Infosys Training Hrm

8/13/2019 Infosys Training Hrm

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EXECUTIVE SUMMARYEXECUTIVE SUMMARY

Never before has the rapid increase in new knowledge and technology and in the base ofchange and itself demanded a learning response as great as what is now required to

remain competitive. Today individuals and organizations must become continuouslearners to survive and hence it is not surprising to find that most successful organizationsoperate in a continuous learning mode.

The challenge of globalization, technological innovation increasing competition andgrowth through expansion, diversification and acquisition has had a wide-ranging and farreaching impact on !". There is a need for a continuous process that aims at providingfresh knowledge and skill inputs to the employees so as to ensure the development oftheir competencies, dynamism, motivation and effectiveness in a systematic and plannedway, thereby improving the productivity and overall organizational effectiveness. #s aresult, training and development activities have acquired great significance and are now

firmly centre-stage in most of the organizations. ence it can be said that with the adventof free market economy rapid change in the environment, training and developmentactivities have assumed an importance never before witnessed in $ndian corporate history.Training is the process of assisting a person in enhancing his efficiency and effectivenessat work by improving and updating his professional knowledge developing his personalskills relevant to his work and cultivating in him appropriate behavior and attitudetowards his work and people he is working with. "evelopment takes place as a result oftraining and essentially implies growth plus change. Thus, training and development gohand in hand.


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Training and Development Scaling New eig!t"

%orporate success depends upon having and retaining talented people. This is true todayas it has always been. The shortage of such people is widely accepted and training, atlong last, is beginning to be recognized as part of the solution and hence the totalinvestment in training is on the rise. This is true for all organizations. There really is noalternative than to make sure that human skill so vital to the corporate success arerecognized, harnessed, developed and suitably maintained.Training is not however, one &one-off' investment. $t is a continuing investment. Not onlyis it needed to create the skilled workforce, but also maintain the high levels of skillsdemanded by the ever changing, highly dynamic work place.The return on investment on !" is still controversial in view of the time variable in

achieving the desired change and effectiveness in the employees. The top managementlooks at the loss and profit equation for any activity. $t is interested in the benefits to theorganization in the terms of increased productivity, increased profitability, reduction inwastage etc in return for investment in training. ence, evaluation of trainingprogrammers and introduction of the necessary corrective measures also assumesconsiderable significance.Training is the most important function that contributes directly to the development ofhuman resources. $f human resources have to be developed, the organization shouldcreate conditions in which people acquire new knowledge and skills and develop healthypatterns of behavior and styles. (ne of the main mechanisms of achieving thisenvironment is training.Training is essential because technology is developing continuously and at a fast rate.)ystems and practices get outdated soon due to new discoveries in technology, includingtechnical, managerial and behavioral aspects. (rganizations, which do not developmechanisms to catch up with and use the growing technology, soon become outdated.owever, developing individuals in the organization can contribute to the effectivenessof the organization.Training and development are important activities in all organizations, large and small.*very organization, regardless of size, needs to have well-trained employees in itsworkforce who are prepared to perform their +obs.The term Training refers to the acquisition of specific skills or knowledge. Trainingprograms attempt to teach trainees to perform a specific +ob and a particular activity.The term "evelopment usually refers to improving the intellectual or emotional abilitiesneeded to do a better +ob.


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#rinciple" and Eval$ation o% training

Training is the process of assisting a person for enhancing his efficiency andeffectiveness at work by improving and updating his professional knowledge, bydeveloping skills relevant to his work and cultivating appropriate behaviour and attitudetowards work and people. Training could be designed either for improving presentcapabilities at work or for preparing a person for assuming higher. !esponsibilities infuture which would call for additional knowledge and superior skills.Training is different from education particularly formal education. hile education is

concerned mainly with enhancement of knowledge, training aims essentially at increasingknowledge, stimulating aptitude and imparting skills related to a specific +ob.$n $ndia, considerable importance has been accorded to training in social developmentand this is evident form the fact that the community spends roughly six million dollarsannually on training every year. ut there are complains about the ineffectiveness oftraining and possible waste of resources because of the use of stereotyped andconventional methods in training which are often not set completely in tune with +obrequirements.

It i" a contin$o$" proce""

Training is a continuous and life long process. !ight form the time a child is born hestarts receiving training form his mother for a variety of needs, so that he becomes asocial being. is training continues in the school and the college situations. owevertraining as an organized effort, designed with certain ob+ectives, for example to help thetrainees to be informed of the sub+ect matter which they have to use in their worksituation. #part from change of attitudes, their skills have to be improved and knowledgeor information has to be imparted through effective methods. $n other worlds, trainingprovides and synthesizing with the help of the trainers, the information already availableon the sub+ect. Training is a time-bound programme. Thus there is a separate specializeddiscipline of trainers specializing in the field of human activity.


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#revailing concept New concept

/. The acquisition of sub+ect matter

knowledge by a participant leads to

action.

/. 0otivation and skills lead to action.

)kills are acquired through practice.

1. The participant learns what the

trainer teaches. 2earning is a simple

function of the capacity of theparticipant to learn and the ability of

the trainer to teach.

1. 2earning is a complex function of

the motivation and capacity of the

individual participant, the norms ofthe training groups the training

methods and the behaviour of the

trainers and the general climate of

the institution. The participants

motivation is influenced by the

climate of his work organization.

3. $ndividual action leads toimprovement on the +ob.

3. $mprovement on the +ob is complexfunction of individual learning the

norms of the working group and the

general climate of the organization.

$ndividual learning used leads to

frustration.

4. Training is the responsibility of the

training institution. $t begins and

ends with the course.

4. Training is the responsibility of

three partners5 the participant

organization the participant, and the

training institution. $t has a

preparatory pertaining and a

subsequent, post-training phase. #ll

are equally important to the success


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of training.

There has been in some quarter's criticism of training and it is often argued that

personnel can acquire administrative capabilities and work skills through apprenticeshipcapabilities and work skills through apprenticeship rather than through formal training.hile the training cannot by itself guarantee the success of a development programme,its untrained personnel are unlikely to prove effective. $t is in this context that expert6administrators and planners greatly appreciate the relevance of training in developmentprocess.


