HRM PROJECT
Training In Infosys
Submitted toKushi sharma
Submitted by
Aneesh Malhotra (b-32) Himani maheshwati (b-03)
Infosys
Infosys Limited formally Infosys Technologies is an Indian global technology services company headquartered in Bangalore, India. Infosys is ranked 27 in the list of top companies of India in Fortune India 500 list in 2011. It has offices in 29 countries and development centres in India, US, China, Australia, UK, Canada, Japan and many other countries. Infosys has 64 offices and 68 development centres in India and abroad and 1,45,088 employees of 85 nationalities as on December 31, 2011. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries. Infosys was founded in 1981 by N. R. Narayana Murthy, Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora. Infosys has revenues of US$ 6.825 billion (LTM Q3-FY12). Infosys delivers IT-enabled business solutions to enable Global 2000 companies to build their enterprises of tomorrow. Infosys ranked among the most innovative companies in a Forbes survey, leading technology companies in a report by The Boston Consulting Group and top ten green companies in Newsweek's Green Rankings. Infosys was voted India's most admired company in The Wall Street Journal Asia 200 every year since 2000. The corporate governance practices were recognized by The Asset Platinum award and the IR Global Rankings. In 2001, it was rated by Business Today. Infosys was rated best employer to work for in 2000, 2001, and 2002 by Hewitt Associates. In 2007, Infosys received over 1.3 million applications and hired fewer than 3% of applicants. Infosys won the Global MAKE (Most Admired Knowledge Enterprises) award for the years 2003, 2004 and 2005, and is inducted into the Global Hall of Fame for the same. Infosys was also ranked as the 15th most trusted brand in India by The Brand Trust Report in 2011
Training
In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. Training The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labour-market recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.
Training in Infosys
Great companies can neither be built nor their greatness sustained without great leaders. A Reliance would not have been possible without a Dhirubhai, nor an Infosys without a Murthy. But on August 20, 2006, at the age of 60, when N R Narayana Murthy retires as the company's chief mentor and chairman, Infosys Technologies Ltd is not really chewing its nails anxiously. A succession plan has long been put in place and the smooth transition of authority and leadership ensured. Murthy will also continue as the non-executive chairman of Infosys. Of the seven original founders of Infosys, one of India's greatest corporate success stories, only four will remain at the helm of affairs at the company from August 21: Nandan Nilekani, S Gopalakrishnan, S D Shibulal, and K Dinesh. N S Raghavan retired in 1999, while Ashok Arora had quit the firm much earlier, in 1989, to settle down in the United States. While Infosys continues to be in very good hands to take on any challenge, the IT major has already identified a pool of 400 leaders who will steer it in the future. Especially, since the founders of the company are in their early- or mid-fifties and due for retirement at 60. So how does Infosys groom its future leaders? The process is long-drawn, meticulous, and in consonance with the company's stated vision: 'To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-inclass people.' This is where the Infosys Leadership Institute at the company's Mysore campus comes into the picture. The 162,000 square feet structure, built at the cost of Rs 41.1 crore (Rs 411 million), is where the next generation of Infosys leaders is being primed. Says S 'Kris' Gopalakrishnan, chief operating officer and deputy managing director, Infosys: "The company has identified 400 'leaders' on the basis of several parameters: their performance throughout their tenure with the company being a prime criterion for selection." Gopalakrishnan, who will take over as the company's President, COO and Joint MD, on August 21, spoke to rediff.com at Infosys' Mysore campus during its 25th anniversary celebrations. "Creativity, devotion to being ethical and sincere in dealings, and the commitment to strive relentlessly in pursuit of excellence are also major considerations while identifying future leaders at Infosys," he points out. The charismatic Narayana Murthy, speaking about his retirement, said: "I do feel sad, but am happy too. It is a mixed feeling. It's like getting your daughter married: you are sad that she is going away, but happy that there is someone younger -- and stronger -- to take care of her." "The company is now in the hands of the youngsters. It is necessary to recognise the power of youth and to nurture it. We must respect youth and create opportunities for them to participate in everything. Which is why at every function, we have the youth participating. I am about the past. I am gone. They are the future," says Murthy. "The pool of 400 leaders," says Gopalakrishnan, "that Infosys has identified is from across the globe and does not comprise Indians alone. It is in keeping with the company's multinational, multi-cultural image where excellence is the most important condition." "There is a three-tier mentoring process at Infosys.
