NAME : ANUMALLA DIVYA RAMESH

CLASS : F.Y.BMS
DIV : A
R.NO. : 14004
PROFESSOR
VINOD NAYAK
1
PROJECT ON
INFOSYS TECHNOLOGY
PVT. LTD.
2
INDEX
INDRODUCTION
PROFILE
HISTORY
SALARIES
INFOSYS Grooming Global Talent
HR POLICIES IN INFOSYS
QUALIFICATIONS OF HR
HUAN RESOURCES OF ANAGEENT! "e#t
$ra%ti%e# in In&o#'# Te%(nolog'
SALARY PAC)AGES
DISPUTES
SOCIAL RESPONSI"ILITY
3
INTRODUCTION
Infosys Technologies Limited is a multinational information technology
services company headquartered in Bangalore, India. It is one of India's
largest IT companies with 10,!" professionals #including su$sidiaries% as
of &ov ', (00'.It has offices in (( countries and development centers in
India, )hina, *ustralia, +,, )anada and -apan.
Infosys was founded on -uly (, 1'.1 in /une $y & 0 &arayana 1urthy
and si2 others3, &. 4. 0aghavan, ,ris 5opala6rishnan, 4. 7. 4hi$ulal,
,. 7inesh and *sho6 *rora,
8
with &. 4. 0aghavan officially $eing the first
employee of the company.
&andan &ile6ani 1urthy started the company $y $orrowing I&0 10,000
from his wife 4udha 1urthy. The company was incorporated as 9Infosys
)onsultants /vt Ltd.9, with 0aghavan's house in 1odel )olony, north:central
/une as the registered office.
In 1'.(, Infosys opened an office in Bangalore, which soon $ecame its
headquarters.
Infosys headquarters in Bangalore, India.
Infosys went pu$lic in 1''". Interestingly, Infosys I/; was under su$scri$ed
$ut it was 9$ailed out9 $y +4 investment $an6er 1organ 4tanley which
pic6ed up 1"< of equity at the offer price of 0s. ' per share. The share price
surged to 0s. .,100 $y 1''' ma6ing it the costliest share on the mar6et at the
time. *t that time, Infosys was among the (0 $iggest companies $y mar6et
capitali=ation on the &*47*> well ahead of *do$e 4ystems, &ovell and
Lycos.
*ccording to ?or$es maga=ine, since listing on the Bom$ay 4toc6 @2change
till the year (000, Infosys' sales and earnings compounded at more than A0<
a year.
In the year (000, /resident of the +nited 4tates Bill )linton complimented
India on its achievements in high technology areas citing the e2ample of
Infosys.
4
In (001, it was rated Best @mployer in India $y Business Today.

Infosys won the 5lo$al 1*,@ #1ost *dmired ,nowledge @nterprises%
award, for the years (00", (00! and (00, $eing the only Indian company to
win this award and is inducted into the 5lo$al Ball of ?ame for the same.
Infosys was rated $est employer to wor6 for in (000, (001, and (00( $y
Bewitt *ssociates. In (00A, Infosys received over 1." million applications
and hired fewer than "< of applicants.
Business Cee6 reported that Infosys, along with Cipro and Tata accounted
for nearly .0< of the DB:1B8 visa petitions approved in (00A for the top 10
participants in the program.
In *pril (00', ?or$es rated Infosys among the $est performing companies
in the software and services sector in the world.
In (00', Infosys was considered one of the Business Cee6Es 0 1ost
Innovative )ompanies.
?rom 7ecem$er (00. till *pril (00', Infosys fired over (00 employees for
poor performance. The company has $een hit hard $y lower income from a
crisis hit @uropean and &orth *merican mar6et. ;n *pril 1, (00' Infosys
reported its first ever:sequential fall in its revenue in a decade during the
1arch (00' quarter.
5

Infosys headquarters in Bangalore, India.
6
Infosys Technologies Limited
TYPE - Public
BSE - 52!
NASDAQ - Infy
FOUNDED - "uly 2,1!#1
HEAD QUARTERS - Banglore,India
KEY PEOPLE - $.%.$arayana &urthy
'chair(an)
*ris +o,ala-rishna
'./0) 1 '2irector)
INDUSTRY - 3oft4are ser5ices
PRODUCTS - I6 ser5ice
SERVICES - Infor(ation 6echnoly
consulting ser5ices 1 solutions
REVENUE - 7383.16 billion'2!)
