The document discusses training and development practices at Infosys. It begins with an introduction to training and development, outlining its objectives and importance as a source of competitive advantage. It then covers topics such as orienting employees, various training methods including on-the-job and off-the-job approaches, and the training process from needs assessment to evaluation. The document also briefly discusses management development and provides an overview of training at Infosys before concluding with a bibliography.

1. Human Resource Management
(Term Paper)
[TRAINING AND DEVELOPMENT]
Including a study of the training & development
practices at Infosys
Submitted by:
SaumyaChugh
BBS 2C
Roll number 8115

2. Table of Contents
Acknowledgment 2
Introduction 4
Objectives of Training & Development 5
Training & Development as a source of competitive
advantage 6
Orienting Employees 7
Training 8
Methods of Training (and development) 9
Training Process 10
Management Development 19
Infosys 21
Bibliography 27
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3. Acknowledgment
I owe thanks to Ms.Neha and also extend my
sincere gratitude for the excellent guidance and
support provided by her in helping me to
accomplish my project successfully. The classroom
teachings provided by her were extremely
beneficial and guided me on how to go about this
project.
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4. There is nothing training cannot do;
Nothing is above its reach; It can turn
bad morals to good, it can destroy bad
principlesand recreate good ones; it can
lift men to angelship.
-Mark Twain
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5. Introduction
In the field of human resource management, Training and Development is the field
concerned with organizational activity aimed at bettering the performance of individuals
and groups in organizational settings. It has been known by several names, including
employee development, human resource development, and learning and development.
Training and development encompasses three main activities: Training, Education, and
Development.
Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
The principal objective of training and development division is to ensure the availability of a
skilled and willing workforce to an organization.
Training and Development is a subsystem of an organization. It ensures that randomness is
reduced and learning or behavioural change takes place in structured format.
Training & Development offers competitive advantage to a firm by removing performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
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6. Objectives of Training&Development
The fundamental aim of training is to help the organization achieve its purpose by adding
value to its key resource – the people it employs. Training means investing in the people to
enable them to perform better and to empower them to make the best use of their natural
abilities. The particular objectives of training are to:
o Develop the competences of employees and improve their performance
o Help people to grow within the organization in order that, as far as possible, its
future needs for human resource can be met from within
o Reduce the learning time for employees starting in new jobs on appointment,
transfers or promotion and ensure that they become fully competent as quickly and
economically as possible.
“Tell me and I forget, teach me and I remember,
involveme and I learn”
- Benjamin Franklin
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7. Training & Development as a Source of
Competitive Advantage
Companies derive competitive advantage from training and development. Training and
development programshelp remove performance deficiencies in employee.
This is particularly true when:
-The deficiency is caused by a lack of ability rather than a lack of motivation to
perform.
- The individuals involved have the aptitude and motivation need to learn to do the
job better.
-Supervisors and peers are supportive of the desired behaviours.
Employees become efficient after undergoing training
Efficient employees contribute to the growth of the organization
Growth renders stability to the workforce
Lower turnover (trained employees tend to stay with the organization).
Training makes the employees versatile in operations. All rounders can be transferred to any
job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in
increased profits from year to year.
Accidents, scrap and damage to machinery and equipment can be avoided or minimized
through training. Even dissatisfaction, complaints, absenteeism, and turnover can be
reduced if employees are trained well.
Future needs of employees will be met through training and development programs.
Organizations take fresh diploma holders or graduates as apprentices or management
trainees. They are absorbed after course completion. Training serves as an effective source
of recruitment. Training is an investment in HR with a promise of better returns in future.
A company's training and development pays dividends to the employee and the
organization. Though no single training program yields all the benefits, the organization
which devotes itself to training and development enhances its HR capabilities and
strengthens its competitive edge. At the same time, the employee's personal and career
goals are furthered, generally adding to his or her abilities and value to the employer.
Ultimately, the objectives of the HR department are also furthered.
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8. I. Orienting Employees
Careful selection doesn’t guarantee that employees will perform effectively. Potential is one
thing, performance is another. Even high potential employees cannot do their jobs
effectively if they do not know what to do or how to do it. Thus the process of training
begins with Orientation.
Purpose
Employee orientation provides new employees with the basic background information they
need to work in your company, such as information regarding company rules and practises.
The Orientation should aim to accomplish the following:
- The new employee should feel welcome/ at ease.
