CASE : STRATEGIC HUMAN RESOURCE MANAGEMENT

GROUP 1
Bounceback Aparna Agnihotri H21131
To being the best employer Deepthi Nagookar H21136
Himanshu H21141
Akshit Mahajan H21126
Abhishek Kaushik H21122
 THE STORY IN A TIMELINE

PROBLEM STATEMENT

CONTENTS RECOMMENDATIONS

ROADMAP
 The Story in a Timeline
1981-91 1991 1993 1999 2000-2003 2003

Birth of Infosys Economic Tapped the Shift from a Large Enforcing new Toppled from
and initial Liberalisation capital market "small" company HR policies the Best
struggles and enhanced through IPO to a Small "large" Employers list
global reach company
 WHAT WENT WRONG?

1 2 3
Change in policies of
Process orientation with SEBI rules - Employees
compensation and
growing size led some felt they were losing the
promotion did not go
employees to monotony old perks
well with employees
 WHAT WENT WRONG?

4 5 6

Economic downturn of Disparity between top Lack of communication

2001-2002 lead to level and lower level regarding variable pay,
excess "bench" employees broad banding and
employees promotion policy
 WHAT NEXT?
Communication

Need based assessment & analysis before implementing policy changes.

Regular interactive sessions from senior management regarding policy changes
Periodic Survey forms and In Person feedback to assess work culture issues at the lower level
Comments by senior management to close feedback form
Buddy programme for new joinees - Buddy assigned for handholding

I
Growth Opportunities

Learning & Development plans for each employee on an individual basis and give them the
opportunity to manoeuvre their career.
Portal mentioning Internal Job Postings for cross functional switch
Efficient allocation of work to assign challenging projects for employees to diversify their
learning experience.
Mentorship Programme for career guidance.
Retention Rate

Compensation benchmarking should be done on industry practices.

Restructuring the organisation to reduce disparity between lower level & senior level
employee.
Performance Management parameters should be based on the cohesive amalgamation of
organisational & employee needs.
Resources should be utilised in Internal competency building projects instead of being put on
bench.
Performance management

Performance management parameters should capture both organisational goals & employee
growth.
Mechanism to challenge Performance appraisal should be introduced to capture
"unhappiness of employees".
Comprehesive competancy mapping through objective parameters of performace.
IMPLEMENTATION PHASE - 1
Interactive Sessions with senior
management
Buddy & Mentorship Program
Robust two way feedback
mechanism
Transparency in Decision Making
Competency Matrix building
IMPLEMENTATION PHASE - 2
Compensation Benchmarking
Performance management
evaluation.
Cross-functional switching & Internal
job Posting
Learning & Development Plan
Resource optimisation through
internal projects.
Organisational Restructuring
Roadmap 2003 2004 2005 2006 2007

PLANNING

RESEARCH

IMPLEMENTATION
PHASE -1

FEEDBACK

ANALYSIS

IMPLEMENTATION
PHASE -2

FEEDBACK
Thank you!