NET INCOME - 7381.16 billion'2!)
EMPLOYEES - 1,3,!5'2!)
WEBSITE - Infosys.co(
9
HISTORY
@sta$lished in 1'.1, Infosys is a &*47*> listed glo$al consulting and IT
services company with more than 10,000 employees. ?rom a capital of +4F
(0, we have grown to $ecome a +4F ! $illion company with a mar6et
capitali=ation of appro2imately +4F (A $illion.
In our Gourney of over (. years, we have cataly=ed some of the maGor
changes that have led to India's emergence as the glo$al destination for
software services talent. Ce pioneered the 5lo$al 7elivery 1odel and
$ecame the first IT company from India to $e listed on &*47*>. ;ur
employee stoc6 options program created some of India's first salaried
millionaires.
Infosys Technologies Limited is a leader in software development and was co
founded $y &.0. &arayana 1urthy and a group of seven IT professionals in
the year 1'.1 with an investment of F1000. Be emerged as the company's
chairman and )@; and is regarded as a great manager $ecause of his
numerical a$ilities and Cestern style of management. It has created several
firsts in Indian industry li6e $eing the first Indian company to $e listed on
&*47*> in 1''' and the first to provide employee stoc6 options plan
#@4;/%.
The company opened its first international office in +4* in 1'.A. It $ecame a
pu$lic limited company in 1''( and offered its I/; in three of the nine
Indian e2changes in 1''". It received its I4; (001 certification in 1''" and
opened other development centers in India in 1''.
By 1'' the firm was worth F(00 million, had '00 employees and annual
revenue of F(0 million. It opened its first @uropean office in +nited ,ingdom
in 1''H. Infosys esta$lished its headquarters in Bangalore as there the
wor6forces were not required to $e unioni=ed, $enefits to the wor6force were
relatively a minor cost, and there was a huge potential for profit.
The late 1''0s was a time for e2ponential growth and the main reason for
this was its offshore software development model. By (000 its mar6et
capitali=ation was more than F(0 $illion.
In (00" it esta$lished su$sidiaries in )hina and *ustralia. In (00! it crossed
F1 $illion in revenue. In (00H its revenue crossed F( $illion and it completed
( years.
#
Employees in INFOSYS
Infosys Technologies is the second only company to cross the one:la6h
employee mar6 after industry leader T)4. Infosys and its su$sidiaries added
10,11A employees in the second quarter of this fiscal that ended on "0
4eptem$er, ta6ing the total head:count to 1,00,"0H employees, Infosys said
on ?riday, oct 10 after announcing its quarterly results.
7uring the quarter, the IT Go$ mar6et was under pressure due to the glo$al
financial crisis. 1any IT firms had also postponed some of the new
recruitments for ne2t quarter.
Infosys announced its quarterly profit of a "0.( per cent Gump, helped $y a
wea6er rupee, $eating mar6et forecasts. Infosys said -uly:4eptem$er
consolidated net profit rose to 1!."( $illion rupees #F('1 million% from 11
$illion rupees a year ago. Bowever, the results failed to cheer up its shares,
which dipped to an intra:day low of 0s 1,0!0, down over 1A pc from its
previous closing price.
!
Recruitment Trgets for Infosys!
YE"R NO#OF E$%LOYEES
&''( (''''
&''& (('''
&'') ()'''
&''* (+'''
&''+ (,'''
&''- &+'''
&''./&'', )+'''
1
Bangalore - India's IT bellwether Infosys Technologies
plans to hire 25,000 during the ongoing fscal year and
hike wages by 11-13 percent for its ofshore employees.
*ccording to T.I. 1ohandas /ai, head of human resource
development and education and research, Infosys, the company added ,'!A
employees #net addition (,.H% in fourth fiscal quarter of (00A:(00., and
"",1AA employees #net 1.,'!H% in the full year.
