Talent Management at Infosys
A CASE STUDY ON “TALENT MANAGEMENT PRACTICES “AT
Abstract
This analysis concentrates on the Infosys Group and the approach in which its executive management had elected to handle the firm’s human resources issues as they evolved, along with their challenging issues, during numerous stages of this pioneer company’s road to sensation. It also talks about iRace (Infosys Role
And Career Enhancement tool, which had a negative effect on their image as an apex company resulting in
4500 employees leaving their occupations. The opening years that led to Infosys becoming a viable entity were besieged with what many would consider to be insuperable challenges.
Nevertheless it was through unswerving dedication to become a notable world class software company, to which determination also proved to be a key component, that the qualities inherent within these two characteristics helped the firm to achieve its effectuate HRM practices. Infosys’s goal was to institutionalized and integrate its core competencies in concordance with its affinity for providing its-‘ family of employees’with a human resource management system that was culturally invigorative and companionably designed.
As a reward for incorporating this level of quality into its HRM system for its ’Infusions’ Business Today’s Best Employer Survey- ranked it number one for two consecutive years starting in 2001. But unfortunately this distinction came to an abrupt end in 2003.
V I S H N U G O P A K U M A R R O L L N O : 5 2
Company Profile
Infosys (formerly Infosys Technologies) is an Indian multinational corporation that provides business consulting, information technology, software engineering and outsourcing services. It is headquartered in Bangalore, Karnataka. Infosys is the third largest India-based IT services by
2014 revenues, and the fifth largest employer of H-1B visa professionals
Abstract
This analysis concentrates on the Infosys Group and the approach in which its executive management had elected to handle the firm’s human resources issues as they evolved, along with their challenging issues, during numerous stages of this pioneer company’s road to sensation. It also talks about iRace (Infosys Role
And Career Enhancement tool, which had a negative effect on their image as an apex company resulting in
4500 employees leaving their occupations. The opening years that led to Infosys becoming a viable entity were besieged with what many would consider to be insuperable challenges.
Nevertheless it was through unswerving dedication to become a notable world class software company, to which determination also proved to be a key component, that the qualities inherent within these two characteristics helped the firm to achieve its effectuate HRM practices. Infosys’s goal was to institutionalized and integrate its core competencies in concordance with its affinity for providing its-‘ family of employees’with a human resource management system that was culturally invigorative and companionably designed.
As a reward for incorporating this level of quality into its HRM system for its ’Infusions’ Business Today’s Best Employer Survey- ranked it number one for two consecutive years starting in 2001. But unfortunately this distinction came to an abrupt end in 2003.
V I S H N U G O P A K U M A R R O L L N O : 5 2
Company Profile
Infosys (formerly Infosys Technologies) is an Indian multinational corporation that provides business consulting, information technology, software engineering and outsourcing services. It is headquartered in Bangalore, Karnataka. Infosys is the third largest India-based IT services by
2014 revenues, and the fifth largest employer of H-1B visa professionals