 INTRODUCTION

 Introduction   (IT INDUSTRY)  
 The global sourcing market in India continues to grow at a higher pace compared to
the IT industry. India is the leading sourcing destination across the world, accounting
for approximately 55% market share of the US$ 200-250 billion global services
sourcing business in 2019-20.
 The IT industry accounted for 8% of India’s GDP in 2020. Exports from the Indian IT
industry are expected to increase by 1.9% to reach US$ 150 billion in FY21. In 2020,
the IT industry recorded 138,000 new hires. According to STPI (Software Technology
Park of India), the software exports by its registered units increased by 7% YoY to
reach Rs. 5 lakh crore (US$ 67.40 billion) in FY21 from Rs. 4.66 lakh crore (US$
62.82 billion) in FY20, driven by rapid digitization and the IT industry's timely
transition to remote working environments that helped to keep up the industry’s
growth amid coronavirus pandemics.

 Market Size
 The IT & BPM industry’s revenue is estimated at ~US$ 194 billion in FY21, an
increase of 2.3% YoY. The domestic revenue of the IT industry is estimated at US$
45 billion and export revenue is estimated at US$ 150 billion in FY21. According to
Gartner estimates, IT spending in India is estimated to reach US$ 93 billion in 2021
(7.3% YoY growth) and further increase to US$ 98.5 billion in 2022.
 Indian software product industry is expected to reach US$ 100 billion by 2025. Indian
companies are focusing to invest internationally to expand global footprint and
enhance their global delivery centres. In line with this, in February 2021, Tata
Consultancy Services announced to recruit ~1,500 technology employees across the
UK over the next year. The development would build capabilities for TCS to deliver
efficiently to the UK customers.
 The data annotation market in India stood at ~ US$ 250 million in FY20, of which the
US market contributed ~ 60% to the overall value. The market is expected to reach ~
US$ 7 billion by 2030 due to accelerated domestic demand for AI.

 Investments/ Developments
 Indian IT's core competencies and strengths have attracted significant investment
from major countries. The computer software and hardware sector in India attracted
cumulative foreign direct investment (FDI) inflows worth US$ 69.29 billion between
April 2000 and September 2020. The sector ranked 2nd in FDI inflows as per the data
released by Department for Promotion of Industry and Internal Trade (DPIIT). In
FY21, computer software and hardware topped FDI investments, accounting for 44%
share of the total FDI inflows of US$ 81.72 billion.
 Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra are diversifying
their offerings and showcasing leading ideas in blockchain and artificial intelligence
to clients using innovation hubs and research and development centres to create
differentiated offerings.
 Some of the major developments in the Indian IT and ITeS sector are as follows:
 In May 2021, Infosys entered a partnership with Majesco, a New Jersey-based cloud
insurance software solutions provider, to enable insurance companies to aid in digital
adoption and transformation across the insurance value chain. 
 In May 2021, HCL Technologies (HCL) announced a multi-year contract with Hitachi
ABB Power Grids to build a new greenfield digital foundation as part of a global
transformation programme. Through this engagement, HCL will help Hitachi ABB
Power Grids establish a new, efficient and modern independent IT organisation.
 In May 2021, Tata Consultancy Services (TCS) joined forces with VIAVI Solutions, a
network test, measurement and assurance solutions company, to launch new test
solutions that address the industry’s need for comprehensive testing of next-
generation disaggregated 5G radio access network (RAN) products.

 In May 2021, Tata Consultancy Services (TCS) partnered with LACChain, an

initiative led by IDB Lab, the innovation laboratory of the Inter-American
Development Bank Group, to boost adoption of a blockchain ecosystem across Latin
America and the Caribbean.
 In May 2021, IBM collaborated with 11 top-tier academic institutions, including IIT
Kharagpur and the Indian Institute of Science (IISc), Bangalore, to enable ‘over-the-
cloud’ access to its quantum systems to boost advanced training and research in the
area of quantum computing.
 In May 2021, Infosys announced a definitive agreement to acquire GuideVision, a
ServiceNow Elite Partner in Europe.

 Government Initiatives
 Some of the major initiatives taken by the Government to promote IT and ITeS sector
in India are as follows:

 In May 2021, MyGov, the citizen engagement platform of the Government of India,
in partnership with the Department of Higher Education launched an innovation
challenge to create an Indian language learning app.
 In order to establish an enabling environment for the IT industry, in April 2021, the
Development of Advanced Computing (C-DAC) launched three innovatice
technologies Automatic Parallelizing Compiler (CAPC), Cyber Security Operation
Centre (CSoC) as a Service, and C-DAC’s indigenous High-performance Computing
software solutions—Parallel Development Environment (ParaDE).
 In Budget 2021, the government has allocated Rs. 53,108 crore (US$ 7.31 billion) to
the IT and telecom sector.
 Department of Telecom, Government of India and Ministry of Communications,
Government of Japan signed a MoU to enhance cooperation in areas of 5G
technologies, telecom security and submarine optical fibre cable system.
 In 2020, the government released “Simplified Other Service Provider” (OSP)
guidelines to improve the ease of doing business in the IT Industry, Business Process
Outsourcing (BPO) and IT-enabled Services.

 Road Ahead
 India is the topmost offshoring destination for IT companies across the world. Having
proven its capabilities in delivering both on-shore and off-shore services to global
clients, emerging technologies now offer an entire new gamut of opportunities for top
IT firms in India. The industry is expected to grow to US$ 350 billion by 2025 and
BPM is expected to account for US$ 50 55 billion of the total revenue.
 INFOSYS

 Infosys Limited is an Indian multinational information technology company that

provides business consulting, information technology and outsourcing services. The
company was founded in Pune and is headquartered in Bangalore.
  Infosys is the second-largest Indian IT company after Tata Consultancy Services by
2020 revenue figures and the 602nd largest public company in the world according
to Forbes Global 2000 ranking. On 31 December 2020, its market capitalisation was
$71.92 billion.

 History
 Infosys was founded by seven engineers in Pune, Maharashtra, India with an initial
capital of $250 in 1981. It was registered as Infosys Consultants Private Limited on 2
July 1981. In 1983, it relocated its office to Bangalore, Karnataka, India.
 The company changed its name to Infosys Technologies Private Limited in April
1992 and to Infosys Technologies Limited when it became a public limited company
in June 1992. It was later renamed to Infosys Limited in June 2011.
 An initial public offering (IPO) was floated in February 1993 with an offer price
of ₹95 (equivalent to ₹550 or US$7.80 in 2019) per share against a book value
of ₹20 (equivalent to ₹120 or US$1.60 in 2019) per share. The IPO was
undersubscribed but it was "bailed out" by US investment bank Morgan Stanley,
which picked up a 13% equity stake at the offer price. Its shares were listed in June
1993 with trading opening at ₹145 (equivalent to ₹850 or US$12 in 2019) per share.
 Its shares were listed on the Nasdaq stock exchange in 1999 as American depositary
receipts. The share price surged to ₹8,100 (equivalent to ₹28,000 or US$390 in 2019)
by 1999 making it the costliest share on the market at the time. At that time, Infosys
was among the 20 biggest companies by market capitalization on the NASDAQ. ]The
ADR listing was shifted from NASDAQ to NYSE Euronext to give European
investors better access to the company's shares.
 Its annual revenue reached US$100 million in 1999, US$1 billion in 2004 and
US$10 billion in 2017.
 In 2012, Infosys announced a new office in Milwaukee, Wisconsin, to serve Harley-
Davidson, being the 18th international office in the United States. Infosys hired 1,200
United States employees in 2011, and expanded the workforce by an additional 2,000
employees in 2012. April 2018 Infosys announced expanding in Indianapolis, Indiana.
The development will include more than 120 acres and is expected to result in 3,000
new jobs—1,000 more than previously announced.
 In July 2014, Infosys started a product subsidiary called Edge Verve Systems,
focusing on enterprise software products for business operations, customer service,
procurement and commerce network domains. In August 2015, the Finacle Global
Banking Solutions assets were officially transferred from Infosys and became part of
the product company Edge Verve Systems product portfolio.
 Products and services
 Infosys provides software development, maintenance and independent validation
services to companies in finance, insurance, manufacturing and other domains.[19]
 One of its known products is Finacle which is a universal banking solution with
various modules for retail and corporate banking.[20]
 Glass building in Pune campus
 Its key products and services are:
 NIA – Next Generation Integrated AI Platform (formerly known as Mana)
 Infosys Consulting – a global management consulting service
 Infosys Information Platform (IIP) – Analytics platform
 Edge Verve Systems which includes Finacle, a global banking platform
 Panaya Cloud Suite
 Skava
 Engineering Services[21]
 Digital Marketing[22]

 Employees
 Infosys had a total of 243,454 employees at the end of December 2019, out of which
37.8% were women.  Out of its total workforce, 229,658 are software professionals
and remaining 13,796 work for support and sales. In 2016, 89% of its employees were
based in India.
 During the financial year 2019, Infosys received 2,333,420 applications from
prospective employees, interviewed 180,225 candidates and had a gross addition of
94,324 employees, a 4% hiring rate. These numbers do not include its subsidiaries.
 The attrition rate of Infosys Ltd., including its subsidiaries, for the financial year 2019
was 21.5%.
  Training centre in Mysore

 The Development Centre in Mysore campus

 As the world's largest corporate university, the Infosys global education centre in the
337 acre[53] campus has 400 instructors and 200+ classrooms,[54] with international
benchmarks at its core. Established in 2002, it had trained around 1,25,000
engineering graduates by June 2015.[54] It can train 14,000 employees at a given point
of time on various technologies.[55][56]
 The Infosys Leadership Institute (ILI), based in Mysuru, has 196 rooms and trains
about 4000 trainees (called Infoscions) annually. Its purpose is to prepare and develop
the senior leaders in Infosys for current and future executive leadership roles.
 The Infosys Training Centre in Mysuru also provides a number of extracurricular
facilities like tennis, badminton, basketball, swimming pool and gym.

