(NEELAM AHIRE)

SPECIALIZATION

TO STUDY THE HR FRAMEWORK AND POLICIES OF IT COMPANIES

WITH SPECIAL REFERENCE TO INFOSYS

CHAPTER NO.1

Introduction:

In an increasingly globalised world, significant complexity and uncertainty is getting

attached to the unprecedented economic crisis. The Indian economy has also been
impacted by the recessionary trends, with a slowdown in GDP growth. The focus and
exponential growth in the domestic market has partially offset this fall and insulated
the country, resulting in net overall momentum.

The significance of employees in service industries has been recognized worldwide by

senior executives for many decades, and they are aware that the services provided by
human resources are the key to competitive advantage in the market place. Human
Resource Accounting (HRA) as an information system tells management about the
identification, recording, and reporting of the investment in and returns from the
employment of its human resources.

The employees of Infosys have full confidence in the management and they believe
that the management is helping them in their career growth. Some of the interventions
suggested are as follows: Role Analysis Technique can be used so that the employees
get clarity of their goals. As the score suggests that the employees are not happy with
the current structure and distribution of the work, mentors can be assigned to the
employees who can guide them and can also help the employees to understand the
structure and processes better.

OBJECTIVES OF THE STUDY:

 To exploit various technologies to provide effective and cost efficient solutions

to their customers. 
 To believe in working as partners with customers in identifying their needs &
work with them designing solutions.
 To satisfy their business needs through long term relationship.

RESEARCH METHODOLOGY:

Research methodology is specific procedure or technique used to select, process, and

to analyse information about a topic. In a research paper, the methodology section
allows the read to critically evaluate a study’s overall validity.

Data is collected in both ways:

1) Primary data

2) Secondary data

1) Primary data:

Primary data is collected through data survey method by distributing questionnaire

to employees. The questionnaire is systematically designed according to parameters
of the study.
2) Secondary data:

Secondary data is collected from websites, going through the records of an

organization etc. it is the data which is collected by an individual or someone else
for the purpose of particular research study.

SCOPE:

 Human resource management results in employee retention and employees

satisfaction.
 Human resource management results in employee’s higher productivity in an
organization.

LIMITATIONS:

 Human resource management has lack of support of top management

 It has many inadequate development programmes and information.

CHAPTER-2
REVIEW OF LITERATURE:

Rahamen,
Hoosain and Aktar (2013) in their study on problem with
human resource accounting and a possible solution studied different existing
models on HRA and they proposed a framework in line with existing models to
implement HRA practice worldwide. Further Kaur, Raman and Singhania (2014)
studied human resource accounting disclosure practice in Indian companies and
stated that a handful of company in India are practicing and making disclosure
related to human resource accounting but that to in an unstructured manner.
Again Bullen and Eyler in their study human resource accounting and international
development: implication for measurement of human capital stated that
international contribution has developed the field of human resource accounting
and shows the willingness of firms toward human resource accounting and its
reporting. Earlier Mirvis and Macy (1976) made a study on accounting for the cost
and benefits of human resource development programs and commented on cost-
benefit analysis on human resource development. Further Rogow stated that
human resource should be consider under assets in balance sheet as because true
value of a business can be determined by integration of all valuation system in
which we cannot exclude human valuation. Rajalakshmi and Gomathi (2015)
comment on cost effective metrics on HRA and stated that it helps management
on decision making. On the hind side Jaggi and Hon-Shiang Lau (1974) on their
pursuit towards a model for Human Resource Valuationthrown light on
challenges faced by designing systems which are capable of providing accurate
and reliable Approaches to Human Resource Accounting: convention of cost
approach it is classified as follows:Historical Cost: It is based on actual cost
incurred on employee’s recruitment and training. This model suggests that instead of
charging the costs to “Profit and Loss Account” it should be capitalized in balance
sheet. In case of human resource it is necessary to amortize the capitalized amount
over a period of time. For example if a company spends one lakh fifty thousand
(1,50,000/recruitment of a new employee, employed at the age of 25 years. Further he
serves the company for 30 years (although his actual retirement age was fixed
to be 60years). Thereby the company recovered Rs. So the unamortized amount Rs.
21,428.57 /to profit and loss account as shown below 1,50,000 / 35 = 4,285.71
4,285.71 * 30 = 1,28,571.43 1,50,000 -1,28,571.43 =21,428.57 Cost Approach
Historical Cost approach Replacement Cost approach VSRDIJBMR, Vol. V (VI) July
2015 / studied different existing models on HRA and they proposed a framework
in line with existing models to Further Kaur, studied human resource accounting
disclosure practice in Indian companies and stated that a handful of company in
India are practicing and making disclosure related to human resource accounting
but that to in an unstructured manner. Again in their study human resource
accounting and international development: implication for measurement of human
capital stated that international f human resource accounting and shows the
willingness of firms toward human resource accounting and its reporting. Earlier
made a study on accounting for the cost and benefits of human resource
development benefit analysis on human resource development. Further Edmonds
and stated that human resource should be consider under assets in balance sheet
as because true value of a business can be determined by integration of all
valuation we cannot exclude human valuation. Comment on cost effective metrics
on HRA and
Rahamen, Hoosain and Aktar (2013) in their study on problem with human resource
accounting and a possible solution they stated that it helps management on
decision making. On the hind side Bikki on their pursuit Resource Valuation have
designing systems information about human resources paper also provides a
framework for determining the value of the resources. The model is basically of groups
rather than individuals model for evaluation namely
Markov chain Rao, Basha and Rajasekhar (2013) human resource accounting
methods and pracand commented that most of the Indian companies are yet to start
the process of human resource valuation. The companies in India who are
practicing HRA are at the nascent stage of the process.

Sirisetti and Mallesustudy human resource accounting model in Indian industries

discuss advantages of HRA in regards to Indian industries. They commented that
proper valuations of human resource are required for making managerial decision.

Hoque Mahmudul studied diff human resource accounting and stated that it is
extremely difficult to value human resource though there are different methods of
valuation are already proposed, but the concept is gaining momentum day by day
as human resources are important component for day to day operation and
production in organizations.3.

THEORITICAL FRAMEWOR Our study finds there are different methods evolving
from various research papers (as mentioned in our valuation of human resource are
explained belltabular representation Approaches to Human Resource Accounting:
Under convention of cost approach it is classified as follows: It is based on actual
cost incurred on This model suggests that instead of charging the costs to “Profit
and Loss balance sheet.

Schwartz (1971) the valuation approach of an employee, is based on the present value
of future earning the probable factor of employees’ death retirement determining
what an employee’s future contribution is worth today. Under this approach of
human capital personified who is ‘present value of his/her future earnings from
employment and can be calculated by using the following formula:

Human Resource Accounting Standard Cost Approach Value Approach Present Value
of future Earnings Discounted Future Wage approach VSRDIJBMR, Vol. V (VI) July
2015 / 150 information about human resources. The model in this framework for
determining the value is basically based on valuation of groups rather than
individuals primarily through the model for evaluation namely Markov chain
representation.