- She/ he should understand the organisation in a broad sense.
- Knowledge regarding the company’s policies and procedures
-Clear about work and behaviour expectations.
Orientation Programs
Typically, orientation programs include the following:
-Information regarding company history; its goals, missions and objectives.
- Range of products and services offered by the firm, various production techniques and
work standards etc.
-Company’s Organisation: It’s structure, hierarchy, flow of authority and accountability,
roles of various departments.
-Physical location of the various departments i.e the layout of the organisation.
-Personnel Policies; information regarding programs for training and development,
recruitment, selection, compensation etc.
-Recreational/ alternative activities for employees
-Rules and Regulations; Code of Conduct and Ethics
-Safety regulations
-Standing Orders
-Counselling services
New employees should receive employee handbooks.
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9. Employee Handbooksstate the policies and rules of the organisation. It helps the new
employees become familiar with the organisational dos and don’ts. Its content also
represents legally binding employee commitments. Therefore, employers often include
disclaimers.
II. Training
The term training refers to the acquisition of knowledge, skills, and competencies as a result
of the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. Training is a hallmark of good management and task managers often ignore
at their peril.
The benefits of training can be summed up as:
1. Improves morale of employees
Training helps the employee to get job security and job satisfaction. The more
satisfied the employee is and the greater is his morale, the more he will contribute
to organizational success and the lesser will be employee absenteeism and turnover.
2. Less supervision
A well trained employee will be well acquainted with the job and will need less of
supervision. Thus, there will be less wastage of time and efforts.
3. Fewer accidents
Errors are likely to occur if the employees lack knowledge and skills required for
doing a particular job. The more trained an employee is, the less are the chances of
committing accidents in job and the more proficient the employee becomes.
4. Chances of promotion
Employees acquire skills and efficiency during training. They become more eligible
for promotion. They become an asset for the organization.
5. Increased productivity
Training improves efficiency and productivity of employees. Well trained employees
show both quantity and quality performance. There is less wastage of time, money
and resources if employees are properly trained.
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10. Methods of Training (and development)
Training is generally imparted in two ways:
1. On the job training
On the job training methods are those which are given to the employees within the
everyday working of a concern. It is a simple and cost-effective training method. The
employees can be well trained by using such training method. The employees are
trained in actual working scenario. The motto of such training is “learning by doing.”
Instances of such on-job training methods are job-rotation, coaching, temporary
promotions, etc.
2. Off the job training
Off the job training methods are those in which training is provided away from the
actual working condition. It is generally used in case of new employees. Instances of
off the job training methods are workshops, seminars, conferences, etc. Such
method is costly and is effective if and only if large number of employees have to be
trained within a short time period. Off the job training is also called as vestibule
training, i.e. the employees are trained in a separate area( may be a hall, entrance,
reception area etc. known as a vestibule) where the actual working conditions are
duplicated.
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11. On the Off the
Job Job
Vestibule
Orientation Lecture
training Special study
Job-instruction Films
training
Television
Apprentice Conference or
training discussion
Internships Case study
and Role playing
assistantships
Simulation
Job rotation Programmed
Coaching instruction
Laboratory training
Training Process
Organizational objectives
Assessment of Training needs
Establishment of Training goals
Devising training program
Implementation of training program
Evaluation of results
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12. I.Organizational Objectives and Strategies
The first step in the training process in an organization is the assessment of its objectives
and strategies. What business are we in right now? At what level of quality do we wish to
provide this product or service? Where do we want to be in the future? It is only after
answering these related questions that the organization must assess the strengths and
weaknesses of its human resources.
II.Needs Assessment
Needs assessment diagnosis presents problems and future challenges to be met through
training and development. Organizations spend vast sums of money (usually as a percentage
on turnover) on training and development. Before committing such huge resources,
organizations that implement training programs without conducting needs assessment may
be making errors.
Needs assessment occurs at two levels- group and individual. An individual obviously needs
training when his or her performance falls short of standards, that is, when there is
performance deficiency. Inadequacy in performance may be due to lack of skill or
knowledge or any other problem. The problem of performance deficiency caused by
absence of skills or knowledge can be remedied by training. Faulty selection, poor job
design, improving quality of supervision, or discharge will solve the problem.
Assessment of training needs must also focus on anticipated skills of an employee.
