Human Resource Policies of Infosys. INFOSYS HR POLOCIES internally developed code of conduct and policies to guide us the following policies on various sustainability issues are adopted uniformly throughout the reporting entity. HIV (+) & AIDS CONTROL POLICY Tata Steel would take measures to prevent the incidence and spread of HIV and AIDS in the society. In case of need, the company would arrange to provide counseling and medical guidance to these patients and their families. QUALITY POLICY Consistent with the group purpose, Tata Steel shall constantly strive to improve the quality of life of the communities it serves through excellence in all facets of its activities. We are committed to create value for all our stakeholders by continually improving our systems and processes through innovation, involving all our employees. This policy shall form the basis of establishing and reviewing the Quality Objectives and shall be communicated across the organization. The policy will be reviewed to align with business direction and to comply with all the requirements of the Quality Management Standard. ENVIRONMENTAL, OCCUPATIONAL HEALTH & SAFETY POLICY Tata Steel reaffirms its commitment to provide safe working place and clean environment to its employees and other stakeholders as an integral part of its business philosophy and values. We will continually enhance our Environmental, Occupational Health & Safety (EHS) performance in our activities, products and services through a structured EHS management framework. Towards this commitment, we shall; * Establish and achieve EHS objectives and targets. * Ensure compliance with applicable EHS legislation and other requirement and go beyond. * Conserve natural resources and energy by constantly seeking to reduce consumption and promoting waste avoidance and recycling measures. * Eliminate, minimize and/or control adverse environmental impacts and occupational health and safety risks.
Why did Narayana Murthy come back to Infosys? Read more: http://forbesindia.com/blog/business-strategy/why-didnarayana-murthy-come-back-to-infosys/#ixzz2qOMcFBp7
On Saturday morning, NRN Murthy joined a long list of founders such as Michael Dell, Steve Jobs and Howard Shultz, in the entrepreneurial hall of fame. All of them like Murthy returned to the companies they had started after either retiring or being ousted from them. Founders coming back to run a company is hardly unusual. Many like Jobs have actually been far more successful in their second stint than they were in the first. So in the global scheme of things, NRN Murthy coming back as Chairman of Infosys is not such a big deal. Especially when the company is going through a challenging time as Infosys clearly is. At such time investors often feel that there is no one better than a founder to steady the ship. Murthy has never hidden his or his family’s attachment to Infosys. Infosys had seven founders, but it was only the Murthys who referred to Infosys as their child. A founder’s wife once told me that none of the other founders could match the intensity of how the Murthys felt for Infosys. Murthy has always maintained that if Infosys needed him, he would not hold himself back. But Murthy’s return to Infosys is a little bit different from the other iconic founders mentioned at the beginning of the article. None of them came back to the company along with their sons or daughters. But more on this later, for now let’s look at some other important issues.
The biggest question is what happens now to the succession planning at Infosys? With the founders back in the key executive roles, what does it mean for the rest of the management team? There are at least three leaders (B G Srinivas, Ashok Vemuri and V Balakrishnan) waiting to take over from S D Shibulal when he retires as CEO in 2015. What happens to them now that Murthy is back as executive chairman? The assumption was that one of them would become the CEO and Kris (S K Gopalakrishnan) and Shibulal would be kicked upstairs as Chairman and Vice Chairman respectively. If Murthy stays on till 2018, then it means that either (Kris) Gopalakrishan, or Shibulal might have to go. After all even Infosys cannot afford to keep three chairmen in the company. Now let’s examine the issue of bringing in Rohan Murty into the company. Again there is nothing unusual about this scenario. After all Rishad Premji works at Wipro and Mukesh Ambani succeeded his father at Reliance. Rohan is well qualified, and by all accounts extremely righteous and intelligent. The world in which Murthy ran Infosys (between 1981-2002) has changed dramatically. He has not held an executive role at Infosys for the last 11 years. When he was the CEO, there was no iPad, Facebook, Twitter or Tumblr. At nearly 68 years of age, it is not wrong to assume that Murthy might have fallen behind on some of the big trends driving IT spending today. Rohan has a PhD in computer science from Harvard University. Imagine the scenario. Murthy is meeting the CIO of Apple and Rohan is by his side. Murthy would feel a lot more confident in that meeting and the client would be a lot more impressed. Except for one detail. For as far as anyone can remember, Murthy has held that no family member of a founder can ever come to work at Infosys. It is a rule he set himself and all these years he has taken great pride in living by it. The whole magic about Infosys was that when it gave its word it knew how to keep it. If it made offers to employees and the market tanked, it honored them no matter what. If it made a promise to shareholders about meeting its revenue and profit guidance, it kept it, quarter after quarter. If it said founders would retire at 65, it made sure they were gone by that time. If it said founder’s family members would not join the company, it enforced the rule strictly. Some time back, in an interview with me, Rohan had said that what he most admired about his father was that Murthy never went back on his word. He had said that he would often ask his father jokingly whether he could join Infosys. And Murthy’s answer would always be the same. No. Once a promise has been made, it had to be honored no matter what. For a while now, Infosys hasn’t been able to keep up with its promised guidance to shareholders. Today one more promise was broken.
