Infosys vs Tata Steel

1. INFOSYS
&
TATA STEEL
Job
Satisfaction
Employee
Retention
Increasing
performance
Attracting
talent

2. JOB SATISFACTION

3. "Our assets walk out of the
door each evening. We have to
make sure
that they come back the next
morning."
(Narayana Murthy, CEO
Infosys).

4. INTRODUCTION
 The term motivation has its origin in the Latin word
“mover” which means “to move”. Thus the word
motivation stands for movement.
 In the organizational setting the word “Motivation” is used
to describe the drive that impels an individual to work.
 A truly motivated person is one who “wants” to work .Both
employee and employers are interested in understanding
motivation if employees know what strengthens and
what weakens their motivation, they can often perform
more effectively to find more satisfaction in their job.

5. About Infosys
 Infosys Ltd (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 company by 2014
revenues, and the fifth largest employer of H-1B
visa professionals in the United States in FY 2013.
 Vishal Sikka is currently the CEO of Infosys.
 Infosys is a large consulting, engineering, and outsourcing
firm based in India, with 150,000 employees working
from 64 offices and 68 development centers around the
world. As Infosys has grown, its workforce has become
younger, with a median age of 27 years. In India’s booming
economy, young workers are constantly seeking new
opportunities and changing jobs.

6. Infosys Employee Reviews
Company Attributes
Job Work/Life Balance (4.3/5)
Salary/Benefits (3.5/5)
Job Security/Advancement (4/5)
Management (4/5)
Job Culture (4/5)
Good learning exposure
Senior Systems Engineer (Current
Employee), Delhi – February 22,
2014

7. Mantra behind a successful company• Organizational
culture plays an
important role in
retaining their
employees and
offering maximum
satisfaction.
• It is not totally
focused on creation
of wealth but
building a sound
organization.
• It is an umbrella
term which
encompasses :
performance,
sociological,
psychological and

8. RETENTION PRACTICES: INFOSYS
 The company introduces a quarterly
promotion cycle and increases variable
payout to retain employees, Research
conducted by the University of Warwick in
Britain found that happiness makes people
12 percent more productive.
 Infosys recently launched “Pathfinder,”
which is a career movement programme. As a
part of this initiative, 23,000 people have
gone through career workshops to
understand more about their options. The
management is trying to provide employees
with internship programs to test waters
across different career streams available
internally and move around according to
their aptitude.
 Infosys hires people strictly according to the
job profile. This means, for all jobs, they do
not hire the best. Candidates with lesser
aptitute are also hired who are trained and
best output obtained. This way, the retention
is higher.
 Infosys wanted to create a social media
platform to foster employee interaction and
boost job satisfaction. It used Microsoft
SharePoint Server 2010 to create Infy
Bubble, where employees share both personal

9. TALENT ATTRACTION
 GLOBAL TALENT PROGRAM
Largest sustained effort by any
company to recruit from campuses
outside of India and develop the
skills of a global workforce through
training assignments in India.
 Business Today ranked Infosys as
the ‘Best company to work for in
India’ in 2006 based on employee
satisfaction, perceptions of key
stakeholders, HR processes and
policies. It has one of the best
offices in India. One of the best
training practices in the world.
 Infosys establishes the right value
proposition required to attract
talent by becoming ‘Employer of
choice’.
 Competency Based Role Enabling
 Enable IT in HR & improve
processes to enhance productivity

10. INCREASING JOB SATISFACTION WHILE
INCREASING PERFORMANCE
• Good workplace (external enviornment)
• Social media engagement of employees.
• They believe in the people recruited, give them required training, put them
under capable Project Managers who help them understand and execute the
work. This way, the employee gets more interested in the job and delivers what is
required of him.
• Infosys inaugurated its facilities in Bangalore under the name of "Infosys City"
in November 2000. Spread over 44.225 acres, it is claimed to be the largest
software services campus in the world. It has the largest `video w all' in Asia
which allows for video conferencing simultaneously from multiple centers. The
existing buildings also form part of the Infosys City. The City contains food
courts that serve Chinese, North Indian, South Indian and Western cuisine. A
state-of-the-art gym, golf course, pool tables, table tennis tables and dance-floor
are already in place. The sauna, grocery store, an Infosys Store, 50 000 square
feetswimming pool and a lake with paddling boats will soon be part of the City.
The eco-friendly campus has more than 6,500 trees. The landscape includes stone
paths, rose beds, bamboo clusters with benches beneath them, fountains, and
water recycling plants. Besides the enticing work environment, Infosys provides
state of the art technology to its employees. For example, PCs used by Infocians

13. MOTIVATIONAL PRACTICES
• Meet, collaborate, and share your interests with Infoscions around the world on
intranet portal Sparsh and social networking platform Infy Bubble
• To keep workers engaged and excited to be at Infosys, and also to help them
form a sense of family in such a large organization, Infosys wanted to build an
internal social networking site—something similar to Facebook or Twitter for
Infosys.
• In four months, Infosys created a new intranet called Sparsh, Sanskrit for
“touch.” Sparsh is the home base for all employees, providing company news
and one-click access to many corporate applications.
• As soon as Sparsh was complete, Infosys started developing Infy Bubble, its
social media site, which it launched for employees in India in May 2011.
Through Infy Bubble, employees can share their views, photos, videos, and blog
posts with fellow employees. They can talk about work or about life outside of
work. There are groups to discuss poetry, sports, Indian pop stars, enterprise
architecture, and SharePoint Server.
• Infosys has a range of clubs for activities such as music, movies, sports, theatre,
and photography. Employees can also create new clubs with like-minded