Rao, Basha and Rajasekhar (2013) made a study on human resource accounting
methods and practices in India and commented that most of the Indian companies are
yet to start the process of human resource valuation.

The companies in India who are practicing HRA are at the Sirisetti and Mallesu
in their study human resource accounting model in Indian industries discuss
advantages of HRA in regards to Indian industries. They commented that proper
valuations of human resource are required for making

managerial studied different methods of human resource accounting and stated that it
is extremely difficult to value human resource though there are different methods
of valuation are already proposed, but the concept is gaining momentum day by
day as human not component for day to day operation and production in
organizations.

According to Graham and Bennett, human resources are the employees of a company.
Observing from the angle of private company in China, the owners normally work in
their own company, and even more, they play vital roles in the company, so the owners
are human resources of the company too, though they are not employed by the
company.

Gómez-Mejía who defined human resources as the people who work in an

organization. In this definition, both employees and owners of an organization were
considered.

Craig argues that people are the most important assets of any enterprise. The
organization’s human resources represent one of its largest investments because human
resources can impact the performance of both the employees and the organization.

Hilbert pointed out that human-capital plays a key factor in determining which
businesses fail, survive or thrive, though the power of human resources is inevitable.
Beer pointed out that human resources are an important stakeholder in business
enterprises.

According to Byars and Rue, human resource management involves activities designed
to provide for and coordinate the human resources of an organization.

Rahamen, Hoosain and Aktar (2013) in their study on problem with human resource
accounting and a possible solution.
 CHAPTER-3

3.1 CONCEPTUAL BACKGROUND

INTRODUCTION:

Human resources play an important role in development and growth of any

organization and for that matter of any economy. Among all the factors of production
only human resources are living being and have unlimited capacity and potentials.

Such capacity and potentials of human beings can be developed for the benefit of
organization by applying proper strategies. Human beings are not only active factor of
production in itself but it also activates other inactive and inert factors of production
like money materials, machines and methods.

In this present age of globalization survival and growth of any organization depends on
the proper development of its human resources. "The human resources arc solely
responsible for making use of physical and natural resources and for transformation of
traditional economies into modern and industrial economies' "The difference in the
level of economic development of the countries is largely a reflection of the difference
in quality of their human resources. The key clement in this proposition is the vales,
altitudes, general orientation and quality of the people of a country that determine its
economic development." (Berg, 1950)

"The term managing human resources encompasses many different ideas. Many times
the success of an organization, group, or even nation is dependent on how well a leader
is in managing human resources. Some of the more important ideas or characteristics
that come to mind are the ability to lead, motivate, and encourage teamwork." (Jayme
and Kleiner, 2001)

Concept of Human Resource management:

More effective management of human resources (MR) increasingly is being seen as
positively affecting performance in organizations, both large and small. It is

Conceptual Framework of Human Resource Management evident that the transition of

HR management has enhanced organizational competitiveness and success.

Human resource Management is basically related with acquiring and sharpening the
abilities and skills of the human beings working in any organization. The concept of
human resource development has been defined -by economists, social activists,
industrialists and other academicians in different ways and through, different angles.

In its broader sense HRM is a process of increasing knowledge, skills and capacities of
all the people in a given society. In the context of a nation "HRM is a process by which
people in various groups are helped to acquire new competence continuously, so as to
make them more and more self-reliant and simultaneously developed a sense of pride
in their country."

In economic sense' HRM means accumulation of human capital and its effective
utilization for the development of economy. In political terms HRM prepares people
for active participation in the political process and from the social and cultural point of
views the development of human resources enriches life "As far as industrial
organizations are concerned (he I HID is three pronged focusing on people viz.

"The Human" aspect where people are seen as having skills, potential and ability to
make changes and develop, the "Resource aspect" where individuals are considered
resources rather than problems and the "Development aspect". Where there is an
emphasis on discovery and nurturing of their potentials. (Verma, 1988)

According to the institute of personnel management (U.K), "Personnel management is

an integral but distinctive part of management, concerned with people at work and
their relationship within the enterprise. It seeks to bring together into an effective
organization the men and women who staff the enterprise, enabling each to make
his/her best contribution to its success, both as a member of a working group and as an
individual. It seeks to provide relationships within the enterprise that are conductive
both to effective work and human satisfaction".

Conceptual Framework of Human Resource Management:

Scott, Clothier and Spiegel (2004) have defined personnel management as that branch
of management which is responsible as a staff basis for concentrating on those aspects
of operations which are primarily concerned with the relationship of management to
employees and with the development desirable working relationship between
employees and employers, and effective modelling human resources as contrasted with
physical resources.

Employees whom we called human resource in management parlance are most

important assets of the company. A company may have excellent plans, lots of funds
for investment but if they don't have good human resource, company will not sustain in
the long run. It is one of the key assets in company which appreciate its value with
time.

The successful companies realize the important of human resource and they spent a
good chunk of amount on their development in terms of recruitment, training,
compensation etc. In our study we try to analyse how human resource valuation
contribute towards wealth maximization for a company with special emphasis on
Infosys Technologies Limited.

Our study is based on secondary data, where we study the annual report of Infosys
Technologies Limited and further we study different methods of Human Resource
Accounting propounded by various Economists, Accountants, HR professionals and
Psychologists.

In our study we found that the Infosys has shown human resource valuation in their
books of accounts and subsequently in annual reports. They have used Lev and
Schwartz model for valuation of human resource. Our study makes an attempt to
explore the possibility for evaluation of the systematic significance behind the
discloser.

Due to paucity of time we are unable to compare the different methods of human
resource accounting for human resource valuation which leads us to further scope of
study to show how other methods of valuation can help to see the contribution of
human resource valuation to wealth maximization.

Further it also needs to be tested that, if we make a multivariate analysis with Net
Current Asset and Total Fixed Asset being the other two pillars of total asset as
independent variables in addition to the independent variable declared in our study as
Human Resource Valuation to the dependent variable Earning per share as a wealth
maximization tool; then whether there is any systematic significance in contribution or
not.

Developing Human resource Management (HRM) strategy:

Faced with rapid change organizations need to develop a more focused and coherent
approach to managing people. In just the same way a business requires a marketing or
information technology strategy it also requires a human resource or people strategy. In
developing such a strategy two critical questions must be addressed. (Barney, Patrick
and, Wright, 1998)

• What kinds of people do you need to manage and run your business to meet your
strategic business objectives?

• What people programs and initiatives must be designed and implemented to attract,
develop and retain staff to compete effectively?

In order to answer these questions four key dimensions of an organization must be

addressed. These are:

• Culture: the beliefs, values, norms and management style of the organization

• Organization: the structure, job roles and reporting lines of the organization
• People: the skill levels, staff potential and management capability

• Human resources systems: the people focused mechanisms which deliver the strategy
- employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only
focus on one or two dimensions and neglect to deal with the others.

Typically, companies reorganize their structures to free managers from bureaucracy

and drive for more entrepreneurial flair but then fail to adjust their training or reward
systems. When the desired entrepreneurial behaviour does not emerge managers
frequently look confused at the apparent failure of the changes to deliver results. The
fact is that seldom can you focus on only one area.

