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HR Management at Infosys
- 2. Human Resource Management presentation on Presenter: Sumit Suthar
- 3. AGENDA Sector Information JD & JS Company Introduction HR Policies HR Functions Sourcing Strategy Recruitment and Selection Process PMS Methods of appraisal and process
- 4. Sector Information India is the leading sourcing destination across the world 55%market share of the US$ 185-190 billion global services sourcing business in 2017-18. Indian IT & ITeS companies have set up 1,000+ global delivery centers 80 Countries across the World
- 5. Sector Information India has become the digital capabilities hub of the world with around 75% of global digital talent present in the country. It is also currently the fastest growing segment growing over 30% annually. And, accounts for about 67% of the global outsourcing market.
- 6. 0 1 2 3 0 1 2 3 0 1 0 1 0 1 0 1 2 . 0 1 2 3 0 1 2 3 0 1 0 1 0 1 0 1 2 3 0 1 0 1 0 1 0 1 0 1 Company Introduction A global leader in next-generation digital services and consulting COUNTRIES SERVING US $ BILLION REVENUE EMPLOYEES TRAINED IN DESIGN THINKING EMPLOYEES TRAINED IN TECHNOLOGY AREAS Headquarters in Bengaluru, Karnataka, India.
- 8. Company Introduction Consulting Services CIO Advisory Supply Chain & Operations Enterprise Products AI & Automation Digital Enterprise Change Transformation Management Business Services Blockchain Data Analytics Oracle SAP Salesforce Technology Services Agile & DevOps Application Development Cloud Cyber Security Digital Process Automation Engineering Services Internet of Things (IoT) Mainframe Modernization Open Source Development Testing Workplace Transformation Reimagining Business Process Management Business Process Management Customer Service Finance & Accounting Human Resources Sourcing & Procurement Services
- 9. HR Functions & Practices Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences Recruitment Orientation & Training of new Recruits Employee Training Increasing Employee’s Compensation Surveys And Feedbacks Performance Appraisal Employee Engagement
- 10. HR Policies 01 02 03 04 Recruitment and selection • Recruitment policy • Employment category • Sexual harassment policy • Probation policy Training and development Compensation and benefits • Leave policy • Bereavement leave policy • Adoption leave policy • Paternity Leave policy • Maternity leave policy • Loan policy • Working time policy • Vacation policy • Holiday policy • Sick leave policy • Overtime policy Health and safety • Health and safety policy • Smoking policy • Visitor policy • Corporate security policy • Alcohol and drug policy • Discipline policy • Computer policy • Email policy • Internet use policy • Cell phone policy • Grievance policy Employee relations • Communication policy • Problem resolution policy • Personal appearance policy • Conflicts of interest policy 05
- 11. Power Programmer Job Specification Company: Infosys Limited India Job ID/Ref Code: Inf_EXTERNAL_10024951_10 Skill(s): • Scala, Akka, Play, Angular JS, Springboot, Node Experience Range: 05-08 years Primary Location: Bangalore Location(s): Chennai,Hyderabad,Pune Job Description Role Designation- Specialist Programmer Responsibilities- • End to End contribution to technology oriented development projects JD & JS
- 12. Role Designation- Specialist Programmer Responsibilities- • End to End contribution to technology oriented development projects • Providing solutions with minimum system requirements and in Agile Mode • Collaborate with Power Programmers; Open Source community and Tech User group • Custom Development of new Platforms & Solutions Technical and Professional Requirements- Full Stack Developers with expertise in one or more emerging technologies as below, Scala, Akka, Play, Angular JS, Springboot, Node JS, Big Data and ML, NLP, Couchbase, MongoDB, Docker and so on,Experience Range: 3+ JD & JS
- 13. Sourcing Strategy 70 % 30 % College Grads Lateral Workers Advertisements Campus Websites mainly Modular Global Sourcing
- 14. Recruitment and Selection Process STATEMENT OF INTENT RECRUITMENT OPPORTUNITY OPPORTUNITY ADVERTISING 1 2 3
- 15. RECRUITMENT OPPORTUNITY Recruitment and Selection Process STATEMENT OF INTENT Promote a planned, objective approach to undertake recruitment Help recruiters to examine the knowledge and skills required for the job Help recruiters to assess if candidates represent these requirements To implement the organization’s policy on the provision of Equal Opportunities in employment 1
- 16. OPPORTUNITY ADVERTISING Recruitment and Selection Process The need for the post must be specified by the line manager and credited by the relevant Director. A job description and job specification must be prepared. The post must be formally evaluated. The cost for the post, including the variable costs of the post must be identified. RECRUITMENT OPPORTUNITY2
- 17. Recruitment and Selection Process Draft the advertisement and tailor made for the target audience The factors will include the following: · job title · salary and other incentives · brief summary of post · brief person specification · contact person for enquiries from applicants/informal visits · closing date · interview date location · hours/shift work OPPORTUNITY ADVERTISING3
- 18. Recruitment and Selection Process Draft the advertisement and tailor made for the target audience The factors will include the following: · job title · salary and other incentives · brief summary of post · brief person specification · contact person for enquiries from applicants/informal visits · closing date · interview date location · hours/shift work · a statement that disabled applicants who meet the minimum selection criteria for the position will be guaranteed an interview · arrangements for visits to the job location OPPORTUNITY ADVERTISING3
- 19. Recruitment and Selection Process Selection The selection panel will examine how each skill within the candidate specification will be most appropriately assessed. Selection process include a combination of the following: Panel Interview Presentations Testing Group exercises/ discussions
- 20. PMS Methods of appraisal and process 360-Degree Feedback: The employees also look at aspects of the managers' performance,strategic vision, ability to communicate, problem-solving skills, responsiveness. The results of the survey (the rankings and comments) are then aggregated and published online for everyone to see. Icount (Real time Feedback) Infosys has put in place a new performance appraisal system called iCount for its 193,000-odd employees that seeks to reward individual performers on the basis of specific targets, an overhaul that comes months after India's second- largest software exporter gave up the so-called bell curve assessment tool. ICount gives higher focus on individual performance rather than relative performance (forced ranking appraisals).
