The document summarizes the evolution of the HR strategy for the Indian IT services industry to keep up with changing business needs. It discusses how HR shifted from being administrative to becoming a strategic partner through partnering with businesses, using analytics, and focusing on skills reskilling. A framework is presented to analyze the organization from multiple perspectives and identify HR practices aligned with the business strategy themes of recruiting for new skills, lifelong learning, career mobility, and a seamless digital employee experience.

1. JMA KAIKA Conference
HR as Strategic Partner
Krish Shankar
Group Head of HR

2. 01
02
Growth of IT Services Industry
Evolution of Indian IT Services Industry
03
04
360 Degree view – Theory of Fit
From HR Strategy to HR Practices
05 Conclusion
Questions and Discussion06
What we will
discuss today

3. What IT Services
Industry Comprises of
Size
IT Services Industry has been growing at a rapid pace
Features of the IT Industry Success Factors
$1.2 Trillion in 2018
5.1% CAGR 2014-18
India- $167 billion in
2017 employing 4
million people
IT Services
ITES
Software Products
and Engg. Services
Hardware/ Infra
IT consulting
Build a pipeline of
talent
Economies
of scale
Talent as
Competitive
Advantage
Global
Delivery
Model

4. How has the people strategy of the
IT services industry in India evolved
to meet business needs?
?

5. Pre -1995
• HR was more
administrative
• Creating
awareness on
international
cultures
• Enabling
employees for
client facing roles
1995 - 05
• Ability to hire and quickly
skill people
• Establishing people related
practices & processes
• HR partnering with
businesses started
2005 - 17
• HR increasingly using
analytics and AI
• Move to Agile Organization-
Reskilling, Agile teams
• Balancing Digitization vs
Human touch
• Focus on enhancing digital
employee experience
2018+
• Global legal and
compliance - key
competence for HR
• The model of HRBP, COE
and HR Shared Services
came into existence
• Basic automation to
streamline HR processes
for managing scale and
compliance
• Focus on managing
millennials –involved shift
in benefits, rewards etc.
The evolution of the Indian IT Industry has been rapid
• Outsourced work
to low-cost and
skilled talent pool
in India
• Staff
Augmentation
• Rapid IT services growth- in
terms of the size and scope
of services
• Global Delivery model was
adopted – IT firms started
managing globally
distributed resources
• Firms in India became
multinationals with delivery
centers across the globe
• Increased investment in
R&D and product
development
• Technologies such as the
Robotics, Blockchain, VR ,
IoT & AI are changing work
• Transforming customers
• Geo-political situation
driving local job creation
Business
TransformationHRTransformation

6. • Make a quarterly hiring plan
• Review for changes every month
• Ensure regular flow of trainees to build talent pipeline
Some examples of how strategy impacts HR practices
Hiring Model
• Focus on retaining for first 5 years- regular growth, lot of learning and
career options
• Plan to reskill every employee on a new digital skill in 2 years
Retention
Model
• Focus on training college hires
• Planned training for new digital skills through learning stacks
• Reskilling talent for every new ‘wave’
Learning

7. The landscape of IT industry is rapidly changing- even now!
Social
• Multi-generational
Workforce
• Millennials make 75% of
workforce by 2025
• Rise of Gig Economy
Technology
• Advent of Industry 4.0
• Investment in Digital
Political
• Global protectionism
• Focus on local job
creation
Changing Customer
Landscape
From “Cost-Reduction” to
“Business-value
Proposition”
Focus on Digital
transformation
From Outsourcing to
Value Based
Partnerships
Future Success
Drivers
Being Agile
Fast adaptability to new
technology
Adapt to regulations
New operating models
driven by value and
partnership
HR Challenges
Talent Acquisition for niche
skills
Reskilling
Handling Multi-
generational workforce
Creating an Agile
Organization
Integrating M&A

8. If those are the changes in environment and
‘factors for success’, how can we reimagine an
HR strategy and identify right HR practices?
Here is a framework we can use!

9. The Congruence Model helps us to have a 360 degree view of the
Organization
Output
Organization
performance
Product; Revenue;
Profits; Shareholder
value;
Community impact
Group/Unit
performance
Perf. of units
Individual
performance
Individual growth
and Career
Planning
Input
Environment
External changing
landscape and
demographics;
Competing
environment
Resources
Assets of the
organization – human
resources, technology,
capital, data,
information etc.
History
Patterns of past
behavior, activity &
effectiveness of the
organization
Strategy Performance
Informal
Organization
Does the Org
Culture support the
change?
Are there any
resistance to change
Formal Organization
What is the new org
structure?
How Performance ,
Rewards and
Engagement are
changing?
Work (Technology)
What is the new
work ?
How the core work
is going to change?
People
Where are we in the
war for Talent?
What are the future
diversity challenges
Continuous EvaluationSource: Competing by Design- David A Nadler; Nadler- Tushman model

10. HR Practices @Infosys
Recruitment
• Renewed Employer Brand and
Value Proposition
Learning
• Lex – new digital learning at
Infosys
• Learning paths for new skills
Career Management
• Moving towards a flattened
structure
• Design jobs around
capabilities and specialization
• Career Mobility and Internal
Job market
Employee Experience
• Seamless Digital experience
• New Rules of Engagement
Reimagining INFOSYS HR
Input
Environment
The changing IT
Services and
Business
Landscape
Resources
Infrastructure
Talent
History
The Infosys
Culture, capabilities
Our Strategy
Performance
Navigate Your
Next
• Scale Agile Digital
• Re-energize the
Core
• Reskilling
• Localization
Informal
Organization
Collaborative Agile
Teams
Continuous
Improvement by agile
teams
Formal Organization
From Engagement to
Experience
Work (Technology)
New Digital work
Future of Work
People
Learning mindset/
adaptable
Diversity- nationals
Source: Competing by Design- David A Nadler; Nadler- Tushman model Continuous Evaluation

11. Build the right HR practices to bring the HR strategy to life- by
identifying a common theme
• Renewed Employer Brand
and Value Proposition
 Career growth and learning
‘strivers’
 ‘Rewards focused’
achievers
 ‘Experience driven’ seekers
• Develop a diverse global
talent pyramid
 By hiring college graduates
& training them
 Offer relevant career paths
• Lex – new digital
learning at Infosys
 Lex on the Go mobile
app
 learn anytime, anywhere
• Learning paths for
new skills
• Skill more, Win more
initiative to incentivize
new learning
• Design jobs around
capabilities and
specialization – flatter
• Career Mobility and
Internal Job market
 Bridge program – to
enable career switch
 Create new digital roles
 Define learning paths for
our Digital Offerings
• Seamless Digital
experience
• Agile HR Operations
and Processes
• New Rules of
Engagement
 Be the Navigator
programs
 Hackathons
 One-Infy Digital
Platform
 Wellness programmes
Recruitment Learning Careers
Employee
Experience

12. Follow with right HR
practices to make the
strategy work
Capture the critical change in
each element; identify ‘common
theme’
Identify HR practices that will
make an impact
Integrate and Align
Cross functional teams to build
practices
Pilot them, Keep fine-tuning
04
With change in business
Strategy, take a 360 look
at the HR Strategy
The Work that is being done
The type of People- skills and
attitudes
The formal organization-
structures, processes
The informal organization-
social interactions, culture
03
Response to change
through Reimagined
Strategy
What is needed to ‘win’
in the market
02
Changing
Environment
Evaluate changes:
social, technological,
political
01
In summary, here are the key steps to identify HR practices with
changing business demands

13. Questions/Discussion

14. THANK YOU
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