 CEOs
 Since its establishment in 1981 till 2014, the CEOs of Infosys were its promoters,
with N.R. Narayana Murthy leading the company in its initial 21 years. Dr Vishal
Sikka was the first non-promoter CEO of Infosys who worked for around 3 years. Dr
Vishal Sikka resigned in August 2017. In a personal note to board colleagues, Sikka
cites a "drumbeat of distractions" and "false, baseless, malicious and increasingly
personal attacks" as his reason for leaving Infosys. Many sources suspect this is in
reference to a long running feud with Infosys Founders over the new direction Sikka
was reportedly taking Infosys. After his resignation, UB Pravin Rao was appointed as
Interim CEO and MD of Infosys.] Infosys appointed Salil Parekh chief executive
officer (CEO) and managing director (MD) of the company with effect from 2
January 2018

Salil S. Parekh, current CEO & MD

 CEOs

Name Period

Narayan Murthy 1981 to March 2002

Nandan Nilekani March 2002 to April 2007

S. Gopalakrishnan April 2007 to August 2011

S. D. Shibulal August 2011 to July 2014

Vishal Sikka August 2014 to August 2017

UB Pravin
August 2017 to December 2017[65]
Rao (interim)

Salil S. Parekh January 2018 onwards[67]

 FOUNDER OF INFOSYS
 SALARY SLIP OF INFOSYS
 OFFER LETTER OF INFOSYS
 Create the HR policies/practices for gaining competitive
advantage in today’s scenario of COVID 19 pandemic.

 Employee safety.
 Ensuring employee safety should be the first and foremost priority. Establish a virtual
environment that encourages employees to stay indoors and follow precautions and
provide them accurate information at regular intervals. Convert activities that require
face-to-face interaction, such as candidate interviewing and onboarding, into virtual
engagements via google meet, Skype, Zoom or any other collaboration tools that you
use. Since employees (Human) are our most important assets (Resources), the support
needed can extend beyond work. For example, if an employee is facing difficulty
securing an apartment during this time, help by securing temporary housing solutions
(hostels/hotels, etc.). If needed, HR can even make housing arrangements by leasing
with existing corporate vendors for the employee.

 Don’t forget about repatriate employees.

 The return of employees, either working on client locations or working remotely, to
their native countries has been common during the pandemic. Often overlooked, this
movement could impede organizational performance and lead to negative employee
experiences. Hence, special attention needs to be given to the movement of repatriate
employees. HR team should create a road map that addresses the ideal time to
repatriate colleagues and the logistical challenges that may arise.

 Solve their job insecurity with frequent communication.

 As a result, working poverty is on the rise and so is job insecurity. To combat distress,
fear, and anxiety among employees, HR must consult with the management and
promote dialogue on sensitive subjects, such as staffing concerns and alternative work
models. HR can help managers identify and address such situations and direct those
employees who may need help to counselling sessions facilitated by partner wellness
organizations.

 Engage with everyone (especially those who aren’t remote work).

 Team up with individuals to form groups to ensure proper engagement with everyone,
especially those without a laptop or desktop. There can be weekly games and quizzes
to keep them engaged. Invite leaders to team chats (virtual) or team meetings to share
inspiring stories and boost colleague morale. Also provide them with laptop or
desktop.
 Help employees feel productive.
 Work with business teams to set clear objectives. This will enable colleagues to
determine their performance as they achieve organizational goals. Accomplishing
tasks helps employees feel valued for their contribution and gives them a sense of
purpose.

 Recognize even the smallest contributions.

 Partner with business teams to recognize exceptional employee performance.
Recognition can be in the form of public acknowledgment, tokens of appreciation,
and other personal learning and development opportunities. Virtual sessions have seen
a jump recently and act as an excellent motivator.

 Promote digital adoption.

 Today, digital is a lifeline and, in more ways than one, the primary mode of operation.
From conducting online appraisals to talking about project deliverables via WebEx or
any virtual mode of communication, leaders are focused on digital engagement. To
maintain business continuity, HR can facilitate online transitions and virtual
onboardings. Beyond business-centric meetings, team-connects that focus on fun and
positivity should be organized. 

 Stay vigilant for misconduct with employees.

 This time is susceptible to employee misconduct. Ongoing uncertainty can increase
the chance of employee misconduct by 33%. Hence, HR should work with managers
to encourage whistle-blowers to call out unethical behaviors. Remind colleagues
about channels for reporting misconduct and strict measures in case of non-
compliance.

 Encourage employees to learn from home.

 To recover from the after-effects of this pandemic, organizations are investing in
learning. Compliance training and professional development can be completed
digitally, remotely, and immediately. Encourage employees to use outside learning
platforms, such as Udemy and Upgrade, to learn a new skill or polish an existing one.
 Replace your in-person training with online sessions to keep employees productive.
Fun, bite-sized, and on the go learning was already ranking up in the new learning
models, and it’s only bound to get more popular.
 RECRUITMENT & SELECTION PROCESS
 Meaning
 Recruitment means to estimate the available vacancies and to make suitable
arrangements for their selection and appointment.
 Recruitment is understood as the process of searching for and obtaining applicants
for the jobs, from among whom the right people can be selected.
 A formal definition states, “It is the process of finding and attracting capable
applicants for the employment. The process begins when new recruits are sought and
ends when their applicants are submitted. The result is a pool of applicants from
which new employees are selected”.

 Need for recruitment

 The need for recruitment may be due to the following reasons / situation: Vacancies
due to promotions, transfer, retirement, termination, permanent disability, death and
labour turnover. Creation of new vacancies due to the growth, expansion and
diversification of business activities of an enterprise. In addition, new vacancies are
possible due to job specification.

 Purpose and importance of Recruitment: Determine the present and future

requirements of the organization on conjunction with its personnel-planning and job
analysis activities. Increase the pool of job candidates at minimum cost. Help
increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants. Help reduce the probability that job
applicants, once recruited and selected, will leave the organization only after a short
period of time. Meet the organization‟s legal and social obligations regarding the
composition of its work force. Begin identifying and preparing potential job
applicants who will be appropriate candidates. Increase organizational and individual
effectiveness in the short term and long term. Evaluate the effectiveness of various
recruiting techniques and sources for all types of job applicants. Recruitment is a
positive function in which publicity is given to the jobs available in the organization
and interested candidates are encouraged to submit applications for the purpose of
selection. Recruitment represents the first contact that a company makes with
potential employees. It is through recruitment that many individuals will come to
know a company, and eventually decided whether they wish to work for it. A well-
planned and well-managed recruiting effort will result in high quality applicants,
whereas, a haphazard and piecemeal efforts will result in mediocre ones.
  Recruitment Process
 Recruitment refers to the process of identifying and attracting job seekers so as to
build a pool of qualified job applicants. The process comprises five interrelated
stages, viz, Planning. Strategy development. Searching. Screening. Evaluation and
control.

 STAGE 1: RECRUITMENT PLANNING:

 The first stage in the recruitment process is planning. Planning involves the
translation of likely job vacancies and information about the nature of these jobs into
set of objectives or targets that specify the number.
 Organization, nearly always, plan to attract more applicants than they will hire. Some
of those contacted will be uninterested, unqualified or both. Each time a recruitment
Programme is contemplated, one task is to estimate the number of applicants
necessary to fill all vacancies with the qualified people.

 STAGE 2: STRATEGY DEVELOPMENT:

 When it is estimated that what types of recruitment and how many are required
then one has concentrate in
 (1). Make or Buy employees.
 (2). Technological sophistication of recruitment and selection devices.
 (3). Geographical distribution of labour markets comprising job seekers.
 (4). Sources of recruitment.
 (5). Sequencing the activities in the recruitment process.

 STAGE 3: SEARCHNG:

 Once a recruitment plan and strategy are worked out, the search process can begin.
Search involves two steps
 A). Source Activation: Typically, sources and search methods are activated by
the issuance of an employee requisition. This means that no actual recruiting takes
place until lone managers have verified that vacancy does exist or will exist. If the
organisation has planned well and done a good job of developing its sources and
search methods, activation soon results in a flood of applications and/or resumes.
The application received must be screened. Those who pass have to be contacted
and invited for interview. Unsuccessful applicants must be sent letter of regret.
 B). Selling: A second issue to be addressed in the searching process concerns
communications. Here, organisation walks tightrope. On one hand, they want to
do whatever they can to attract desirable applicants. On the other hand, they must
resist the temptation of overselling their virtues. In selling the organisation, both
 the message and the media deserve attention. Message refers to the employment
advertisement. With regards to media, it may be stated that effectiveness of any
recruiting message depends on the media. Media are several-some have low
credibility, while others enjoy high credibility. Selection of medium or media
needs to be done with a lot of care.