Technology changes fast and new technology demands new skills. It is necessary that the
employee be trained to acquire new skills. This will help him/her to progress in his or her
career path. Training and development is essential to prepare the employee to handle more
challenging tasks.
Individuals may also require new skills because of possible job transfers.
Although job transfers are common as organizational personnel demands vary they do not
necessarily require elaborate training efforts. Employees commonlyrequire only an
orientation to new facilities and jobs. Jobs have disappeared astechnology, foreign
competition, and the forces of supply and demand arechanging the face of our industry.
Benefits of need assessment:
Trainers may be informed about the broader needs of the training
group and the organizations.
The organizations are able to reduce the perception gap between the participant
and his or her boss about their needs and expectations from the training
programs.
Trainers are able to pitch their course inputs course inputs closer to
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13. the specific needs of the participants.
III.Training and Development objectives
Once training needs are assessed, training and development goals must be established.
Without clearly set goals, it is not possible to design a training and development program
and, after it has been implemented there will be no way of measuring its effectiveness.
Goals must be tangible, verifiable, and measurable. This is easy where skills’ training is
involved. Behavioural standards of expected results are necessary so that the program can
be effectively designed and results can be evaluated accordingly.
IV. Designing Training and Development Program
Every training and development program must address certain vital issues:
Who participates in the program?
Who are the trainers?
What methods and techniques are to be used for training?
What should be the level of training?
What learning principles are needed?
Where is the program conducted?
Who are the trainers: Trainers should be selected on the basis of self-nomination,
recommendations of supervisors or by the HR department itself. Whatever is the basis, it is
advisable to have two or more target audience. For example, rank-and- file employees and
their supervisors or by the HR department itself.
Several people, including the following may conduct training and Development
Programs :
1. Immediate supervisors
2. Co-workers, as in buddy systems
3. Members of the personnel staff
4. Specialists in other parts of the company
5. Outside consultants
6. Industry associations and faculty members at universities
V. Training Methods
A multitude of methods of training is used to train employees. Training methods are
categorized into two groups: on the job training and off-the job methods, as mentioned
earlier.Let us now study each in detail.
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14. On the job training
Training that is planned and structured that takes place mainly at the normal workstation
of the trainee- although some instruction may be provided in a special training area on site -
and where a manager, supervisor, trainer or peer colleague spends significant time with a
trainee to teach a set of skills that have been specified in advance.
Advantages
1. Tailor-made course content with use of REAL companysituations/examples.
2. It is usually less expensive than off-job training.
3. Learning will take place using the equipment which will be actually used.
4. Trainees acclimatise more rapidly.
Disadvantages
1. Possibility of poor instruction and insufficient time.
2. Trainee may be exposed to bad work practices.
3. A large amount of spoiled work and scrap material may beproduced.
4. Valuable equipment may be damaged.
5. Training takes place under production conditions that are stressful,i.e. noisy, busy,
confusing and exposing the trainee to comments by other workers.
Orientation Training:
New employee orientation effectively integrates the new employee into your organization and
assists with retention, motivation, job satisfaction, and quickly enabling each individual to become
contributing members of the work team.
Job instruction training:
It is also called on the job training. It consists of 4 steps:
-Prepare the learner
-Demonstrate the task
-Have the worker do the task
-Follow through: Put the worker on the job, correcting and supporting as and when
necessary.
Apprenticeship:
A structured process by which people become skilled workers through a combination of
classroom instruction and on the job training. The apprentice usually studies under the
tutelage of the professional/ expert.
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15. Internships:
Internship is a system of on-the-job training for white-collar jobs, similar to an
apprenticeship. Interns are usually college or university students, but they can also be high
school students or post graduate adults seeking skills for a new career; they may also be as
young as middle school students in some areas. Student internships provide opportunities
for students to gain experience in their field, determine if they have an interest in a
particular career, create a network of contacts, or gain school credit. Internships provide
employers with cheap or free labor for (typically) low-level tasks. Some interns find
permanent, paid employment with the companies in which they interned. Their value to the
company may be increased by the fact that they need little to no training.
Job rotation:
It is a technique in which employees are moved between two or more jobs in a planned
manner. The objective is to expose the employees to different experiences and wider
variety of skills to enhance job satisfaction and to cross-train them.