In the ongoing year, the company plans to hire (,000 people #.000 lower
than last year% with nearly 1.,000 people to $e hired from various campuses
in the country, ta6ing the total num$er of employees from the present '1,1.A
to over 100,000, he said.9Ce have already made campus offerings of 1.,000
for this fiscal,9 /ai said. The company also plans to hire as many locals in the
+4, @urope, *ustralia, )hina and 1e2ico where it has set up development
centers, he continued.
The attrition rate has come marginally to 1".! percent in fiscal (00. as
against 1".A percent during the previous period, while the utili=ation rate has
$een at AH percent as against H..! percent during the previous corresponding
period, he added.The average salary hi6e this year would $e $etween 11:1"
percent #compared to 1(:1 percent announced last year% for its Indian
employees and !: percent for overseas employees, /ai said.
&onetheless, the wage hi6e for the Indian staff would shave off (." percent
from the company's profit margins in the -une quarter, while costs of
processing visas would impact margins $y .0 $asis points #0..0 percent% in
the same quarter, I. Bala6rishnan, )?;, Infosys, said.Infosys has a training
center in 1ysore with a capacity to train 1",00 candidates every quarter :
the largest training facility in the world. The campus also provides
accommodation for 10,000 candidates and teaching staff.The company,
which has $een investing a$out 0s.A00 crore #F1A million% each year
towards training its employees, plans to invest 0s.1,000 crore #F(0 million%
more towards training ne2t fiscal, /ai said.
11
INFOSYS/0rooming 0lo1l Tlent!
Last year, over 1." million people applied for a Go$ at Infosys.
;nly 1< of them were hired. In comparison, Barvard )ollege
too6 in '< of candidates.
Infosys has always focused on inducting and educating the $est
and the $rightest. Cith glo$al hiring practices, coupled with ever:
e2panding university programs such as )ampus )onnect and
development centers across the glo$e, Infosys is a$le to source
and nurture talent while delivering lasting value to clients.
Infosys, which trains over 1,000 new recruits every year, is well
prepared to win the $attle for top:notch talent. *t the heart of this
education program is a fully equipped F1(0 million facility in
1ysore, a$out '0 miles from Bangalore.
12
HR policies in inos!s
Internally developed code of conduct and policies to guide us
The following policies on various sustaina$ility issues are adopted uniformly
through out the reporting entity
.
BII #J% K *I74 );&T0;L /;LI)L
Infosys would ta6e measures to prevent the incidence and spread of BII and
*I74 in the
society. In case of need, the company would arrange to provide counseling
and medical
guidance to these patients and their families.
>+*LITL /;LI)L
)onsistent with the group purpose, Infosys shall constantly strive to improve
the quality of life of the communities it serves through e2cellence in all facets
of its activities. Ce are committed to create value for all our sta6eholders $y
continually improving our systems and processes through innovation,
involving all our employees. This policy shall form the $asis of esta$lishing
and reviewing the >uality ;$Gectives and shall $e communicated across the
organi=ation. The policy will $e reviewed to align with $usiness direction and
to comply with all the requirements of the >uality 1anagement 4tandard.
@&II0;&1@&T*L, ;))+/*TI;&*L B@*LTB K 4*?@TL /;LI)L
Infosys reaffirms its commitment to provide safe wor6ing place and clean
environment to its employees and other sta6eholders as an integral part of its
$usiness philosophy and values. Ce will continually enhance our
@nvironmental, ;ccupational Bealth K 4afety #@B4% performance in our
activities, products and services through a structured @B4 management
framewor6. Towards this commitment, we shallM
13
N @sta$lish and achieve @B4 o$Gectives and targets.
N @nsure compliance with applica$le @B4 legislation and other requirement
and go $eyond.
N )onserve natural resources and energy $y constantly see6ing to reduce
consumption and promoting waste avoidance and recycling measures.
N @liminate, minimi=e andOor control adverse environmental impacts and
occupational health and safety ris6s $y adopting appropriate 9state:of:the:art9
technology and $est @B4 management practices at all levels sand functions.
N @nhance awareness, s6ill and competence of our employees and contractors
so as to ena$le them to demonstrate their involvement, responsi$ility and
accounta$ility for sound @B4 performance.