- 21. PMS Methods of appraisal and process Duration Employees are offered feedback and subjected to reviews throughout the year rather than just an annual appraisal (ICOUNT). And bi-annual for 360o Method. It allows for continuous feedback from peer, manager, stakeholder. Major Parameters Technical Skills Personal Skills Task assigned and completed Rating Rating ranges from 1+ to 4 1+ star performance 4 is under performance
- 22. 1+ star performance 4 is under performance Feedback & Appraisal Individual employees are also rewarded on basis of how they perform on specific short-term but important targets during the year. Reward top individual performers, especially executives who contributed to generating more incremental revenue for the company. PMS Methods of appraisal and process
- 23. • https://www.ibef.org/industry/information-technology-india/showcase/infosys • https://www.ibef.org/industry/information-technology-india/infographic • https://www.scribd.com/doc/47825685/Infosys-HR-Practices • https://writepass.com/journal/2012/12/infosys-technologies-pvt-ltd/ • https://www.infosys.com/careers/know-us/about-us/Pages/index.aspx • http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organizat ion%20Behavior/Human%20Resource%20Management-Infosys%20Technologies- Case%20Studies1.htm#The_HR_Practices • https://www.citehr.com/160523-hr-policies-infosys.html • https://www.statista.com/topics/2256/it-industry-in-india/ • https://economictimes.indiatimes.com/tech/ites/infosys-ahead-of-bell-curve-to-evaluate- staff-with-new-performance-appraisal-system-icount/articleshow/50893988.cms • http://www.infosys.com/about/what-we-do/pages/index.aspx Sources of information
- 24. Thank You "Our assets walk out of the door each evening. We have to make sure that they comeback the next morning.“ -Narayana Murthy CEO Infosys
Editor's Notes
- The global sourcing market in India continues to grow at a higher pace compared to the IT-BPM industry. India is the leading sourcing destination across the world, accounting for approximately 55 per cent market share of the US$ 185-190 billion global services sourcing business in 2017-18. Indian IT & ITeS companies have set up over 1,000 global delivery centres in about 80 countries across the world. More importantly, the industry has led the economic transformation of the country and altered the perception of India in the global economy. India's cost competitiveness in providing IT services, cost savings of 60–70 per cent over source countries, continues to be the mainstay of its Unique Selling Proposition (USP) in the global sourcing market. However, India is also gaining prominence in terms of intellectual capital with several global IT firms setting up their innovation centres in India. India has become the digital capabilities hub of the world with around 75 per cent of global digital talent present in the country.
- The global sourcing market in India continues to grow at a higher pace compared to the IT-BPM industry. India is the leading sourcing destination across the world, accounting for approximately 55 per cent market share of the US$ 185-190 billion global services sourcing business in 2017-18. Indian IT & ITeS companies have set up over 1,000 global delivery centres in about 80 countries across the world. More importantly, the industry has led the economic transformation of the country and altered the perception of India in the global economy. India's cost competitiveness in providing IT services, cost savings of 60–70 per cent over source countries, continues to be the mainstay of its Unique Selling Proposition (USP) in the global sourcing market. However, India is also gaining prominence in terms of intellectual capital with several global IT firms setting up their innovation centres in India. India has become the digital capabilities hub of the world with around 75 per cent of global digital talent present in the country.
- Established in 1981, Infosys is a NASDAQ listed global consulting and It servicescompany with more than 105,000 employees.From a capital of US$ 250. Infosys have grown to become a US$ 4 billion company witha market capitalization of approximately US$ 27 billion.In their journey of over 28 years, they have catalyzed some of the major changes thathave led to India’s emergence as the global destination for software services talent.Infosys pioneered the Global Delivery Model and became the first IT Company fromIndia to be listed on NASDAQ. Their employees stock options program created some of India’s first salaried millionaires.In 2008 Infosys crosses revenues of US$ 4.18 billion. Employees grow to over 90.000+and Reports Q4 revenue of US$ 1,142 million.Infosys has a global footprint with over 50 offices and development centers in India,China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and itssubsidiaries have 105,453 employees as on September 30, 2009.Infosys takes pride in building strategic long-term client relationship. Over 97% of our revenues come from existing customers.
- Recognition for Adding Value: 'What gets measured gets reviewed and what gets reviewedgets improved' is what the company believes in and rewards each employee whose innovation islauded by the customer. Employee-Management Interface: It reduces the gap between the manager and the employee.Direct Q&A link with the President himself, who is to respond within a given time-frame. Focus on Learning: A lot of investment in employee-focused resources (e-Learning) andcreating libraries for employees, holding workshops. All employees are eligible for ESOPs after one year of joining.
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized
- The need for the post must be specified by the line manager and credited by the relevant Director. · A job description and job specification must be prepared by the line manager prior to the post being formulated · The post must be formally evaluated. · The cost for the post, including the variable costs of the post must be identified by the line manager. In so doing the need to maintain management costs within prescribed limits must be recognized