Coaching:
It is the practice of giving sufficient direction, instruction and training to a person or a group
people, so as to achieve some goals or even in developing specific skills. Though coaching is
a system of providing training, the method of coaching differs from person to person, aim or
goals to be attained, and the areas needed. Still there are some common methods in
coaching.
Motivational speaking
Seminars
Workshops
Supervised practice
Off the job training
Advantages
1. A specialist instructor enables delivery of high quality training.
2. Wider range of facilities and equipment are available.
3. The trainee can learn the job in planned stages.
4. It is free from the pressures and distractions of company life.
5. It is easier to calculate the cost of off-job training because it ismore self-contained.
6. Cross-fertilisation of ideas between different companies.
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16. Disadvantages
1. Can result in transfer of learning difficulties when a trainee changes from training
equipment to production equipment.
2. No training can be entirely off-job as some aspects of the task can only be learned by
doing them in the normal production setting, with its own customs and network of personal
relationships.
3. Can be more expensive.
* Everyone involved in the training should be informed well in advance of the training
sessions. It is equally important that the persons delivering the training – whether in-job or
off-job training - are well versed in what has to be achieved and the most suitable
techniques to adopt.
Vestibule Training:
This training method attempts to duplicate on-the-job-situation in a company classroom.It is a
classroom training that is oftenimparted with the help of the equipment and machines,
which are identicalwith those in use in the place of work.This technique enables the
traineesto concentrate on learning new skill rather than on performing on actualjob. This
type of training is efficient to train semi-skilled personnel,particularly when many
employees have to be trained for the same kind ofwork at the same time.Often used to
train – bank tellers, inspectors,machine operators, typists etc.In this, training is generally
given in theform of lectures, conferences, case studies, role-play etc.
Demonstrations & Example:
In this type of training method trainerdescribes and displays something, as & when he teaches
an employee,how to do something by actually performing the activity himself & goingon
explaining why & what he is doing. This method is very effective inteaching because it is
much easier to show a person how to do a job thantell him or give him instruction about a
particular job.This training isdone by combination with lectures, pictures, text materials etc.
Lectures:
Lecture is a verbal presentation of information by an instructorto a large audience. The
lecture is presumed to possess a considerabledepth of knowledge of the subject at hand. A
virtue of this method is thatis can be used for very large groups, and hence the cost per
trainee is low.This method is mainly used in colleges and universities, though itsapplication
is restricted in training factory employees. Limitations of thelecture method account for its
low popularity. The method violates theprinciple of learning by practice. It constitutes a
one-way communication. There is no feedback from the audience. Continued lecturing
method can be made effective it if is combined with other methods of training.
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17. Audio-visuals:
Audio-visuals include television slides, overheads, video- types and films. These can be used to
provide a wide range of realistic examples of job conditions and situations in the condensed
period of time. Further, the quality of the presentation can be controlled and will remain
equal for all training groups. But, audio-visuals constitute a one-way system of
communication with no scope for the audience to raise doubts for clarification. Further,
there is no flexibility of presentation from audience to audience.
Programmed Instruction (PI):
This is method where training is offer without the intervention of a trainer. Information is
provided to the trainee in blocks, either in a book form of through a teaching machine. PI
involves:
-Presenting questions, facts, or problems to the learner
- Allowing the person to respond.
- Providing feedback on the accuracy of his or her answers. If the answers are correct, the
learner proceeds to the next block. If not, he or she repeats the same.
Computer-Assisted Instruction (CAI):
This is an extension of the PI method. CAI provides for accountability as tests are taken on
the computer so that the management can monitor each trainee’s progress and needs. CAI
training program can also be modified easily to reflect technological innovations in the
equipment for which the employee is being trained. This training also tends to be more
flexible in that trainees can usually use the computer almost any time they want, thus get
training when they prefer.
Simulation:
A simulator is any kind of equipment or technique that duplicates as nearly as possible the
actual conditions encountered on the job. Simulation then, is an attempt to create a realistic
decision-making environment for the trainee. Simulations present likely problem situations
and decision alternatives to the trainee. The more widely held simulation exercises are case
study, role-playing and vestibule training.
Conference:
In this method, the participating individuals confer to discuss points of common interest to
each other. It is a basic to most participative group centered methods of developments. This
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18. emphasis on small group discussion, on organized subject matter and on the active
participation of the members involved.
