Infosys : Strategic Human Resource Management

The IT Guys information technology company was started in 2013 in the city of Houston, TX. It currently employs 15 personnel and performs anywhere from 15 – 40 information technology related trouble calls a week. Initially the IT guys were a small organization with only a limited clientele roster. Now that word is spreading, the IT guys are looking to add to their employees and areas covered.

Since the goals were not specific, employees in Datasil, lacked the determination to achieve the goals set by U.S top management. The main thing employees of the Canadian branch needed was top management’s support. Ms. Wood complained that "all decisions concerning critical situations had to be made by top management and that was often frustrating. Now, we are supposed to resolve our problems by collaboration”. Top management has the freedom to either provide or withhold support. U.S top management failed to realize that successful implementation consists of mutually reinforcing communication and collaboration between employees of different departments. According to Ms. Wood’s statement “we are going to lose the account, so do whatever it takes”. It clearly stateshighlights the fact that top management lacked credibility and their main interest lay in customer accounts rather than employee satisfaction. Top management should be capable of gathering requirements of their

An example is Santander Bank, who announced to close down 139 branches in the next 6 months, replacing the face to face services, with online banking access and telephone banking. This decision not only affected customers, but employees as well, as this will result in over 1000 employees losing their jobs.

With the competitive nature of the information technology sector, IVK chose to spend more on IT each year to provide and maintain systems to customers. Even with this increase in spending, IVK still had a breach in security. Furthermore, this shows that great expenditure has not always resulted in the most successful company. Additionally, Carr suggests that IT vendors should not drive companies spending habits, a point that is echoed by John Seely Brown, Former Chief Scientist at Xerox.

The Dyna Corporation, also known as Dynacorp, is a major global information systems and communications company. It had reached its peak in 1980s, known for its technological innovation.Its high quality products were well in demand in the market. The popularity had made them be the leader in the industry. However, with the rapid development of science and technology, Dynacorp gradually lost its leader position among the competitors in 1990s due to the slow growth rate. There are several challenges that they are facing,high costs, too slow to get new products to the market and not enough of value created for customers. In order to address to reasons behind the challenges, a series of investigations were carried out among not only the employees but also the company competitors. After the thorough inquiries,the serious shortcomings of the organisation structure have been identified.

The role of a HR department in an IT company differs from other verticals due to regular innovations in IT, increased competition, and boom in IT sector, talent creation, training

The first response to the issues concerning the IT infrastructure was to change the division name to Information Services. A fixed goal was to “deliver the right information, at the right time, to the right destination regardless of the location” (Thorogood & Yetton & Vlasic & Spiller,

An alarming pattern has surfaced in that many companies are concentrating on alignment and are finding that their performance is either declining or moving sideways. Companies are focusing on the wrong solutions with respect to their Information Technology problems, resulting in severe bottlenecks to growth. Companies need to learn how to break out of the trap and build IT organizations that allow for growth rather than obstruct it. Companies will need to be committed as doing so will require a continuous effort.

As most business they knew that proper investment in the Information systems and Information Technology is the best way to go but they dropped the ball when it came to proper investing, they either didn’t realize or ignored the problems

To design effective talent management strategies; including recruitment and selection, motivation and retention, performance management, etc.

Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.

This paper intends to define, firstly, the Human Resource management, functions and then, broadly, the System in terms of General System Theory. Strategic Human Resource Management has been defined in various ways and by various scholars. Following are the most precise definitions: “Designing and implementing a set of internally consistent policies and practices that ensure a firm’s human capital (employees’ collective knowledge, skills and abilities) contributes to the achievement of its business objectives” (Huselid, Jackson, Schuler and Randoll, 1997: 171) “It is the pattern of planned human resource deployments and activities intended to enable a firm to achieve its goals” (Wright, 1998: 187). First, the Human Resource System, consists

Alternative actions. Infosys decided to go the profit route as chosen by most players in unethical cases and choose money over morals. They had a couple of options for example

The table below gives us a glimpse into the main functions of SHRM and its differences from traditional functions and responsibilities of HRM:

The attempt to ensure emotional buy-in is evident in their effort to provide a self-sufficient work environment for their employees. 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