Free The Following Alternates Can Be Contemplated To Handle The HR Situation That Infosys Is Currently In: Case Study Sample
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The immediate issue that faced Infosys in 2003 when this case study is set, is the Employee Satisfaction index. The entire strength of an IT company is its talent pool of human resources that gives it, the competitive advantage it needs in the market place. Satisfied employees means increased productivity leading to better growth as in the past experience of Infosys itself. However this seems to be the very heart of the problem that the HR team is facing at that moment. The organization can be mapped to the Prospector strategy in the Mile’s and Snow Strategy. Probably for the first time in the history of Indian industry there was a formula based review and incentivizing that is linked to the organizational requirement. In the classic approaches of the industry the performance of an individual was rarely linked to team and organizational performance and promotions happened based on the individual performance rather than on organizational need. This newer philosophy also had its roots in the style that Indian Army approaches its promotions and promotes its officers only if there is a position available else it retires them compulsorily.
Undertake a massive communication exercise to alleviate fears and frustration
Allow the option of people who understand to remain and allow others to go
Do nothing and carry on as is
Exercising “option b” will only further increase attrition much to chagrin of the HR team and the benefit of the competition. Hence not viable.
Exercising “option c” will further fuel frustration among the employees and could lead to erosion of carefully nurtured values and the outlet for such could even be industrial unrest or other embarrassing development for the company.
The best and the only seeming positive alternate is a communication exercise. This exercise must be undertaken with the purpose of explaining of why changes have been made in the HR policies and how it is advantageous to the employees. Despite the open door policy many employees may not be want to be seen as disgruntled and may not take the first step to walk-in and put forth their views and hence it is essential that the HR team take the first step in this initiative.
The plan for implementing should be top-driven and all the internal communication media like the newsletters, intranet, posters etc. must be used to communicate the fact that the changes are in employees’ interest and development and must be undertaken by the top management directly. A video conferencing must be undertaken to address as many employees of the organization simultaneously by the Chairman Mentor or the CEO. This must followed through rigorously by the individual Unit heads and HR leaders. It must be a sustained campaign and not a one-week affair. Every engagement a HR resource has with an employee must be a reinforcement of this fact.
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