Conceptual Framework of Human Resource Management strategic perspective aimed

at identifying the relationship between all four dimensions. If you require an
organization which really values quality and service you not only have to retrain staff,
you must also review the organization, reward, and appraisal and communications
systems.

The pay and reward system is a classic problem in this area. Frequently organizations
have payment systems which are designed around the volume of output produced. If
you then seek to develop a company which emphasizes the product's quality you must
change the pay systems. Otherwise you have a contradiction between what the chief
executive is saying about quality and what your payment system is encouraging staff to
do.

There are seven steps to developing a human resource strategy and the active
involvement of senior line managers should be sought throughout the approach

STEPS IN DEVELOPING HRM STRATEGY:

For developing the HRM strategy, normally the following steps are involved:

Step 1: Get the 'big picture' Understand your business strategy.

• Highlight the key driving forces of your business. What are they? E.g. technology,
distribution, competition, the markets. (Murrell,1965 and, Grandjean,1969)

• What are the implications of the driving forces for the people side of your business?

• What is the fundamental people contribution to bottom line business performance?

Step 2: Develop a Mission Statement or Statement of Intent that relates to the people
side of the business.

Do not be put off by negative reactions to the words or references to idealistic

Statements - it is the actual process of thinking through the issues in a formal and
explicit manner that is important.

• What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization Focus on the internal strengths
and weaknesses of the people side of the business.

• Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light the
opportunities and threats relating to the people side of the business.

• What impact will/ might they have on business performance?

• Consider skill shortages?

• The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel
department. Complete a SWOT analysis of the department - consider in detail the
department's current areas of operation, the service levels and competences of your
personnel staff.

Step 4: Conduct a detailed human resources analysis

Concentrate on the organization's COPS (culture, organization, people, HR systems)

• Consider: Where you are now? Where do you want to be?

• What gaps exists between the reality of where you are now and where you want to
be? Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS
Analysis.

• Identify the critical people issues namely those people issues that you must address.
Those have a key impact on the delivery of your business strategy.

• Prioritize the critical people issues. What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and
resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate, elaborate
and create - don't go for the obvious. This is an important step as frequently people
jump for the known rather than challenge existing assumptions about the way things
have been done in the past. Think about the consequences of taking various courses of
action. Consider the mix of HR systems needed to address the issues.

Do you need to improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to translate the
action plan into broad objectives. These will need to be broken down into the specialist
HR Systems areas of:

• Employee training and development

• Management development
• Organization development

• Performance appraisal

• Employee reward

• Employee selection and recruitment

• Manpower planning

• Communication

Develop your action plan around the critical issues. Set targets and dates for the
accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that the
objectives set are mutually supportive so that the reward and payment systems are
integrated with employee training and career development plans. There is very little
value or benefit in training people only to then frustrate them through a failure to
provide ample career and development opportunities. (Summers and Summers, 1997)

SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT:

Arthur Lewis observed, "there are great differences in the development between
countries which seen to have roughly equal resources, so it is necessary to enquire into
the difference in human behaviour". (Arthur, 2005) It is often felt that though the
exploitation of international aid play prominent role in the growth of modern
economies, none of these factors is more significant than efficient and committed
manpower.

It is in fact, said that all development comes from the human mind. Modern
organizational setting is characterized by constant change relating to environmental
factors and human resources. As regards environmental factors, we find changes in the
operating organization structure, the network of working procedures, customs or norms
and the economic, political and social patterns in which organizations exist.

Moreover, there is constant change in human resources - new individuals are being
employed with their new ideas and expectations, while the existing work force is
constantly changing vis-a-vis ideas, attitudes and values. This researcher illustrates the
general principles by highlighting the different types of human resource models, and
points out problems that model builders should consider when they the develop new
models of this type.

Here some of the basic human resource models are discussed.

 Manpower: the process of determining the numbers and types of people

necessary to accomplish a given task.
 Personnel: the process of managing people, either directly by management
action or indirectly through incentives that affect behavior, so that an appropriate
type of person, as defined by the manpower process, is available to be
"assigned" to a given unit.
 Assignment; the process by matching members of the available pool of
personnel to specific jobs.
 Training: the process by which a person who has specific skills or attributes is
given a new set.

HUMAN RESOURCE MANAGEMENT MODELS:

With the development of the subject matter Human Resource Management, the number
of models has been developed to deal the HR factor efficiently. These models of
Human Resource Management are discussed here in brief:

 Manpower Model

Manpower requirements models are designed to tell the human resource planner how
many of what types of people are needed to produce given levels of output. Models
range from large-scale simulation types to statistical models that show the numbers and
types of people historically used to accomplish a measured amount of work.

Simulation models tend to explore manning situations beyond the range of direct
observation. By and large, industrial engineering approaches, which emphasize
statistical analysis of workload and manpower actually employed, have gained broad
acceptance as the prime tools for determining manpower requirements. (Warner,
McCall, and Gotz, 1976)

 Personnel Model

The traditional feature of military personnel systems is that it has an "in-at-thebottom,

up-through-the-ranks" structure. These systems are frequently modelled as a
Markovian process, where movement through the system is determined by a set of
transitional probabilities.* These probabilities are either explicit policiesonly a
specified percentage of a cohort will be allowed to pass to the next year— or averages
of observed behavior over time. In general application today, personnel planners and
managers use three kinds of models: steady state, dynamic, and transition. (Doralyn
Rossmann, 2005)

 Dynamic Model

Dynamic model takes a given, non-equilibrium distribution of personnel and applies a

Markovian process to obtain a new personnel profile for a specific period in the future.
Thus, though the steady-state/ equilibrium solution is not calendar specific, the results
of a dynamic model do change from period to period. In real-world applications,
desirable steady-state policy solutions are often rejected when the near-term effects, as
determined by applying the policies through a dynamic model, are shown to be
unacceptable.
An example is the analysis of alternative retirement systems developed by the
President's Commission on Military Compensation. The steady-state analysis of
alternative systems showed the benefits of proposed changes in the retirement rules.
But, applying the new policies to the existing force, as vi/as done in a dynamic
analysis, revealed the magnitude of the increases in near-term costs associated with the
proposals. The proposals were never adopted.

 Transition Models

Transition models have gained importance recently which is goal-linear programming

models. They incorporate constraints and objective functions, such as manpower
requirements and budget ceilings, and are used to help formulate personnel policies
and monitor progress against goals, budgets, and force levels. They are designed to
describe the force structure that will come closest to satisfying a given set of
manpower requirements given existing personnel constraints. Such applications are
useful in the development of "optimal" combinations of policies that deal with a
number of real-world constraints simultaneously. (Charnes and, 1961)

 Assignment Models

Manpower models are designed to help personnel planners determine the numbers and
types of people needed to perform specific tasks. Personnel models are used to predict
the likely outcomes of changes in a personnel policy. Assignment models, by contrast,
are designed to match given individuals with given jobs in such a way as to maximize
some objective function, subject to a set of constraints. As used today, assignment
models are employed in the initial classification and assignment process, as well as the
reassignment of individuals.