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T!e Training C&cle

# training cycle consists of a series of steps which lead to a training event beingundertaken. *valuation provides feedback which links back to the initial stages oftraining design. $ndeed, it is the evaluation7 feedback process which makes this a cyclicalevent without it training would be a linear process leading from initiating trainingthrough to its implementation. The steps in the cycle are5-

Stage'5 $dentification of training needs. *xamining what skills and attributes arenecessary for the +ob to be undertaken, the skills and attributes of the +ob holder and theextent of the gap.

Stage(5 "esign, preparation and delivery of training.

Stage )5 "iscovering the trainee's attitude to training 8reaction9 and whether the traininghas been useful from the point of view of training. !eaction involves the participant'sfeelings towards the training process, including the training content, the trainer and thetraining methods used. 2earning is the extent to which the trainee has actually absorbedthe content of the learning event.

Stage *5 "iscovering whether the lessons learnt during training have been transferred tothe +ob and are being used effectively in doing the +ob.

Stage+5 *valuating the effects of the training on the organization. Thus is the area on

which there is perhaps most confusion, subsequently little real action to clear it.

Stage ,5 !einforcement of positive behavior. $t is optimal that positive outcomes aremaintained for as long as possible. $t is not rare event for changes in behavior to betemporary, with a gentle slide back to previous ways of working. $t is important to notethe feedback loops. :eedback on the process of actually delivering the training can comefrom the reaction and learning stage, the transfer of the training to the work place and theevaluation of the impact of the training. The main, feedback for the identification oftraining needs comes from an assessment of the transfer of work to the training and theevaluation of the impact on the organization.

$t is important to note that these feedback loops may consist of two very different types ofinformation.

To determine the worth of training to the organization- a process best done by

quantitative methods and with hard, numerical data.

#llowing insights into the method of learning, where the experience of those

involved are the main focus, thus using mainly softer, qualitative information.


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Identi%ication o% training need"

The procedure of identifying training and development needs is crucial for the success ofthe training function and requires to be carried out systematically on a regular basis,preferably every year.

ow are training needs identified to match the organizational requirements in terms oftechnology 7task7 people; as the training bought the desired change in the individuals'performance and if so, how is it assessed; These are the focal points, which requireattention of the ! professionals to assess the training needs of the employees working inthe organization.0any organizations have their own system to identifying training needs every year.owever, need identification exercise can do real harm if the needs are not met byconducting suitable programs. 0anagers must perceive that their recommendations aregrown due consideration and suitable actions are initiated to satisfy the felt needs. (nlythen, they will take this exercise seriously. ence, formulation of suitable and need basedtraining programs and their timely implementation is very important for the success of

any training program.Eval$ation o% Training #rogram"

Training programs are conducted with a view to help the employees to acquire theknowledge, skills and attitude necessary to perform the task assigned to them. They areconducted in order to bring about a planned change which in turn involves substantialinvestment of money, time and efforts. Therefore, one has to know whether such aninvestment in training yielded the desired results. This desire naturally leads to evaluationof training.*valuation means literally, the assessment of value or worth. )trictly speaking the act ofevaluating training is the act of +udging whether or not it was worthwhile in terms of

some criterion of value, in the light of the information available. *valuation is the toolwhereby information about the result of trainees, interaction with the learningexperiences systematically collected and analyzed. Thus, evaluation can provide usefuldata both for improvement of training and enhancement of learning. $n brief it isimportant in 3 ways.

$t indicates whether appropriate monetary investment is made on the

implementation of training programs.

$t determines the degree of effectiveness and success of the training programs.

$t provides a basis for introductory the necessary corrective measures.

The benefits of constructive, practical evaluation of training substantially outweigh thecosts six direct benefits of evaluating training programs are5-

-$alit& Control5


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or revised. $f results cannot be +ustified, then it becomes hard to +ustify the commitmentof any resources to the training activity and they can be re-allocated .

E%%icient training de"ign5 $t throws an emphasis on those elements of a training systemwhich matter, such as proper definition of ob+ectives and setting criteria on now these

ob+ectives are to be measured.En!anced pro%e""ional e"teem5 Training professionals can gain enhanced stature fromhaving systematic evaluation of data rather than intuitive assessment of their contributionto the business. eing assessed on their contribution to the &bottom-line' of the businessputs the !" function on the same footing as other functions, instead of claiming thatthe nature of their work does not allow an application of the same criteria. This helps tobreak down the barriers facing the integration of !" professionals within theorganization.

En!anced negotiating power5 (n much the same tack evaluation makes it possible forthe ! function to demonstrate a successful contribution to the business over a period of

time. hen resources are to be allocated and new investment decisions to be made, thembeing able to show the outcomes of training would be invaluable.

Appropriate criteria o% a""e""ment5 $ndividuals within an organization will make+udgments about how effective the training function is, regardless of whether anevaluation system is in place or not. =iven this, it is very important that the ! controlsthe choices of appropriate criteria, which it can most safely do on the back of a formalevaluation process.

Intervention "trateg&5 *valuation can be a tool for changing the way that training isintegrated into the organization. $t offers a means by which the ! function can build onits enhanced esteem and negotiating power to play a more active role in developingpolicies.

"ifferent +obs require different capabilities. These capabilities can be considered underfour categories5/. Technical1. 0anagerial3. ehavioural

4. %onceptual

TECNICA. CA#A/I.ITIES0

They deal with the technology of the +ob or the tasks the employee is expected toperform. They include information, skills and knowledge.


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MANA1ERIA. CA#A/I.ITIES0

They include the ability to organize, coordinate, plan, monitor, evaluate and redesign avariety of activities. #s managers have the task of getting things done by others withoptimal use of resources for achieving the best possible results, they need to possess

managerial capabilities. >nowledge of management techniques like ?*!T, systemsanalysis, performance budgeting etc. are evidences of managerial capabilities.0anagement skills involve the application of these techniques for better planning, bettercoordination, better monitoring, and for better achievement of results.

/EAVI2URA. CA#A/I.ITIES0

These include leadership skills, ability to motivate others, communication skills, ability towork as a team member, dynamism, initiative etc. 0ere knowledge of behavioralsciences does not ensure that person has behavioral capabilities. #ttitudes andorientations play an important role in determining the effectiveness of the employees to agreat degree.

C2NCE#TUA. CA#A/I.ITIES5

These involve conceptual understanding of ones own tasks in relation to those of others,imagination, futuristic thinking, model building capabilities and perception of varioustasks and their interrelationships within the organization and outside it.

