Infosys : Strategic Human Resource Management

1301 Words6 Pages
Unit 2: Case Analysis
Infosys (A):
Strategic Human Resource Management

By: Crystal Lyon
GB520: Strategic Human Resource Management
November 17, 2014


Infosys went through a rapid growth from 250 employees to 15,000 employees and about $5 million to $750 million in revenue within a decade. It was also ranked No. 1 in the Business Today Best Employer survey. This was until 2003 when Infosys was dropped off the list. This devastation caused the company to hold a meeting in November of 2003 to set in motion a new path for the company. This plan was to have Infosys back on the Top Ten lists for both Best Performing Companies and Best Employers by the year 2007. This only gave them a time span of 5 years to get
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Due to the governmental standards in India during this time period, it made it difficult for Infosys to take off. It took a year and 15 visits to Delhi to get permission from the government to import a computer. It took a year to get a phone line set up. This is due to the foreign exchange for travel being controlled by the Reserve Bank of India. That meant longer execution time for business. In 5 years time, Infosys had only one client. By 1989, the U.S. government had put a restriction on the number of B1 visas being issued each year, so Infosys was no longer able to visit their client locations in the U.S. This caused the company to almost go out of business. Murthy spoke up and told the co-founders that he was confident that the company was going to be successful and offered to buy out the others that wanted to leave. He stated, “If you are staying on, then I am staying with you.” (Delong, Tandon, & Rengaswamy, 2005). The team decided to stay on, but knew that they had to make a drastic change if they were going to be successful. The Issue By 1999, Infosys had grown at a rapid rate. It was doubling in size every 20 months. HR realized that Infosys was now a small large company. Infosys management decided to implement a series of changes including building a portfolio of core companies and services and reorienting the way people were measured, compensated, promoted, and rewarded.

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