6-15 yrs Management roles

Looking for on-sites and


3-6 yrs more upscaling opportunities

0-3 yrs Looking for Financial Stability

Need Hierarchy of
Solution : Attrition
Restructuring Employee salaries

Younger employees should be exempted from the variable pay


concept. Need more stability initially, lack enough inclination to
be included in company component.
Policies in accordance with Maslow's need hierarchy theory

Keeping in mind, what motivates different sections of


employees, policies should be modified accordingly. One size
fits all approach won't work anymore.

Job Sculpting And Job Enrichment


Depending on experience, more upscaling opportunities should
be created for employees according to the interest of the
employees.
Solution :Leadership
Corporate Events and Team building strategies
Line Managers

To strengthen communication between higher management


and junior employees, team building activities and periodic
feedback forms can be used

Inclusiveness of Line managers in HR policy


structuring
During policy-making, getting insights into line management HR Management
is crucial. Only with the inclusivity of both parties, will better
policies be structured
Solution :
Building Brand EquityStrategy
Portfolio Diversification

• The work among the employees


• The newer policies should be
should be diversified through
actively rebranded in a way that
tailor-made strategies for different
their benefit is highlighted.
clients and expanding into
• Employees should feel attracted
different sectors.
to the organization and want to
stay there for a longer duration.
Solution :
Compensation
Strategy
Handling Competition and Hiring less but better

• Giving competitive packages through • Hiring too many employees to


more stock-equity options. keep up with the growth, leads
• Increasing incentives like bonuses to benching, more attrition,
and benefits like insurance for vision, more cost to the company.
disability, group legal plans, financial • Spending more time, looking
planning assistance. for better organizational fits,
• Voluntary benefits packages that will help get better employees
employees can purchase creating on board.
value without adding to the
company’s costs.
The Team

Adit Kumar Yash Bhasin


H21060
H21002

Tanay Dubey
H21055

Ami Sharma Shivika Maheshwari


H21006 H21050

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