Dad And Dad

S Gopalakrishnan
Nandan Nilekani

N S Raghavan S D Shibulal

K Dinesh
Ashok Arora
N R Narayana Murthy
"Our assets walk out of the door
each evening. We have to make
sure that they come back the next
morning." 
 Infosys Today
• Global Headquarters : Bangalore, India
• Founded : 1981
• India IPO : 1993
• Global Presence : 65 Sales Offices in 16 Countries
63 Global Development
Centers
• Employees : 1,13,796 from 83 nationalities
• Services : Consulting, IT Services, BPM
• Business Model : Next generation business
model combining best of
consulting and global services
 Infosys Today Conti…
• A leading software company based in India,
• Voted the best employer in the country.
• Well known for its employee friendly HR practices.
• Revenue for FY10 US $4.8 billion company and still
retained the culture of a small company.
• Net Income for FY10 US $1.31 billion.
• Recruited candidates by conducting one of the
toughest selection process.
• Candidates were required to go through an
intensive 14 week training program.
 Infosys Today Conti…
• In 2001, Infosys Leadership Institute (ILI) was set up to
nurture future leaders who can take on higher
responsibilities in the company.
• First companies to offer ESOPs i.e. employee stock
ownership program to its employees.
• Followed variable compensation structure mostly
depended on the performance of individual, the team
and the company.
• Decision-making remains with those who were
knowledgeable about particular processes in small
company and groups.
 Recruitment
• Infosys took adequate care to identify the right
candidates.
• "We focus on recruiting candidates who display a high
degree of 'learnability.‘ i.e. the ability to derive generic
knowledge from specific experiences and apply the same
in new situations.
• Apart from this
Professional competence, Communication and
Academic excellence, innovation skills,
Analytical ability, Practical and structured
Teamwork and approach to problem
Leadership potential.
solving.
 Training
Training New Recruits
• A 14.5 week technical training program for all new entrants.
• Spent around Rs 200,000/year/new entrant.
• Recruits were trained at the Global Education Center (GEC) in
Mysore.
• More than 4500 employees get training at a time.
• GEC, spread over 270 acres- the largest corporate training center in
the world with 58 training rooms and 183 faculty rooms.
Training Programs for Employees
• Infosys had a competency system which took account of
Individual performance,
Organizational priorities, and
Feedback from the clients.
 Performance Appraisal
Personal skills for
the tasks assigned
during the period
of appraisal.
timeliness,
quality of work carried
out,
customer and peer
satisfaction,
business potential.
Personal skills
learning and analytical
ability,
communication skills,
decision making,
change management,
and
planning and organizing
skills.
1 signifying above the expected performance level
and 5 below the expected performance level.
• 360-Degree Feedback:
managers' performance, strategic vision,
ability to communicate, problem-solving skills,
responsiveness.
The results of the survey then published online for everyone to see.
• Recognition for Adding Value: 'What gets measured gets
reviewed and what gets reviewed gets improved’
• Employee-Management Interface:
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) and creating libraries for employees, holding
workshops. All employees are eligible for ESOPs after one year of joining.
• Innovation: Innovate@HCL is one e-forum that enables employee
involvement and participation towards innovations in their work
environment and beyond.
• Business Continuity Plan: The company's comprehensive
succession plan ensures continuity in the event of an employee-related
contingency.
• Employee Engagement: My Pal, Three Cheers, Wellness
Programme, Little Mindian and Bring a Smile Programme, preventive
health check-ups, yoga classes and employee relief fund.
• Online Learning Programmes: Like Enable@HCL, TechForum,
e-Kaksh, and i-Learn complement classroom training. Then, there is the
"Learn from Leaders" Programme where senior managers impart valuable
lessons to employees.
 Analyst Felt
• Low employee turnover
• Rigorous selection procedures as well as proactive
HRD practices.
• About 80% of the middle and senior level executives
were promoted from within the organization.
• World class facilities
professional as well as personal like
ticketing, credit cards or
house loan applications, crèche facilities for kids,
a gymnasium to work out etc.
• Mails sent from managing director every fortnight,
• Communication with each other and with the higher
management about interesting ideas and ways of solving
problems make them feel valuable.
• Concept such as Chairman’s List13 and an annual
excellence award encourage employees to put there 100%.
• Groupism was not encouraged.
• “Everything is judged on merit. Ego doesn’t come into the
picture. Our transactions are zero-based so there is no
history sheet. Different people compete, then they have a
discussion, one solution is accepted, one person wins, they
smile and go out to lunch. Because the group of people is
very smart, there has to be a uniform distribution of wins.
There are no overt or covert prejudices.”

“These are the factor or reasons which tide our valuable assest with us”
“But This is not the end this is the beginning because The
toughest thing about success is that you've got to keep on
being a success”