As structured, these models match men and jobs/school seats. They often consider the
attributes of assignees, their preferences, and the goals of the Service. (Charnes and
Cooper, 1961) It should be noted that these matches are not optimal over time. A
specific match depends on the time that an individual, billet, or school seat is entered
into the model, as well as matches performed.

The Army recently proposed a multiyear, multimillion-dollar program to expand the

present personnel allocation/assignment system and develop a new one that will more
than match recruits against the minimum eligibility requirements for job/school seats.
Noting the sequential nature of the personnel process, the Army wants to expand its
assignment models to be able also to look ahead and answer such questions as these:

(a) What is the effect of filling a training seat with a minimally qualified volunteer?

(b) What is the "cost" of deliberately leaving a training seat empty? And

(c) What is the probability that a more qualified person will become available to fill
some specific training seat in the next 24 hours somewhere in the U.S.?

A work of caution for those who develop assignment models: If such models are to be
used, they must recognize that their subjects are human, not inanimate, and that people
intervene in the assignment process. Many technically elegant models are never used
because they are too mechanistic in their approach. Models can help in the assignment
process. However, it is not realistic to believe that assignments can be made by
computer without human intervention.

 Human Resources Capability Model

The model intends to look at the development needs of people working in the HR area
with a view to strengthening the capabilities in this area. The Model is therefore a
timely and useful initiative.' This model will provide a useful tool in shaping future
development activities for HR practitioners in the challenging times ahead. The Model
will be particularly useful to the Services as a tool for linking HR more clearly with
organizational strategy.

HR Crisis and its Impact on IT Companies

Researchers have found that human resources crisis influences organizations
differently. Managers usually spend most of their time taking care of the production,
marketing, financial and legal risks and give little attention to the risk of human
resources cropping in the organisation.

There were no researches found with an exact definition for HR crisis. Ardiphine
(2015) defined, human resources risk is the risk that enterprises may suffer losses due
to drain or loss of staff, declining morale, inadequate human resource development,
inappropriate work schedule, inappropriate working and environmental security,
inequality or injustice in human resources management or discriminatory behaviour.

Lagadec pointed out that individual human factor cannot be underestimated in a crisis
situation. Mitroff considered human resources to be the most important crisis
stakeholder of an organization. Human resources crisis may be caused by both internal
and external factors.

The internal factors include changes in the enterprise system, handling of

organizational managerial issues, and development of the enterprise. The external
factors are related to competition, government policy, and accidents.

HR crisis falls into the category of “abrupt emergence and internal origin”. This can
include the sudden death or resignation of one or more key executives, failure of
critical technology, production, or delivery systems, or workplace violence.

IT is a unique industry where experience, over conventional education, is paramount.

This is one industry where experience trumps all and skilled workers will be the ones
called upon to support the existing systems.

Losing such skilled manpower to competitor may reduce team performance on the
whole as the success of any project depends on overall team contribution. Such HR
crisis can stop communications between managers and employees can cause irrational
reactions; and results in spiteful psychology.

HR POLICIES IN INFOSYS
Internally developed code of conduct and policies to guide us
The following policies on various sustainability issues are adopted uniformly
throughout the reporting entity.

HIV (+) & AIDS CONTROL POLICY:

Infosys would take measures to prevent the incidence and spread of HIV and AIDSin
the society. In case of need, the company would arrange to provide counselling and
medical guidance to these patients and their families.

QUALITY POLICY

Consistent with the group purpose, Infosys shall constantly strive to improve the
quality of life of the communities it serves through excellence in all facets of its
activities. We are committed to create value for all our stakeholders by continually
improving our systems and processes through innovation, involving all our employees.
This policy shall form the basis of establishing and reviewing the Quality Objectives
and shall be communicated across the organization. The policy will be reviewed to
align with business direction and to comply with all requirements of the quality
management standard.

ENVIRONMENTAL, OCCUPATIONAL HEALTH & SAFETY POLICY

Infosys reaffirms its commitment to provide safe working place and clean environment
to its employees and other stakeholders as an integral part of its business philosophy
and values. We will continually enhance our Environmental, Occupational Health &
Safety (EHS) performance in our activities, products and services through a structured
EHS management framework. Towards this commitment we shall;

*Establish and achieve EHS objectives and targets.

* Ensure compliance with applicable EHS legislation and other requirement and
gobeyond.
* Conserve natural resources and energy by constantly seeking to reduce consumption
and promoting waste avoidance and recycling measures.
* Eliminate, minimize and/or control adverse environmental impacts and occupational
health and safety risks by adopting appropriate "state-of-the-art" technology and best
EHS management practices at all levels sand functions.
* Enhance awareness, skill and competence of our employees and contractors so as to
enable them to demonstrate their involvement, responsibility and accountability for
sound EHS performance. Accountability for sound EHS performance.

HUMAN RESOURCE POLICY:

Infosys recognizes that its people are the primary source of its competitiveness. It is
committed to equal employment opportunities for attracting the best available talent
and ensuring a cosmopolitan workforce. It will pursue management practices designed
to enrich the quality of life of its employees, develop their potential and maximise their
productivity. It will aim at ensuring transparency, fairness and equity in all its dealings
with its employees. Infosys will strive continuously to foster a climate of openness,
mutual trust and teamwork.

ALCOHOL AND DRUGS POLICY

Infosys believes that the loyalty and commitment of its employees depend upon the
quality of life they are offered at work and at home. We recognize that indiscriminate
use of alcohol and drugs is injurious to the wellbeing of individuals, their families and
the community as a whole. We acknowledge that the misuse of these psychoactive
substances is a major health and safety hazard. Infosys is therefore committed to
creating an alcohol and drug-free environment at the work place. This would be
achieved through the involvement of all employees and the Joint Departmental
Councils in spearheading appropriate initiatives.
The initiatives would include;

* Raising awareness, through the dissemination of information, education and training

and by promoting healthy life styles among our employees and their families.
* Motivating those employees who have an alcohol/drug problem, to seek assistance,
while maintaining confidentiality about such cases.

RESEARCH POLICY:

Infosys believes that research provides the foundation for sustained, long-term,
stakeholder delight. Infosys shall nurture and encourage innovative research in a
creative ambience to ensure that the competitive advantage in its overall business is
retained and surpassed. Towards this goal, the Company commits itself to providing all
necessary resources and facilities for use by motivated researchers of the highest
calibre. Research in Infosys shall be aligned to the technological initiatives necessary
to evolve and fulfil
the overall business objectives of the Company.

CORPORATE SOCIAL RESPONSIBILITY POLICY:

Infosys believes that the primary purpose of a business is to improve the quality of life
of people. Infosys will volunteer its resources, to the extent it can reasonably afford, to
sustain and improve healthy and prosperous environment and to improve the quality of
life of the people of the areas in which it operates.

ENERGY POLICY:

Infosys reaffirms its commitment to conserve scarce energy resources and shall
endeavour to-

* Comply with national and international regulations.

* Adopt best available technology for energy efficiency.
* Implement world-class operating practices.
* Conduct regular Energy Audit for continual improvement.
* Promote energy efficiency through mass awareness.