In the press conference today Murthy labored on that Rohan was only coming into help him. Rohan has not been given any leadership role at Infosys and he is not even going to draw a salary. As his executive assistant, his job is merely to make Murthy work more efficiently and effectively. The question is, could Infosys find no one of Rohan’s caliber either inside or from outside the company? Does this mean that other founders can now send their children to work at Infosys? Murthy’s coming back will definitely make shareholders happy. It is highly likely that on Monday morning the Infosys stock price will validate the Board’s decision to bring him back. Company officials tell me that when they would go on investor meets; they would always be greeted with this one question, why don’t you bring Nandan and Murthy back? They say that old customers would prefer to talk to Murthy even after he left the company. At the last AGM Murthy chaired in 2011, I witnessed for myself the intense emotions shareholders felt for him. So did the company bend under shareholder pressure and ask Murthy to come back? Did Murthy fear that if things continued the way they were at Infosys, shareholders would demand for Shibulal to go? In his press conference today he said, more than once, that the other two CEOs (Nandan and Kris) had the advantage of his support and guidance, something that Shibulal did not have. Is he coming back to Infosys to protect Shibulal and Kris from further criticism? Clearly with him back in the saddle, it will be very difficult for anyone to directly take on Shibulal or Kris. So will things change for Infosys with Murthy back at helm? My colleague Ramnath has an interesting take on that. Murthy though has refrained from making any predictions for the future. But earlier in the day, Kiran Mazumdar Shaw, Biocon Chairperson and a close family friend provided some interesting insights. Speaking on a news channel she said that Murthy was concerned about how the strategy was being executed at Infosys. One way to interpret this could be that he won’t make too many changes to the strategy but focus on putting it to work. Infosys has gone through a very long and painful restructuring in the last two years. It would be dangerous to put the company through too much change again. It is difficult to predict the future. Looking back at the past is so much easier. The years before Murthy gave up his executive role were some of the best years of Infosys. The pressure will be on Murthy now to deliver the same results. It will be interesting to see if Murthy still has the midas touch. As they say in Bollywood, picture abhi baaki hai mere dost (the story is still unfolding)
Read more: http://forbesindia.com/blog/business-strategy/why-didnarayana-murthy-come-back-to-infosys/#ixzz2qONGIwGB
HR policy: Is Infosys losing employee -friendly status? Mini Joseph Tejaswi & Sujit John, TNN Mar 12, 2010,
For over a decade, Infosys has been seen b y many as the epitome of employee friendliness. That reputation has now taken a big knock. Several measures taken over the past few months - partly an attempt to correct what the company saw as excesses of previous years - has had many employees seething with anger. That's reflected in hundreds of comments made in response to articles about Infosys on the internet in recent weeks, and in conversations TOI had with employees. Even the official internal blog is said to have been used to convey the discontent.
The biggest grouse relates to an HR initiative called iRace - Infosys Role and Career Enhancement - that was rolled out last year. The initiative was designed by consulting firm Mercer with the idea of mapping positions with experience and skill levels. Previously, positions and promotions were often given arbitrarily, based on an employee's bargaining strength, which often was substantial considering jobs were aplenty. Many were given managerial responsibilities within three to four years, often leading to clients complaining about their lack of technology skills. While iRace's objective appeared laudable, it suffered in its implementation, the worst of which was to make it applicable with retrospective effect. Many employees were demoted on the ground that they did not meet iRace's experience standards. So, senior project managers went down to project managers, project managers to technical leads, some even went down two levels. "Designations are so important for everybody. And if the management found somebody good enough for a certain position earlier, how can they now say that he is not? What makes it worse is that, all those affected were at lower levels. Nobody in the senior delivery manager and higher positions were affected," said an employee. Nandita Gurjar, global head for HR in Infosys, said about 5% of Infy's employees would have been impacted by designation corrections and demotions. Infy has a little more than 1 lakh employee, so that would mean about 5,000 being impacted. She also added that salaries had been protected and that 95% of the company's employees had taken the iRace "career architecture" well. But some employees insist that's not the case.
Does Infosys lack inspiring leadership?
Human Resource Management - Best Practices in Infosys Technologies Infosys Technologies, a leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company. Infosys was one of the first companies to offer ESOPs to its employees. The company followed variable compensation structure where the employees' compensation depended on the performance of individual, the team and the company. The case highlights many such best practices of Infosys in human resource management. It also discusses the challenges faced by the company to retain its talented workforce. Issues:
» Study and appreciate some of the unique HR practices at Infosys » Understand the recruitment, selection and training practices of Infosys » Examine some of the retention strategies adopted by the company » Analyze some of the challenges faced by Infosys on the HR front