B+1*& 0@4;+0)@ /;LI)L
Infosys recogni=es that its people are the primary source of its
competitiveness. It is committed to equal employment opportunities for
attracting the $est availa$le talent and ensuring a cosmopolitan wor6force. It
will pursue management practices designed to enrich the quality of life of its
employees, develop their potential and ma2imise their productivity. It will
aim at ensuring transparency, fairness and equity in all its dealings with its
employees. Infosys will strive continuously to foster a climate of openness,
mutual trust and teamwor6.
*L);B;L *&7 70+54 /;LI)L
Infosys $elieves that the loyalty and commitment of its employees depend
upon the quality of life they are offered at wor6 and at home. Ce recogni=e
that indiscriminate use of alcohol and drugs is inGurious to the well$eing of
individuals, their families and the community as a whole. Ce ac6nowledge
that the misuse of these psychoactive su$stances is a maGor health and safety
ha=ard. Infosys is therefore committed to creating an alcohol and drug:free
environment at the wor6 place. This would $e achieved through the
involvement of all employees and the -oint 7epartmental )ouncils in
spearheading appropriate initiatives. The initiatives would
includeM
14
N 0aising awareness, through the dissemination of information, education and
training and $y promoting healthy life styles among our employees and their
families.
N 1otivating those employees who have an alcoholOdrug pro$lem, to see6
assistance, while maintaining confidentiality a$out such cases.
0@4@*0)B /;LI)L
Infosys $elieves that research provides the foundation for sustained, long:
term, sta6eholder delight. Infosys shall nurture and encourage innovative
research in a creative am$ience to ensure that the competitive advantage in its
overall $usiness is retained and surpassed. Towards this goal, the )ompany
commits itself to providing all necessary resources and facilities for use $y
motivated researchers of the highest cali$re. 0esearch in Infosys shall $e
aligned to the technological initiatives necessary to evolve and fulfil the
overall $usiness o$Gectives of the )ompany.
);0/;0*T@ 4;)I*L 0@4/;&4IBILITL /;LI)L
Infosys $elieves that the primary purpose of a $usiness is to improve the
quality of life of people. Infosys will volunteer its resources, to the e2tent it
can reasona$ly afford, to sustain and improve healthy and prosperous
environment and to improve the quality of life of the people of the areas in
which it operates.
@&@05L /;LI)L
Infosys reaffirms its commitment to conserve scarce energy resources and
shall endeavor to:
N )omply with national and international regulations.
N *dopt $est availa$le technology for energy efficiency.
N Implement world:class operating practices.
N )onduct regular @nergy *udit for continual improvement.
N /romote energy efficiency through mass awareness.
15
Implementation
The strategic goals of the organi=ation are derived from Iision, 1ission,
Ialue, /olicies and )ode of )onduct #0efer *nne2ure:II% of the
;rgani=ation. These goals as indicated in 17's Balance 4core )ard
#?igureP".A% deployed across the organi=ation. These policies are applica$le
only to Infosys and not applica$le to its su$sidiaries, associates or supply
chain partners.
Listening to our shareholders
The minutes are prepared for proceedings of *nnual 5eneral 1eeting. These
minutes include the suggestions, comments and feed$ac6 from the
shareholders. )oncerns of shareholders are discussed in the Board 1eeting
and after prioriti=ation of these concerns Board directs the management to
integrate the same in $usiness decision. Besides the *51, Investor
4atisfaction 4urveys, meeting with investors and an Investor 5rievance )ell
are other forums through which shareholders provide recommendations or
direction to the Board. p2t# Ltd#
16
$inimum 3ulifictions for 4R!
6he core functions for any :u(an %esource 2e,art(ent are;
1. 0ecruitment,
(. /erformance 1anagement
". Training K development,
!. )ompensation K Benefits,
. ;rganisational 7evelopment,
?or a$ove mentioned topics we need to study3
1. /riniciples of 1anagement,
(. ;rganisational Behaviour,
". Buman 0esource 7evelopment,
!. La$our Laws,
. La$our Celfare,
H. /ersonnel 1anagement,
A. Cages K 4alary *dministration
L"#o$% L"&s "n' L"#o$% Wel"%e (&o s$#)ec(s "%e *i+*l!