Case Studies:
This method is developed in 1800S At the Harvard LawSchool. The case study is based upon the
belief that managerialcompetence can best be attained through the study, contemplation
anddiscussion of concrete cases.When the trainees are given cases toanalyse, they are
asked to identify the problem and recommend tentativesolution for it.The case study is
primarily useful as a training techniquefor supervisors and is specially valuable as a
technique of developingdiscussion-making skills, and for broadening the prospective of
thetrainee.
In case study method the trainee is expected to master the facts, shouldacquainted with the
content of the case, define the objective sought indealing with the issues in the case,
identify the problem, developalternative courses of action, define the controls needed to
make the actioneffective and role play the action to test its effectiveness and findconditions
that may limit it.
Role Playing:
In role-playing trainees act out the given role as they wouldbe in stage play.Two or more
trainees are assigned parts to play beforethe nest of the class.Here role players are
informed of a situation and ofthe respective roles they have to pay.Sometimes after the
preliminaryplanning, the situation is acted out by the role players. This methodprimarily
involves employee-employer relationship – Hiring, firing,
VI. Evaluation
Formal evaluation: uses observation, interviews, and surveys to monitor training while its
going on.Summative evaluation: measures results when training is complete in five ways:
Reaction Knowledge Behavior AttitudesProductivity
Reaction – of trainees, to the training program.Their opinions and feedback.
Knowledge- Once the trainees are put back into the organisation they must be able to put
their new skills to use effectively.
Behaviour & Attitudes- The employees behaviour at the work place, job performance,
efficiency level.
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19. Productivity- Measures the employees performance and productivity in terms of the job.
This is an effective measure to determine the effectiveness of training programs.
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20. Management Development
Management Development is described as the process from which potential managers learn
and improve their skills not only to benefit themselves but also their employing
organizations. The effectiveness of management is recognised as one of the determinants of
organisational success. Therefore, investment in management development can have a
direct economic benefit to the organization. Executives are exposed to learning
opportunities whilst doing their jobs, if this informal learning is used as a formal process
then it is regarded as management development. Managing includes activities of planning,
organizing, leading and coordinating resources. A critical skill for anyone is the ability to
manage their own learning. The highly motivated, self-directed reader can gain a great deal
of learning and other results from using the guidelines and materials in this library topic.
Methods for management development:
On the Job
Coaching/Understudy: The trainee works directly with a senior manager who is responsible
for the trainees coaching. The trainee directly gets a chance to learn the job and receive
constant feedback and guidance.
Job Rotation: Management trainees are moved from department to department to broaden
their understanding of the various parts of the business and to test their abilities. It gives
them a chance to develop wholly and determine their strengths and preferences and work
on their weaknesses.
Multiple Management:An artificial board of directors is created which allows the
management trainees to work on their skills and enable them to learn how to deal with
issues which managers may be expected to resolve.
Committee Management: Involve executives in various projects and assignments within the
organisation to aid their decision making and problem solving skills and prepare them for
managerial tasks.
Off the Job
Sensitivity Training:Is about making people understand about themselves and others reasonably,
which is done by developing in them social sensitivity and behavioural flexibility. It requires trainees
to unlearn old values and learn new ones. It aids in development of new thought and ideas. In this
method, the trainer initiates the discussion in the unstructured group but does not assume a
leadership role, instead assumes a rather passive role throughout. This method of training is also
known as ‘T- group’ training.
Case Studies and Management Games are put to use under this training.
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21. Management Games: Managers compete by providing input and making decisions
regarding realistic but simulated situations. They help trainees develop problem solving
skills, leadership and team work.
Role Playing: Trainees are required to assume varied roles and act out parts in a realistic
management situation. The aim is to develop trainees’ skills in the areas of leadership and
delegating.
Special Courses/ Seminars: These are also organised to widen the trainees’ knowledge pool
and increase their proficiencies in various management related fields. Special courses such
as Executive MBA’s can be undertaken by the trainees to gain more in depth knowledge and
develop strategic, conceptual and leadership skills that are essential for all managers.
Succession Planning
It is a process through which senior level openings are planned for and eventually filled.
Succession planning helps you develop multiple succession scenarios for any position within
your organization. Easily develop succession plans that develop talent for future roles and
map development paths years in advance before the talent gap occurs. Also measure
employee retention risks and design development plans to challenge and promote your
talent. The various programs undertaken for management development help identify and
screen potential managers and determine the suitability of each at various posts in the
organisation. Thus management development and succession planning can be viewed as
two inter related concepts. Succession planning increases the availability of experienced and
capable employees that are prepared to assume these roles as they become available.