 STEP 4: SCREENING:

 Screening of applicants can be regarded as an integral part of the recruiting process,

though many views it as the first step in the selection process. Even the definition
on recruitment, we quoted in the beginning of this chapter, excludes screening from
its scope. A selection committee comprising the Vice-chancellor, Registrar and
subject experts conducts interview. Here, the recruitment process extends up to
screening the applications. The selection process commences only later. Purpose of
screening the purpose of screening is to remove from the recruitment process, at an
early stage, those applicants who are visibly unqualified for the job.

 STAGE 5: EVALUATION AND CONTROL:

 Evaluation and control is necessary as considerable costs are incurred in the

recruitment process.
 The costs generally incurred are: - Salaries for recruiters. Management and
professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth. The cost of advertisements or other
recruitment methods, that is, agency fees. Recruitment overheads and
administrative expenses. Costs of overtime and outsourcing while the vacancies
remain unfilled. Cost of recruiting unsuitable candidates for the selection process.
3.1 Evaluation of Recruitment Process The recruitment has the objective of
searching for and obtaining applications for job seekers in sufficient number and
quality. Keeping this objective in the mind, the evaluation might include: Return
rate of application sent out. Number of suitable candidates for selection. Retention
and performance of the candidates selected. Cost of the recruitment process Time
lapsed data Comments on image projected.

 Sources of Recruitment SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

 1) Promotion
 2) Campus recruitment
 3) Transfers
 4) Press advertisement
 5) Internal notification
 6) Management consultancy service (Advertisement) & private employment
exchanges
  7) Retirement
 8) Deputation of personnel or transfer from one enterprise to another
 9) Recall
 10) Management training schemes
 11) Former employees
 12) Walk-ins, write-ins, talk-ins
 13) Miscellaneous

(II) External Recruitment –

 External recruitment seeks applicants for positions from sources outside the
company. They have outnumbered the internal methods. The various external
sources include Professional or Trade Associations :- Many associations
provide placement service to its members. It consists of compiling job
seeker‟s lists and providing access to members during regional or national
conventions. Also, the publications of these associations carry classified
advertisements from employers interested in recruiting their members. These
are particularly useful for attracting highly educated, experienced or skilled
personnel. Also, the recruiters can zero on in specific job seekers, especially
for hard-to-fill technical posts. Advertisements
 Employment Exchanges
 Campus Recruitments
 Walk-ins, Write-ins and Talk-ins
 Contractors:
 Consultants
 Head Hunters
 Internet
 Competitors
 Mergers and Acquisitions: -

 SELECTION
 Selection is defined as the process of differentiating between applicants in order to
identify (and hire) those with a greater likelihood of success in a job. Selection is
basically picking an applicant from (a pool of applicants) who has the appropriate
qualification and competency to do the job. The difference between recruitment and
selection: Recruitment is identifying n encouraging prospective employees to apply
for a job and Selection is selecting the right candidate from the pool of applicants.

 SELECTION PROCESS
 Selection is along process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. The following chart gives
an idea about selection process: - External Environment Internal Environment
Preliminary Interview Selection Tests Employment Interview Reference and
Background Analysis Selection Decision Physical Examination Job Offer
Employment Contract Evaluation Rejected Application Environment factor
affecting selection: - Selection is influenced by several factors. More prominent
 among them are supply and demand of specific skills in the labour market,
unemployment rate, labour- market conditions, legal and political considerations,
company’s image, company’s policy, human resources planning and cost of hiring.
The last three constitute the internal environment and the remaining form the
external environment of selection process.
 STEP 1: - PRELIMINARY INTERVIEW The applicants received from job
seekers would be subject to scrutiny so as to eliminate unqualified applicants. This
is usually followed by a preliminary interview the purpose of which is more or less
the same as scrutiny of application, that is, eliminate of unqualified applicants.
Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the
information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.
Besides, preliminary interview, often called „courtesy interview‟, is a good public
relation exercise.

 STEP 2: - SELECTION TEST Job seekers who pass the screening and the
preliminary interview are called for tests. Different types of tests may be
administered, depending on the job and the company. Generally, tests are used to
determine the applicant’s ability, aptitude and personality. The following are the
type of tests taken:
 1). Ability tests: - Assist in determining how well an individual can perform tasks
related to the job. An excellent illustration of this is the typing tests given to a
prospective employer for secretarial job. Also called as „ACHEIVEMENT
TESTS‟. It is concerned with what one has accomplished. When applicant claims to
know something, an achievement test is taken to measure how well they know it.
Trade tests are the most common type of achievement test given. Questions have
been prepared and tested for such trades as asbestos worker, punch-press operators,
electricians and machinists. There are, of course, many unstandardised achievement
tests given in industries, such as typing or dictation tests for an applicant for a
stenographic position.
 Aptitude test: - Aptitude tests measure whether an individual has the capacity or
latent ability to learn a given job if given adequate training. The use of aptitude test
is advisable when an applicant has had little or no experience along the line of the
job opening. Aptitudes tests help determine a person’s potential to learn in a given
area. Forms of aptitude test: Mental or intelligence tests: They measure the overall
intellectual ability of a person and enable to know whether the person has the
mental ability to deal with certain problems Mechanical aptitude tests: They
measure the ability of a person to learn a particular type of mechanical work. These
tests help to measure specialized technical knowledge and problem-solving abilities
if the candidate. They are useful in selection of mechanics, maintenance workers,
etc. Psychomotor or skills tests: They are those, which measure a person’s ability to
do a specific job. Such tests are conducted in respect of semi- skilled and repetitive
jobs such as packing, testing and inspection, etc.
 3). Intelligence test: This test helps to evaluate traits of intelligence. Mental ability,
presence of mind (alertness), numerical ability, memory and such other aspects can
be measured. The intelligence is probably the most widely administered
 standardized test in industry. It is taken to judge numerical, skills, reasoning,
memory and such other abilities.
 4). Interest Test: This is conducted to find out likes and dislikes of candidates
towards occupations, hobbies, etc. such tests indicate which occupations are more
in line with a person’s interest. Such tests also enable the company to provide
vocational guidance to the selected candidates and even to the existing employees.
These tests are used to measure an individual’s activity preferences. These tests are
particularly useful for students considering many careers or employees deciding
upon career changes.
 5). Personality Test: The importance of personality to job success is undeniable.
Often an individual who possesses the intelligence, aptitude and experience for
certain has failed because of inability to get along with and motivate other people. It
is conducted to judge maturity, social or interpersonal skills, behavior under stress
and strain, etc. this test is very much essential on case of selection of sales force,
public relation staff, etc. where personality plays an important role. Personality tests
are similar to interest tests in that they, also, involve a serious problem of obtaining
an honest answer.
 6). Projective Test: This test requires interpretation of problems or situations. For
example, a photograph or a picture can be shown to the candidates and they are
asked to give their views, and opinions about the picture 7). General knowledge
Test: Now days G.K. Tests are very common to find general awareness of the
candidates in the field of sports, politics, world affairs, current affairs. 8).
Perception Test: At times perception tests can be conducted to find out beliefs,
attitudes, and mental sharpness. Etc.
 9). Graphology Test: It is designed to analyse the handwriting of individual. It has
been said that an individual’s handwriting can suggest the degree of energy,
inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of
balance and control. For example, big letters and emphasis on capital letters
indicate a tendency towards domination and competitiveness. A slant to the right,
moderate pressure and good legibility show leadership potential.
 10). Polygraph Test: Polygraph is a lie detector, which is designed to ensure
accuracy of the information given in the applications. Department store, banks,
treasury offices and jewellery shops, that is, those highly vulnerable to theft or
swindling may find polygraph tests useful.
 11). Medical Test: It reveals physical fitness of a candidate. With the development
of technology, medical tests have become diversified. Medical servicing helps
measure and monitor a candidate’s physical resilience upon exposure to hazardous
chemicals. Choosing Tests: The test must be chosen in the criteria of reliability,
validity, objectivity and standardization.

 STEP 3: - INTERVIEW: The next step in the selection process is an interview.

Interview is formal, in-depth conversation conducted to evaluate the applicant’s
acceptability. It is considered to be excellent selection device. It is face-to-face
exchange of view, ideas and opinion between the candidates and interviewers.
Basically, interview is nothing but an oral examination of candidates. Interview can
be adapted to unskilled, skilled, managerial and profession employees. Types of
 interviews: - Interviews can be of different types. There interviews employed by the
companies. Following are the various types of interviews: -
 Informal Interview:
 Non-directive Interview
 Stress Interview
 Group Interview
 Sequential Interview
 Structures Interview
 Unstructured Interview

 STEP 4: -REFERENCE CHECK: - Many employers request names, addresses,

and telephone numbers of references for the purpose of verifying information and
perhaps, gaining additional background information on an applicant. Although
listed on the application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a sequential selection
process. When the labour market is very tight, organisations sometimes hire
applicants before checking references.

 STEP 5: SELECTION DECISION: - After obtaining information through the

preceding steps, selection decision- the most critical of all the steps- must be made.
The other stages in the selection process have been used to narrow the number of
the candidates. The final decision has to be made the pool of individuals who pas
the tests, interviews and reference checks. The view of the line manager will be
generally considered in the final selection because it is he/she who is responsible for
the performance of the new employee. The HR manager plays a crucial role in the
final selection.

