CASE SUBMISSION

INFOSYS (A): STRATEGIC HUMAN RESOURCE

MANAGEMENT
Infosys from inception has been an employee centric organisation and had devised various
measures to capture maximum value through heightened employee satisfaction. It also
focused on adherence to company values by aligning work culture to fit the requirements. An
increase in volume of business operations resulted in higher demand for human resources and
further recruitment, which posed challenges to Infosys in form of constraints in lack of
resources that were culturally fit. This cultural misalignment and increased diversity in
different ranks of employees came with negative effects of increased employee discontent, as
satisfactorily managing their expectations became difficult. Hence, a shift from IT
implementation to IT strategy consulting would require the following changes to be made in
the HR acquisition function at Infosys so as to deal with the increased complexity and
diversity ---

1.       A greater emphasis on hiring more tech savvy work-force having greater in-depth
knowledge about the latest IT trends, their usage and potential. This would require revamping
their acquisition process to include more screening procedures based on testing the technical
aptitude of the candidates.

2.       The induction procedure would need to be realigned to fit the changed business
focus. That is, it would require training the new recruits on problem solving skills apart from
trouble shooting. It would also be recommended to include commonly faced IT strategic
issues by clients.

3.       Apart from picking fresh college graduates, expansion into the IT strategy consulting
sector would require Infosys to pick IT consultants from management colleges or increase
the intake of experienced industry professionals. Attracting such talent would require it to
redesign its compensation packages to compete against the emerging multinational firms.

4. For Infosys to provide higher value-added services and end-to-end solutions, it needs
to restructure its resource grouping into effective cross-functional teams, which
necessitates HR acquisition to be carried out in more process-oriented manner rather than a
functional one.

5. With Infosys managing portfolio diversity and maintaining subsidiaries for providing
high-end IT strategy services, it will have to set up clear diversity and inclusion policies as
well as a generically organised compensation structure for its HR acquisition in order to
curb cultural and compensation disparities.