Clear objectives are critical to establishing effective succession planning.
Identify those with the potential to assume greater responsibility in the organization.
Provide critical development experiences to those that can move into key roles.
(Management Development Programs)
Engage the leadership in supporting the development of high-potential leaders.
Build a database that can be used to make better staffing decisions for key jobs.
Organisational Charts- Charts that not only reflect the current hierarchy of your
organization (or specific business units), but also allow for modelling potential changes
within the hierarchy. They help to understand the impact of personnel changes.
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22. Infosys
Infosys Technologies Ltd. was started in 1981 by seven people with US$ 250. Today, it is a
global leader in the "next generation" of IT and consulting with revenues of US$ 5.7 billion.
Infosys defines,designs and delivers technology-enabled business solutions for Global 2000
companies. Infosys also provides a complete range of services by leveraging our domain and
business expertise and strategic alliances with leading technology providers.
Need assessment
As explained earlier, the training process beings with an assessment of needs of the organisation so
appropriate training can be imparted to the employees to increase efficiency and meet the
requirements. The following is the analysis of needs at Infosys:
Training Needs Analysis :
There are three types of training need analysis done in Infosys: Organizational need analysis,
Job need analysis, Person need analysis.
Organizational Needs Analysis :
This includes definition of Infosys's Short Term and Long Term Goals and objectives,
analysis of the Human Resource requirements and availabilities and an assessment of
efficiency Indices.
Job Needs Analysis :
The specific content of present or anticipated jobs is examined through job analysis. For
existing jobs, Information on the tasks to be performed (contained in job descriptions), the
skills necessary to perform those tasks (drawn from job qualifications), the minimum
acceptable standards (obtained from performance appraisals) are gathered. This
information can then be used to ensure that training programs are job specific and useful.
Person Needs Analysis :
Person needs analysis can be either broad or narrow in scope. The broader approach
compares actual performance with the minimum acceptable standards of performance.
Based on the actual, current job performance of an employee; therefore, it can be used to
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23. determine training needs for the current job. The narrower approach compares an
evaluation of employee proficiency on each required skill dimension with the proficiency
level required for each skill. This helps to identify development needs for future jobs.
A 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. The training plan provides a sequence of inputs as individuals grow through
their professional career. Commencing with a structured induction at the beginning
toleadership trainings while assuming senior responsibilities. Training and development
initiatives are available at each milestone and cover the following-
Technical training by Education & Research department:
Entry-level technical training program, which is for a duration of 14 weeks. This
program has been certified by educationists as being equivalent to a BS program in
the US. The Education & Research (E&R) department at Infosys offers a variety of
training programs on a regular basis for Middle level employees as well.
Quality Process Training:
Infosys has a strong focus on quality processes and methodologies. This training is
tailored to the role that one is playing ie. Software Engineer, Programr Analyst,
Project Managers etc
Personal Effectiveness and Managerial Programs:
Programs to enhance the managerial capabilities and leadership abilities, to enable
better customer satisfaction, achieve organizational vision and create high
performing multicultural teams.
ILI: The Infosys Leadership System:
The Infosys Leadership System (ILS) and the Infosys Leadership Institute (ILI) address
the issue of sustained growth in general and creates a formal and committed system
for developing leadership capabilities in Infoscions.
The most significant attribute of the Infosys leadership development model is its
partnership approach with the other groups in Infosys and the ownership of the
entire process by the top management in what is termed as the ‘Internal Synergy
Model’. ILI is based at a world-class physical infrastructure, in Mysore, India.
So how does Infosys groom its future leaders? The process is long-drawn,
meticulous, and in consonance with the company's stated vision: 'To be a globally
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24. respected corporation that provides best-of-breed business solutions, leveraging
technology, delivered by best-in-class people.'
This is where the Infosys Leadership Institute at the company's Mysore campus
comes into the picture. The 162,000 square feet structure, built at the cost of Rs 41.1
crore (Rs 411 million), is where the next generation of Infosys leaders is being
primed.
Infosys also encourages employees to go in for further part time and distance
education programs with fee reimbursement subject to eligibility criteria laid down
by the policy.