TY#ES 23 TRAININ10

'4 2rientation5Ind$ction Training0

The orientation or induction training is given to employees as soon as they +oin anorganization. The purpose of this training is to orient the employee to the company and

its tasks, to help his role in detail and see the link his role has with other roles in thecompany, to help him understand the expectations of other employees from him, and togive him a feel of the organization and feel part of it.The induction training normally does not focus on skill development. $t focuses more onperspective development and understanding of the organization. ithout suchunderstanding of the organization, its mission etc., the employee may soon feel alienated.$nduction training is one way in which culture and traditions are established and


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maintained through socialization of the new employees into the culture of thatorganization.(4 2n6T!e67o8 Coac!ing0

(n-the-+ob coaching is another way of training employees. This type of training is givento employees who are new to a given +ob 8not necessarily to the organization9. The

purpose of this kind of training is to equip the employee with the capabilities required toperform various tasks of his +ob. This may involve skill training by the supervisor of theemployee, either on a day-to-day basis or periodically. (n-the-+ob training techniquesalso include +ob instruction training, +ob rotations, internships, coaching and counseling.(n-the-+ob training should be particularly stressed upon during the early stages of theircareers.)4 Apprentice Training0

#pprentice training is given to those who have +ust completed their studies and are aboutto enter the organizational world. The apprenticeship involves practical training under theguidance of one or more instructors designated by the organization to train the trainees.

+4 2%% T!e 7o8 Training

.ect$re" 9or Cla""6Room In"tr$ction:0

2ecture is formal organized talks by the training specialist, then formal superior or otherindividual specific topics.

T!e con%erence met!od0

$n this method, the participating individuals &confer' to discuss points of common interestto each other. There are three types of conferences. $n the directed discussion, the trainerguides the discussion in such a way that the facts, principles or concepts are explained. $n

the training conferences, the instructor gets the group to pool its knowledge and pastexperience and brings different points of view to bear on the problem. $n the seminarconference, answer is bound to a question or a solution to a problem.

Seminar or Team Di"c$""ion

This is an established method for training. $t may be based on a paper prepared by one ormore trainees on a )ub+ect selected in consultation with the person in charge of the)eminar. $t may be a part of a study or related to theoretical studies or ?ractical problems.The trainees read their papers, and this is followed by a critical discussion. The %hairmanof the seminar summarizes the contents of the papers and the discussions which followtheir reading.

Ca"e St$die"9or .earning 8& Doing:0This method was first developed in the /@AAs by %hristopher 2angdell at the arvard2aw )chool to help students to learn from themselves by independent thinking and bydiscovering in the ever-tangled skein of human affairs, principles and ideas which havelasting validity and general applicability. # collateral ob+ect is to help them develop skillsin using their knowledge.

Role6#la&ing0


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This method was developed by 0oreno, a Benetian psychiatrist.$n role-playing, trainees act out a given role as they would in a state play, two or moretrainees are assigned parts to play before the rest of the class.!ole-playing primary involves employee-employer relationship-hiring, firing, discussinga grievance procedure, conducting a post-appraisal interview or disciplining a

subordinate or a salesman making a representation to a customer.# programmed instruction involves breaking information down into meaningful units andthen arranging these in a proper way to form a logical and sequential learningprogrammer or package.

The training programmers' can be made effective and successful5/. )pecific training ob+ectives should be outlined on the basis of the type of performancerequired to achieve organizational goals and ob+ectives1. #ttempt should be made to determine if the trainee has the intelligence, maturity, andmotivation to successfully complete the training programmers.3. The trainee should be helped to see the need for training by making him aware of the

personal benefits he can achieve through better performance.4. The training programme should be planned so that it is related to the trainee'sprevious experience and background.C. #ttempts should be made to create organizational conditions that are conductive to agood learning environmentD. $f necessary, a combination of training methods should be selected so that variety ispermitted and as many of the senses as possible are utilizedE. $t should be recognized that all the trainees do not progress at the same rate. Therefore,flexibility should be allowed in +udging the rates of progress in the training programmer.@. #s the trainee acquires new knowledge, skills or attitudes and applies them in +obsituations6 he should be significantly rewarded for his efforts.

IN62USE TRAININ15

$n-house training programs are programs offered exclusively for the employees of anorganization by the organization. The Training "epartment assesses the training needs ofvarious categories of employees periodically, invite suggestions from the seniorexecutives of that company on the training needs as perceived by them, keep in touchwith the new developments taking place in the outside world that have relevance to theirown organizational activities and periodically invite outside trainers to train theiremployees.$n the in-house training programmes, the training department may use its own senioremployees as trainers or may depend exclusively on outsiders or may use both sets ofresources.


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S#2NS2RED TRAININ10

#s most organizations do not have sizeable units of training, it is easier for them tosponsor a few employees for training by outside agencies.

DISTANCE TRAININ15

"istance training is the training conducted without the trainer being physically presentnear the trainee. The most well known forms of distance training are correspondencecourses, auto-teaching machines, programmed instruction materials, video and audiocassette programs, alumni bulletins etc. This form of training is useful mainly to keep thetrainee informed about various developments in his field or to acquaint him with newtechnology, processes etc.

CAREER DEVE.2#MENT #R21RAMS

%areer "evelopment programs help people grow and continue after they begin their

employment. %areer "evelopment refers to helping individuals plan their future careerswithin the organization. The ob+ectives of career development are to help individualsachieve maximum self-development and also to help the organization achieve itsob+ectives.


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/ENE3ITS 23 TRAININ1

*mployees and the organization need to realize the importance of contribution andlearning for mutual growth and development. Training is the answer to deal withstagnation stage by constantly updating it in every field. (ther benefits of traininginclude5

iring appeal5 companies that provide training attract a better quality orkforce.

#ssessing and addressing any performance deficiency.

*nhancing workforce flexibility. %ross-cultural training is essential for better

ad+ustment in the new environment.

$ncreasing commitment5 Training acts as a loyalty booster. *mployee motivation is

also enhanced when the employee knows that the organization would provide themopportunities to increase their skills and knowledge.

$t gives the organization a competitive edge by keeping abreast of the latest changes6

it acts as a catalyst for change.

igher customer satisfaction and lower support cost results through improved service,

increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning.