Implementation

The strategic goals of the organization are derived from Vision, Mission, Value,
Policies and Code of Conduct (Refer Annexure-II) of the Organization. These goals as
indicated in MD's Balance Score Card deployed across the organization. These policies
are applicable only to Infosys.

Listening to our shareholders the minutes are prepared for proceedings of Annual
General Meeting. These minutes include the suggestions, comments and feedback from
the shareholders. Concerns of shareholders are discussed in the Board Meeting and
after prioritization of these concerns Board directs the management to integrate the
same in business decision. Besides the AGM, Investor Satisfaction Surveys, meeting
with investors and an Investor Grievance Cell are other forums through which
shareholders provide recommendations or direction to the Board. pvt. Ltd.
 3.2 DETAIL ABOUT THE COMPANY

INTRODUCTION

Infosys Technologies Limited is a multinational information technology Services

Company headquartered in Bangalore, India. It is one of India's largest IT companies
with 105,453 professionals (including subsidiaries) as of Nov 9, 2009.It has offices in
22 countries and development centers in India, China, Australia, UK, Canada and
Japan.

Infosys was founded on July 2, 1981 in Pune by N R Narayana Murthy and six others:,
N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal,

K. Dinesh and Ashok Arora,] with N. S. Raghavan officially being the first employee
of the company.

Nandan Nilekani Murthy started the company by borrowing INR 10,000 from his wife
Sudha Murthy. The company was incorporated as "Infosys Consultants Pvt Ltd.", with
Raghavan's house in Model Colony, north-central Pune as the registered office.
In 1982, Infosys opened an office in Bangalore, which soon became its headquarters.
Infosys headquarters in Bangalore, India. Infosys went public in 1993. Interestingly,
Infosys IPO was under subscribed but it was "bailed out" by US investment banker
Morgan Stanley which picked up 13% of equity at the offer price of Rs. 95 per share.
The share price surged to Rs. 8,100 by 1999 making it the costliest share on the market
at the time. At that time, Infosys was among the 20 biggest companies by market
capitalization on the NASDAQ well ahead of Adobe Systems, Novell and Lycos.
According to Forbes magazine, since listing on the Bombay Stock Exchange till the
year 2000, Infosys' sales and earnings compounded at more than 70% a year.
In the year 2000, President of the United States Bill Clinton complimented India on its
achievements in high technology areas citing the example of Infosys.
In 2001, it was rated Best Employer in India by Business Today. Infosys won the
Global MAKE (Most Admired Knowledge Enterprises) award, for the years 2003,
2004 and 2005, being the only Indian company to win this award and is inducted into
the Global Hall of Fame for the same.
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.
Business Week reported that Infosys, along with Wipro and Tata accounted for nearly
80% of the [H-1B] visa petitions approved in 2007 for the top 10 participants in the
program.
In April 2009, Forbes rated Infosys among the 5 best performing companies in the
software and services sector in the world.
In 2009, Infosys was considered one of the Business Week’s 50 Most Innovative
Companies.
From December 2008 till April 2009, Infosys fired over 2500 employees for poor
performance. The company has been hit hard by lower income from a crisis hit
European and North American market. On April 15, 2009 Infosys reported its first
ever-sequential fall in its revenue in a decade during the March 2009 quarter.
Infosys Technologies Limited

TYPE - Public
BSE - 500209

NASDAQ - Infy

FOUNDED - July 2, 1981

HEAD QUARTERS - Bangalore, India

KEY PEOPLE - N. R. Narayan Murthy

(Chairman)

Kris Gopalakrishna

(CEO) & (Director)

INDUSTRY - Software services

PRODUCTS - IT service

SERVICES - Information Technology consulting services & solutions

REVENUE - US$3.16 billion (2009)

NET INCOME - US$1.16 billion (2009)

EMPLOYEES - 1,03,905 (2009)

WEBSITE - Infosys.com

HISTORY

Established in 1981, Infosys is a NASDAQ listed global consulting and IT services

company with more than 105,000 employees. From a capital of US$ 250, we have
grown to become a US$ 4 billion company with a market capitalization of
approximately US$ 27 billion.

In our journey of over 28 years, we have catalysed some of the major changes that
have led to India's emergence as the global destination for software services talent. We
pioneered the Global Delivery Model and became the first IT Company from India to
be listed on NASDAQ. Our employee stock options program created some of India's
first salaried millionaires.

Infosys Technologies Limited is a leader in software development and was co-founded

by N.R. Narayan Murthy and a group of seven IT professionals in the year 1981 with
an investment of $1000. He emerged as the company's chairman and CEO and is
regarded as a great manager because of his numerical abilities and Western style of
management. It has created several firsts in Indian industry like being the first Indian
company to be listed on NASDAQ in 1999.

The company opened its first international office in USA in 1987. It became a public
limited company in 1992 and offered its IPO in three of the nine Indian exchanges in
1993. It received its ISO 2001 certification in 1993.
By 1995 the firm was worth $200 million, had 900 employees and annual revenue of
$20 million. It opened its first European office in United Kingdom in 1996. Infosys
established its headquarters in Bangalore as there the workforces were not required to
be unionized, benefits to the workforce were relatively a minor cost.
The late 1990s was a time for exponential growth and the main reason for this was its
offshore software development model. By 2000 its market capitalization was more
than $20 billion.

In 2003 it established subsidiaries in China and Australia. In 2004 it crossed $1 billion

in revenue. In 2006 its revenue crossed $2 billion and it completed 25 years.

Growth of Indian IT Industry

The Indian Information Technology (IT) industry is one of the major contributors in
putting India on the global map. The IT sector is indeed one of the most significant
growth catalysts for the Indian economy. Not just powering the Indian economy, this
industry also has influences to the lives of its people through an active direct and
indirect contribution to various socioeconomic parameters such as employment and
living standards.

The industry plays and would continue to play a significant role in transforming India’s
image with a slow moving reforms and bureaucratic economy to a country with huge
potential to produce innovative entrepreneurs and the capability to amass global player
in providing world class technology solutions and business services according to
National Association of Software and Service Companies (NASSCOM).

The Indian IT sector continues to be one of the most encouraging sectors of Indian
financial system, with an even greater potential of speedy expansion in the coming
years. As per NASSCOM, the Indian IT exports are anticipated to attain US$ 175
billion by 2020 out of which the domestic sector will account for US$ 50 billion in
earnings with new prospects from BRIC nations and Japan for its outsourcing
operations.

Employees in INFOSYS

Infosys Technologies is the second only company to cross the one-lakh employee mark
after industry leader TCS. Infosys and its subsidiaries added 10,117 employees in the
second quarter of this fiscal that ended on 30 September, taking the total head-count to
1, 00,306 employees, Infosys said on Friday, Oct 10 after announcing its quarterly
results.