Tier-1 of the Infosys Management Council, which consists of the company's board of directors, mentors Tier-2 leaders who in turn guide the Tier-3 group. About 45 executives are a part of the company's Tier-1 of the management council. And each of the leaders undergoes exhaustive and sustained training through the company's personal development programme -- PDP. Infosys training programmes are designed to enable company professionals enhance their skill sets in tune with their respective roles," says Gopalakrishnan. The management council is an advisory body that takes strategic decisions on the company's businesses and was set up by N R Narayana Murthy, with the idea of building an outfit that is built to last and is ably "geared to handle the uncertainties of a global market, the high and lows of business cycles, and to power the company towards strong growth in the future," says the Infosys COO. When Murthy first set up the council, he found that the young go-getters in the company were diffident to air their suggestions. It was then that the idea of an in-house leadership institute was born. Encouragement from the top management has put an end to the fears of transgressing the chain of command, and young Infoscions are now urged to give vent to their creative talent and come up with their ideas and plans. The faculty at the ILI has in a note spelt out the rationale behind the institute and charted out the manner in which it operates. The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare its executives to handle the external and internal business environment; and through 'thought leadership' create better customer value. The leadership development programme at Infosys takes after similar processes followed by many global mega corps. It has been refined to suit the particular needs of Infosys and is termed as the 'nine pillars for leadership development in Infosys.' These nine pillars form the backbone of the PDP and each leader can choose from these pillars for personal development. "Depending upon the individual's need to grow and the company's sensitivity to these needs, every (short-listed) individual is groomed to lead the company in the future," Gopalakrishnan says. The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions' undergo a three-year 'leadership journey' that includes training, actionising personal development programme, interacting with other participants, understanding the company better and resolving real business issues. The note prepared by the ILI faculty enumerates 'the nine pillars for leadership development' as:
1. 360 degree feedback This is the mechanism through which the company gathers data about an individual's performance and abilities. This information is collected from coworkers, including peers, subordinates, managers and customers. Personal development plans are prepared on the basis of this feedback. Then, each of these individuals is assigned an ILI faculty member to help prepare the PDP and to follow it. 2. Development assignments Identified high potential Infoscions are trained at various functions of the company through job rotations and cross-functional assignments. This helps employees to acquire new leadership skills outside their own areas of expertise and experience. 3. Infosys Culture workshops These workshops are designed to fortify the Infosys culture amongst the participants, help instill better communication skills through sustained interaction amongst themselves, and identify with the values and processes involved in leadership development. 4. Development relationships This includes one-on-one interaction in actual on-the-job work climate and leads to better sharing of knowledge and camaraderie amongst individuals. Mentoring forms an integral part of this exercise. 5. Leadership skills training The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including Narayana Murthy and Nandan Nilekani (CEO and MD), hold to acclimatise the next rung with leadership roles and to groom them through their own rich experience. 6. Feedback intensive programmes These are akin to 360 degree feedback, but based on formal and informal feedback from employees that an individual interacts with. 7. Systemic process learning This helps individuals to gain an overall view of the company and its diverse and complex systems, business, operations and processes. It is a continuous process and helps improve the individual and also the systems. 8. Action learning This exercise constitutes solving real problems in real-time conditions, but as a team.
9. Community empathy The company stresses the need to give back to society through involvement in various developmental, educational and social causes. This programme helps nurture a social conscience amongst its leaders. "The last 25 years for Infosys have been successful. And we are ready for the future. Yes, our growth rates will change, the business cycles will change, our ability to influence the business environment will change, even our leaders will change. But what will not change in Infosys's future is our ability to achieve profitable growth legally and ethically, our guiding set of principles and our values," says Gopalakrishnan. Meanwhile, there is a buzz about the imposing edifice of the ILI set amidst the verdant expanse that is the Mysore campus of Infosys: the next CEO, COO, CFO are being readied there.
Training Need Analysis
There are three types of training need analysis done in Infosys:
Organizational need analysis
Define Infosys's Short Term Goals/Objectives Define Infosys's Long Term Goals/Objectives Human Resource Analysis Efficiency Indexes Assessment Assessment of the organizational climate
Job need analysis
The specific content of present or anticipated jobs is examined through job analysis. For existing jobs, Information on the tasks to be performed (contained in job descriptions), The skills necessary to perform those tasks (drawn from job qualifications), The minimum acceptable standards (obtained from performance appraisals) are gathered. This information can then be used to ensure that training programs are job specific and useful.
Person need analysis.
Person needs analysis can be either broad or narrow in scope. The broader approach compares actual performance with the minimum acceptable standards of performance. Based on the actual, current job performance of an employee; therefore, it can be used to determine training needs for the current job. The narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill. Used to identify development needs for future jobs.
Training Method
Conference Lecture Seminar Demonstration Panel Role Playing Case Studies Simulations Self-Discovery Movies/Videos/Computer based Trainings On-the-job training Mentoring
