Infosys

Infosys had many healthy HR practices viz., they believe in the people recruited, give them required training, put them under capable Project Managers who help them understand and execute the work. This way, the employee gets more interested in the job and delivers what is required of him. There are frequent review meetings where employee is made to come out with ideas. Project Managers analyze the strengths and capabilities of each employee and assign jobs that go with these traits. Thus, there is greater job satisfaction that make employee retain the job. Moreover, Infosys hires people strictly according to the job profile. This means, for all jobs, they do not hire the best. Candidates with lesser aptitute are also hired who are trained and best output obtained. This way, the retention is higher. The hr practices: Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences... Recruitment: While recruiting new employees, Infosys took adequate care to identify the right candidates. On the qualities that Infosys looked for in a candidate, Nilekani said, "We focus on recruiting candidates who display a high degree of 'learnability.' By learnability we mean the ability to derive generic knowledge from specific experiences and apply the same in new situations. We also place significant importance on professional competence and academic excellence. Other qualities we look for are analytical ability, teamwork and leadership potential, communication and innovation skills, along with a practical and structured approach to problem solving." Training: Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs... Training new recruiters:

Infosys conducted a 14.5 week technical training program for all new entrants. The company spent around Rs 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005 was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms... Training program for employees: Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients... Performance appraisal: The first step toward carrying out performance appraisal at Infosys was the evaluation of personal skills for the tasks assigned to an employee during the period of appraisal. To evaluate the performance, different criteria like timeliness, quality of work carried out by the employee, customer satisfaction, peer satisfaction, and business potential, were considered. The personal skills of the employees were also evaluated based on their learning and analytical ability, communication skills, decision making, change management, and planning and organizing skills. Each of these criteria was measured on a scale of 1 to 5 (with 1 signifying above the expected performance level and 5 below the expected performance level). Performance management system: The first step toward carrying out performance appraisal at Infosys was the evaluation of personal skills for the tasks assigned to an employee during the period of appraisal. To evaluate the performance, different criteria like timeliness, quality of work carried out by the employee, customer satisfaction, peer satisfaction, and business potential, were considered. The personal skills of the employees were also evaluated based on their learning and analytical ability, communication skills, decision making, change management, and planning and organizing skills. Each of these criteria was measured on a scale of 1 to 5 (with 1 signifying above the expected performance level and 5 below the expected performance level). 360-Degree Feedback: The employees also look at aspects of the managers' performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. The results of the survey (the rankings and comments) are then aggregated and published online for everyone to see. Recognition for Adding Value: 'What gets measured gets reviewed and what gets reviewed gets improved' is what the company believes in and rewards each employee whose innovation is lauded by the customer.

Employee-Management Interface: It reduces the gap between the manager and the employee. Direct Q&A link with the President himself, who is to respond within a given time-frame. Focus on Learning: A lot of investment in employee-focused resources (e-Learning) and creating libraries for employees, holding workshops. All employees are eligible for ESOPs after one year of joining. Innovation: To innovate and nurture your own business ideas by getting support and guidance from the company itself. Innovate@HCL is one such e-forum that enables employee involvement and participation towards innovations in their work environment and beyond. Business Continuity Plan: The company's comprehensive succession plan ensures continuity in the event of an employee-related contingency. Training Programs for Employees Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients. The challenges: With the IT industry growing at a rapid pace, Infosys planned to recruit around 25,000 people in the financial year 2006-07, in order to maintain its growth. Though it had started hiring its workforce globally, it mainly recruited engineering graduates from India. If the industry continued to grow at a similar pace, analysts opined that companies like Infosys would not be able to find enough people, especially with several multinationals entering India and recruiting aggressively. To address this issue, Infosys started recruiting science graduates with a mathematics background to create an alternate talent pool...

Maruti Suzuki
Recruitment process:

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