employer branding

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Submitted To: Submitted By: Prof. Archana Shrivastav Group – 2(SEN Hall) PROTON business school Aaradhna Singh Nikhil Sukhlecha Pradeep Gupta Rohit Aggarwal Subodh Sahu

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Page 1: Employer Branding

Submitted To: Submitted By:

Prof. Archana Shrivastav Group – 2(SEN Hall)

PROTON business school Aaradhna Singh

Nikhil Sukhlecha

Pradeep Gupta

Rohit Aggarwal

Subodh Sahu

Page 2: Employer Branding

Table of Content

Sr. No. Particular Page No.1 History

2 Vision

3 Mission

4 Core Values

5 Achievements

6 Employer Branding

7 Performance Management

8 Challenges

9 Work culture at Infosys

10 Success planning

11 Training at Infosys

12 Incentives

13 Training methods

14 Infrastructure

15 Evaluation

Page 3: Employer Branding

INFOSYS

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of over US$ 4.8 billion. Infosys defines designs and delivers technology-enabled business solutions that help Global 2000 companies win in a flat world. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers.

Our offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing.

Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.

Infosys has a global footprint with over 50 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 113,796 employees as on March 31, 2010. Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers.

As of early 2008, it had not only established itself as a technology powerhouse in the global IT arena but had also earned a lot of kudos for its innovative human resources management (HR) practices. In fact, the company contended that its business success was largely due to the human capital that the company had nurtured over the years. Hema Ravichandar, former Senior Vice President (VP) of HR, Infosys said, "It was our emphasis on transparency, communication, and connecting with employees that set us apart from other organizations."

In addition to launching various innovative programs to attract and retain talent and create a strong employer brand, the company also launched innovative initiatives for leadership development. According to Girish Vaidya, Senior Vice President (VP) and head of Infosys Leadership Institute2, the company had three leadership tiers.

"Tier 1 includes leaders of business enabling functions. Tier 2 has people who can take on the Tier 1 responsibility in 3-5 years, and in Tier 3, the employees are expected to take the Tier 2 category [responsibility] in 3-5 years,"3 he said.

Page 4: Employer Branding

One of the programs that the company launched to develop leaders and foster innovation in the company was the 'Voice of Youth' (VOY) program. Infosys was not only a young company; its workforce too was young. The average age of an employee at Infosys was 26 years. The Company sought to set an environment marked by openness, meritocracy, innovation, self-motivation, ownership, and excellence in execution.

Subramanyam G.V., VP - Microsoft Technology Center and Software Engineering & Technology Labs, Infosys, said, "Infosys has always encouraged a culture that upheld respect and dignity for the individual, emphasizing meritocracy over hierarchy." The company viewed youth as a source of innovative ideas and as such encouraged the young employees in the company to come out with innovative ideas and also strengthen the leadership bench strength at the company.

This emphasis on youth came from the top. N.R. Narayana Murthy (Narayana Murthy), Founder, Non-executive Chairman and Chief Mentor, Infosys, said, "It Os important that you give challenging engagements to deserving people, whether they are young or new in the organization. Youth and empowerment are the keys to scalability and longevity." While the management at Infosys encouraged new ideas and feedback from its young employees, they realized that a majority of these employees were not coming out with their opinions. To harness the energy of the young employees, the VOY program was started in 1994 by Narayana Murthy. As part of the program, each year the company selected a few high potential and top-performing young employees under the age of 30 years to the company's senior management council meetings.

Initially, some five to six employees were selected per year but by 2007, the number had reached a dozen. In these high-profile meetings, the members were expected to "debate, discuss, and critique “key elements of the corporate strategy. As such, they had an opportunity to influence key decisions pertaining to corporate strategy and HR policies. "We believe these young ideas need the senior-most attention for them to be identified and fostered," said Sanjay Purohit, Associate VP and Head of Corporate Planning, Infosys.