During the quarter, the IT job market was under pressure due to the global financial
crisis. Many IT firms had also postponed some of the new recruitments.
Infosys announced its quarterly profit of a 30.2 per cent jump, helped by a weaker
rupee, beating market forecasts. Infosys said July-September consolidated net profit
rose to 14.32 billion rupees ($291 million) from 11 billion rupees a year ago. However,
the results failed to cheer up its shares, which dipped to an intra-day low of Rs.1,040,
down over 17 pc from its previous closing price.
Recruitment Targets for Infosys:

YE AR NO .O F E MPL O YEE S

2001 10000

2002 11000

2003 13000

2004 15000

2005 18000

2006 25000

2007- 2008 35000

Bangalore - India's IT bellwether Infosys Technologies plans to hire 25,000 during the
ongoing fiscal year and hike wages by 11-13 percent for its offshore employees.

According to T.V. Mohandas Pai, head of human resource development and education
and research, Infosys, the company added 5,947 employees (net addition 2,586) in
fourth fiscal quarter of 2007-2008, and 33,177 employees (net 18,946) in the full year.
In the ongoing year, the company plans to hire 25,000 people (8000 lower than last
year) with nearly 18,000 people to be hired from various campuses in the country,
taking the total number of employees from the present 91,187 to over 100,000, he said.
"We have already made campus offerings of 18,000 for this fiscal," Pai said. The
company also plans to hire as many locals in the US, Europe, Australia, China and
Mexico where it has set up development centres, he continued.

The attrition rate has come marginally to 13.4 percent in fiscal 2008 as against 13.7
percent during the previous period, while the utilization rate has been at 76 percent as
against 68.4 percent during the previous corresponding period, he added. The average
salary hike this year would be between 11-13 percent (compared to 12-15 percent
announced last year) for its Indian employees and 4-5 percent for overseas employees,
Pai said.

Nonetheless, the wage hike for the Indian staff would shave off 2.3 percent from the
company's profit margins in the June quarter, while costs of processing visas would
impact margins by 80 basis points (0.80 percent) in the same quarter, V. Balakrishnan,
CFO, Infosys, said. Infosys has a training centre in Mysore with a capacity to train
13,500 candidates every quarter - the largest training facility in the world. The campus
also provides accommodation for 10,000 candidates and teaching staff. The company,
which has been investing about Rs.700crore ($175 million) each year towards training
its employees, plans to invest Rs.1,000 crore ($250 million) more towards training next
fiscal, Pai said.

INFOSYS-Grooming Global Talent:

Last year, over 1.3 million people applied for a job at Infosys. Only 1% of them
were hired. In comparison, Harvard College took in 9% of candidates.
Infosys has always focused on inducting and educating the best and the brightest.
With global hiring practices, coupled with ever-expanding university programs such
as Campus Connect and development centers across the globe, Infosys is able to
source and nurture talent while delivering lasting value to clients.

Infosys, which trains over 15,000 new recruits every year, is well prepared to win
the battle for top-notch talent. At the heart of this education program is a fully
equipped $120 million facility in Mysore, about 90 miles from Bangalore.

Human Resource Management: Best Practices in Infosys Technologies

Best Employer in India Infosys Technologies Ltd. (Infosys), based in Bangalore, India,
was named 'The Best Company to Work for in India' by Business Today magazine in a
survey conducted by Business Today, HR consulting firm Mercer. Infosys had been
adjudged the 'Best Company to Work For' in 2001 and 2002 but had lost this position
in the next couple of years (Refer Exhibit I for the 'Best companies to work for in
India' from 2001-2006). In the 'Best Employer' survey conducted by Dataquest 7-IDC8
in the year 2006, Infosys was adjudged the 'Dream Company to Work for.'

Attracting the best and the brightest and creating a milieu where they operate at their
highest potential is very important. Our campus and technology infrastructure is world-
class, we pay a lot of attention to training and competency building, we try to have
sophisticated appraisal systems, and we try to reward performance through variable
pay. These are all part of the same motive.

Since the early 2000s, Infosys' operations had been growing rapidly across the world.
The number of employees in the company also increased four-fold to 44,658 in March
2006 as compared to 10,738 in March 2001 (Refer Exhibit III for the number of
employees in Infosys between 1995 and 2006).

The company believed that its key assets were people and that it was important to bring
its employees on par with the company's global competitors. In spite of its rapid global
expansion, Infosys retained the culture of a small company. According to Bikramjeet
Maitra (Maitra), Head of Human Resources, Infosys, "We like to maintain a smaller
company touch and we have split the overall business into several smaller independent
units of around 4,000 people each.

Moreover, Infosys was also recognized globally and featured among the top 100
companies in Computerworld's9 'Best Places to Work for in IT – 2006'.For
participating in this survey, the companies needed to have revenues of over US$ 250
million in 2005, and to employ 500 employees in the US. Infosys also featured in the
list in 2004 and 2005 (Refer Exhibit II for some of the honors/awards)
On the company's HR practices, Nandan Nilekani (Nilekani), CEO, President and
Managing Director of Infosys, commented, "It is about creating a highly motivated
workforce because this is not a factory where you can monitor the quantum of output at
the end of the day. But in the intellectual business you cannot do that. So, you have to
create a motivated set of people who can operate.

Salaries for Employees

Salaries in USD   Average

Programmer Analyst $55,965

3,049 Infosys Salaries

Project Manager $81,191

1,390 Infosys Salaries

ERP Analyst $59,835

755 Infosys Salaries

Technical Analyst $72,658

720 Infosys Salaries

Programmer Analyst - Hourly $28.18/hr

563 Infosys Salaries

Business Analyst $72,112

490 Infosys Salaries

Systems Administrator $55,930

275 Infosys Salaries

Technical Analyst - Hourly $36.54/hr

91 Infosys Salaries

Project Manager - Hourly $42.69/hr

86 Infosys Salaries

ERP Analyst - Hourly $29.00/hr

59 Infosys Salaries

Disputes

Disputes can be mainly defined as a verbal controversy or a debate because of the

indifference in ideas and opinions. In HR department disputes are most likely to take
place where the whole departments has to work for the human resources and to take
care of their needs and at the same time look out for the companies welfare and profits
too . Disputes can take place between the employee and employee or an employee and
the managers or any person of the higher authorities. There are many reasons for a
dispute to take place in an organization some of the reasons are as follows:

 lawsuit(litigation)
 arbitration
 collaborative law
 mediation
 conciliation
 many types of negotiation
 facilitation

One could theoretically include violence or even war as part of this spectrum, but
dispute resolution practitioners do not usually do so; violence rarely ends disputes
effectively, and indeed, often only escalates them.

Most of the time in handling conflict between employees HR people use an

investigative approach, reviewing who’s been doing what and taking appropriate
action. Often, particularly between two employees, interest-based mediation can be
more effective as the parties themselves determine and commit to a resolution.  
 
