Final Infosys
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Narayana Murthy co-founded Infosys in 1981 and implemented strategies that made it one of India's largest IT companies. Infosys was the first company to push for offshore software development and follow US financial disclosure standards. Murthy focused on the challenging US market and globalized the Indian software industry through strategies like the Global Delivery Model. Infosys also emphasized rigorous HR practices including training, competitive benefits, and an employee stock option plan to attract and retain talent. These strategies and Murthy's leadership contributed significantly to Infosys' success.
Final Infosys
- 1. NARAYANA MURTHY AND INFOSYSCase Study.
- 2. PRESENTATION PLANObjective of the Case.
- 3. Introduction to Mr. Narayana Murthy and INFOSYS.
- 4. Key Qualities of INFOSYS.
- 5. Human Resource Practices at INFOSYS.
- 6. Conclusion.
- 7. Bibliography.OBJECTIVES OF THE CASE…To analyse the strategies implemented by Narayana Murthy which made Infosys one of the biggest IT companies in India.
- 8. Brief Discussion Of HR Policies At Infosys.NARAYAN MURTHY AND INFOSYSEducational Milestone of MurthyB. E. (Electrical) from the University of Mysore (1967)
- 9. M. Tech. (Electrical) from the IIT, Kanpur (1969).Career.Started his career as head of computer system at IIM,Ahmedabad.
- 10. Life at Paris.
- 11. Headed Patni computer systems Pvt.Ltd., Mumbai.He believed that the only way to pull India out of Poverty is was to create more jobs.Infosys.Started in the year 1981 by seven professional entrepreneurs Infosys was the first company to,Push for offshore software development against Body shopping.
- 12. To follow the US GAAP disclosure norms before going to NASDAQ listing in 1999.THE ROAD TO SUCCESSIn the early 1980s, Narayan Murthy focused on the world’s most challenging market- the US.
- 13. 1987-Kurt Salmon Associates and Infosys.
- 14. 1988-89- Reebok and Digital Equipment.
- 15. Early 1990s-.Competition with Indian as well as overseas companies
- 16. 1994- Joint venture with KSA dissolved.
- 17. 1995- Yantra Corp. Satyam Computers and DCM.
- 18. 1998- Listing of shares on NASDAQ
- 19. This was the globalization of the Indian software industry. NARAYANA MURTHY’S GLOBAL STRATEGY GDM – Global Delivery Model
- 20. Moving up the Value Chain
- 21. PSPD
- 23. Sustainability of the predictions
- 25. De-riskingPEOPLE MANAGEMENTAll about Managing People i.e. H.R of company.
- 26. Low employee turn over at Infosys.
- 27. Rigorous selection process and Proactive HRD practice.INFOSYS’S HRM STRATEGYGet the big picture
- 28. Develop a Mission Statement or Statement of Intent
- 29. Conduct a SWOT analysis of the organization
- 30. Conduct a detailed human resources analysis
- 31. Determine critical people issues
- 32. Develop consequences and solutions
- 33. Implementation and evaluation of the action plansTrainingRecruitmentHR PolicyPerformance ManagementReward and RecognitionIMPORTANCE OF COMMUNICATIONMedia Electronic Bulletin Boards
- 34. Chairman’s listFACILITIES FOR EMPLOYEESEmployee training
- 36. Events.
- 37. Insurance and security facilities.
- 38. Withinsy
- 40. Maternal leaves.
- 42. ESOP.
- 43. Reward system.Skill-based payTrainingCultureRewardsOvertime pay rules incontractMerit pay reinforces performance cultureLabor RelationsPerformance ManagementEmploymentSign-on BonusMerit PayStrategic Reward SystemsMBAO 6030 Human Resource Management
- 45. Increments
- 46. Compensation
- 47. Overtime
- 49. NON – MONETARY
- 50. Promotions
- 53. Fringe BenefitsEMPLOYEE STOCK OPTION PLAN (ESOP)Highly profitable reward system.
- 54. Method of generating wealth.
- 55. Offers emotional and financial ownership to the employees.
- 56. Performance management tool for attracting and retaining talent.
- 57. Win loyalty, accountability of employees as their own interest is vested into it.CORPORATE GOVERNANCEWhat is corporate governance? includes relationships among the stakeholders and the goals for which the corporation is governed
- 59. finding a balance between economic and social goalsCORPORATE GOVERNANCE RATINGSAllocation of power among Board of Directors, management and shareholders.
- 60. CRISIL GVC Level 1 & ICRA’s CGR 1 rating
- 61. Transparent shareholding patterns, sound Board practices, interactive decision-making powers, high level of transparency and disclosures. Director Addressing Share Holders.
- 62. GAAPCombination/set of authoritative standards
- 63. Commonly accepted ways of recording
- 65. Imposed on companies to report their financial data via financial statements
- 66. Investors can analyze with minimum consistency LEADERSHIP TRAININGInstitute setup in 2001
- 67. Head of the institute- Girish Vaidya
- 68. Objective- to create world class leaders at the forefront of the business
- 69. Leaders split into 3 tiers
- 70. Each tier mentored by a tier of senior colleagues
- 71. Focuses strongly on quality processes and methodologies and enhancing managerial capabilities.
- 72. Sessions with senior leaders.REASONS BEHIND THE SUCCESS OF INFOSYS… Employee care
- 73. Decision making
- 75. Commitment to values and ethics
- 76. Innovative ideas
- 78. www.infy.com
- 79. www.indiainfoline.comPresented By:- Group 1 MBA(HR) 1st year