 STEP 6: - PHYSICAL EXAMINATION: - After the selection decision and

before the job offer is made, the candidate is required to undergo a physical fitness
test. A job offer is, often, contingent upon the candidate being declared fit after the
physical examination. The results of the medical fitness test are recorded in a
statement and are preserved in the personnel records. There are several objectives
behind a physical test.
 One reason for a physical test is to detect if the individual carries any infectious
disease.
 Secondly, the test assists in determining whether an applicant is physically fit to
perform the work.
 Thirdly, the physical examination information can be used to determine if there are
certain physical capabilities, which differentiate successful and less successful
employees.
 Fourth, medical check-up protects applicants with health defects from undertaking
work that could be detrimental to them or might otherwise endanger the employer’s
property.
 Finally, such an examination will protect the employer from workers compensation
claims that are not valid because the injuries or illness were present when the
employee was hired.
 STEP 7: - JOB OFFER: - The next step in the selection process is job offer to
those applicants who have crossed all the previous hurdles. Job offer is made
through a letter of appointed. Such a letter generally contains a date by which the
appointee must report on duty. The appointee must be given reasonable time for
reporting. Thus is particularly necessary when he or she is already in employment,
in which case the appointee is required to obtain a relieving certificate from the
previous employer.

 STEP 8: -CONTRACT OF EMPLOYMENT: - There is also a need for

preparing a contract of employment. The basic information that should be included
in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings: Job title Duties, including a
parse such as “The employee will perform such duties and will be responsible to
such a person, as the company may from time to time direct”. Date when
continuous employment starts and the basis for calculating service. Rate of pay,
allowance, overtime and shift rates, method of payments. Hours of work including
lunch break and overtime and shift arrangements.

 STEP 9: -CONCLUDING THE SELECTION PROCESS: - Contrary to popular

perception, the selection process will not end with executing the employment
contract. There is another step – amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their personality,
but because their profile did not match the requirement of the organisation. They
must be told that those who were selected were done purely on relative merit.
 STEP 10: -EVALUATION OF SELECTION PROGRAMME: - The broad test
of the effectiveness of the selection process is the quality of the personnel hired. An
organisation must have competent and committed personnel. The selection process,
if properly done, will ensure availability of such employees.
  RECURITMENT AND SELECTION PROCESS OF IT INDUSTRY
( INFOSYS )
 Work at Infosys:
 A feeling of energy and vitality, of freshness, of a place where people work in a campus like
facility and culture, are unafraid to voice new ideas, of a place where there is minimal
hierarchy. Robust people management practices enable Infosys to create this environment for its
employees. This is what distinguishes Infosys among other technology companies, enabling
Infoscions to excel and innovate in what they do for their clients and in what they stand for as a
company.
 Continuous learning:
 The spirit of learnability among Infosys people and an organizational commitment to
continuous personal and professional development keeps Infosys at the forefront in a fast
changing industry. Their framework for continuous learning at Infosys is built around a number
of focused programs for their employees. These range from major initiatives such as the Infosys
Leadership Institute to various ongoing management development and personal improvement
programs. They complement a host of technology advancement and ongoing training options.
Apart from formal programs - a typical example of an informal employee-driven program is the
Infosys Toastmasters Club, formed in 2000. The mission of this club is to provide a mutually
supportive and positive learning environment to develop communication and leadership skills to
foster self-confidence and personal growth. The club has been recognized by Toastmasters
International and joins the roster of other recognized Corporate Clubs around the world
(including those of Microsoft, Boeing, Citicorp and Sun Microsystems)
 Fun and culture:
 Life at Infosys is full of events - where employees can pursue their interests in areas as varied
as arts, culture, or sports. The objective is to ensure that employees are not confined to their
desks. Employees express their various skills and interests through forums that include an "Art
Gallery" on campus dedicated to displaying the works of Infoscions, daily quiz competitions,
and regular music meetings that keep the place abuzz with creativity. Inculcom is the base
organization that hosts cultural programs for Infoscions. Each event emphasizes a specific area
like music, dance, or quiz. These programs are generally not competitive, but a competitive
element is sometimes added to enhance enthusiasm and to bring out the best in our people.
Under Inculcom, there are sub groups like the IQ Circle (Quizzes), Shruthi (the classical music
club), Dramatix (the drama club), and Vakchaturya (forum for self development).

 Insync:
 The key to employee involvement in organizations is the sharing of information about
business performance, plans, goals, and strategies. What happens by a shout across the corridor
in a smaller organization, calls for a more systematic process in a large organization like
Infosys. “Infosys believes in an organization with less hierarchy and faster decision-making. In
order to make that happen, every Infoscion needs to know how the organization works, how
decision are made, and what drives Infosys. So it is important for Infosys to communicate this
to everyone"
 Careers:
 Infosys has a vision of where they want to go, and it's really exciting With an annual
compounded growth rate of around 60% in the last 5 years, and branches across the world,
Infosys is forging ahead in the global market. To achieve their vision, they are always looking
out for talented, learnable individuals who are ambitious, who love challenges and who have a
passion to excel! Towards this objective, Infosys participates in campus hiring programs and
also conducts a number of off-campus initiatives throughout the year at various locations. Apart
from college hiring, they also hire experienced professionals from the industry at various
midlevel and senior positions.

 Infosys — grooming global talent:

 Last year, over 1.3 million people applied for a job at Infosys. Only 1% of them were hired.
In comparison, Harvard College took in 9% of candidates. Infosys has always focused on
inducting and educating the best and the brightest. With global hiring practices, coupled with
ever-expanding university programs such as Campus Connect and development centers across
the globe, Infosys is able to source and nurture talent while delivering lasting value to clients.
Infosys, which trains over 15,000 new recruits every year, is well prepared to win the battle for
top-notch talent. At the heart of this education program is a fully equipped $120 million facility
in Mysore, about 90 miles from Bangalore.

 Sources of Man Power Supply:

 INTERNAL:
 Infosys upgrades from within only for managerial positions, but only to some extent. Because
upgrading from within is considered better as the employee is already familiar with the
organization, reduces training cost, helps in building morale and promotes loyalty. If no one
capable for managerial position is found in its internal source, it looks out for external sources.
It selects only the best employee for the organization
 TYPES:
 Former Employees
 They ask the retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees
are taken up once again.
 Retirements: -
 If it‟s not able to find suitable candidates in place of the one who had retired, after
meritorious service. Under the circumstances, management decides to call retired managers
with new extension. Internal notification (advertisement): - Most employees know from their
own experience about the requirement of the job and what sort of person the company is
looking for. Often employees have friends or acquaintances who meet these requirements.
Suitable persons are appointed at the vacant posts.

 EXTERNAL:
 For the posts of technicians, engineers, floor managers etc, it looks out for external sources
which include.
 Agencies: TAPL Institutions:
 Like B Schools, colleges, Management Institutes, etc.
 Websites: www.indiatimesjob.com
  www.monster.com www.naukri.com Of the above three web sites given
most widely used by the Infosys is the www.monster.com with the
success rate of 80% followed by www.indiatimesjob.com at 60% and
www.naukri.com at the success rate of 50%.

 External recruitment enables the company to get the best

candidate. Infosys prefers external recruitment and mainly takes
help from agencies and institutions as it‟s a giant company and
internal recruitment proves to be inadequate as its yearly targets
are very high.

 CAMPUS
 Campus recruitment is so much sought after that each college; university department or
institute will have a placement officer to handle recruitment functions. However, it is often an
expensive process, even if recruiting process produces job offers and acceptances eventually. A
majority leave the organization within the first five years of their employment. Yet, it is a major
source of recruitment for prestigious companies. Infosys is the company of choice for campus
recruitment programs in most major engineering institutes such as IITs, RECs etc. and at
premier management institutes such as the IIMs.

 Engineering Institutes:
 Campus hiring at engineering institutes typically starts in May and continues through
September. Senior managers and officers from Infosys actively participate in this hiring, to
bring on board the next generation of bright, young and talented leaders for the company. We
encourage current students at the campuses we visit to use this opportunity to interact with the
Infosys recruitment teams during the hiring process to understand the company and our people
philosophy. We hire engineering graduates and post-graduates from all disciplines, and MCA
students at the campuses.

 Management Institutes:
 Campus hiring at management institutes typically starts in December and continues through
March. We hire management graduates from all disciplines, with or without prior work
experience in software or other fields.

 OFF CAMPUS:
 It is the event for those candidates who do not get selected during campus recruitment. The
process remains the same; it just aims at giving those candidates a chance that were not able to
go through the process before. These candidates also go through the same two rounds, here only
the scale and basis on which they are evaluated changes.

 JOB FAIRS:
 Job fair is where several companies come under one roof for seeking eligible candidates who
can join their company, after going through certain recruitment process followed by them.

 Process Followed By Infosys:

 Initially they advertise about the job fair in the local newspapers of all the states specifying
the venue and date of the job fair. On the specified date, Infosys banners are put up at the
venue. They have around 3 to 4 counters. Initially these counters are used for registrations.
Once the number of registrations is equal to the total capacity of all the counters, the
registrations are stopped and the registered candidates fill the application forms at the counter.
Next a logic test of 45 minutes is conducted and an English test of 15 minutes is conducted
where in one is suppose to write an essay, to check their handwriting, vocabulary and sentence
framing ability. Once the test is over, registrations for the next group start. At the same time the
previous papers are evaluated and the candidates are selected for interview based on the cut-off
marks. The candidates who are selected in the interview are informed then and there by
displaying the list and are given the offer.

