History Established in 1981, Infosys is a NASDAQ listed global consulting and IT services company with more than 130,000

employees. From a capital of US$ 250, we have grown to become a US$ 6.04 billion (LTM March11 revenues) company with a market capitalization of approximately US$ 41 billion. In our journey of over 29 years, we have catalyzed some of the major changes that have led to India's emergence as the global destination for software services talent. We pioneered the Global Delivery Model and became the first IT company from India to be listed on NASDAQ. Our employee stock options program created some of India's first salaried millionaires.

INITIAL GOALS They started off with one client and right from the beginning understood the concept of an offshore delivery model. Conceptually, they tried to leverage globalization for customized software development producing where it is most cost-effective, and selling where it is most profitable, all without being constrained by national boundaries. Infosys believed that the key to success is to ensure that it executes our

engagements well every time. We have based our whole operation on a foundation of strong value systems. We were careful never to compromise on that despite many challenges. PRESENT GOALS OF INFOSYS AREA OF GOVERNANCE To define and implement a training module and create awareness about sustainability. Status-It was achieved by providing sustainability training for seniors PRODUCT RESPONSIBILITY Sustain customer satisfaction in the annual customer survey Status- It was achieved; the overall customer satisfaction was at 81 % ENERGY Monitor energy consumption to become energy efficient. Status- This was achieved by implementing new monitor mechanisms Reduce per capita energy consumption by 5 %.

Status- This was partially achieved by reducing the per capita electricity consumption to 10%. ENVIRONMENT Plant a tree for every new employee Status- Below the target planted 16,000 trees in Mangalore. HUMAN RIGHTS Create a framework for employees, suppliers and vendors to be educated on human rights. Status- Below target- developed a basic training module on human rights which will be implemented in 2010. EMPLOYEE ENGAGEMENT Track impact of employee health related activities. Status- Target achieved by receiving feedbacks after health check ups. SOCIETY Define and implement metrics for measurement. Status- Achieved target by developing guidelines nd dashboards. FUTURE GOALS OF INFOSYS FOR THE YEAR 2009-2010 STRATEGIC LEVEL

1. We will develop processes to integrate business and sustainability goals. 2. Improve accountability in the business units through iSOP framework. 3. Strive to meet stringent short term goals. OPERATIONAL LEVEL 1. 5% reduction in energy, water and carbon foot print. 2. To educate vendors on our green procurement policies. 3. To create Large, global deals 4. Continued linear relationship between revenuemanpower Vision "To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-inclass people." Mission "To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large

Hrm Practices At Infosys

INTRODUCTION "Our assets walk out of the door each evening. We have to make sure that they come back the next morning." (Narayana Murthy, CEO Infosys). Infosys technology, a leading software company based in India, was voted as the best employer in the country in many HR surveys in the recent years. The company is well known for its employee friendly HR practices. Though Infosys has grown to become a US $ 2 billion company by the year 2006, it has still retained the culture of a small company. Infosys attracts the best talent from across the country and recruits candidates by conducting one of the toughest selection process. 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 the individual, the team and the company. It also very tackles the challenges faced by the company to retain its talented workforce.

At a time when organizations are debating the strategic importance of their human resources, Infosys, a consulting and software services organization,

includes its human resources on its Balance Sheet to affirm their asset value1. Mr. Mohandas Pai, the Chief Financial Officer of Infosys, provides a rationale for this practice: "Investors examine financial and non-financial parameters that determine long-term success of a company. These new non-financial parameters challenge the usefulness of evaluating companies solely on traditional measures as they appear in a typical financial report. Human resources represent the collective expertise, innovation, leadership, entrepreneurial and managerial skills endowed in the employees of an organization. Our representation is based on the belief that intangible assets provide a tool to our investors for evaluating market-worthiness of Infosys." MANPOWER PLANNING:
Software services firm Infosys Technologies Ltd expects a skilled manpower shortage in the next two to three years to be one of the biggest challenges for the industry and for the Indian economy. Infosys, India's second-largest software services exporter, employs about 52,700 people and plans to hire 25,000 this year, former chief financial officer and newly appointed head of human resources, T V Mohandas Pai, said on Tuesday.