%eco,,en'e' o% (*e p%oession"ls o% s($'en(s &*o is
&illin+ (o &o%- "s " "c(o%! HR o% &"n( (o #e speci"li.e' in(o
Co,pens"(ion / Bene0(s1
19
4umn Resource $ngement! 5est %rctices in Infosys
Technologies
Best /(,loyer in India
Infosys Technologies Ltd. #Infosys%, $ased in Bangalore, India, was named
'The Best )ompany to Cor6 for in India' $y Business Today maga=ine in a
survey conducted $y Business Today, B0 consulting firm 1ercer, and
international mar6et research firm T&4.
Infosys had $een adGudged the 'Best )ompany to Cor6 ?or' in (001 and (00(
$ut had lost this position in the ne2t couple of years #0efer @2hi$it I for the
'Best companies to wor6 for in India' from (001:(00H%. In the 'Best
@mployer' survey conducted $y 7ataquest
A
:I7)
.
in the year (00H, Infosys
was adGudged the '7ream )ompany to Cor6 for.'
*ttracting the $est and the $rightest and creating a milieu where they operate
at their highest potential is very important. ;ur campus and technology
infrastructure is world:class, we pay a lot of attention to training and
competency $uilding, we try to have sophisticated appraisal systems, we try
to reward performance through varia$le pay. These are all part of the same
motive.9
10
4ince the early (000s, Infosys' operations had $een growing rapidly across
the world. The num$er of employees in the company also increased four:fold
to !!,H. in 1arch (00H as compared to 10,A". in 1arch (001 #0efer
@2hi$it III for the num$er of employees in Infosys $etween 1'' and (00H%.
The company $elieved that its 6ey assets were people and that it was
important to $ring its employees on par with the company's glo$al
competitors. In spite of its rapid glo$al e2pansion, Infosys retained the
culture of a small company. *ccording to Bi6ramGeet 1aitra #1aitra%, Bead
of Buman 0esources, Infosys, 9Ce li6e to maintain a smaller company touch
and we have split the overall $usiness into several smaller independent units
of around !,000 people each.
1#
1oreover, Infosys was also recogni=ed glo$ally and featured among the top
100 companies in )omputerworld's
'
'Best /laces to Cor6 for in IT Q
(00H'.?or participating in this survey, the companies needed to have revenues
of over +4F (0 million in (00, and to employ 00 employees in the +4.
Infosys also featured in the list in (00! and (00 #0efer @2hi$it II for some
of the honorsOawards received $y Infosys%.
;n the company's B0 practices, &andan &ile6ani #&ile6ani%, )@;, /resident
and 1anaging 7irector of Infosys, commented, 9It is a$out creating a highly
motivated wor6force $ecause this is not a factory where you can monitor the
quantum of output at the end of the day. But in the intellectual $usiness you
cannot do that. 4o, you have to create a motivated set of people who can
operate.
1!
Slries for Employees
Slries in USD "2erge
%rogrmmer "nlyst
",0!' Infosys 4alaries
F,'H
%ro6ect $nger
1,"'0 Infosys 4alaries
7,(8(9(
ER% "nlyst
A Infosys 4alaries
7+98,)+
Technicl "nlyst
A(0 Infosys 4alaries
7.&8-+,
%rogrmmer "nlyst / 4ourly
H" Infosys 4alaries
7&,#(,:hr
5usiness "nlyst
!'0 Infosys 4alaries
7.&8((&
Systems "dministrtor
(A Infosys 4alaries
7++89)'
Technicl "nlyst / 4ourly
'1 Infosys 4alaries
7)-#+*:hr
%ro6ect $nger / 4ourly
.H Infosys 4alaries
7*&#-9:hr
ER% "nlyst / 4ourly
' Infosys 4alaries
7&9#'':hr
2
Disputes
7isputes can $e mainly defined as a ver$al controversy or a de$ate $ecause
of the indifference in ideas and opinions. In B0 department disputes are most
li6ely to ta6e place where the whole departments has to wor6 for the human
resources and to ta6e care of their needs and at the same time loo6 out for the
companies welfare and profits too . 7isputes can ta6e place $etween the
employee and employee or a employee and the managers or any person of the
higher authorities. There are many reasons for a dispute to ta6e place in an
organi=ation some of the reasons are as follows
lawsuit#litigation%
ar$itration
colla$orative law
mediation
conciliation
many types of negotiation
facilitation
;ne could theoretically include violence or even war as part of this spectrum,
$ut dispute resolution practitioners do not usually do soM violence rarely ends
disputes effectively, and indeed, often only escalates them.
