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Strategic Human Resource Management: Infosys

This document provides a case analysis of Infosys' strategic human resource management practices. It discusses Infosys toppling from the number one spot on a best employers list in 2003 after several consecutive years at number one. The situation analysis examines Infosys' core competencies and obstacles like an increased number of benched employees due to an economic downturn. The document outlines prospects, expectations, and a problem statement contrasting Infosys' current versus desired state. It establishes evaluation criteria before recommending changes to recruitment policies, providing cross-functional exposure, conducting surveys, and improving communication to balance costs and employee satisfaction.

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Shivam Chandra
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64 views5 pages

Strategic Human Resource Management: Infosys

This document provides a case analysis of Infosys' strategic human resource management practices. It discusses Infosys toppling from the number one spot on a best employers list in 2003 after several consecutive years at number one. The situation analysis examines Infosys' core competencies and obstacles like an increased number of benched employees due to an economic downturn. The document outlines prospects, expectations, and a problem statement contrasting Infosys' current versus desired state. It establishes evaluation criteria before recommending changes to recruitment policies, providing cross-functional exposure, conducting surveys, and improving communication to balance costs and employee satisfaction.

Uploaded by

Shivam Chandra
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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INFOSYS : Strategic Human Resource Management

CASE ANALYSIS BY :-
• Akash Shrivastav H19124
• Rutva Dave H19135
• Shivam Chandra H19165
• Shweta Jain H19169
• Shweta Mishra H19170
SITUATION ANALYSIS

Situation Core Competencies Obstacles


Toppling from the first position in Best • IT Strategy & Design • Increased number of employees benched
Employer List - 2003 by Business Today • Value added service & end-to-end due to economic downturn in 2001-2002.
after being ranked 1st for consecutive solutions with Global Delivery Model • Confusion arising from rapidly changing
years 2001, 2002. • Offshoring HR Policies.
• Maintain company’s value system

Prospects Expectations
• Changing market trends and shift towards digitization can
be a boost for expansion. • To be amongst the Top Ten lists of both Best Performing
• Change in National Health and Compensation policies companies and Best Employers.
might help in providing even better services. • Portfolio Diversity
• Change in ESOPs policy by SEBI could help in improving • To be recognized as a Global Player with high quality services.
employee retention and satisfaction
PROBLEM STATEMENT

Current State Desired State

2003 2007

Tension between the need to


control costs for financial INFOSYS to be on the Top-
performance and the spending 10 lists of both Best
required
satisfaction
for employee
GAP Performing companies and
Best Employers.
EVALUATION CRITERIA

1
Employee
Changing policies should
accommodate employee
requirements.
Satisfaction

2
The recommendation
should not incur a huge
Cost to expense on the company
Company

3
Improvement in the
financial and market value
Overall Company of the company
Performance

4
Work Efficiency
Increase in productivity of
the benched employees.
RECOMMENDATION

• Analyze current recruitment policy • HR / Top Management needs to


and ensure proper competency. 1 n 2 communicate the need & impact of
• Provide cross-functional exposure
it o the new policies i.e. how will it
ca

Sa
i
un ap
to the benched & under-worked. benefit the employee and

Jo fac
tis

b ti
m G organization.
m
Co

on

R d
of ty • Introduce multiple grades within

an
ec R
• Conduct employee surveys to find k i li

o g ew
c the same designation which works
out the gap between current La xib

n i ar
as a recognition.
fle

tio ds
process & employee expectation.

n
3 4

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