17. ATTRACT AND RETAIN TALENT
• Tata Steel believes that being the best possible employer helps to attract
and retain the best employees.
• Since its foundation more than a century ago, the company has been a
pioneering and enlightened employer. Long before the Tata Steel
Human Resources Policy was formally written down in 2001, its
employment philosophy and practices were based on the recognition
that the people of Tata Steel are the primary source of its
competitiveness.
• With a view to enhancing the technical capability of the people, a 3-year
certificate programme at NIT was started this year for two more
disciplines i.e. Electrical and Metallurgy, apart from the Mechanical
discipline which was introduced last year. Within the Company, for the
first time ever, a course on Combustion in Reheating Furnaces was
designed, developed and delivered jointly by SNTI and R&D.
• The Company launched the 'Enterprise Capability Building System'
(ECBS) for the Shared Services Division. This online system presents
random questions on selected topics from the question bank created to
suit the participants work profile and generates the participants score at
the end of the exercise. This is a tool for identifying training needs.

18. • The Company firmly believes that in the quest for
maintaining a high performance culture, a calibration of
performance and merit is important. This needs to be
supported by a compensation structure which is comparable
to the market so as to attract and retain the best talent
especially against growing competition.

19. MOTIVATION MEASURES
Tata Steel has a unique programme, Aspire Knowledge
Manthan, which facilitates knowledge sharing among
supervisors and workers. The purpose of this effort is to instill
confidence in workers and help them perform better.
Tata Steel aspires to be the health and safety benchmark for
the global steel industry. It provide health screening checks
and many operate structured wellness programmes, which
educate and motivate employees and their families about the
benefits of maintaining healthy lifestyles.
Mutual trust between people at every level of the organization
is intrinsic to the Tata Steel culture, calling for open, honest
two-way communication between management and employees
at all times. Tata Steel believes as a matter of principle that
diversity within the workforce greatly enhances its overall
capabilities. It is an equal opportunity employer in all its
operating locations, and does not discriminate on any basis.

20. Tata Steel also believes in enabling all employees to continue
to enhance their knowledge, skills and capabilities,
and invests significant resources in training, education and
personal development in order to provide each person with
the most suitable training at the most appropriate time.
Leadership Development : The Global Leadership Development
Program (GLDP) was designed for the Senior Leaders of the Tata Steel
Group to come together as one Company and assist in conveying what
it means to be part of Tata and the Tata Steel Group (TSG) as a global
company. The aim is to build a shared understanding of the TSG Plan
and work together as one team to live the Tata Values, inspire one
another and bring out the best in all the Company's people, customers,
suppliers and the communities that the Company serves.

21. Knowledge Sharing : It is believed that learning in totality is imperative to ignite the
passion and inert potential of human beings. Towards this end, 'The Round Table' was
launched as a platform for individuals to get together, share their ideas with each other
and join in thoughtful conversation with knowledgeable persons in the pursuit of holistic
learning. Four sessions were held during the year on different themes. The 'Window on
the World' programmes continued during the year. A wide array of speakers participated
on topics ranging from science and technology to spiritualism

23. Tata Steel, a pioneer in employee welfare, is
making huge investments in environment and
education in Jamshedpur. Pollution,
occupational hazards, safety regulations and
health are the other constants on its plate.

24. INCREASING JOB SATISFACTION

26. Employee Benefits
• Committees comprising representatives of
the Union and Management jointly
monitor benefits available to all
employees, which include financial benefit
plans, insurance, medical and sickness
benefits, disability coverage, higher
education and sabbaticals, maternity
leave, Family Benefit Scheme, Tisco
Employees’ Pension Scheme (TEPS),
Holiday Homes, Tata Steel Executive
Holiday Plan (TEHP) and Early
Separation Scheme (ESS).
• Clauses of SA 8000 apply to all locations of
the Company and its suppliers. Its Steel
Works and Sukinda Ferro Chrome Mines
are formally certified to the standard.
• All female employees who took maternity
leave during 2011-12 opted to return to
work and reoccupied comparable
positions.
• The goal of being an employer of choice is
articulated in Tata Steel’s Human
Resource Policy. It encourages its
employees to prioritise between work and
a satisfying, enriching life providing
sufficient space for wellness, leisure,

27. Remuneration based on responsibility and performance
• The Company firmly believes
that in the quest for
maintaining a high
performance culture,
calibration of performance and
merit is important. This is
supported by a compensation
structure, which is comparable
to the market so as to attract
and retain the best talent. A
salary correction for all the
officers was undertaken during
the year.
• For the same work or work of
similar nature male and female
employees are paid equal
remuneration, by linking
remuneration to responsibility
and performance.
• Bonus for non-officers is in
agreement with the Workers’

28. Drop in attrition
Attrition Trend
by Gender
2009-10 2010-11 2011-12
Male 3.03 % 4.42 % 3.44 %
Female 5.07 % 5.14 % 3.95 %
Grand Total 3.19 % 4.48 % 3.49 %
While the results of such initiatives are visible over a period of time, as
an immediate indicator, these measures resulted in the enhancement of
the Company’s retention rate by one per cent, with the rate of turnover
at less than 10 percent

33. THANK YOU !!