$t acts as a retention tool by motivating employee to the vast opportunities for growth

available in an organization.

$mprove the quality and quantity of work done.

!educe the learning time required for employees to reach acceptable standards of

performance.

%reate more favourable attitudes, loyalty and cooperation.

)atisfy human resource planning requirements.

!educe the number and cost of accidents.

elp employees in their personal development and advancement.

elp organizations to respond to dynamic market conditions and changing consumer

demands.


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/EST TIME T2 IM#ART TRAININ1 T2 EM#.2YEE

'4NE; RECRUITS T2 TE C2M#ANY

These have a requirement for induction into the company as a whole in terms of itsbusiness activities and personnel policies and provisions, the terms, conditions andbenefits appropriate to the particular employee, and the career and advancementopportunities available.

(4 TRANS3ERS ;ITIN TE C2M#ANY

These are people who are moved from one +ob to another, either within the same workarea, i.e. the same department or function, or to dissimilar work under a differentmanagement. Fnder this heading we are excluding promotions, which take people intoentirely new levels of responsibility.

)4 #R2M2TI2NS

#lthough similar to the transfer in that there is a new +ob to be learned in newsurroundings, he is dissimilar in that the promotion has brought him to a new level ofsupervisory or management responsibility. The change is usually too important anddifficult to make successfully to permit one to assume that the promotes will pick it up ashe goes along and attention has to be paid to training in the tasks and the responsibilities

and personal skills necessary for effective performance.

*4 NE; #.ANT 2R E-UI#MENT

*ven the most experienced operator has everything to learn when a computer andelectronic controls replace the previous manual and electro-mechanical system on theprocess plant on which he works. There is no less a training requirement for thesupervisors and process management, as well as for technical service production controland others.

+4 NE; #R2CEDURES

0ainly for those who work in offices in commercial and administrative functions but also

for those who we workplace is on the shop floor or on process plant on any occasion onwhich there is a modification to existing paperwork or procedure for, say the withdrawalof materials from stores, the control of customer credit the approval of expense claims,there needs to be instruction on the change in the way of working in many instances, anote bringing the attention of all concerned the change is assume to be sufficient, butthere are cases, such as when total new systems in corporating $T up dates are installed,when more thorough training is needed.


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,4 TE MAINTENANCE 23 MANA1EMENT S4 RETIREMENT AND REDUNDANCY

*mployees of any position in the company who are heading towards retirement willbenefit from learning about health, social life, work opportunities money managementetc. $nternal or external courses are best attended a year or two before retirement date, ina few companies a member of ?ersonnel will act as a counselor as required.


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IM#2RTANCE 23 TRAININ1 = DEVE.2#MENT

G (ptimum Ftilization of uman !esources H Training and "evelopment helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

G "evelopment of uman !esources H Training and "evelopment helps to provide an

opportunity and broad structure for the development of human resources' technical and

behavioral skills in an organization. $t also helps the employees in attaining personal

growth.

G "evelopment of skills of employees H Training and "evelopment helps in increasingthe +ob knowledge and skills of employees at each level. $t helps to expand the horizonsof human intellect and an overall personality of the employees ?roductivity H Trainingand "evelopment helps in increasing the productivity of the *mployee's that helps the

organization further to achieve its long-term goal.

G Team spirit H Training and "evelopment helps in inculcating the sense of team work,team spirit, and inter-team collaborations. $t helps in inculcating the zeal to learn withinthe employees.

G (rganization %ulture H Training and "evelopment helps to develop and improve theorganizational health culture and effectiveness. $t helps in creating the learning culturewithin the organization.

G


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T*%N$. "inesh and#shok #rora, with N. ). !aghavan officially being the first employee of the company9with F)K 1CA.Today, it is a global leader in the Lnext generation of $T and consulting with revenues of over F)K 4 billion. $nfosys began its +ourney in $ndia&s business environment in the/J@As, in an era when endless red tape was imposed on the private sector. $n thisenvironment, building a company whose long-term ob+ectives included operationallongevity, high ethical standards and global respect demanded commitment to a core setof values.

:or $nfosys, these values focus on instilling trust in their relationships with allstakeholders, including employees, investors, clients, society and the communities inwhich $nfosys operates. $ts tag line L?owered by $ntellect, "riven by Baluesreinforces its focus on a strong value system in the organization. The key areas of itscorporate value system include5%ustomer "elight, 2eadership by *xample, $ntegrity and Transparency, :airness, ?ursuitof *xcellence.

%ompany (verview5

$nfosys defines designs and delivers technology-enabled business solutions that help=lobal 1AAA companies win in a :lat orld. $nfosys also provides a complete range ofservices by leveraging its& domain and business expertise and strategic alliances withleading technology providers. $nfosys& offerings span business and technologyconsulting, application services, systems integration, product engineering, customsoftware development, maintenance, reengineering, independent testing and validationservices, $T infrastructure services and business process outsourcing$nfosys pioneered the =lobal "elivery 0odel 8="09, which emerged as a disruptiveforce in the industry leading to the rise of offshore outsourcing. The ="0 is based on theprinciple of taking work to the location where the best talent is available, where it makesthe best economic sense, with the least amount of acceptable risk.$nfosys has a global footprint with over CA offices and development centers in $ndia,%hina, #ustralia, the %zech !epublic, ?oland, the F>, %anada and Mapan. $nfosys and itssubsidiaries have /A3,JAC employees as on Mune 3A, 1AAJ. $t maintains various businessunits aligned to clients& geographies, such as *0*# 8*urope, 0iddle *ast #frica9,#?#% 8#sia-?acific9 and %#N" 8%anada9. There are also horizontal business units suchas *) 8*nterprise )olutions9, which specializes in *!? and package implementation andworks with clients across industries and geographies and )$ 8)ystems $ntegration9, whichprovides integration services to clients.