1ost of the time in handling conflict $etween employees B0 people use an
investigative approach, reviewing whose $een doing what and ta6ing
appropriate action. ;ften, particularly $etween two employees, interest:$ased
mediation can $e more effective as the parties themselves determine and
commit to a resolution.

Chy do conflicts sometimes go on and onR often #depending on the
individuals% it is easier to $e tough and adversarial than to communicate
nicely. Tough ta6es energy, $ut nice ta6es time and involves o$ligations.
1anagement peers may $e in conflict, employees within a department may
$e feuding and of, course, if there is a union nothing is more natural
#possi$ly% than for management and the union to fight.


21
4ome people somewhat prefer conflict. It cuts down on the need to
communicate and ignoring the other party means not having to face that
unpleasant person any more than necessary. Bowever, continuing conflict
$etween lin6ed parties is not efficient and can $e very unpleasant and
o$structive for other people within the two camps.

;ne approach to handle serious conflict $etween parties is to use interest:
$ased mediation. The two parties should understand and agree to the process
in advance and together with the person acting as mediator meet for a
specified period. The critical process opener is for each party, without
interruption, to e2press the situation from hisOher perspective and then for the
other party to summari=e what heOshe has heard. &o evidence is su$mitted or
witnesses called as the truth of allegations is less important than how the
person feels and perceives things to $e.

*s the process continues, it moves from the general picture to specific issues,
with emphasis continuing on how the parties feel a$out the matters they are
e2pressing. /oints with potential for resolution may emerge and further
$rainstorming may confirm some solid areas where agreement $etween the
parties should $e possi$le. Chen the parties are lin6ed $y wor6, common
issues are often communications related e.g. consultation or advance notice
on certain things, promptly receiving required data, agreeing to meet to
discuss certain things etc. Because the su$sequent agreement is reached
$etween the parties and not imposed $y the mediator, the pro$a$ility of
significant improvement in their relationship is greater.

These are Gust general comments on a process that can $e very effective. *s
earlier a$out union relationships. 1odified interest:$ased mediation can $e
perfect in handling some unionOmanagement relationship issues. There is
often reluctance from $oth parties, $ut I have $een involved in a very
effective session which followed a particularly tough contract negotiation. *
helpful e2ercise, however, is to imagine what the other party #the union%
would say at an interest:$ased mediation #not to $e confused with other
mediation processes associated with la$or relations%. Lou may guess that the
main issues would $e respect, communication, lac6 of trust etc.. 4uch
considerations may help you in developing strategy to proactively initiate
contact with the union to wor6 on issues of mutual interest and esta$lish a
more positive unionOmanagement relationship.
22
?or eg3
* us $ased 1&) had given Infosysa proGect on -*I* $ased platform. The$
deal was made such that the proGect had to complete in a period of " months,
if una$le to complete within that time, an additional 1 days would $e
allotted as mutual understanding. It never happened in the history of the
company that they didnEt complete an proGect within given time. But this time
luc6 wasnEt in the their favour and there are two people mainly responsi$le
for this pro$lem.
Chen a company ta6es up a proGect, it divides the the proGect into parts and
distri$utes the wor6 among teams. ?or this particular proGect, five teams were
selected. @ach team consists of programmes and ma6es a total of (
mem$ers. *mongst those mem$ers, a senior programmes is appointed as
team leader, *mong the team leader, " of them had an e2perience of H:.
years and they had atleast wor6ed successfully on prior proGects. But the
other ( leaders had an e2perience of 1:( years $ut were never part of any
prior proGects. 4o, it was decided that the first:#a%S4enior team leader to
complete his part of wor6 and the second #$%team leader will help the fifth
team leader. ! teams namely 1
st
, "
rd
K
th
have successfully completed their
parts e2cept the !
th
team. 7ue to this incomplete pat, the proGect was not
completed within the given fine including the e2tra 1 days.