There is a three-tier mentoring process at Infosys
Tier-1 of the Infosys Management Council, which consists of the company's board of
directors, mentors Tier-2 leaders who in turn guide the Tier-3 group.
About 45 executives are a part of the company's Tier-1 of the management council. And
each of the leaders undergoes exhaustive and sustained training through the company's
personal development program -- PDP.
Infosys training programs are designed to enable company professionals enhance their skill
sets in tune with their respective roles.
The management council is an advisory body that takes strategic decisions on the
company's businesses and was set up by N R Narayana Murthy, with the idea of building an
outfit that is built to last and is ably geared to handle the uncertainties of a global market,
the high and lows of business cycles, and to power the company towards strong growth in
the future.
Encouragement from the top management plays a vital role and young Infoscions are urged
to give vent to their creative talent and come up with their ideas and plans.
The faculty at the ILI has in a note spelt out the rationale behind the institute and charted
out the manner in which it operates.
The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare
its executives to handle the external and internal business environment; and through
'thought leadership' create better customer value.
The leadership development program at Infosys takes after similar processes followed by
many global mega corps. It has been refined to suit the particular needs of Infosys and is
termed as the 'nine pillars for leadership development in Infosys.'
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25. These nine pillars form the backbone of the PDP and each leader can choose from these
pillars for personal development. Depending upon the individual's need to grow and the
company's sensitivity to these needs, every (short-listed) individual is groomed to lead the
company in the future.
The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions'
undergo a three-year 'leadership journey' that includes training, actionising personal
development program, interacting with other participants, understanding the company
better and resolving real business issues.
'The nine pillars for leadership development':
1. 360 degree feedback
This is the mechanism through which the company gathers data about an individual's
performance and abilities. This information is collected from coworkers, including peers,
subordinates, managers and customers. Personal development plans are prepared on the
basis of this feedback. Then, each of these individuals is assigned an ILI faculty member to
help prepare the PDP and to follow it.
2. Development assignments
Identified high potential Infoscions are trained at various functions of the company through
job rotations and cross-functional assignments. This helps employees to acquire new
leadership skills outside their own areas of expertise and experience.
3. Infosys Culture workshops
These workshops are designed to fortify the Infosys culture amongst the participants, help
instil better communication skills through sustained interaction amongst themselves, and
identify with the values and processes involved in leadership development.
4. Development relationships
This includes one-on-one interaction in actual on-the-job work climate and leads to better
sharing of knowledge and camaraderie amongst individuals. Mentoring forms an integral
part of this exercise.
5. Leadership skills training
The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including
Narayana Murthy and NandanNilekani (CEO and MD), hold to acclimatise the next rung with
leadership roles and to groom them through their own rich experience.
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26. 6. Feedback intensive programs
These are akin to 360 degree feedback, but based on formal and informal feedback from
employees that an individual interacts with.
7. Systemic process learning
This helps individuals to gain an overall view of the company and its diverse and complex
systems, business, operations and processes. It is a continuous process and helps improve
the individual and also the systems.
8. Action learning
This exercise constitutes solving real problems in real-time conditions, but as a team.
9. Community empathy
The company stresses the need to give back to society through involvement in various
developmental, educational and social causes. This program helps nurture a social
conscience amongst its leaders.
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27. Conclusion
Basis Training Development
Definition Means imparting skills and knowledge Means the growth of an employee in all
for doing a particular job. respects
Skills It imparts job specific skills. It shapes attitudes and imparts
technical, human and conceptual skills.
Purpose Is concerned with maintaining and Executive development seeks to
improving current job performance. It develop competence and skills for
has a short term perspective. future performance thus it has a long
term perspective.
Use It is used in the sense of impsrting It is associated with the overall growth
specific skills among the operative of the executives. Depth of knowledge
workers and employees. gained is very wide.
Orientation Is job centred in nature. Is career centred in nature.
Methods Is imparted through on the job methods It is based more on off the job training
such as coaching, job rotation etc. methods such as lectures, conferences,
seminars etc.
Initiative The boss takes initiative for imparting The individual takes initiative himself
knowledge and training to subordinates for his own growth and development.
to enhance their productivity.
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28. Bibliography
Human resource management (eleventh edition)
o Gary Dessler, BijuVarkkey
www.wikipedia.com
www.coolavenues.com/mba-journal
www.google.com
www.infosys.com
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