Infosys07

HRD CULTURE &

CLIMATE@INFOSYS

PresentationByM.B.JAHAGIRDAR

Company Profile

Infosys Limited formally Infosys Technologies is an Indian global technology services company headquartered in Bangalore.

Infosys is ranked 27 in the list of top companies of India in Fortune India 500 list in 2011. It has offices in 29 countries and development centers in many countries.

Infosys had 145,088 employees of 85 nationalities as on December 31, 2011.

Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries.

INTRODUCTION TO INFOSYS CULTURE

• Infosys has more than 100,000 employees from 83 nationalities.

• The workplace recognizes the unique skills of professionals irrespective of gender, ethnicity or nationality.

• Ensure good work-life balance exists at all times – they have recreational facilities inside the campus, with global standards.

CONTINUOUS LERANING

• Organizational commitment to continuous personal and professional development keeps Infosys at the forefront in a fast-changing industry.

• This learning area includes technology, management, leadership, cultural and communication skills, and other soft skills.

FUN AND CULTURE• Supports arts, culture, or sports.• "Art Gallery" on campus dedicated to

displaying the works of Infosys• Daily quiz competitions, and regular

music meetings that keep the place abuzz with creativity.

• Infosys is the base organization that hosts cultural programs for Infosys. Each event emphasizes a specific area like music, dance, or quiz.

DAY TO DAY CULTURE OF INFOSYS

• Spot awards.• Every Tuesday – Formal dressing.• Cubicle decoration.• Employees can easily meet the top

management persons.• Team outing after completion of a project.

CULTURE @ INFOSYS

DOMINANT CULTURE-CORE VALUES

CULTURE OF TOP MANAGEMENT

SUB CULTURE

CULTURE OF PERSON/CUBICAL

Denison (1996) suggested that ‘Culture’ refers to the deep structure of organizations, which is rooted in the values, beliefs and assumptions held by organizational members. In contrast, ‘Climate’ refers to those aspects of the environment that are consciously perceived by organizational members.

• HRD mechanisms measure the extent • to which HRD mechanisms are implemented seriously. These

mechanisms include • Performance appraisal • Potential appraisal• Career planning

• Performance rewards • Feedback and counselling

• Training • Employee welfare for quality work-life and

• Job rotation.

• Organizational or corporate culture • is the pattern of values, norms, beliefs, attitudes

and assumptions that may not have been articulated but shape the ways in which people in organizations behave and things get done. • ‘Values’ refer to what is believed to be important

about how people and organizations behave. • ‘Norms’ are the unwritten rules of behaviour.

• The components of culture▶Values▶Norms▶Artefacts▶Management style

• Areas in which values may be expressed• – explicitly or implicitly• • Care and consideration for people.• • Competence.• • Competitiveness.• • Customer service.• • Innovation.• • Performance.• • Quality.• • Teamwork.

Typical norms• How managers treat the members of their teams (management style) and how the later relate to their managers.• The prevailing work ethic.• Status – how much importance is attached to it; the existence or lack of obvious status symbols.• Ambition – naked ambition is expected and approved of, or a more subtle approach is the norm.

• • Performance – exacting performance standards are general; the highest praise that can be given in the organization is to be referred to as ‘very professional’.

• • Power – recognized as a way of life; dependent on expertise and ability rather than position; concentrated at the top; shared at different levels in different parts of the organization.

• • Politics – life throughout the organization and treated as normal behaviour; not accepted as over behaviour.

• • Loyalty – expected, a cradle to grave approach to careers; discounted, the emphasis is on results and contribution in the short term.

• • Anger – openly expressed; hidden, but expressed through other, possibly political means.

• • Approachability – managers are expected to be approachable and visible; everything happens behind closed doors.

• • Formality – a cool, formal approach is the norm; forenames are/are not used at all levels; there are unwritten but clearly understood rules about dress.

• Artefactsare the visible and tangible aspects of an

organization that people hear, see or feel and which contribute to their understanding of the organization’s culture.

can include such things as the working environment, the tone and language used in official environment.

can be very revealing.

Management style

is the approach managers use to deal with people. It is also called ‘leadershipStyle.

climate@Infosys

• HRD climate is the perception that the employees have about the policies, procedures, practices, and conditions which exist in the working environment.

• HRD climate is characterised by the tendencies such as

• Treating employees as the most important resources

• Perceiving that developing employees is the job of every manager

• Believing in the capability of employees• Communicating openly • Encouraging risk taking and experimentation

Training Need Analysis

• Three types of training need analysis:-Organizational need analysis-Job need analysis-Person need analysis

T&D DepartmentTeams:-Corporate training teamOrganizational development teamTraining dept is divided across different

verticals1-communication service providers e.g. British

telecom.2-banking and capital market e.g. UBS, Deutsche.3-manufacturing vertical e.g. Cisco, Ingram micro4-insurance and health care-Aon5-emerging markets-yahoo and British petroleum

Training Methods• Conference• Lecture• Seminar• Demonstration• Panel• Role Playing• Case Studies• Simulations• Self-Discovery• Movies/Videos/Computer based Trainings• On-the-job training• Mentoring

Training & Development Programs

• Induction and Training programme.• Higher efficiency-trained on project

management training sessions.• The new recruits are trained at the Global

Education Centre (GEC) in Mysore.• Soft skill Training.• Technical Training.• Quality Training.• Middle-Management Leadership program.

TRAINING & DEVELOPMENT INITIATIVES @ INFOSYS

• Technical training by Education & Research department

• Quality Process Training

• Personal Effectiveness and Managerial Programs

• The Infosys Leadership System

9-PILLARS OF Infosys

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

Performance Appraisal@Infosys

• Formal system of review and evaluation of individual or team task performance.

• The aim of performance appraisal is to determine the gap between the actual performance of the employee and that required or desired by the organization.

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