The company felt that if the organization became too hierarchical, it would not be able to benefit from innovative ideas from younger employees. Analysts have credited Infosys for starting such an innovative program that not only fostered innovation in the company but also helped develop leaders. The young employees in the council were reported to have played a big role in establishing a program for spotting and nurturing innovation at Infosys.

As of the mid-2000s, the company was also considered one of the leading innovative companies globally. For instance, in 2006, it was ranked 32nd globally in terms of

Page 5: Employer Branding

innovation. It was not only the organization that benefited from a continuous flow of fresh ideas - the young employees at Infosys too felt empowered as their voices were being heard. In 2007, Infosys was ranked 10th in the global list of 'Top Companies for Leaders'. In the Asia-Pacific region it ranked second, behind leading fast moving consumer goods giant Hindustan Unilever Ltd. The survey, conducted by Hewitt Associates in partnership with The RBL Group and Fortune magazine, covered 548 organizations in 41 countries.

Fortune singled out the VOY program for special praise. Some analysts felt that Indians were by nature creative and entrepreneurial but that the environment at Indian companies often stifled innovation.

According to Vijay Govindarajan (Govindrajan), Earl C. Daum professor of international business at the Tuck School of Business, Dartmouth College in Hanover, New Hampshire, USA, a focus on 'short-term performance-oriented management systems', a 'silo' mentality, and a focus on manufacturing orientation (rather than marketing orientation) in Indian companies were responsible for this.

In addition to this, he felt that Indian companies were 'too hierarchy-bound', leaving less scope for innovation. "Younger front-line employees must be empowered to contribute to strategy dialogue. Infosys' voice of youth program (where young employees provide critical inputs for strategy decisions) provides the direction for all Indian companies to follow," said Govindrajan.

Analysts also felt that Indian companies, particularly those in sectors such as IT were facing challenges in managing the talent pool as they had to contend with a young population with a low level of maturity, while there was paucity of talent in those above 40 years of age. The problem of these companies was compounded as the young brigade were spoilt for choice with many good job prospects available and were not averse to switching jobs for a better pay packet or career advancement.

With the youth population opting for instant gratification, the challenge for the companies was to leverage on their creative energy while trying to rein in their overblown expectations. Analysts felt that in such a situation, it was very important for companies to identify high potential employees and train them for the future.

Page 6: Employer Branding

VISION

"To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people."

MISSION

"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large."

VALUES

We believe that the softest pillow is a clear conscience. The values that drive us underscore our commitment to:

Customer Delight: To surpass customer expectations consistently Leadership by Example: To set standards in our business and transactions and

be an exemplar for the industry and ourselves Integrity and Transparency: To be ethical, sincere and open in all our

transactions Fairness: To be objective and transaction-oriented, and thereby earn trust and

respect Pursuit of Excellence: To strive relentlessly, constantly improve ourselves, our

teams, our services and products to become the best

Page 7: Employer Branding

ACHIEVEMENT

2010

Infosys ranked among the best in investor relations in APAC region Infosys wins award for the 'Best investor relations by an APAC company in the

US market' Infosys BPO wins "BPO Organization of the Year" and "Fun at Work" awards

from Stars of the Industry Infosys has been voted in The Asset Triple A Corporate Awards - Gold Award for

Investor Relations in Technology in USA Infosys, the most sought-after company in India: Business Today Survey Infosys wins American Society for Training & Development (ASTD) award for

excellence in inclusivity

2009

Independent Research Firm Names Infosys as a Leader Among Oracle Service Providers

Infosys among Asia's Most Admired Knowledge Enterprises Infosys Honored with Oracle Titan Partner Award at Oracle® OpenWorld 2009 Infosys’ Siebel Business Process Testing Solution Named "Partner Solution

Offering of the Year" at HP Software Universe 2009 Infosys Named as a Top Supplier for Sears Holdings Corporation Independent Research Firm Names Infosys as a Leader in SAP Implementation Infosys BPO Bags Excellence Award for Diversity Hiring Initiatives Infosys BPO Receives e-SCM-SP Capability Level 5 Certificate from Carnegie

Mellon University's ITSqc Infosys Cited as a Leader in North American SOA Systems Integration Services

