2. The case focuses on the HR leadership team at Infosys, led by Hema Ravichandar, who are tasked
with achieving an aggressive goal set by the cofounders of the company that is they want the
company to be listed in the Top Ten of both Best Performing Companies and Best Employers by
2007. The case also highlights Infosys impressive growth over the past decade, from a small
company to one with over 15,000 employees and revenues of $754 million.
Infosys has always recognized the importance of its employees to its success and has been one of
the first Indian companies to grant stock options to its staff. However, in 2003, Infosys was
shocked to find that it had toppled from the Best Employer List in the Business Today Survey.
Case Summary
4. Subheadin
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Body
Q1. What was the challenging goal the cofounders of Infosys in 2007 had kept for HR. It
would sound innocuous enough to an outsider, why so?
• Main goal was to ensure that Infosys was ranked among the Top Ten lists of both the Best Performing
Companies and the Best Employers by the year 2007
• To an outsider, this goal may sound innocuous because it appears to be a clear target that any successful
organization should strive for. HR team need to strike a delicate balance between the company's financial
performance and the satisfaction of its employees.
• Investing in people may lead to better job satisfaction, higher employee retention rates, and enhanced
productivity. Focusing purely on financial performance could lead to cost-cutting tactics that severely effect
employee satisfaction and eventually impair the company's long-term success.
• Hence, the challenge for the HR team was to find a way to create a balance between these competing interests
and develop a plan that would enable Infosys to achieve the set goal.
Source: Business Today
5. • Conduct a comprehensive review of the company's HR
practices, culture, and employee engagement levels.
• Use tools such as employee surveys and focus groups
to gather feedback from employees.
• Identify areas where improvements are needed.
• Develop a targeted action plan that addresses the most
pressing issues.
• Prioritize employee engagement and development as
key drivers of the company's success
Q2. Ravichandar and her team knew something needed to be done to recapture the
hearts of Infoscions, but they were not sure where to begin. Where do you think they
should begin?
6. • Yes, the problems are serious.
• Employee disengagement can affect the company's
performance and reputation in the market.
• High attrition rates can lead to loss of talent and
increased costs for recruitment.
• A lack of diversity and inclusion can limit the
company's ability to attract and retain top talent.
• These issues can impact the company's overall
success.
Q3. Are the Problems at Infosys serious or not?
7. Q4. As Ravichandar when do you discontinue an initiative? When do you give it more
time to produce results?
• Discontinue an initiative if it is not producing the desired results despite significant
investments of time and resources.
• Give it more time to produce results if there are signs of progress and potential for long-
term success.
• Monitor the initiative's progress regularly and adjust the approach as needed.
• Consider factors such as ROI, employee feedback, and impact on the company's overall
success.
• Make data-driven decisions about when to continue or discontinue an initiative.
8. • Prioritize employee engagement and
development.
• Conduct a comprehensive review of the
company's HR practices, culture, and employee
engagement levels.
• Use data and metrics to track progress and
identify areas where improvements are needed.
• Develop a targeted action plan that addresses the
most pressing issues.
• Monitor progress regularly and adjust the
approach as needed.
Q5. What advice do you have for Ravichandar?
9. • Use metrics such as attrition rates to track the
company's ability to retain talent.
• Use employee satisfaction surveys to measure
engagement and identify areas for improvement.
• Track training and development programs to
assess their impact on employee performance
and growth.
• Benchmark the company's performance against
industry standards and best practices.
• Use data and metrics to make data-driven
decisions about HR practices and initiatives.
Q6. How would you use metrics in this case?