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)ervice and ?roduct (verview

The core service offerings of $nfosys can be categorized as follows5/9 %ustom #pplication "evelopmentThe %ompany provides customized software solutions for its clients. $nfosys creates newapplications and enhances the functionality of its clients& existing software applications.The %ompany focuses on long-term functionality, stability and preventive maintenance toavoid problems that typically arise from incomplete or short-term solutions.19 )oftware !e-engineeringThe %ompany&s software re-engineering services assist its clients in converting theirexisting $T systems to newer technologies and platforms developed by third-partyvendors. $nfosys& re-engineering services include eb-enabling its clients& existinglegacy systems, database migration, implementing product upgrades, and platform

migrations, such as mainframe to client-server and client-server to $nternet platforms.39 ?ackage *valuation and $mplementation$nfosys assists its clients in the evaluation and implementation of software packagesdeveloped by third-party vendors. $t also provides training and support services in thecourse of their implementation.

49 $nformation Technology %onsultingThe %ompany&s $T consulting professionals assist its clients by providing technicaladvice in developing and recommending appropriate $T architecture, hardware andsoftware specifications to deliver $T solutions designed to meet specific business andcomputing ob+ectives.C9 (ther )olutions$nfosys& service offerings including testing services, engineering services, businessprocess management, systems integration, infrastructure management, and operationaland business process consulting. The %ompany offers end-to-end validation solutions andservices, including enterprise test management, performance benchmarking, testautomation and product certification.D9 :inacle:inacle, the universal banking solution from $nfosys, helps banks by enabling them toshift their strategic and operational priorities. :inacle currently powers J/ banks acrossC4 countries, helping them serve over /AA million customers, /CA million accounts,@A,AAA users and supporting over 3D million peak banking transactions per day spreadacross multiple installations.

usiness 0odel


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$nfosys is the incredible story of success and successful execution of business model, thecompany has entered red ocean market with insignificant stake and power in market, butbecause of successful market re-definition, the company managed to achieve a hugemarket share of the $T industry and become a remarkable example for rivals.The reasons behind $nfosys& success can be attributed to the fact that, the company

managed to realize what was the market pain before, anyone else could and theymanaged to translate it into successful business model. The usiness model proposed by$nfosys redefined market needs, improved service time and quality and conceptuallychanged the game rules that bigger players where following. usiness model of $nfosyswas not complicated, yet it was very hard to copy because it required from company -flexibility and dynamic changes in business processes. usiness concept of $nfosys wasdifferent from any other companies because they managed to identify problematic areasof $T pro+ects, they realized that $T pro+ects needed more and more detailed, customizedbusiness process mapping, which in most cases was done by independent consultantswithout relevant $T background, this was the reason why the pro+ects implemented by$nfosys competitors had lower quality and had high risk of failure or contingency. (n the

other hand $T pro+ect implementations where taking an average of / year to implement,which also was a big disadvantage from the client&s perspective. $n order to reduce thetime frame, $nfosys combined business process mapping service with the traditional $Tpro+ect package. $t created local implementation teams on shore and support teamsoffshore and in this way $nfosys achieved to work on pro+ects practically 14 hours everyday. %ause of these initiatives $nfosys was able to bring the pro+ect implementation timedown to D months. #nother very innovative change in company performance was themeasurement and assessment methodologies, $nfosys managed to start measuring almosteverything, including customer satisfaction, employee efficiency, and financial resultsrelated to pro+ect implementations. This innovation was breakthrough in the existingenvironment because it was equally satisfying both for client as well as employees.y implementing and adopting above mentioned changes, $nfosys managed to reach itsgoals in a very short period of time, it managed to achieve fast growth and rank alongsidelarger players of the market, managed to propose faster and better services to customersand created unique organizational culture based on meritocracy and transparency.

$nfosys has adopted a client-focused strategy to achieve growth. !ather than focusing onnumerous small organizations, it focuses on limited number of large organizationsthroughout world. #nother differentiating factor for $nfosys is that it commands premiummargins. %ompany does not negotiate over margins beyond a certain limit and some timeprefers to walk-out rather than compromise on quality for low-cost contracts. This hashelped in building an image for quality driven model rather than cost-differentiatingmodel.

$ncrease business from existing and new clients5 $nfosys has focused on expanding thenature and scope of engagements for the existing clients by increasing the size andnumber of pro+ects and extending the breadth of its service offerings. $t increases itsrecurring business with clients by providing software re-engineering, maintenance,infrastructure management and business process management services which are long-


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term in nature and require frequent client contact. (ver JEO of it&s& revenues come fromexisting customers.

*xpand geographically5 $nfosys plans to establish new sales and marketing offices,representative offices and global development centers to expand its geographical reach. $t

plans to increase presence in %hina through $nfosys %hina, in the %zech !epublic and*astern *urope directly and through $nfosys ?(, in #ustralia through $nfosys #ustraliaand in 2atin #merica, through $nfosys 0exico.

*nhance solution set5 $nfosys focuses on emerging trends, new technologies, specificindustries and pervasive business issues that confront our clients. $n recent years, it hasadded new service offerings, such as consulting, business process management, systemsintegration and infrastructure management, which are ma+or contributors to its growth.

"evelop deep industry knowledge5 $nfosys has specialized industry expertise in thefinancial services, manufacturing, telecommunications, retail, transportation and logistics

industries.

*nhance brand visibility5 $nfosys invests in the development of its premium brandidentity in the marketplace by participating in media and industry analyst events,sponsorship of and participation in targeted industry conferences, trade shows, recruitingefforts, community outreach programs and investor relations.

?ursue alliances and strategic acquisitions5 $nfosys is known for its organic growth 8riskaverse9 strategy though it has strategic alliance with leading technology providers takeadvantage of emerging technologies in a mutually beneficial and cost-competitivemanner.


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Training scenario at $nfosys

$n /J@/, a small team led by N! Narayana 0urthy and his wife, started P"ata asics%orp& a small time on-site software developer company. The company was later renamedas $nfosys. "uring its initial years, $nfosys struggled to get pro+ects due to lack of

reputation, inadequate infrastructure, and government regulations. ut the determinationof the promoters and their full involvement got them their first order which theycompleted successfully in time.*xports increased over time and $nfosys set up a )oftware development center inangalore, $ndia. $n /J@E, it established its first international office in %alifornia, F). $n/J@@, $nfosys bagged its first ma+or order from the !eebok and in /J@J bagged anotherma+or order from "igital *quipments based in the F). The year /JJ/ was a significantyear in the history of $ndian business. $n the Fnion udget that import tariffs werereduced, taxes were rationalized, and exports were encouraged. (ther reforms introducedwere free-market pricing of $nitial ?ublic (ffering 8$?(9 and relaxation in restrictions onforeign exchange, etc.