Market by Independent Research Firm Infosys BPO receives "positive" rating in leading analyst firm's Comprehensive

Finance and Accounting Business Process Outsourcing MarketScope report Infosys listed on Forbes' Asian Fabulous 50 for the fourth consecutive year Infosys ranked among the greenest brands in India Infosys in 'India's Best Companies to Work For' : Survey by Great Place to

Work® Institute Infosys in Fortune's 100 fastest-growing companies Infosys, the most admired Indian company: Wall Street Journal survey

Page 8: Employer Branding

Infosys, the Best Outsourcing Partner: Waters Rankings 2009 Infosys has received the highest rating on corporate governance by ICRA Infosys was ranked among the top 50 most respected companies in the world

by Reputation Institute's Global Reputation Pulse 2009 Infosys listed among best companies for leaders by Hay Group and Chief

Executive Magazine Infosys is the sole Indian IT services company to be featured in the Top 25 of

BusinessWeek’s InfoTech 100 Infosys received the distinction of having one of the 'Best Ranked Online Annual

Reports in Greater China & Asia/Pacific' at IR Global Rankings 2009

Page 9: Employer Branding

EMPLOYER BRANDING

Employer Branding is a collection of ideas and beliefs that influence the way current and potential employees view an organisation and the employment experience that the organisation is offering. It communicates the company’s culture and values and helps to ensure employees are passionate about, and fit in with, the organisational culture to help move the company forward.

All organisations are facing similar business challenges – difficulty of attracting talent and retaining quality employees, lack of employee loyalty, increased overseas competition, generational change and skills shortages.

With competition in local, state, national and global markets, it is important for companies to understand how to position themselves and make them desirable for potential employees.

“Recruitment should be viewed as an extension of marketing and organisations must have clear strategies to market the brand to employees” – David Jones, Managing Director, Robert Half, UK.

Some recent statistics:

74% of companies in Asia-Pacific believe that developing an employer brand leads to higher staff retention.

54% of companies in Asia-Pacific believe that developing an employer brand reduces recruitment costs.

Asia-Pacific companies are more aware of employer branding than the rest of the world due to increased competition for talent in the region. 48% of companies were aware of employer branding in Asia-Pacific compared to 42% in USA, 38% in Europe.

Reasons for Employer Branding

1. A Magnet for the Best Global Talent - Fortune magazine identified Infosys among the top companies that "inspire, nurture and empower a new generation of global leaders." We are committed to remain among the industry's leading employers.

Page 10: Employer Branding

2. Quality - 'In God we trust, everyone else must come with data' is an oft-heard phrase at Infosys. We constantly benchmark our services and processes against globally recognized quality standards. Our certifications include SEI-CMMI Level 5, CMM Level 5, PCMM Level 5, TL 9000 and ISO 9001-2000. In February 2007, Infosys BPO was certified for eSCM level 4.0, the eSourcing Capability Model for Service Providers developed by a consortium led by Carnegie Mellon University's Information Technology Services Qualification Centre.

Quality is ensured across all our processes, interfaces and outputs — in management, core and support processes. It helps us deliver long-term excellence, and ultimately, predictability of returns, through the Global Delivery Model (GDM), to all stakeholders.

Infosys improve "Execution Excellence" through continuous productivity improvement. Infosys have continuously benchmarked our processes against world-class standards and models such as ISO 9001-TickIT, SEI-CMM / CMMI, ISO 20000, ISO 27000, AS 9100, TL 9000 and ISO 14001.