Pai told reporters the information technology and IT services sector was expected to hire 1 million people over the next three years, a level of demand which would prove a drain on skilled resources for other areas of the economy. "The limiting factor for India's growth will be availability of trained people and not infrastructure," he said. "It is the biggest challenge for the sector." Company executives and analysts have repeatedly said India's poor roads, congested ports and power shortages threaten to stunt its economic growth, currently about 8 per cent. But Pai saw a "looming war for talent" as a bigger constraint adding: "The IT sector's share in the talent pool is growing." Some 370,000 students would graduate from engineering colleges in India this year. Out of this number, 200,000 were employable, of which 140,000 would be hired by the IT sector. That number would rise to 170,000 next year, leaving very little for other industries. India's booming IT, back office processing and software services industry is valued at about $36 billion, according to industry research, and employs just over one million people.

But turnover in staff is high compared to other parts of the economy, with the industry losing employees at an average rate of 15 per cent a year. Infosys's annual attrition rate is 11.2 per cent while wage costs in offshore services are growing at 12 to 15 per cent a year. Pai estimated IT firms would spend $2.6 billion in training over the next three years. It took $5,000 and 12 to 16 weeks to train a software professional and $600 to train an employee in business process outsourcing. The company has spent $110 million in training this year and another 5 billion will be spent in the next 12 to 15 months, Pai said. "Complexities of business are expanding with more growth in services. We have to have a global workforce and more people in order to sustain a 30 per cent growth (in the industry)." The National Association for Software and Service Companies said in a review of 2005 only 3.6 per cent of engineers produced every year were of international quality but many more could reach a higher standard with better education infrastructure. Pai said Infosys was working with the government and other authorities to improve college level training and had launched a programme to work with engineering colleges, but that much more needed to be done to improve education in schools and colleges.

Selection process of Infosys If we see the steps follow by the INFOSYS during selection process then it is found that the selection steps are as below shown by the diagram Regarding Filling the Application Form: They will ask to Fill an Application Form before the commencement of the Examination which consists of 4 pages and regarding our personal details, like

- Date, Place of Birth - Blood Group - Allergies - Last Major illness / Surgery with specific date - Eye Vision - Parent's Details - Passport Details (If not having, no problem) - Educational Details along with % (from SSC to PG) - Languages Known - Previous Working Details (If Experienced) - Two Reference's Addresses & Details like Email, Ph no. (can give our HOD's or lecturers Details) for the Verification purpose - Two Infosys employees details (if known anybody) - Whether appeared for Infosys or Progeon (Sister concern of Infosys) previously - Educational Achievements like Scholarships, prizes - Extra currical Activities & Achievements - Etc., and some more details I think so.

Regarding the Exam Pattern:

The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and the Remaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. In English It'll be Quite Easy questions.

Regarding Puzzles & English:

The Puzzles is of 50 Marks, and one have to score above 35 to get qualified in the test. They will take the Puzzles Question Paper after the completion of 1 Hour. So, if there are any unsolved puzzles, you can note them in the rough paper which they will give you to make the rough work, and can try to solve them during the English Section. Sometimes, they are asking two essays and asking to write an essay among them. If you got selected in the written test, then that's all. You can be confirmed that you got selected for Infosys. 99% of the people got selected in the written test got selected in the Interviews also. The remaining 1% those who not selected are because of their communication skills.

Regarding Interview:
The Interview is of Purely HR Based. There will be Two Persons. One Younger and One Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that too HR Questions.

The Questions are as Follows: -

Tell me about yourself? What are Ur Strengths and Weakness? Explain Ur Project in Clay men Words and Do U tested it or not why do you want to join in Infosys? What does u know about us? Why should we hire you? What can u do for us if you are selected? What are your strengths and Weakness? What's the time you faced a lot of trouble in your life and how you solved it? And some more questions like this, And questions based on your Interests and Hobbies. They stress mainly on your hobbies, so be careful in answering to those questions.