$n /JJ3, $nfosys successfully completed its $?(. y /JJC, $nfosys had become the fifthlargest software exporter in $ndia. $n /JJD, it set up its office in F> and then in %anada in/JJE.$n /JJJ, $nfosys achieved annual revenues of F)K/AA mn. $n the same year itearned the highest level of certification, %00 2evel C, conferred to only a fewcompanies in the world.$t was the first $ndian company to be listed on N#)"#< in /JJJ. $n 1AA/ and 1AA1 itwas rated as the Pest *mployer in $ndia& and P$ndia&s most respected company& byleading $ndian business magazines. $n 1AAD, $nfosys Technologies 2imited was one of$ndia&s biggest $T companies and provided $T services, solutions, and consultationglobally. y the year 1AAD it had over 4J,AAA employees worldwide.y 1AAD, there were close to CA,AAA $nfoscions 8employees of $nfosys9. =etting a +ob at$nfosys was tough as it admitted only /O of applicants. (ut of the total number ofapplicants, $nfosys short-listed only top 1AO of students from premier colleges,universities, and institutes.$nfosys in its history had hired many people from different engineering fields whoexhibited a high aptitude for learn-ability& and preferred them over those computerengineers who could not solve problems beyond their technical training.The short listed candidates underwent a rigorous selection procedure, which involved aseries of aptitude tests and interviews. The aptitude tests were significantly tougher andvery few candidates cleared them.The successful candidates were invited for a personal interview. %andidates were +udgedmainly on their analytical abilities, learn-ability, and communication skills. The selectedfew candidates were then given +ob offers.

The $nfosys 2eadership $nstitute in 0ysore, $ndia, pumps out executive talent for $nfosysTechnologies, the global $T solutions provider with fiscal 1AA@ revenue of K4./@billionand year-over-year growth of 3C percent. $nfosys employs J/,/@E people and hasoffers out for an additional /@,AAA.


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The ! function is responsible for the institute&s curriculum and an on-site staff of @A.! is also responsible for all leadership development programs, including designing thecurriculum and monitoring the results. $nfosys& underlying philosophy is that leadershipcannot be taught, but it can be learned.*very quarter, ! reports to the board on the number of personal development plans in

progress and the status of the leadership development programs. $nfosys also conducts anannual survey of the participants from all three tiers. ! reviews the list of participantsand determines whether anyone should be dropped from the program for performancereasons.To gauge the results of the leadership development program, ! uses a leadership indexbased on the nine dimensions and rates each participant on a / to C scale, with C as thehighest rating. The rating hinges not only on each leader&s actions but also on the leader&sefforts to share learning with others in the business unit or function.

Need %or Training

The dynamic nature of the software and $T industry requires its workforce to upgradefrequently in technology and skills. %ompanies were focusing on continuous training anddevelopment of their employees, which also helped in the reduction of attrition rate.#t $nfosys, every new recruit underwent approximately three months of training beforethey were made billable to clients.The #merican )ociety for Training and "evelopment 8#)T"9 rated $nfosys as theworld&s best in employee training and development and conferred P*xcellence in ?ractice#ward continuously for three consecutive years 1AA1, 1AA3 and 1AA4. The award wasconferred for its =lobal usiness :oundation )chool.& $t was a program for all freshengineering entrants to $nfosys to equip them for the challenging software career ahead ofthem. The program ran around the year and was implemented over several global centersacross the organization.The =lobal usiness :oundation )chool comprised of generic conceptual courses,platform specific courses, mini pro+ects for application, and an end term pro+ect tailoredfrom real life pro+ects. $n addition to technical courses, fresh entrants were also exposedto courses on communication skills, interpersonal skills, customer interaction etiquettes,management development, and quality systems.$n 1AAC $nfosys established $nfosys F one of the largest corporate training centers in theworld. The =lobal *ducation %enter was set up in 1AAC. $t was one of the biggestcorporate training centers in the world. The =lobal *ducation %enter would run a /4.Cweek residential program, which would impart generic and work specific training intechnology areas, along with soft skills and leadership programs to freshers .The centerhad 1,3CA rooms spread across the campus, C@ training rooms, /@3 faculty rooms, state-of-the-art library and a cyber cafe. The center had the capacity to train around /C,AAAfreshers in one year.


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The Training ?rogram#fter the new recruits +oined $nfosys, they were taken to $nfosys F for a /4.C weektraining program. #t $nfosys F, the freshers were welcomed in $nfosys by N! Narayana0urthy through an audio visual presentation. The initial days of the training program,freshers filled forms and learned the values that drove $nfosys. "uring the entire training

program, new recruits were trained to work or program different tech applications.The library had an online database of $nfosys case studies to help the recruits. Thetrainers generally imparted training in hard skills through lectures on the concepts andtheory for a few hours and then allowed the recruits to work independently and buildtheir own applications for the rest of the day.hile the training program focused mainly on technical skills, the freshers were alsotrained in soft skills. There were separate rooms and faculties for soft skill training.Training was imparted on global etiquette, comportment, importance of body language,public speaking, improving interpersonal communication and team-building. The variousmethods used included, asking the freshers to perform skits, going through several Pwhat-if& scenarios and to practice smiling in front of the mirror.

The campus provided best of food to at an affordable price. #mong other options, thecampus had the retail outlet of the pizza chain "omino&s ?izza where both estern and$ndian varieties of pizzas were available. The pizza could also be ordered while theemployee was working, but the $nfosys culture discouraged working during lunch. The$nfoscions believed in taking break during lunch and socializing.The center had an *mployee %are %enter to facilitate all round development. Theemployee care center offered recreational facilities such as a gymnasium, a swimmingpool, Macuzzi, bowling alley and a meditation hall. $t also had an international-classcricket ground and a multipurpose ground with a six-lane synthetic track, which housedbasketball, volleyball, squash, and tennis courts. The campus also housed an auditorium,which had a seating capacity of /,3AA people and three multiplex theatres with a capacityof /CA seats each. The freshers had to work for eight hours every day and at the end ofthe training program, the freshers had to pass two comprehensive exams beforeproceeding further. #bout /O to 1O failed in the exams. $nfosys F also served as theopportunity to interact with $nfoscions working in countries other than $ndia.