Regular and rigorous assessments are conducted by reputed external assessors. Our process performance has emerged as better than that of our peers. Infosys has embarked on several strategic improvement initiatives: Baldrige-based assessment of units for business excellence Organization-wide reuse and tools initiatives for productivity improvement Patent application filed for PROSO, our project scheduling model Program management framework to enable execution of large deals Proactive risk assessment model and approach to mitigate execution risks eSCM Level 4 certification of Infosys BPO by the IT Services Qualification

Center (ITSqc) at Carnegie Mellon University Internal quality certification to equip our team members with required skill sets

quickly

3. Innovation, Speed and Excellence in Execution - We were one of the first companies to develop and deploy a global delivery model and attain SEI-CMMI Level 5 certification our offshore and onsite operations. We manage growth by investing in infrastructure and by rapidly recruiting, training and deploying new professionals. We have 44 global development centers, the majority of which are located in India. We also have development centers in Australia, Canada, China, Japan, Mauritius, and at multiple locations in the United States and Europe.

Page 11: Employer Branding

4. Industry Leadership - Our history is marked by a series of firsts. We were the first Indian company to list on a US stock exchange and the first Indian company to do a POWL in Japan. In December 2006, we became the first Indian company to be added to the NASDAQ-100 index and became the only Indian company to be part of any of the major global indices. We were recently listed on The Global Dow. Infosys was also ranked No. 14 among the most respected companies in the world by Reputation Institute's Global Pulse 2008. We were also listed on Forbes' Asian Fabulous 50 for the fourth consecutive year. Infosys is also a five-time Global MAKE Winner and one of only two Indian companies amongst global leaders to have won the award in 2008.

5. Diversity - A global company's employee base should reflect the diversity of the world it serves. Infosys thus strives to employ people representing the widest possible variety of nationalities, cultures, genders and gender identities, employment histories, and levels of physical ability. In doing so, the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies, including talented individuals from groups who may have in the past been underrepresented within the IT industry. Within such a diverse company, people bring to the workplace contrasting opinions and worldviews. As these people interact, they develop new ideas, methods, and perspectives. Infosys recognizes and promotes this power of diversity to drive innovation.

Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients.

Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Today we have employees from over 70 countries. Women constitute more than 32% of our workforce.

Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment. IWIN recognizes the unique aspirations and needs of women. It provides avenues for vocational, personal and psychological counsel to enable

Page 12: Employer Branding

professional and personal development. Our new Family Matters Network provides support to employees on parenting matters. On International Women’s Day 2009, Infosys honored women employees who have been catalysts of social change. Infosys also launched Spark Guru, an initiative to awareness among school teachers in rural areas about social issues.

Infosys actively seeks to hire and train persons with disabilities. In 2006 and 2007, Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP).

Page 13: Employer Branding
Page 14: Employer Branding

PERFORMANCE MANAGEMENT

Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.

Many writers and consultants are using the term “performance management” as a substitution for the traditional appraisal system. I encourage you to think of the term in this broader work system context. A performance management system includes the following actions.

Develop clear job descriptions. Select appropriate people with an appropriate selection process. Negotiate requirements and accomplishment-based performance standards,

outcomes, and measures. Provide effective orientation, education, and training. Provide on-going coaching and feedback. Conduct quarterly performance development discussions. Design effective compensation and recognition systems that reward people for

their contributions. Provide promotional/career development opportunities for staff. Assist with exit interviews to understand WHY valued employees leave the

organization.

Page 15: Employer Branding

CHALLENGES

Challenges faced by it employees - stress

How Infosys helps employees overcome stress?

Formation of various clubs Organizing workshops Large projects broken down into smaller ones

WORK CULTURE AT INFOSYS

Work life is enriched by three factors

Learning opportunity Financial benefit Emotional support

(Infosys ensures that a good work life balance exists @ all times)

SUCCESSION PLANNING

Infosys Leadership Institute, Mysore campus Three-tier mentoring process at Infosys Nine pillars for leadership development

1. 360 degree feedback2. Development assignments3. Infosys Culture workshops4. Development relationships5. Leadership skills training6. Feedback intensive programs7. Systemic process learning8. Action learning9. Community empathy.

