Infosys

Case Analysis Infosys (A): Strategic Human Resources Management For Dr. S. Cates GB520 Infosys (A): Strategic Human Resources Management Infosys Vision Infosys changed their initial vision from performing work within India for foreign clients to sending Indian IT professionals to the client site abroad “off-shoring”. This was to be in accordance with the rest of the industry, this practice allowed Infosys to take ownership of the project rather than be own by the client. Infosys became more quality and process focus in its approach to software development. This approach changed Infosys from being an Indian company with global reach to a global company based in India. Major Issues Infosys was consider the best employer on year 2001 and 2002 on the Best Employer List, however surprisingly they fell off from the Best Employer List on 2003. The rapid growth of the company brought an increase of employee‘s discontent through out the employee hierarchy. Some of the discontent that occurred because the compensation from the issue of stock did not produced the same rate of return for the newest employees as it had occurred with the first stock issued to the old employees. The rapid company growth Infosys became more process-oriented and started to leverage its experience with more repetitive projects. Employees realized they were not able to develop their creativity and technical ingenuity that empowered at the beginnings of the company. Another factor was the fact that employees felt that company was more impersonal and some of the benefits from the initial years were not been offer anymore. Finally, the last factor that created discontent among employees was a rapid change on HR policies and the compensation breakdown. Alternative Course of Action Infosys to communicate employee’s values and tried to practice them during every interaction. They tried to train every new hire and do continue training on core value throughout the organization. However, this represented a challenge since their tried to hire employees based on their potential fit with the company’s values and culture, but they did not wanted to limit themselves by the lack of resources in it’s pursuit to grow[i]. The responsibility to communicate and train employees on the rapid policy changes laid on middle and senior management. However, some managers were unsure of the reasoning and/or the policies themselves therefore, were unable to properly communicate to the employees the need and benefits of those changes. This misinformation led to further discontent and lack of trust among employees. Recommendations for Action Infosys would benefit from implementing strategic management approach. Human Resources department is responsible for delivering value to its customers, its investors, and its employees. Strategic management can be accomplished by becoming an agent of continuous transformation that shapes process and culture to improve an organization’s capacity for change[ii]. Strategic management will be in charge of training middle and upper management on how to deliver proper communication of new procedures and changes on policies as need it. Having excellent communication on delivery of information to the affected parties will help build confidence and trust on the core values and company’s strategy. ----------------------- [i] DeLong, T. J., & Rengswamy, G(2006). Infosys (A): Strategic Human Resource Management (Case Study 9-4-6-010). Boston: Harvard Business School Publishing. [ii] Mello, J. A (2006). Strategic Human resource Management, 2nd edition, Mason, Ohio: South-Western.