;n enquiry, the team leader of the !
th
team complained that his team didnEt
get much help from his senior coluage, has he e2pected. But the senior
coluage had given his statement that his Gunior coluage had never shown any
interest in receiving his help. 7ue to their egoistic nature it was the company
which suffered the loss. The company has $oth its reputation in the mar6et
and the credits.
Infosys ta6es up social responsi$ility
IT services maGor Infosys is doing its $it to improve the lot of students from
economically disadvantaged sections of society. The company had chosen
hundred young unemployed engineers from disadvantaged sections for a si2:
23
month training at IIT Bangalore. *dditionally, the company also trained H0
graduates from disadvantaged sections and provided them with free training.
?ifty of these students were hired to wor6 at Infy's B/; su$sidiary, /rogeon.
This is a call to corporate India to pic6 up the gauntlet and intervene through
education and training to relieve the wage pressures. Infosys annually spends
around 100 million of its F(.( $illion revenue on training.
B*&5*L;0@3 IT services maGor Infosys is doing its $it to improve the lot
of students from economically disadvantaged sections of society.
1ohandas /ai, Infosys head of B0, said that the company had chosen
hundred young unemployed engineers from disadvantaged sections for a si2:
month training at IIIT Bangalore
*dditionally, the company also trained H0 graduates from disadvantaged
sections and provided them with free training. ?ifty of these students were
hired to wor6 at Infy's B/; su$sidiary, /rogeon.
/ai is hoping that other corporates would follow suit. TThis is a call to
corporate India to pic6 up the gauntlet and intervene through education and
training to relieve the wage pressures.U
;n the other hand, he also warned that there was a need for immediate reform
in the education system itself since it was putting an un$eara$le cost of
around F(." $illion on training in the industry. Infosys annually spends
around 100 million of its F(.( $illion revenue on training.
/rogeon has also $olstered programs to attract students on college campuses.
The company recently held its second academic conclave, which was
attended $y lecturers from for 0 colleges in Bangalore and 1ysore. The
company has also created a program called /roGect 5enesis that helps degree
colleges in tier:two and Qthree cities to align their curriculum to industry
requirements. In (00, around "'0 lecturers across ,arnata6a and 0aGasthan
were trained who in turn taught '00 students.
The company has $een wor6ing closely with $oth students and teachers to
dispel myths on the B/; industry such as health ha=ards, unsafe wor6ing
conditions and that it cannot $e a long:term career option.
These efforts seem to $e paying off. T* few years ago, less than a hundred
students Goined /rogeon from campuses. This year ".00 Go$ offers were made
of which 1.00 accepted the offer and Goined the company,U said &andita
5urGar, I/ and head, B0, /rogeon.
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"1strct!
Infosys 6echnologies, a leading soft4are co(,any based in India, 4as
5oted the best e(,loyer in the country in (any :% sur5eys in the
recent years. 6he co(,any 4as 4ell -no4n for its e(,loyee friendly :%
,ractices. 6hough Infosys gre4 to beco(e a 738 2 billion co(,any by
the year 26, it still retained the culture of a s(all co(,any. Infosys
attracted the best talent fro( across the 4orld, and recruited
candidates by conducting one of the toughest selection ,rocess. <ll the
selected candidates 4ere required to go through an intensi5e 14 4ee-
training ,rogra(. <ll the e(,loyees 4ere required to undergo training
e5ery year, and so(e of the chosen e(,loyees 4ere trained at the
Infosys =eadershi, Institute to ta-e on higher res,onsibilities in the
co(,any.
Infosys 4as one of the >rst co(,anies to o?er /30Ps to its e(,loyees.
6he co(,any follo4ed 5ariable co(,ensation structure 4here the
e(,loyees@ co(,ensation de,ended on the ,erfor(ance of indi5idual,
the tea( and the co(,any. 6he case highlights (any such best
,ractices of Infosys in hu(an resource (anage(ent. It also discusses
the challenges faced by the co(,any to retain its talented 4or-force.
Issues!
A 3tudy and a,,reciate so(e of the unique :% ,ractices at Infosys
A 7nderstand the recruit(ent, selection and training ,ractices of
Infosys
A /Ba(ine so(e of the retention strategies ado,ted by the co(,any
A <nalyCe so(e of the challenges faced by Infosys on the :% front
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