Page 16: Employer Branding

INCENTIVES

Believes in Happy Productive Employees

Types of incentives @ Infosys

Send a handwritten note Send them to the showers Help them connect Flex those hours Reward effort as well as success Give them a free pass Dole out cream and sugar Remember the secret words Give them a place to park it Create your own "Club Med. “ Elect them to the Wall of Fame Walk it as you talk it Offer a swap Spread the love

Page 17: Employer Branding

TRAINING AT INFOSYS

Infosys’ global education centre is the largest of its kind in the world

Spread over an area of 337 acres, with a total investment of Rs. 2055cr. (Rs. 350cr. on software development block and Rs. 1705cr. on education and training infrastructure)

Training Process

Page 18: Employer Branding

TRAINING NEEDS ANALYSIS

There are three types of training need analysis done in Infosys:

1. Organizational need analysis

2. Job needs analysis

3. Person needs analysis.

1. Organizational Needs Analysis

This includes:

Define Infosys's Short Term Goals/Objectives

Define Infosys's Long Term Goals/Objectives

Human Resource Analysis

Efficiency Indexes Assessment

Assessment of the organizational climate

2. Job Needs Analysis

The specific content of present or anticipated jobs is examined through job analysis. For existing jobs

Information on the tasks to be performed (contained in job descriptions),

The skills necessary to perform those tasks (drawn from job qualifications),

The minimum acceptable standards (obtained from performance appraisals) are gathered. This information can then be used to ensure that training programs are job specific and useful.

Page 19: Employer Branding

3. Person Needs Analysis

Person needs analysis can be either broad or narrow in scope.

The broader approach compares actual performance with the minimum acceptable standards of performance. Based on the actual, current job performance of an employee; therefore, it can be used to determine training needs for the current job.

The narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill. Used to identify development needs for future jobs.

TRAINING METHODS

Conference

Lecture

Seminar

Demonstration

Panel

Role Playing

Case Studies

Simulations

Self-Discovery

Movies/Videos/Computer based Trainings

On-the-job training

Mentoring

Page 20: Employer Branding

INFRASTRUCTURE

Mysore campus:-world’s biggest training centre

It is a Rs. 260 crore corporate training centre.

It adds 12,000 employees every year.

The US $ 60 million training centre is housed in a 270 acre campus at Mysore

Facilities at the training centre of the Infosys comprise food court, employee care centre, theatre, and education research block, beside the trainee hostel.

TRAINING ADMINISTRATION

In-house training team

Except for operations management for band C, done through vendors e.g. On Track.

Page 21: Employer Branding

TYPES OF TRAINING

Types of training are different for different hierarchy levels. It is mainly divided into 2 types

1. For band B

2. For band C and above

1. For band B

Induction

Voice and accent training

Process training

6 months training process

Recruits in band B have to go through the following training programs during a period of 2-3 yrs…

Domain training-for specific verticals they working they have to go for certifications called as domain certifications e.g. t100. This is mainly a benchmark for process know how.

Quality training-six sigma certifications.

Competency based training:-

Soft skills training:-

Communication, presentation, cultural sensitivity, client interface training. MIND-mentoring, innovating, negotiating, developing. It is for self-

awareness and self evaluation, mainly focuses on EQ. Transactional analysis-for understanding your own personality

Technical training:-

E-mail etiquettes. Excel training. Presentation skills.

Page 22: Employer Branding

2. For band C and above

Induction-1day, joining formalities

Buddy program-one month - It is basically an assistance provided by a peer employee which helps the new recruit understand the process, understand dynamics of the client, client requirement, culture, values.

Operations Management

Deal with operations complexity

Focus on interpersonal evaluation

Conflict management

Confidence management

Leadership fundamentals

Harnessing leadership qualities

Appraisal skills workshop

How to evaluate sub-ordinates

How to handle escalations

How to appraise

Quality training

six sigma:-green belt-black belt

Higher education:-

MBA

50% of the fee is reimbursed.

Page 23: Employer Branding

EVALUATION

Performance Development Plan - A sheet which the employee and manager has to fill where both of them have to provide information which all areas the employee has improved in.

Projects - Small term projects like on Six Sigma, where at the end of it the employee has to give presentations to the training team.

Questionnaire - Feed back from the employees on the quality and content of training. Analysis is done on it and than it is scaled.