 ADVERTISEMENTS:-
 It is a popular method of seeking recruits, as many recruiters prefer advertisements because
of their wide reach. Infosys advertises in:

1. NEWS PAPERS:
 Times of India
 The economic times
 Indian express
 Hindustan times
 The financial express
 Employment papers

2. MAGAZINES:
 Business world
 Business Today
 India Today
 capital market
 Business journals
 IT magazines
 Computer and technical journals

3. WEB:
 www.infosys.com
 www.indiatimesjob.com
 www.monster.com
 www.naukri.com

 WALK-INS, WRITE-INS AND TALK-INS:

 Walk-ins are the most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or resumes. Direct
applications provide a pool of potential employees to meet future needs. Write-ins are those
who send written enquiries. These jobseekers are asked to complete application forms for
 further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated
date) for detailed talks. No application is required to be submitted to the recruiter.

 CONSULTANTS:
 Infosys also seeks the help of consultants who are in the profession for recruiting and
selecting managerial and executive personnel. They are useful as they have nationwide contacts
and lend professionalism to the hiring process. They also keep prospective employer and
employee anonymous.

 INDUSTRIES:
 Infosys also hires experienced professionals from the industry at various mid-level and senior
positions.

 THE SELECTION PROCESS OF INFOSYS:

 Initial screening of interviews:
 Initial Screening is done on the basis of applicants and applications. A preliminary interview
is conducted so as to select the suitable candidate who can go through further stages of
interviews. Normally for the posts of engineer’s degree cut-off is decided like say 60% on an
average.
 If the candidates do not meet the requirement they are rejected. And for higher posts
applications and applicants both play a major role in the screening process. Completion of
application forms: Application form establishes the candidate’s general details like name,
address, telephone number, education, job- related training, work-experience with dates,
company names, and job details, professional or industrial involvement, hobbies and
recreational pursuits.
 The company establishes as many hypotheses about the candidate from the details provided
in the application form. It then decides what areas of information it needs to explore or
investigate more specifically during the interview. Company sees to it that no judgment is
passed about the candidate based only at this level. What drawn here is hypotheses and not
conclusions. Application forms are such framed that, they provide the necessary details to the
organisation without affecting the sentiments and feelings of the candidate.

 Employment tests:
 logical test
 English test
 Vocabulary
 Reasoning
 Essay writing

 VARIOUS TESTS:
 Mental or intelligence tests:
 They measure the overall intellectual ability of a person and enable to know whether
the person has the mental ability to deal with certain problems.

 Mechanical aptitude tests:

 They measure the ability of a person to learn a particular type of mechanical work.
These tests helps to measure specialized technical knowledge and problem solving
abilities if the candidate. They are useful in selection of mechanics, engineers, etc.

 Intelligence test:
 This test helps to evaluate traits of intelligence. Mental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured. It is
taken to judge numerical, skills, reasoning, memory and such other abilities.

 Personality Test:
 It is conducted to judge maturity, social or interpersonal skills, behavior under stress
and strain, etc. this test is very much essential on case of selection of sales force,
public relation staff, etc. where personality plays an important role.

 Graphology Test:
 It is designed to analyse the handwriting of individual. It has been said that an
individual’s handwriting can suggest the degree of energy, inhibition and
spontaneity, as well as disclose the idiosyncrasies and elements of balance and
control. For example, big letters and emphasis on capital letters indicate a tendency
towards domination and competitiveness. A slant to the right, moderate pressure and
good legibility show leadership potential.

 Medical Test:
 It reveals physical fitness of a candidate. Medical servicing helps measure and
monitor a candidate’s physical resilience upon exposure business hazards.

 Interview:
 Formal Interview: Interviews are held in the employment office in a more
formal atmosphere, with the help of well-structured questions.
 Patterned Interview: A patterned interview is also a planned interview, but
it is more carefully pre-planned to a high degree of accuracy, precision and
exactitude. With the help of job and man specifications, a list of questions and
areas are carefully prepared which will act as the interviewer’s guide.
 Non-directive Interview: Here the interviewee is allowed to speak his mind
freely. The interviewer has no formal or directive questions, but his all
attention is to the candidate. He encourages the candidate to talk by a little
prodding whenever he is silent e.g., “Mr. Ray, please tell us about yourself
after you’re graduated from high school”.
 Depth Interview: It is designed to intensely examine the candidate’s
background and thinking and to go into considerable detail on particular
subjects of an important nature and of special interest to the candidates. For
example, if the candidate says that he is interested in tennis, a series of
 questions may be asked to test the depth of understanding and interest of the
candidate.
 Stress Interview: It is designed to test the candidate and his conduct and
behaviour by him under conditions of stress and strain. The interviewer may
start with “Mr. Joseph, we do not think your qualifications and experience are
adequate for this position, ‟ and watch the reaction of the candidates. A good
candidates will not yield; on the contrary he may substantiate why he is
qualified to handle the job. What INFOSYS practice is that if interview is
planned at 5pm, it will start candidate’s interview at 6.30pm and watch the
candidate’s behaviour and stress level.
 Panel Interview: A panel or interviewing board or selection committee
interviews the candidate, usually in the case of supervisory and managerial
positions.
 Mixed Interview: In practice, the interviewer while interviewing the job
seekers uses a blend of structured and structured and unstructured questions.
This approach is called the Mixed interview. The structured questions provide
a base of interview more conventional and permit greater insights into the
unique differences between applicants.
 Second Interviews: Job seekers are invited back after they have passed the
first initial interview. Middle or senior management generally conducts the
second interview, together or separately. More in-depth questions are asked to
the candidate and the employer expects a greater level of preparation on the
part of the candidates.
 The changing role of HR in today’s hyperturbulant environment.

 Human resource’s role has now changed to become more strategic and aligned with
the business objectives. The role has changed to implement talent strategies and
support business results. HR professionals now encompass many roles but the top
three are the role of marketers, designers and supply and demand experts. We take a
look at these three roles below.
 Marketers
 HR professionals need to market job opportunities to the best candidates. Promoting
their company and explaining the benefits and opportunities in each position is very
important. The best candidates have a variety of companies they can choose to work
for. Top talent also has the option of non-traditional opportunities through
entrepreneurship, therefore learning how to market your company to top talent
becomes a necessity. The skill of effective marketing is also important internally for
an HR team. HR needs to effectively explain all the challenges they address, so that
their value is immediately apparent to the rest of the company.
 HR can use data analysis to implement better hiring strategies. Through analyzing
data, HR professionals are able to develop the art of asking a good question. For
example, your organization could be using education, volunteer experience and school
quality as a predictor to a successful employee. Through analyzing the data, HR
professionals are able to fully understand if their previous hiring strategies are correct.
By asking questions and challenging the current practices, HR professionals have to
develop the art of storytelling behind the data. HR can use their role to engage their
organization and to tell a story behind the data. Through engaging management and
CEO’s with their storytelling, they will be able to influence change within the
organization for successful talent strategies.
 Designer
 Through completing an assessment of the organization’s talent needs, employee
rewards and job tasks and aligning this to the organization’s business strategies, HR
professionals are able to design an effective talent plan for the organization.
Designing different work models is another relatively new role for HR professionals.
HR professionals are able to use their expertise to design different work models to
increase value and help employees become more effective. There are a variety of
options and tools that HR can use which may include implementing part time
employees, flexible work hours, work from home, job share arrangements or
redefining job roles and responsibilities.
 Supply & Demand Experts
 Many CEO’s are concerned about talent shortages. HR needs to know where top
talent can be recruited from. Preventing a talent shortage in a specific area requires
anticipating which skills and knowledge set will be needed in their organization in the
near future. Becoming a supply and demand expert is about understanding the market
trends in relation to talent shortages within your industry.
  CRITICALLY ANALYSE THE PRACTICES OF EMPLOYEE
ENGAGEMENT, TALENT MANAGEMENT, WORKFORCE
DIVERSITY, AND KNOWLEDGE MANAGEMENT.

