Infosys Harvard Case Study
Case Study: Infosys
Infosys is a Global IT service company based in India. It was founded in 1981 by 7 mid class men with a capital of $250 borrowed from their spouse. In 2008 the company is employing 85,013Software Professional and 6,174support employees.
The value of the company was summarized by one of the founder in the sentence: “ professionally owned and managed, with good corporate governance, good employee management and good ethics.” The company saw an exponential growth coming from the Indian Market liberalization and a increase use of outsource by US Corporation. The CEO wanted the company to be in the Top 10 list of the Best performing company and Best Employers. The company try to seek an active role of the HR as supporter for their differentiation strategy. In order to grow and be competitive on the market, the company focused on “offshore development center” offering not just IT support but also IT strategy and Design. In order to recruit always the best employees, and compete with company like Wipro, IBM or Accenture, started to offer high benefit plan to his employees. As well as Google in California, they built a Campus that now is 350 acres, and a residential facilities for more than 8000 employees. However the company in his growth was unable to offer the same benefit to the new employee, the workplace was also becoming less creative and impersonal. In the same time the recruiting process become less selective because the company didn`t want any growth constraint. However this high growth start to change the structure of the company increasing the gap between manager and all the employees. The strategy that the HR department designed to address this problem was inadequate, they thought that was sufficient to offer fun activities or social project to increase employees morale. To be loyal to the employees and keep up the morale, the company tried to keep all the staff at work even in the downturn. However this action didn`t had the
Infosys is a Global IT service company based in India. It was founded in 1981 by 7 mid class men with a capital of $250 borrowed from their spouse. In 2008 the company is employing 85,013Software Professional and 6,174support employees.
The value of the company was summarized by one of the founder in the sentence: “ professionally owned and managed, with good corporate governance, good employee management and good ethics.” The company saw an exponential growth coming from the Indian Market liberalization and a increase use of outsource by US Corporation. The CEO wanted the company to be in the Top 10 list of the Best performing company and Best Employers. The company try to seek an active role of the HR as supporter for their differentiation strategy. In order to grow and be competitive on the market, the company focused on “offshore development center” offering not just IT support but also IT strategy and Design. In order to recruit always the best employees, and compete with company like Wipro, IBM or Accenture, started to offer high benefit plan to his employees. As well as Google in California, they built a Campus that now is 350 acres, and a residential facilities for more than 8000 employees. However the company in his growth was unable to offer the same benefit to the new employee, the workplace was also becoming less creative and impersonal. In the same time the recruiting process become less selective because the company didn`t want any growth constraint. However this high growth start to change the structure of the company increasing the gap between manager and all the employees. The strategy that the HR department designed to address this problem was inadequate, they thought that was sufficient to offer fun activities or social project to increase employees morale. To be loyal to the employees and keep up the morale, the company tried to keep all the staff at work even in the downturn. However this action didn`t had the