The spirit of learnability among the people at $nfosys and an organizational commitmentto continuous personal and professional development keeps $nfosys at the forefront in afast-changing industry. The framework for continuous learning at $nfosys is built arounda number of focused programs for our employees. These range from ma+or initiativessuch as the $nfosys 2eadership $nstitute to various ongoing management developmentand personal improvement programs. They complement a host of technologyadvancement and ongoing training options.

The training plan provides a sequence of inputs as individuals grow through theirprofessional career. %ommencing with a structured induction at the beginning toleadership trainings while assuming senior responsibilities.


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Training and development initiatives are available at each milestone and cover thefollowing-/9 Technical training by *ducation !esearch 8*!9 department5

$nfosys as part of *! department runs the largest corporate technical university in

#sia. $t has a state of an art technology6 offering training in all its development centres in$ndia to about 3A,AAA new +oiners in a year. The *! department creates, manages, andsustains the infrastructure for learning and knowledge sharing in the company. Thisincludes courseware, library services, intranet based learning and online services.$nfosys has an entry-level technical training program, which is for duration of /4 weeks.This program has been certified by educationists as being equivalent to a ) program inthe F). The *ducation !esearch 8*!9 department at $nfosys offers a variety oftraining programs on a regular basis for 0iddle level employees as well.The following Training and learning programs are rolled out by $nfosys to its employeesas part of its *! department5

*-learning5 (n-2ine learning program to enable access to training programs fromremote locations

:oundation ?rogram5 :reshman graduate engineers undergo a /1-/4 weeks full

time rigorous educational training program before induction into production.

Must-$n-Time 8M$T9 courses are delivered to $nfosys employees based on sudden or

unforeseen requirements to meet the urgent requirements of $nfosys& clients

>nowledge management group is the hub of all the knowledge sharing activities

in $nfosys. This is a very active platform and works through multiple channels of

knowledge sharing. Thanks to its knowledge management, $nfosys has won the=lobal 0ake awards in 1AA3, 1AA4, 1AAC and 1AAE.

%ertifications5 "eepening competencies is a strategic imperative with twin

ob+ectives, to give employees an opportunity to continuously enhance theircompetencies and help them achieve their career aspirations. $nfosys has a stronginternal certification program for all its employees, which encompasses technicaland business related certifications.

19 $2$5 The $nfosys 2eadership )ystem5

The $nfosys 2eadership $nstitute 8$2$9 is a blend of leadership and managerial

development. $t has role based training programs and a global business school for inhouse development of employees& managerial and interpersonal skills. The $nfosys2eadership )ystem 8$2)9 and the $nfosys 2eadership $nstitute 8$2$9 address the issue ofsustained growth in general and creates a formal and committed system for developingleadership capabilities in $nfoscions. The most significant attribute of the $nfosysleadership development model is its partnership approach with the other groups in$nfosys and the ownership of the entire process by the top management in what is termed


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as the $nternal )ynergy 0odel&. $2$ is based at a world-class physical infrastructure, in0ysore, $ndia.

39 !ole ased Training ?rograms52earning is a continuous process. #t the core of learning in a human being are

involvement, desire to excel, and motivation to widen horizons of knowledge6 use thislearning productively. !especting this, the $2$ has created multiple learning forumswhich offer a mix of all options it suit the various learning styles, increasing theindividual&s thirst for knowledge and guiding his efforts to quench his thirst whileallowing him to take responsibility for this +ourney himself is at the core of thisphilosophy.

*ntry-level programThe trainees at $nfosys undergo training for four months at the $nfosys 2eadership$nstitute. "uring this period, they handle numerous assignments and undergo assessmentprograms and developmental interventions.

2earning management$nfosys& learning process is aligned with the specific context, business outcome andinitiatives of the unit. $t is managed by the learning consultants who work closely withthe unit. Tier leadership development $nfosys& training program is focused on grooming anew generation of leaders. $ts leadership development initiative categorizes leaders intodifferent tiers. %andidates undergo various assessment, personal development andmentoring programs.

49 $n)tep5$nstep is $nfosys& global internship program to attract students from the best academicinstitutions around the world. $t includes premier institutes like arvard, 0$T, (xfordetc. $t helps students to work on live, organizationally relevant technical and businesspro+ects in the company. The $n)tep program is largely responsible for exposing studentsfrom all over the globe to living and working in $ndia and experience firsthand thechallenges of working in one of the most exciting emerging markets of the world.The advantages of the $n)tep ?rogram are5

$nfosys *dge-$nfosys $T consulting and software solutions address the mission

critical needs of :ortune CAA corporations as well as emerging corporate leaders.

$nfosys manages a range of multi-million dollar pro+ects for global clients

including #didas-)alomon #=, #pple %omputer, M. )ainsbury ?2% =roup, Nortel

Networks, )alomon and Taylor 0ade and Toshiba %orporation through itspioneering =lobal "elivery 0odel. $nfosys offers a stimulating and challenging,yet informal and campus-like work environment.

Benture, "iscover, #chieve5 $n)tep is an internship program for undergraduate,

graduate and ?h" students from top global academic institutions. #s part of the


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$nfosys family, the interns get to realize their potential, while working on high-

quality, customer-facing pro+ects. They are exposed to new and emergingtechnologies and business opportunities.

Fnlimited ?ro+ects5 $n)tep enables the interns to work on live technical and

business pro+ects, ranging from application development to business consulting at$nfosys offices worldwide.

)chedule :lexibility5 $n)tep runs through the year, to suit academic calendars

worldwide. The internship assignment ranges from @ weeks to 14 weeks.

=lobal *xposure5 #s an $n)tep intern, they gain experience in the dynamic

$nformation Technology industry and get global exposure by working in a multi-culturalenvironment.

$nteraction with )enior 0anagement5 $nfosys senior management is regarded for

its pioneering leadership in the $ndian $T industry. 0r. Narayana 0urthy8%hairman and %hief 0entor9 and 0r. Nandan Nilekani 8%o-%hairman of theoard of "irectors, then

0anaging "irector, ?resident and %*(9 were voted :ortune #sias usinessmen

of the Iear 1AA3. The interns get an opportunity to interact with top managementduring their internship at the company.

%onstant )upport5 # student mentor helps the interns to settle into $nfosys

international working environment, while a pro+ect mentor guides the internthrough the internship assignment.