A NEW STRATEGY of INFOSYS Define the Duties:

To find promising employees, you must first determine what you want them to do. Carefully consider all direct and associated responsibilities and incorporate them into a written job description. Be careful with general titles such as typist or sales clerk, as they have different meanings to different people.

What it Takes to do them:

Fulfilling these responsibilities will require some level of skill and experience, eve n if it is an entry-level position. Be reasonable about your expectations. Setting the bar too high may limit your available talent pool; setting it too low risks a flood of applications from those unqualified for the job.

Make it Worth their While:

Likewise, you dont want to be overly generous or restrictive about compensation. State and local chambers of commerce, employment bureaus and professional associations can help you determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the classified ads and other employment publications will also provide clues about prevailing wage rates.

Spread the Word:

How you advertise your job opening depends on who you want to attract. Some positions are as easy to promote as posting a help wanted sign in your store window or placing an ad in your local newspaper. For jobs requiring more specialized skills, consider targeted channels such as trade magazines, on -line job banks and employment agencies (though these may require a fee). And dont overlook sources such as

friends, neighbours, suppliers customers and present employees.

Talk it Over:
Because you have clearly defined the role and requirements, you should have little difficulty identifying candidates for interviews. Make sure you schedule them when you have ample time to review the resume, prepare your questions and give the candidate your undivided attention. After the interview, jot down any impressions or key points while theyre still fresh in your mind. This will be a valu able reference when its time to make a decision.

Follow-up on Interviews:
You want to believe your candidates are being honest, but never assume. Contact references to make sure youre getting the facts or to clear up any uncertainties. Professional bac kground checks are a wise investment for highly sensitive positions, or those that involve handling substantial amounts of money and valuables.

you ve Found them; now keep them:

Now that youve hired ideal employees, make sure they stay with you by providing training and professional development opportunities. The small business experts at SCORE can help you

craft human resource policies and incentive plans that will ensure your company remains the small business employer of choice.

REASONS FOR REJECTION IN THE INTERVIEW (INFOSIS)

1. Poor attitude. Many candidates come across as arrogant. While employers can afford to be self-centred, candidates cannot. 2.A pp earan ce. Many candidates do not consider their appearance as much as they should. First impressions are quickly made in the first three to five minutes. (For details regarding Appearance, refer to the message 'Interview Etiquette' which I had posted earlier in "CHETANA-JOBS" group). 3. Lack of research. It's obvious when candidates haven't learned about the job, company or industry prior to the interview. Visit the library or use the Internet to research the company, then talk with friends, peers and other professionals about the opportunity before each meeting. 4. Not having questions to ask. Asking questions shows your interest in the company and the position. Prepare a list of intelligent questions in advance. 5. Not readily knowing the answers to interviewers' questions. Anticipate and rehearse answers to tough questions about your background,

such as recent termination or an employment gap. Practicing with your spouse or a friend before the interview will help you to frame intelligent responses. 6. Relying too much on resumes. Employees hire people, not paper. Although a resume can list qualifications and skills, it's the interview dialogue that will portray you as a committed, responsive team player. 7. Too much humility. Being conditioned not to brag, candidates are sometimes reluctant to describe their accomplishments. Explaining how you reach difficult or impressive goals helps portray you as a committed, responsive team player. 8. Not relating skills to employers' needs. A list of sterling accomplishments means little if you can't relate them to a company's requirements. Reiterate your skills and convince the employer that you can "do the same for them". 9. Handling salary issues ineptly. Candidates often ask about salary and benefit packages too early. If they believe an employer is interested, they may demand inappropriate amounts and price themselves out of the jobs. Candidates who ask for too little undervalue themselves or appear desperate.