EMPLOYEE ENGAGEMENT

“Employee engagement is a key to delivering a success”

Inclusiveness: Do the first line employees identify with the vision of the organization? Do
they feel connected and take pride in belonging to the company, its culture and values?
Knowledge and training: Is the company including them in their corporate communications
and sharing of institutional knowledge? Do they have easy access to relevant training and
opportunities to grow and apply their skills?
Appropriate tools and processes: Catering to the end customer is not an easy task. One has to
be agile, well informed, and creative. Is the company providing them with the necessary tools
that are intuitive and easily available, are the processes digitized for optimal performance?
Real-time collaboration: Sharing achievements, challenges, and solutions on a real-time basis
across the community of first line workers can not only motivate them but lead to finding
innovative solutions with collaborative efforts and instill a sense of harmony
Safety: The front line employees are custodians to a lot of sensitive customer data and need to
work in secure environments that protect them from security risks.
Appreciating different work styles

When making a promise to deliver a value driven environment for better productivity,
organizations need to be cognizant of the different types of employees and their work styles.
A single department could have employees coming from various backgrounds. Millennials,
part-timers, contract based. People with different attitudes and attributes – from the self-
motivated to those seeking constant support, the digital natives to the digitally challenged.
Within the same organization, there are different work cultures, depending on the business
units they work in. Factory workers in hazardous environments, knowledge workers engaged
with complex data, front line workers at company showrooms and stores or in client
locations.
Envisioning the digital workplace needs of your workforce is a critical step organizations
need to undertake before embarking on their workplace technology transformation initiatives.
A collaborative platform that works for the knowledge workers may fail completely with the
front line employees because the conversations are not mapped to their needs. Similarly,
while millennials are very comfortable with a chat based workspace and social collaboration
platforms like Yammer, the mid management comprising of older employees may prefer
platforms like emails, collaboration portals & products like Skype for Business.
Understanding and measuring employee engagement

The best of workplace technologies will not work, if the organization does not know its
workers well enough. To do that, you need workplace analytics. If you know the skill sets,
attributes, personality and the competency of your workers, you can give them a conducive
environment and job roles that bring out the best in them. You can empower, motivate and
influence them to behave in a manner that aligns best with the organizational goals.
The challenges of measuring data related to employee engagement and satisfaction is being
addressed with new innovative technologies that measure emotions, thus bringing more
parameters under observation, which are then used to build different culture models. People
analytics are using data not only from HR but other co-related functions like financial or
customer service to drive a more holistic approach to solving people related business
problems, thereby driving better business outcomes.
TALENT MANAGEMENT

Infosys today unveiled Infosys Talent Edge, a comprehensive talent management platform
that deepens employee engagement. Infosys Talent Edge addresses the entire HR lifecycle
helping companies streamline their HR processes and reduce operational costs. The platform
is built on state-of-the-art technology and is delivered in the Cloud on an outcome-based
pricing model.
Leading global enterprises, across industries, are already on their talent management journey
with Infosys Talent Edge.
Infosys Talent Edge deepens employee interaction through rich social engagement and
interactive self-service capabilities. The social collaboration features of the platform helps
companies improve access to organization-wide expertise, generate ideas, and accelerate
innovation. The platform also allows employees to access HR functionalities "on-the-go"
through mobile and smart devices thereby enabling an always-connected workforce.
Infosys Talent Edge simplifies the entire Hire-to-retire lifecycle of the HR function. The
platform brings together preconfigured, best-in-class industry processes that helps enterprises
streamline HR operations and free up time spent on transactional HR activities such as
payroll, attendance, benefits processing, etc. The Infosys Talent Edge platform is built on
Oracle’s industry-leading PeopleSoft Human Capital Management (HCM) Suite.
Delivered in the Cloud on an outcome-based pricing model, Infosys Talent Edge optimizes
costs and delivers better spend predictability to the HR organization. This frees up significant
capital expenditure typically locked into HR technology and process investments, allowing
the HR function to be a strategic enabler of an organization’s business objectives. Infosys
Talent Edge provides companies with the convenience of single point of accountability by
taking complete ownership from technology to business operations.
Samson David, Vice President and Global Head - Business Platforms, Infosys said, "Infosys
Edge business platforms in the cloud, is focused on accelerating business innovation for our
clients across functions. Today HR organizations spend over 60% of their time on
transactional HR activities leaving little time to focus on talent engagement. With Infosys
Talent Edge, companies can focus more on deepening talent engagement while simplifying
transactional HR processes."

WORKFORCE DIVERSITY AT INFOSYS

Diversity and Inclusion at Infosys

Infosys values diversity and inclusion, and is committed to the principles of equal
employment opportunity. We comply with all applicable laws prohibiting discrimination or
harassment against any applicant or employee. This prohibition includes, without limitation,
discrimination
based on age, race, color, gender, national origin, religion, creed, disability, covered veteran
status, genetic information, sexual orientation, gender identity, pregnancy, childbirth or
related medical conditions, marital status, citizenship status, ancestry, amnesty, and any other
personal characteristic protected by applicable law. This policy applies to all personnel
actions, including but not limited to recruitment, hiring, placement, promotion, transfer,
separation, compensation, benefits, training, and education.

GENDER DIVERSITY

Women in Technology
AI-Based Coaching
Leveraging AI based structured developmental support to high-potential women provided a
fillip to our Women in Technology.
Restart with Infosys
Focuses on bringing back women on career breaks. The program is supported by skilling,
real-life project experiences and mentoring.
Women in Leadership
Infosys Leadership Institute is focused on strengthening gender diversity in the organization
through its Women in Leadership interventions
Sponsorship Program
Sponsorship programs in business units enable the identification and purposeful development
of women to strengthen the talent pipeline of leaders in business
Women of Infy
A special column on the Infosys Intranet continues to share journeys of inspiration of women
at Infosys

Return to Work post Maternity

A strong Return to Work post Maternity program has ensured a whopping 89% women return
to work post maternity.
Infosys’ Maternity Handbook
Infosys Maternity Handbook provides women the support they require to navigate an
important life stage successfully.
The Infy Me App
Infosys’ new digital experience landscape for employees has a service called iMother,
designed to help women stay connected, relevant and inspired during this important stage of
their personal and professional lives.
Mom’s Net
A formal integration space for returning mothers, known as Mom’s Net, provides well-
appointed workstations, interaction spaces and lactation rooms –ensuring a safe and
comfortable environment for the integration.
The Family Matters
With growing demands in areas of both work and family, there is a need for networks at the
workplace for employees to connect and share and leverage the support of their peers and
colleagues. The Family Matters forum focuses on interactions with experts to strengthen
learning and awareness on a variety of topics from childcare, parenting, relationships, family
health and wellness and more.