Why do conflicts sometimes go on and on? Often (depending on the individuals) it is
easier to be tough and adversarial than to communicate nicely. Tough takes energy, but
nice takes time and involves obligations. Management peers may be in conflict,
employees within a department may be feuding and of, course, if there is a union
nothing is more natural (possibly) than for management and the union to fight.
Some people somewhat prefer conflict. It cuts down on the need to communicate and
ignoring the other party means not having to face that unpleasant person any more than
necessary. However, continuing conflict between linked parties is not efficient and can
be very unpleasant and obstructive for other people within the two camps.  
One approach to handle serious conflict between parties is to use interest-based
mediation. The two parties should understand and agree to the process in advance and
together with the person acting as mediator meet for a specified period. The critical
process opener is for each party, without interruption, to express the situation from
his/her perspective and then for the other party to summarize what he/she has heard.
No evidence is submitted or witnesses called as the truth of allegations is less
important than how the person feels and perceives things to be.  
As the process continues, it moves from the general picture to specific issues, with
emphasis continuing on how the parties feel about the matters they are expressing.
Points with potential for resolution may emerge and further brainstorming may confirm
some solid areas where agreement between the parties should be possible. When the
parties are linked by work, common issues are often communications related e.g.
consultation or advance notice on certain things, promptly receiving required data,
agreeing to meet to discuss certain things etc. Because the subsequent agreement is
reached between the parties and not imposed by the mediator, the probability of
significant improvement in their relationship.

These are just general comments on a process that can be very effective. As earlier
about union relationships. Modified interest-based mediation can be perfect in handling
some union/management relationship issues. There is often reluctance from both
parties, but I have been involved in a very effective session which followed a
particularly tough contract negotiation. A helpful exercise, however, is to imagine what
the other party (the union) would say at an interest-based mediation (not to be confused
with other mediation processes associated with labor relations). You may guess that the
main issues would be respect, communication, lack of trust etc.. Such considerations
may help you in developing strategy to proactively initiate contact with the union to
work on issues of mutual interest and establish a more positive union/management
relationship.

For eg:

An US based MNC had given Infosys a project on JAVA based platform. The deal was
made such that the project had to complete in a period of 3 months, if unable to
complete within that time, an additional 15 days would be allotted as mutual
understanding. It never happened in the history of the company that they didn’t
complete a project within given time. But this time luck wasn’t in the favour and there
are two people mainly responsible for this problem.

When a company takes up a project, it divides the project into parts and distributes the
work among teams. For this particular project, five teams were selected. Each team
consists of 5 programmes and makes a total of 25 members. Amongst those 5
members, a senior programmes is appointed as team leader, Among the 5 team leader,
3 of them had an experience of 6-8 years and they had at least worked successfully on
5 prior projects. But the other 2 leaders had an experience of 1-2 years but were never
part of any prior projects. So, it was decided that the first-(a) senior team leader to
complete his part of work and the second

(b) Team leader will help the fifth team leader. 4 teams namely 1 st, 3rd & 5th have
successfully completed their parts except the 4th team. Due to this incomplete pat, the
project was not completed within the given fine including the extra 15 days.

On enquiry, the team leader of the 4th team complained that his team didn’t get much
help from his senior colleague, has he expected. But the senior colleague had given his
statement that his junior colleague had never shown any interest in receiving his help.
Due to their egoistic nature it was the company which suffered the loss. The company
has both its reputation in the market and the credits.

INFOSYS TAKES UP SOCIAL RESPONSIBILITY:

IT services major Infosys is doing its bit to improve the lot of students from
economically disadvantaged sections of society. The company had chosen hundred
young unemployed engineers from disadvantaged sections for a six-month training at
IIT Bangalore. Additionally, the company also trained 60 graduates from
disadvantaged sections and provided them with free training. Fifty of these students
were hired to work at Infosy's BPO subsidiary, Progeon. This is a call to corporate
India to pick up the gauntlet and intervene through education and training to relieve the
wage pressures. Infosys annually spends around 100 million of its $2.2 billion revenue
on training.
BANGALORE: IT services major Infosys is doing its bit to improve the lot of students
from economically disadvantaged sections of society.
Mohandas Pai, Infosys head of HR, said that the company had chosen hundred young
unemployed engineers from disadvantaged sections for a six-month Additionally, the
company also trained 60 graduates from disadvantaged sections and provided them
with free training. Fifty of these students were hired to work at Inosys BPO subsidiary,
progeon.
Pai is hoping that other corporates would follow suit. “This is a call to corporate India
to pick up the gauntlet and intervene through education and training to relieve the wage
pressures.”
On the other hand, he also warned that there was a need for immediate reform in the
education system itself since it was putting an unbearable cost of around $2.3 billion
on training in the industry. Infosys annually spends around 100 million of its $2.2
billion revenue on training.
Progeon has also bolstered programs to attract students on college campuses. The
company recently held its second academic conclave, which was attended by lecturers
from for 50 colleges in Bangalore and Mysore. The company has also created a
program called Project Genesis that helps degree colleges in tier-two and –three cities
to align their curriculum to industry requirements. In 2005, around 390 lecturers across
Karnataka and Rajasthan were trained who in turn taught 5900 students.
The company has been working closely with both students and teachers to dispel
myths on the BPO industry such as health hazards, unsafe working conditions
and that it cannot be a long-term career option.
These efforts seem to be paying off. “A few years ago, less than a hundred students
joined Progeon from campuses. This year 3800 job offers were made of which 1800
accepted the offer and joined the company,” said Nandita Gurjar, VP and head, HR,
Progeon.

ABSTRACT:
Infosys Technologies, a leading software company based in India, was voted the best
employer in the country in many HR surveys in the recent years. The company was
well known for its employee friendly HR practices. Though Infosys grew to become a
US$ 2 billion company by the year 2006, it still retained the culture of a small
company. Infosys attracted the best talent from across the world, and recruited
candidates by conducting one of the toughest selection process. All the selected
candidates were required to go through an intensive 14 week training program. All the
employees were required to undergo training every year, and some of the chosen
employees were trained at the Infosys Leadership Institute to take on higher
responsibilities in the company.

Infosys was one of the first companies to offer ESOPs to its employees. The company
followed variable compensation structure where the employees' compensation
depended on the performance of individual, the team and the company. The case
highlights many such best practices of Infosys in human resource management. It also
discusses the challenges faced by the company to retain its talented workforce.

Issues:

» Study and appreciate some of the unique HR practices at Infosys

» Understand the recruitment, selection and training practices of Infosys
» Examine some of the retention strategies adopted by the company
» Analyse some of the challenges faced by Infosys on the HR front.

Competitor Analysis- Infosys

Infosys Accenture TCS

Product  Offers Products and  Accenture Strategy   information technology-
services  Accenture Consulting related products and
 Software  Accenture Digital services
consultancy  Accenture  application development
 Business Technology  BPO
consultancy  Accenture  enterprise software

 BPO Operations  software management

 consulting
Price  Ticket based pricing  Premium price when  Outcome based pricing
compared with other
A customer's fee Indian competitors. Tend to promise clients
will be based on  Decided by top level process improvements,
parameters such as management cost reduction and revenue
whether the client  Now leverages on enhancement. If these
request or 'ticket' is global delivery model outcomes are reached, the
raised is for a small to deliver price software firm gets to share
enhancement in the competitive solutions. a part of the upside. 
software
application, a big  Negotiable pricing
enhancement or a  Focus is on volume.
bug-fix.