10. Lack of career direction. Job hunters who aren't clear about their career goals often can't spot or commit to appropriate opportunities. Not knowing what you want wastes everybody's time. 11. Job shopping. Some applicants, particularly those in certain high-tech, sales and marketing fields, will admit they're just "shopping" for opportunities and have little intention of changing jobs. This wastes time and leaves a bad impression with employers they may need to contact in the future.

Training Techniques At Infosys TRAINING METHODS AT INFOSYS Need for Training The dynamic nature of the software and IT industry requires its workforce to upgrade frequently in technology and skills. Companies were focusing on continuous training and development of their employees, which also helped in the reduction of attrition rate. At Infosys, every new recruit underwent approximately three months of training before they were made billable to clients.

The American Society for Training and Development (ASTD) rated Infosys as the world s best in employee training and development and conferred Excellence in Practice Award continuously for three consecutive years 2002, 2003 and 2004. The award was conferred for its Global Business Foundation School. It was a program for all fresh engineering entrants to Infosys to equip them for the challenging software career ahead of them. The program ran around the year and was implemented over several global centers across the organization. The Global Business Foundation School comprised of generic conceptual courses, platform specific courses, mini projects for application, and an end term project tailored from real life projects. In addition to technical courses, fresh entrants were also exposed to courses on communication skills, interpersonal skills, customer interaction etiquettes, management development, and quality systems. In 2005 Infosys established Infosys U, one of the largest corporate training centers in the world. Infosys is amongst the few companies, which actually practiced what it preached.
Infosys U

The Global Education Center was set up in 2005. It was one of the biggest corporate training centers in the world. The Global Education Center would run a 14.5 week residential program, which would impart generic and work specific training in technology areas, along with soft skills and leadership programs to freshers. The center had 2,350 rooms spread across the campus, 58 training rooms, 183 faculty rooms, state-of-the-art...

Softskill training program conducted by Infosys campus connect,Day-1

Shirley Thomas will give training in the soft skills.As usual we are late to the classes,then sit there with usual boredom mind.Then she starts to speak. Basically what is the soft skill? How to Communicate? How to Behave? How to dress? How to handle the situation? Attitude These things are the basics for every corporate person!!! Then the first activity was that,all of us have to write three questions to ask to strange people.This is used to

get those peoples details,who were we met some one in train,bus and lift by bike. Some questions got there was Whats your professional? Whats about your breakfast? What is your hobbies and interests? Where did bought this shirt or Chudi (If girl)? How many of you in your family? What is your native? Where are you going? Then Shirley gave the talk about statistics,while we are communicating Skills Knowledge Attitude These things are noticed in HR interview. They expecting 10% Skills & Knowledge 90% is Attitude Attitude means How we are seeing the life?. After some activities the classes were end.

Sales Representative Performance Evaluation Dashboard solution

Infosys' Sales Representative Performance Evaluation Dashboard provides user-friendly and interactive reports to enable users to conduct a comprehensive evaluation of sales representatives. It facilitates the representative's evaluation on a wide range of parameters such as time and territory management, paperwork and reporting, selling skills, sales performance, individual participation and feedback from his immediate supervisor.

The dashboard helps senior management identify and understand:

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Top and bottom 10% of the sales representatives based on overall performance Identify strengths and weaknesses of the representative for training purposes Demonstration of the representative's capabilities and selling skills Representative's effectiveness in time management Representative's management of key prescribers Performance relating to sales achievement Shortfalls in account management

The solution is based on Siebel Analytics and offers a range of benefits that includes:
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Pre-built analytic agents and alerts Embedded industry best practices, numerous prebuilt metrics Personalization by user role and function, integrated security and data visibility

The dashboard uses Source Dependent Extraction (SDE) routines to extract data from various sources such as Dendrite, Siebel, IMS or any other custom-built application. The data capture mechanism uses best-ofbreed data integration technology that enables portability of the solution over other pharmaceutical solutions available in the market. It enables the use of the dashboard at a variety of sites, not restricted only to Siebel users.