)tipend, airfare, accommodation, $ntern *xcursion and other benefits- the intern

receives a monthly stipend. The stipend is structured according to the cost ofliving in the region that the interns are based during your internship period.$nfosys also pays for the airfare, lodging and boarding.

C9 %ampus %onnect5

*ngineering and management colleges are the natural bedrock for the $T talent in theknowledge economy. The educational institutes and the $T industry have realized theneed to scale up industry ready quality students to meet the growing demands of theindustry. #s a primary stakeholder in creating a vibrant talent pool for future graduates,$nfosys launched %ampus %onnect in 0ay 1AA4, a first of its kind, industry-instituteinitiative. %ampus %onnect is a forum where some of the best practices at $nfosys areshared with educational institutions and aligns the needs of the colleges, its faculty andstudents with those of the $T industry.

%ampus %onnect is $nfosys& initiative to help increase $ndia&s competitiveness in theknowledge economy. %ampus %onnect aims at evolving a model through which


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$nfosys and engineering institutions can partner for competitiveness, enhance the pool ofhighly capable talent for growth requirements in $nformation Technology 8$T9 space. $t isaimed at creating an effective means of backward integration into the supply chain bygoing into the college campuses from where the $T industry gets the people for itsgrowth.

%ampus %onnect equips graduates not only with computer science and softwareengineering, but also helps them apply their learning in practical situations, with specialemphasis on teamwork, pro+ect management, cross functional networking and effectivecommunication.The variety of things lined up under the %ampus %onnect initiative is as follows5

)eminars and faculty training for colleges5 This will give an industry perspective

to the faculty.

#ligning the college curriculum with industry requirements and working with

educational bodies for implementing it.

?ublishing $nfosys courseware on the web5 This will give students and faculty

access to courseware designed by us. The courseware adds to the existing collegecourseware and highlights the integrated, systems way of looking at hithertodiscrete topics. This is the courseware we use to prepare our new recruits forglobal Lindustry ready standards.

)abbatical for ?rofessors5 ?rofessors can pursue areas of research interest with us,

and also add to the intellectual content.

$nfosys makes this program exclusive for participating colleges by providing-a9 #ssistance to the faculty in order to introduce industry oriented coursesb9 )abbaticals for the facultyc9 )ponsorship of events in the tech-fests of the collegesd9 Technical seminars by expert $nfoscions in their campusese9 #llowing industry visits by students of the college to $nfosys campusesThrough this initiative, $nfosys will help with its experiences and work with the academiato plug in the gap to integrate learning with practical situations. This includes the creationof a pro+ect bank on the $nfosys portal to give final year students practical experience inworking on real life situations. The program also aims to provide a holistic view to thestudents to develop business and communication skills that are required to compete in the

global arena.

D9


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E9 ?ersonal *ffectiveness and 0anagerial ?rograms5?rograms to enhance the managerial capabilities and leadership abilities, to enable bettercustomer satisfaction, achieve organizational vision and create high performingmulticultural teams.

$nfosys Technologies spends !s. ECA crore a year on training fresh recruits. The companyadds about 4AAA-CAAA staff every quarter. This comes to !s. 1.CA lakh spent on eachpotential new employee during a /D-week training period. #part from containing attritionat around /3.E per cent against the industry average of /E per cent, the training turned outyoung men and women with additional Psoft skills&, including the ability to communicateclearly, learn efficient team work and decision-making, 0r. ?ai said. %lose to five percent of trainees did not match the +ob skills required and had to return home.$nfosys has its on-campus +ob skills programme, %ampus %onnect, covering C/Aengineering colleges in several regions. )o far, 1,3AA faculties have been trained onindustry needs like better understanding of concepts involved in work such as softwareengineering. The 0ysore campus has two software development centres and a special

economic zone 8)*Q9 facility, both being expanded now. The )*Q recorded !s. @AAcrore exports last year.

Concl$"ion

hile $ndia stands at the threshold of change in its policies and economic reforms, itscorporate giants too are witnessing a need to shift towards the next generation of leaders.$ndia&s large companies have been built on the back of entrepreneurs and visionary risk-takers, who started from scratch. ith this backdrop, the new set of leaders now comemore prepared and experienced.%ompanies have, down the ages, focused on training development of Pperformance-oriented skill sets amongst their managers. Bariety of factors including the financialmeltdown has made Pcredibility of leaders& extremely important and given Pleadershiptraining development& a new-found respect even in sectors that refused to acknowledgeits importance earlier. %ompanies that were initially challenged have now started lookingat structured leaders. # Psystematic succession& becomes extremely important as largecompanies cannot afford to groom individuals +ust at the P%& level executives and ignoresenior and mid level managers. The latter will become the next set of leaders and so it isextremely important for companies to bring out training programs at both the levels.$ndustries that have been maturing and feeling the need to groom leaders are $T7 $Te)industry that grew 1DO last year. 0ore traditional sectors such as telecom and bankinghave taken up the steps in early days. $nfosys Technologies is expected to announcedevelopments in its senior management. The second generation of leaders at $nfosys arebeing groomed at $nfosys in its tradition of building leaders who can seamlessly take overfrom where predecessors have left off. $nfosys had, in fact, developed $nfosys leadership$nstitute at its 0ysore campus where all the grooming takes place. ) >ris =opalakrishnanhad once mentioned about the process the company usually undergoes to capture the nextgeneration of leaders. The company identifies the next generation of leaders dependingon their performance and tenure in the company. There is a 3-tier mentoring processat$nfosys. Tier-/ of the $nfosys 0anagement %ouncil, which consists of the company&s


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board of directors, who mentor Tier-1 leaders who, in turn, guide the Tier-3 group. #bout4C executives are a part of Tier-/ council. *ach of the leaders undergo exhaustive andsustained training through the company&s personal development programme. $nfosystraining programmes are designed to enable professionals enhance their skill sets in tunewith their respective roles.

usiness leaders are evaluated on an ongoing basis by the shareholder, employee andcorporate community. %redibility of the Pblackboard of training and skilldevelopmentprogrammes& will be revealed depending on how do these leaders take uptheir roles and bring required capabilities to the company.

ibliography

http577www.infosys.com7offerings7industries7education7white-

papers7"ocuments7infosys-learning-services.pdf http577www.ciiiq.in7)ectors7

Documents

Infosys Training Hrm