Childcare Facilities
Infosys offers a host of options for childcare from in house facilities on campus, to proximity
tie ups and even network options for parents preferring childcare support close to their
homes.
IWIN (Infosys Women’s Inclusivity Network)
The leadership vision is to promote a gender sensitive and inclusive work environment in its
offices world over. Based on this vision, (IWIN) has 3 Key imperatives:
Create a gender sensitive and inclusive work environment, thereby making Infosys the
employer of choice by women.
Help women in their career lifecycles through support groups and policies, thereby enhancing
retention.
Develop women for managerial and leadership roles, thereby maintaining gender ratios at all
levels in the organization.
IWD 2021 Celebrations- #ChooseToChallenge
The theme for International Women’s Day (IWD) 2021 is #ChoosetoChallenge. Choose to
Challenge is envisaged as an inclusive campaign that calls attention to preferences, behaviour
and action that we demonstrate in the various situations and contexts that we navigate every
day. It invites a deeper reflection into the ‘whys’ of action or inaction, as the case may be,
and urges us to consider a different approach. An approach that will challenge the status quo
‘positively’ thereby facilitating an unravelling of intent, behaviour and action in a way that
will inform and guide our everyday as we navigate a larger ‘purpose’ with ‘conscience
PEOPLE WITH DISABILITIES
Infyability is an employee resource group formed for employees with disability that aims to
create a safe, accessible and inclusive work environment. It addresses specific needs towards
the recruitment, development, engagement, growth, and retention of employees with
disability by promoting an inclusive workplace where skills and knowledge of each employee
are valued and respected. It also runs campaigns to raise awareness among employees and
contributes to the design of the Company’s disability inclusion strategy.
Infosys Practice Guidelines to support integration of employees with disabilities
The practice guidelines will help sensitize, inform and enable various stakeholders including
employees with disabilities, their managers and co-workers and enabling functioning’s such
as Human resource, facilities and infrastructure transport, technology support team and the
legal team to address disability at the workplace more effectively. It is intended to enable
stakeholders make informed choices in their line of duty toward building an inclusive work
environment. And also adopt formal expressions of commitment and intent related to the
recruitment, hiring, retention, and advancement of individuals with disabilities
Accessibility Policy
a. Providing an accessible workplace which includes a constant effort to improve both
physical (infrastructure) and digital communication accessibility.
b. Reasonable Accommodations: Provision of assistive devices for those with special needs
to improve accessibility and to create an inclusive work environment (e.g. providing
accessible transportation in our Development Centres (DCs) for easy commute across the
campus, manual and motorized wheelchairs, conformable workspace at each work station,
screen readers and other supporting assistive devices as needed).
c. The employees with orthopaedic disabilities are placed in all roles. Employees with
hearing impairment are placed in all roles, excluding roles that involve in speaking over the
phone to the clients/vendors/employees. Employees with visual impairment are mostly placed
in support functions and business roles where we have reasonable accommodation in place.
Memberships
Australian Network on Disability: Infosys Australia has been successfully certified as a
Disability Confident Recruiter by Australian Network on Disability (AND).
Community
Creating Inclusion through Social Outreach
We have collaborated with NASSCOM Foundation to set up a National Digital Literacy
Mission (NDLM) Centre for Empowering People with Disabilities. Candidates with
disabilities are provided with direct training opportunities along with our NGO partners. We
have trained 300+ candidates’ locations including Bangalore, Vijayawada, Hyderabad, Pune
and Chennai. 60% of these candidates have been successfully placed.
Awards
Winner at the Nipman Foundation – Microsoft Equal Opportunity Awards 2019 (category:
Enabler– Employer of Persons with Disabilities)
Winner at the NASSCOM Corporate Awards for Excellence in Diversity and Inclusion, 2019
(category: Persons with Disability)
KNOWLEDGE MANAGEMENT
What is Knowledge Management?
Knowledge management is the systematic capture of insights and experiences to enable an
organization to identify, create, represent, and distribute knowledge. The insights and the
experiences of individuals in the organization comprise the knowledge that is created in the
organization and is embedded in the form of practices and processes.
“The key aspect about the knowledge management system is that it does away with
hierarchical boundaries meaning that all employees are treated equal in the creation, sharing,
and dissemination of knowledge.”
Introduction:
Who are Knowledge Workers?
Knowledge workers is a term used to refer to the employees in the IT (Information
Technology), BPO (Business Process Outsourcing), Financial Services, and other sectors
where the brain or the intellectual work is the determinant instead of brawn or physical
labour. In this respect, knowledge workers have become a separate category altogether for the
HR managers and the HR field as managing them needs different approaches when
contrasted with managing employees in other sectors. This article examines some such
approaches that are needed for managing the knowledge workers.
HR Approaches to Managing the Knowledge Workers
To start with, considering the fact that knowledge workers work on the basis of their
intellectual capabilities, the HR managers have to ensure that these workers remain mentally
agile and intellectually fit to cope with the demands of their jobs. Therefore, in recent years,
the theorists as well as the practitioners in the HR field have emphasized the fact that
knowledge work and knowledge workers must be treated in a manner that makes them central
to the organizations objectives. This attitude has been summed up concisely and lucidly by
the Indian IT icon, NR Narayana Murthy, who said that the IT companies assets’ leave every
evening and return the next morning to work. In other words, what this means is that the HR
managers have to treat the knowledge workers in the same manner in which earlier era
management used to protect their physical assets.
Further, managing the knowledge workers also means that the pay and benefits have to be
commensurate with their skills, experience, and the value that they add to the bottom-line of
the organizations. It is no wonder that IT employees often command stratospheric salaries
and humungous perks as they are indeed valuable to the companies who just cannot afford to
let go of their top performers. Another aspect of knowledge work is that these companies are
flat in terms of organizational arrangements as opposed to the hierarchical nature of
organizations’ in the manufacturing and allied sectors.
Downsides of Preferential Treatment of Knowledge Workers
Having said that, it must also be noted that sometimes, the royal treatment accorded to the
knowledge workers gets to their head leading to demands for more pay, attrition for the
slightest reasons, as well as an attitude that they are superior to others. Indeed, there was a
time (before the current recession) and during the dotcom boom when IT employees used to
attend interviews and in the course of the interview, talk to other companies as a means of
pressuring both companies into accepting their demands. Moreover, even now, some
knowledge workers are prone to ask for raises and more benefits irrespective of the fact that
the present economic downturn has made it tougher for the companies and the HR managers
to comply with their requests.
On Balance Assessment
Of course, the pros and cons listed above cannot be generalized to the entire community of
knowledge workers as there are many who work for the sake of the satisfaction and the
opportunities for self-actualization that is part of their jobs. Indeed, it is this aspect that the
HR field has recognized as being the key imperative when dealing with knowledge workers
which means that the HR managers in conjunction with management have to ensure that the
job and the role is challenging for the knowledge workers. For instance, it is the case that
with so much competition among both the companies for employees as well as within
prospective employees for the mega successful companies, there manifests a race for the best
and the brightest of the employees and competition between employees to get into the truly
innovative companies.
Conclusion
If we review the main points made so far, it is clear that the field of HR has now expanded to
include the latest managerial theories and trends pertaining to approaches to managing the
knowledge workers. Indeed, with the services sector becoming the mainstay of many
economies, the HR field has to adapt and adjust to the changing trends in managing
employees and in particular, the knowledge workers. This includes devising work from home
arrangements, sabbaticals for higher study, flexible pay and benefits including lucrative
performance bonuses, and the other aspect of organizing fun and entertainment events to help
the knowledge workers beat the stress and unwind. In conclusion, managing the knowledge
workers is both an art and a science and it is for this reason that many HR courses in leading
business schools have dedicated modules for managing the knowledge workers.
Closing Thoughts: Do not reinvent the Wheel
The real purpose of a successful knowledge management system is to avoid redundancy and
to prevent duplication of effort. After all, who wants to reinvent the wheel and spend time
doing things that has already been done by others in the organization. Hence, a successful
knowledge management system would not only help the employees avoid redoing work but
also introduce synergies because of complementary activities that can be taken from the
system and supplemented with
 Job Analysis Statement of varieties of job

 What is Job Analysis?

 A job analysis is often known as the process used to identify the tasks,
responsibilities, skills, objectives, and work environment for a specific job. Typically
it’s used for crafting the perfect job description.
 A job analysis is a step-by-step specification of an employment position's
requirements, functions, and procedures. Successful HRM practices can lead to
outcomes that create competitive advantage. Job analyses, properly performed,
enhance the success of these HRM practices by laying the foundation. Job analysis
information can be applied to a variety of HRM practices. We now take a brief look at
some of them. HRM is mainly about determining the level of work experience,
educational and professional qualifications, skills as well as expertise required for a
particular job profile. The basic aim and objective of job analysis and job design is to
gather and analyse information related to a specific job profile. Job analysis plays a
vital role in job placements as it assesses the characteristics required to ensure
satisfactory job performance as per the workplace environment the job is designed
for.
 A firm must demonstrate that the challenged selection practice was developed on the
basis of job analysis information. As one judge noted during a discrimination hearing,
without a job analysis on which to base selection practices, an employer "is aiming in
the dark and can only hope to achieve job-relatedness by blind luck."

 Goals of Job Analysis

 The process of job analysis is carried out by recruiters to fulfil some essential
objectives and goals like
 Recruitment and selection of a candidate
 Compensation Management 
 Orientation, Training and Development
 Placement & Socialization
 Employee Safety and Welfare
  Performance and Appraisal
 Employee Counselling
 Strategic Planning & Management of Human Resources

 What does Job Analysis Include?

 Under job description, factors like the job tasks and responsibilities, working
conditions, job title, tools and equipment as well as occupational hazards are
mentioned. On the other hand, job specification contains the capabilities
needed for a certain profile like educational qualifications, work experience,
career skills, communication skills and interpersonal skills to perform all the
tasks and responsibilities effectively. Thus, while carrying out a job analysis, you
will require the following details:
 Job Summary
 Salary Considerations
 Duties and Responsibilities
 Minimum Qualifications
 Complete Physical Requirements 

 Determining the type of information to be collected

 A wealth of information may be gathered during a job analysis. Job analysis
information may be divided into three categories: job content, job context, and worker
requirements. Job content refers to workers' job activities or what workers actually do
on the job. Job context refers to the conditions under which the work is performed and
the demands such jobs impose on the worker. Worker requirements refer to the worker
qualifications needed to perform the job successfully. The specific information falling
within each category is described next.

 CONTENT
 When gathering information about tasks, the job analyst seeks to determine what the
worker does, the purpose of the action, and the tools, equipment, or machinery used in
the process. The analyst may also gather additional information about tasks, such as
their relative importance, the expected performance levels, and the type of training
needed by a new worker to perform tasks satisfactorily. Job content can be described
in a number of ways, depending on how specific one wants (or needs) to be. The
different types of job content information are described in Exhibit 1.

 CONTEXT
 Job context refers to the conditions under which work is performed and the demands
such work imposes on employees. Specific types of job context information typically
identified during a job analysis include reporting relationships, supervision received,
judgment, authority, personal contacts, working conditions, and the physical and
mental demands on the worker.
 REQUIREMENTS

 Worker requirements refer to the knowledge, skill, ability, personal characteristics, and
credentials needed for effective job performance. These terms are defined as:
 Knowledge—the body of information one needs to perform the job.
 Skill—the capability to perform a learned motor task, such as forklift operating skills
and word-processing skills.
 Ability—the capability needed to perform a non-motor task, such as communication
abilities, mathematical abilities, and reasoning or problem-solving abilities.
 Personal characteristics—an individual's traits (e.g., tact, assertiveness, concern for
others, objectivity, work ethic) or their willingness/ability to adapt to the
circumstances in the environment (e.g., ability to withstand boredom, willingness to
work overtime, willingness to treat others cordially).
 Credentials—proof or documentation that an individual possesses certain
competencies, such as diplomas, certifications, and licenses.
 The sheer amount of information that can be uncovered during a job analysis may be
overwhelming, but it is usually unnecessary to gather all possible data. The purpose or
intended use of the job analysis dictates the particular information to be gathered.
Therefore, the analyst must decide how the job analysis will be used before deciding
what information to seek.
 For instance, if a job analysis were to be used to develop a technical training program
for new employees, the analyst should focus on information about subtasks (a step-by-
step description of how the job is carried out) and the specific knowledge, skills, and
abilities (KSAs) one would need to do well on that job. If the purpose were to develop
a written employment test to assess applicants' knowledge of the job, the analyst
should target information about the specific tasks of the job and the knowledge
required to perform each task (i.e., the facts, theories, principles, etc., one must know
to be able to perform tasks satisfactorily).
 Components of Job analysis:
 Job analysis is a systematic procedure to analyse the requirements for the job role and
job profile. Job analysis can be further categorized into following sub components.

