9916841999

1. Presentation
By
M.B.JAHAGIRDAR

2. Company Profile
 Infosys Limited formally Infosys Technologies is
an Indian global technology services company
headquartered in Bangalore.
 Infosys is ranked 27 in the list of top companies of
India in Fortune India 500 list in 2011. It has offices
in 29 countries and development centers in many
countries.
 Infosys had 145,088 employees of 85 nationalities as
on December 31, 2011.
 Infosys provides business consulting, technology,
engineering and outsourcing services to help clients
in over 30 countries.

3. INTRODUCTION TO INFOSYS CULTURE
• Infosys has more than 100,000 employees
from 83 nationalities.
• The workplace recognizes the unique skills of
professionals irrespective of gender, ethnicity
or nationality.
• Ensure good work-life balance exists at all
times – they have recreational facilities inside
the campus, with global standards.

4. CONTINUOUS LERANING
• Organizational commitment to continuous
personal and professional development keeps
Infosys at the forefront in a fast-changing
industry.
• This learning area includes technology,
management, leadership, cultural and
communication skills, and other soft skills.

5. FUN AND CULTURE
• Supports arts, culture, or sports.
• "Art Gallery" on campus dedicated to
displaying the works of Infosys
• Daily quiz competitions, and regular
music meetings that keep the place
abuzz with creativity.
• Infosys is the base organization that
hosts cultural programs for Infosys.
Each event emphasizes a specific area
like music, dance, or quiz.

6. DAY TO DAY CULTURE OF INFOSYS
• Spot awards.
• Every Tuesday – Formal dressing.
• Cubicle decoration.
• Employees can easily meet the top
management persons.
• Team outing after completion of a project.

7. CULTURE @ INFOSYS
DOMINANT CULTURE-CORE
VALUES
CULTURE OF TOP
MANAGEMENT
SUB CULTURE
CULTURE OF PERSON/CUBICAL

8. Denison (1996) suggested
that
‘Culture’ refers to the deep
structure of organizations,
which is rooted in the values,
beliefs and assumptions held
by organizational members.
In contrast,
‘Climate’ refers to those
aspects of the environment
that are consciously perceived
by organizational members.

9. • HRD mechanisms measure the extent
• to which HRD mechanisms are implemented seriously.
These mechanisms include
• Performance appraisal
• Potential appraisal
• Career planning
• Performance rewards
• Feedback and counselling
• Training
• Employee welfare for quality work-life and
• Job rotation.

10. • Organizational or corporate culture
• is the pattern of values, norms, beliefs, attitudes
and assumptions that may not have been
articulated but shape the ways in which people in
organizations behave and things get done.
• ‘Values’ refer to what is believed to be important
about how people and organizations behave.
• ‘Norms’ are the unwritten rules of behaviour.

11. • The components of culture
▶Values
▶Norms
▶Artefacts
▶Management style

12. • Areas in which values may be expressed
• – explicitly or implicitly
• • Care and consideration for people.
• • Competence.
• • Competitiveness.
• • Customer service.
• • Innovation.
• • Performance.
• • Quality.
• • Teamwork.

13. Typical norms
• How managers treat the members
of their teams (management style)
and how the later relate to their
managers.
• The prevailing work ethic.
• Status – how much importance is
attached to it; the existence or lack
of obvious status symbols.
• Ambition – naked ambition is
expected and approved of, or a more
subtle approach is the norm.

14. • • Performance – exacting performance standards
are general; the highest praise that can be given
in the organization is to be referred to as ‘very
professional’.
• • Power – recognized as a way of life; dependent
on expertise and ability rather than position;
concentrated at the top; shared at different levels
in different parts of the organization.
• • Politics – life throughout the organization and
treated as normal behaviour; not accepted as
over behaviour.

15. • • Loyalty – expected, a cradle to grave approach to
careers; discounted, the emphasis is on results and
contribution in the short term.
• • Anger – openly expressed; hidden, but expressed
through other, possibly political means.
• • Approachability – managers are expected to be
approachable and visible; everything happens behind
closed doors.
• • Formality – a cool, formal approach is the norm;
forenames are/are not used at all levels; there are
unwritten but clearly understood rules about dress.

16. • Artefacts
are the visible and tangible aspects of an
organization that people hear, see or feel and
which contribute to their understanding of the
organization’s culture.
can include such things as the working
environment, the tone and language used in
official environment.
can be very revealing.

17. Management style
is the approach managers use to deal with
people. It is also called ‘leadership
Style.

18. climate@Infosys
• HRD climate is the perception that the
employees have about the policies,
procedures, practices, and conditions which
exist in the working environment.

19. • HRD climate is characterised by the tendencies
such as
• Treating employees as the most important
resources
• Perceiving that developing employees is the job
of every manager
• Believing in the capability of employees
• Communicating openly
• Encouraging risk taking and experimentation

20. Training Need Analysis
• Three types of training need analysis:
-Organizational need analysis
-Job need analysis
-Person need analysis

21. T&D Department
 Teams:-
 Corporate training team
 Organizational development team
 Training dept is divided across different verticals
1-communication service providers e.g. British
telecom.
2-banking and capital market e.g. UBS, Deutsche.
3-manufacturing vertical e.g. Cisco, Ingram micro
4-insurance and health care-Aon
5-emerging markets-yahoo and British petroleum

22. Training Methods
• Conference
• Lecture
• Seminar
• Demonstration
• Panel
• Role Playing
• Case Studies
• Simulations
• Self-Discovery
• Movies/Videos/Computer based Trainings
• On-the-job training
• Mentoring

23. Training & Development Programs
• Induction and Training programme.
• Higher efficiency-trained on project
management training sessions.
• The new recruits are trained at the Global
Education Centre (GEC) in Mysore.
• Soft skill Training.
• Technical Training.
• Quality Training.
• Middle-Management Leadership program.

24. • Technical training by Education & Research
department
• Quality Process Training
• Personal Effectiveness and
Managerial Programs
• The Infosys Leadership System

25. 9-PILLARS OF Infosys
1) 360 degree feedback
2) Development assignments
3) Infosys Culture workshops
4) Development relationships
5) Leadership skills training
6) Feedback intensive programs
7) Systemic process learning
8) Action learning
9) Community empathy

26. Performance Appraisal@Infosys
• Formal system of review and evaluation of
individual or team task performance.
• The aim of performance appraisal is to
determine the gap between the actual
performance of the employee and that
required or desired by the organization.

27. Thank you madam for giving us your
precious time
• Thank
you
friends
for
listining
to us