HR Management in Infosys & Tata Steel
HR MANAGEMENT : LOOKING INTO THE FUTURE
INFOSYS
Since the dawn of the millennium, Infosys expanded at an incredible rate both in terms of size and scale (doubled its size every 20minutes) .The management was unable to cope up with the expectations of the employees and the employees felt they were being left out of the employee favorable culture Infosys was always known for. Most of this was experienced when Infosys, while expanding from a “large” small company to a “small” large company, brought about measures in its HR policy which the employees didn’t take to, including variable pay, broad-banding and the change in promotion policy.
Despite Infosys’ efforts in improving its relationship with its employees by offering a new campus having a plethora of recreational facilities to maintain the work life balance as well as programs to better accommodate new employees, it was losing employee faith. This could be attributed to the
1. Communication gap between the junior level employees and the senior managers.
2. Redundancy in the level of work because of the huge intake and constancy of the project available.
Moving forward, the first problem is of a major concern as for effective management and retention of employees, it is imperative to have clean and precise communication down the hierarchy. This can be achieved by flattening the hierarchy or adopting Tata’s leadership model to develop leaders from within the organization who would be able to better bridge the gap between the layers because of their awareness of the ethics and culture of the organization.
The second major problem of redundancy in work is one which might affect retention. Today’s Gen Y believes in the quality of work and not just the work done and hence, satisfaction is of primary importance. This can be achieved by changing an employee’s environment periodically allowing him/her to work on diverse problems thereby sustaining the interest as required.
Lastly, Infosys is a
INFOSYS
Since the dawn of the millennium, Infosys expanded at an incredible rate both in terms of size and scale (doubled its size every 20minutes) .The management was unable to cope up with the expectations of the employees and the employees felt they were being left out of the employee favorable culture Infosys was always known for. Most of this was experienced when Infosys, while expanding from a “large” small company to a “small” large company, brought about measures in its HR policy which the employees didn’t take to, including variable pay, broad-banding and the change in promotion policy.
Despite Infosys’ efforts in improving its relationship with its employees by offering a new campus having a plethora of recreational facilities to maintain the work life balance as well as programs to better accommodate new employees, it was losing employee faith. This could be attributed to the
1. Communication gap between the junior level employees and the senior managers.
2. Redundancy in the level of work because of the huge intake and constancy of the project available.
Moving forward, the first problem is of a major concern as for effective management and retention of employees, it is imperative to have clean and precise communication down the hierarchy. This can be achieved by flattening the hierarchy or adopting Tata’s leadership model to develop leaders from within the organization who would be able to better bridge the gap between the layers because of their awareness of the ethics and culture of the organization.
The second major problem of redundancy in work is one which might affect retention. Today’s Gen Y believes in the quality of work and not just the work done and hence, satisfaction is of primary importance. This can be achieved by changing an employee’s environment periodically allowing him/her to work on diverse problems thereby sustaining the interest as required.
Lastly, Infosys is a