 Job Position:
 Job position refers to the designation of the job and employee in the organization. Job
position forms an important part of the compensation strategy as it determines the
level of the job in the organization. For example, management level employees
receive greater pay scale than non-managerial employees. The non-monetary benefits
offered to two different levels in the organization also vary.

 Job Description:
 Job description refers the requirements an organization looks for a particular job
position. It states the key skill requirements, the level of experience needed, level of
education required, etc. It also describes the roles and responsibilities attached with
the job position. The roles and responsibilities are key determinant factor in
estimating the level of experience, education, skill, etc required for the job. It also
helps in benchmarking the performance standards.

 Job Worth:
 Job Worth refers to estimating the job worthiness i.e., how much the job contributes
to the organization. It is also known as job evaluation. Job description is used to
analyse the job worthiness. It is also known as job evaluation. Roles and
 responsibilities help in determining the outcome from the job profile. Once it is
determined that how much the job is worth, it becomes easy to define the
compensation strategy for the position.

 Job analysis of IT sector (Infosys)

 This is a study of employee motivation and job satisfaction in Infosys Technologies

Ltd. India and attrition rate. In the forthcoming sections, I will walk you through the
issues faced by Infosys employees regarding the company’s policy and work
environment and factors leading to the de-motivation of employees and high attrition
rate. Job satisfaction comes with various factors like work environment, salary,
designation, promotions, higher management, career opportunities and growth, other
incentives etc. A dissatisfied employee will leave the organisation to show his
dissatisfaction towards the company and hence increase the attrition rate. Based on
different theories, we will suggest changes that can be made in these work place and
give you an implementation plan to bring these changes into use. My goal will be to
increase work motivation, among the employees, making Infosys Technologies Ltd. a
more productive and better place to work.

 Job Description in Infosys Technologies Ltd.

 Infosys Technologies Ltd. offers IT and consulting solutions across various business
units aligned with various industry verticals like banking, life sciences, and retail to
name a few. The responsibilities of an Infosys employee include the following-
 Understanding client requirements and preparing designs for translating those needs
into deliverables
 Building best-of-breed applications and software per-specification and on-time
delivery of identified work-products
 Ensuring compliance to corporate policies, processes and standards
 Maintaining and enhancing applications and software per specific client-contractual
norms
 Pre-recession, the IT professionals used to move from one firm to another with the
average market salary hike in the range of 20-30%. Post-recession, the trend is
changing fast with professional finding IT industry no more a charming and stable
industry and a big chunk of experienced professionals are moving from IT sector to
other sectors like banking, manufacturing etc.
 The IT firms are finding it harder to retain their employees and the attrition rate are
higher in almost all the major IT companies in India.
 The attrition rate in Infosys Technologies Ltd. is at its peak and has become a big
cause of concern. The quarterly attrition rate peaked to 15.8% during June. This is the
highest in the last two years. The attrition rate was 13.4% in March and the same was
11.1% during the same period last year.
Job Specification Form of INFOSYS
 Design the training evaluation questionnaire.

 Meaning of training evaluation:

 Training evaluation can be defined as any attempt to obtain information (feedback) on
the effects of training program and to assess the value of training in the light of that
information for improving further training.
 Evaluation of training can be viewed as a method of measuring change in knowledge,
skills, attitudes, job performance, costs and the quality of the training facilities. A major
reason to evaluate training programs is to determine whether the training programs are
accomplishing their specific training objectives.

 Training Evaluation questionnaire of IT Sector

 Given below are some statements. Indicate opinion on the statement in the rating scale
of 5 to 1 based on your experience. The rating scale:
 5- Excellent
 4-Very Good
 3-Good
 2-Poor
 1-very poor

S. Different Question Excel Very Good Poor (2) Very

No lent Good (3) Poor (1)
(5) (4)
1 Extent to which training
environment was
favourable
2 Training helped in
getting awareness of the
latest trends in software
field
3 Access to the online
material
4 Sharing of Information
5 Time allotted on first
project; the project
done during training
6 Extent to which you are
satisfied with your
position
7 Relevance of training to
the currently pursued
 job
8 Opportunity provided to
implement the skills
learnt
9 Suggestion provided by
instructor during
training
10 Extent to which training
program brought
changes in your
behaviour
11 Extent to which training
program bought
changes in your
techniques
12 Support of organization
to continue contact with
training institute
13 Extent to which training
met your expectations
14 Extent to which training
helps in your future
career

S
 Evaluation of compensation practices of the IT industry

 First of all, we will understand what is compensation practices?

 Compensation is the process of providing adequate, equitable and fair remuneration to

the employees. It is what employees receive in exchange for their contribution to the
organization. It is a comprehensive term which includes pay, incentives and benefits
offered to the employees.

 PURPOSE OF COMPENSATION
 Contribution based Remuneration
 Attract talent
 Motivate & Retain Staff
 Ensure Equity
 Administratively Efficient
 Reward Valued Behaviour

 Now let’s understand compensation practices of IT industry

 The IT (Information Technology) sector comprising of software and hardware sectors

is a sunrise sector in many countries. Despite the fact that the sector has been around
since the late 1980’s, the sector is considered relatively young and a place for
innovation, entrepreneurship and growth. No wonder many fresh graduates flock to
the IT sector after graduation to take up roles that are challenging and stimulating.
 To attract the best talent available, the IT sector designs the compensation packages
in ways that can be termed innovative and path breaking as they bundle the basic
compensation components and perks and benefits in novel and unique ways.
 Innovative Compensation Packages
 A hallmark of the compensation packages in the IT sector is their reliance on
non-standard components that are the characteristic of the old economy or the
traditional sectors. In comparison, the so-called “new economy” companies make it
a point to include additional components like variable pay, performance linked
incentives over and above the base pay that they give out to their employees. With
the aura surrounding the IT sector, many employees have come to take for granted
the high pay along with the attractive perks and benefits that these companies give.

 ESOP’s
 The IT sector pioneered the introduction of ESOP’s or Employee Stock Options
plans for the employees as a means of ensuring that employees take more ownership
and responsibility for their work by making them partners in the growth of the
company. The rationale for giving stock options to employees is that once they feel a
sense of ownership with the company in which they are working, their performance
levels go up due to increased motivation and satisfaction that such a practice tends to
inculcate in the employees. Given the fact that most IT stocks zoom ahead in value
after the IPO or the Initial Public Offering is announced and retains their valuations
well into the company’s existence, IT companies that offer ESOPs are much sought
after by many employees.

 Other Perks and Benefits

 The IT sector provides additional benefits like transportation, medical allowance and
allowances for furnishing one’s house. With an emphasis on all round welfare as
opposed to paying the employees what is the minimum, IT companies ensure that
their employees are taken care of well. Many companies in the IT sector are quite
liberal in insuring their employees and their families under group medical insurance
which provides adequate cover to the employees and their families in case of illness
and surgeries as well as accidents and other unanticipated contingencies. Further,
some IT companies go a step further and provide for recreational allowances that
ensure their employees’ vacation expenses are also taken care of.
  Compensation practices of INFOSYS:

 “Compensation is payment in the form of hourly wages or annual salary

combined with benefits such as insurance, vacation, stock options, etc.
that can positively or negatively affect an employee’s work
performance”

 COMPENSATION MANAGEMENT AT INFOSYS

 Infosys compensates its human assets in three different ways.
 Adds learning through training and development and appraisal practices.
 Adds significant emotional value through initiatives directed towards sustaining
employees with their work and personal needs.
 Adds financial value by monetary compensation.

 DIRECT COMPENSATION FOLLOWED AT INFOSYS

 Basic Pay: Wages or Salaries paid to the employee. These are a standard practice; the
competitive advantage can only be earned by paying a higher amount.
 Incentive Pay: Bonus paid when particular performance or objectives are completed,
it motivates employees to set and increase performance level and is an drive to
accomplish farm goals.
 Stock Options: A right to own and manage the organization which is given to an
employee to reward extraordinary services.
 Bonuses: A part of the profit the organization earned by the employees due to the
success of their overall achievements.

 INDIRECT COMPENSATION FOLLOWED AT INFOSYS

 Over time policy: Employees are provided with the sufficient allowances during their
overtime, if they happened to do so, such as transport facilities, overtime pay
 Hospitalization: They are provided with allowances to get their regular check-ups, at a
regular interval. The company has a tie with leading hospital in the country where
emergency and non-emergency medical care is provided
 Insurance: Accidental insurance and life insurance for employees are provided to
employees. The company are in contract with METLIFE insurance who also derive
service from INFOSYS
 Retirement benefits: The organization provide for pension plans, the provident fund
scheme which is a government issued retirement scheme is one of the examples for
retirement benefits followed at Infosys 1
 Process Migration: The employees are provided opportunities to be deployed for
projects outside the host countries.

 COMPENSATION ANALYSIS FOR INFOSYS

 With increasing demand for technology professionals and innovative compensation
packages employee retention is the most feared challenge for Infosys.

 The employees of the new era feel since they spend time and effort for the company,
collective bargaining for managerial decision should be implemented.

 Skills, competencies, and commitment surpass loyalty, hard work and length of
service.

 Increasing demands of technology coupled with a short supply of professionals

 Informational Technological companies have moved from conventional pay-for-time

methods to a combination of pay-for-knowledge.

 ESOP AT INFOSYS
 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.