 Competitive pricing.
  Low margins.
 Decided by Top
management
Place  1,045 clients across  Serve clients in more  230 offices across 46
50 countries than 120 countries. countries.
 Headquarter  Headquarter located  147 delivery centres in 21
located in in Dublin, Ireland. countries
Bangalore, India.  total of 58 subsidiary
 Global footprint with companies
offices and
development
centres across the
world.
Promotion  Print Media  Print media ad  Print Media
 Billboards campaigns  Billboards
 Awards & Events  Brand ambassador-  Sponsored events
 Training Programs Tiger woods
(till 2009)
Segmentatio  Targets high value  Accenture mainly  Any Enterprises seeking IT
driven customers concentrates on the solutions.
n
 Firms looking for upper-end  Focus is on volume and not
Application customers. higher margins.
development and  Clients include 94 out  TCS serves multiple
maintenance of the Fortune Global industries which include
(ADM), enterprise 100 companies and healthcare, banking, High
solutions, business more than 80 percent tech, manufacturing , retail
process of the Fortune Global telecom etc.
management. 500.
Targeting  Large enterprises  Any company looking  Large overseas enterprises
looking for IT, ITes for business along with domestic clients.
services. transformation  Focus on emerging
 Huge revenues  Growing the brand in markets as well.
from USA and other Asian markets like  Government contracts for
developed china, India etc. stability.
countries.
Positioning  Positions itself as a  In 2015, named as  Trustworthy company with
company driven by the world's most huge customer base.
ethical values and admired Information  World’s most powerful IT
norms.  Technology Services brand.
 Tag line- “Powered Company by fortune  Tag line- “Experience
by intellect, driven magazine. certainty”
 by values”  Tag line- “High
performance
delivered.”

A. RECRUITMENT AND SELECTION

1. Are you satisfied with the external recruitment sources performed in

your organization.

External recruitment sources

18%

agree

disagree

82%

INTERPRETATION: Regarding external recruitment sources 82%

employees are satisfied or agree whereas 18% are not satisfied which is
performed in the organization. Therefore, the employees are satisfied by
recruitment process.
 2. Are you satisfied with the monetary reward given on bringing a
candidate on board?

Monetary reward

26%

agree disagree

74%

INTERPRETATION: Regarding monetary reward given on bringing on board 74%

of employees are satisfied and 26% are not satisfied.
 3. Are you satisfied with the background checks conduct for employees.

Backgroud checks

22%

Agree Disagree

78%

INTERPRETATION: Regarding background checks which is conduct for employees

78% employees are satisfied whereas 22% employees are not satisfied.
4. Are you satisfied with the monetary limits given to you for the expenses?

Expenses

21%

Agree Disagree

79%

INTERPRETATION: Regarding monetary limits provided to employees for their

expenses 79% of the employees are satisfied and 21% of the employees are not
satisfied.
 B. INDUCTION

1. The induction programme of your organization is informal type.

Induction programme

18%

Agree Disagree

82%

INTERPRETATION: Regarding induction programme which is conducted in the

organization, 82% of the employees are satisfied whereas 18% of the employees are
not satisfied.
 2. The induction of your organization covers organizational

structure and policies.

Induction

10%

Agree Disagree

90%

INTERPRETATION: Regarding induction of organization, 90% of the employees

are satisfied and 10% of the employees are not satisfied. It means that most of the
employees are benefited.
 C. TRAINING AND DEVELPOMENT

a. For Employee performance is the training need analyzed in your

organization

Employee performance

24%

Agree
Disagree

76%

INTERPRETATION: Regarding employee performance, 76% of employees are

satisfied whereas 24% of employees are not satisfied. It means that most of the
employees get affected from this evaluation.
 b. Are you satisfied with the Classroom method adopted by your
organization to train the employees?

Classroom method

27%

Agree Disagree

73%

INTERPRETATION: Regarding Classroom method, 73% of the employees are

satisfied whereas 27% of the employees are not satisfied. It means most of the
employees get affected but some of the employees want training and development
programmes to train employees.
 c. Effectiveness of training program in your Organization is evaluated by
observing the post training performance of employees.

Effectiveness of Training
program

32%

Agree
Disagree

68%

INTERPRETATION: Regarding effectiveness of training program, 68% of the

employees are satisfied whereas 32% of the employees are not satisfied. It means that
some of the employees want that evaluation of effectiveness of training program
should be done with some other method.
 D. PERFORMANCE APPRAISAL

1. Are you satisfied with the Balanced Scorecard method?

Balance scorecard method

8%

Agree
Disagree

92%

INTERPRETATION: Regarding Balance scorecard method, 92% of the employees

are satisfied whereas only 8% of the employees are not satisfied. It means that most
of the employees are benefited from this evaluation method.
 2. Are you satisfied with the feedback given to you by organization?

Feedback

28%

Agree
Disagree

72%

INTERPRETATION: Regarding feedback 72% of the employees are satisfied

whereas 28% of the employees are not satisfied. It means that some of the employees
get benefited but some are not.
 E. CAREER PROGRESSION

d. Are you satisfied with the mentor system followed for

career progression?

Mentor system

16%

Agree Disagree

84%

INTERPRETATION: Regarding mentor system followed for career progression,

84% of the employees get benefited and only 16% of the employees are exempted.
 e. Are you satisfied with the competence analysis and feedback from
manager?

Competence analysis and feedback

22%

Agree Disagree

78%

INTERPRETATION: Regarding competence analysis and feedback from manager

78% of the employees are satisfied whereas 22% are not satisfied. It means that some
of the employees want feedback from other source.
 F. LEAVE POLICY

1. Are you satisfied with the privilege leave provided to you?

Privilege leave

17%

Agree
Disagree

83%

INTERPRETATION: Regarding privilege leave provided to employees, 83% of the

employees are satisfied whereas 17% of the employees are not satisfied.
 G. COMMUNICATION AND DECISION MAKING PROCESS

1. Are you satisfied with the informal communication pattern?

Informal communication pattern

13%

Agree Disagree

87%

INTERPRETATION: Regarding informal communication pattern, 87% of the

employees are satisfied and 13% of the employees are not satisfied. It means most of
the employees are comfortable with this communication process.
 2. Are you satisfied with the opinion survey and Department meeting?

Opinion survey and Department meeting

24%

Agree
Disagree

76%

INTERPRETATION: Regarding opinion survey and department meeting, 76% of

the employees are satisfied and 24% of the employees are not satisfied.
 H. REWARDS AND RECOGNITION

1. Are you satisfied with the monetary rewards?

Monetary Rewards

33%

Agree Disagree

67%

INTERPRETATION: Regarding monetary rewards, 67% of the employees are

satisfied whereas 33% of the employees are not satisfied. It means that some of the
employees want to implement non-monetary rewards in the organization.
 I. PERSONAL ACCIDENT INSURANCE POLICY

1. Are you satisfied with contingencies cover under Personal Accident

Insurance policy?

Contingencies

24%

Agree Disagree

76%

INTERPRETATION: Regarding contingencies provided under this policy, 76% of

the employees are satisfied and 24% of the employees are not satisfied.
 J. MEDICLAIM POLICY

1. Are you satisfied with the services covered under Mediclaim policy?

Services

11%

Agree Disagree

89%

INTERPRETATION: Regarding services provided under Mediclaim policy, 89% of

the employees are satisfied and 11% of the employees are not satisfied.