Training Freshers at
Infosys
Filed under: IT, Latest Trends in HR, Organization, Recruitment, Technology, Training — Tags: Fresh Recruits,
Information Technology, Infosys, IT, Organization, Technology — hrcases @ 7:48 am
Infosys – The Organization
In 1981, a small team led by NR Narayana Murthy and his
wife, started ‘Data Basics Corp’ a small time on-site software
developer company. The company was later renamed as
Infosys.
During its initial years, Infosys struggled to get projects due
to lack of reputation, inadequate infrastructure, and
government regulations. But the determination of the
promoters and their full involvement got them their first
order which they completed successfully in time.
Exports increased over time and Infosys set up a Software
development center in Bangalore, India. In 1987, it
established its first international office in California, US. In
1988, Infosys bagged its first major order from the Reebok
and in 1989 bagged another major order from Digital
Equipments based in the US. The year 1991 was a significant
year in the history of Indian business. In the Union Budget
that import tariffs were reduced, taxes were rationalized,
and exports were encouraged. Other reforms introduced
were free-market pricing of Initial Public Offering (IPO) and
relaxation in restrictions on foreign exchange, etc.
In 1993, Infosys successfully completed its IPO. By 1995,
Infosys had become the fifth largest software exporter in
India. In 1996, it set up its office in UK and then in Canada in
[Link] 1999, Infosys achieved annual revenues of US$100
mn. In the same year it earned the highest level of
certification, CMM Level 5, conferred to only a few
companies in the world.
It was the first Indian company to be listed on NASDAQ in
1999. In 2001 and 2002 it was rated as the ‘Best Employer in
India’ and ‘India’s most respected company’ by leading
Indian business magazines. In 2006, Infosys Technologies
Limited was one of India’s biggest IT companies and
provided IT services, solutions, and consultation globally. By
the year 2006 it had over 49,000 employees worldwide.
Entering Infosys
By 2006, there were close to 50,000 Infoscions (employees
of Infosys). Getting a job at Infosys was tough as it admitted
only 1% of applicants. Out of the total number of applicants,
Infosys short-listed only top 20% of students from premier
colleges, universities, and institutes.
Infosys in its history had hired many people from different
engineering fields who exhibited a high aptitude for ‘learn-
ability’ and preferred them over those computer engineers
who could not solve problems beyond their technical
training.
The short listed candidates underwent a rigorous selection
procedure, which involved a series of aptitude tests and
interviews. The aptitude tests were significantly tougher and
very few candidates cleared them.
The successful candidates were invited for a personal
interview. Candidates were judged mainly on their analytical
abilities, learn-ability, and communication skills. The
selected few candidates were then given job offers.
Need for Training
The dynamic nature of the software and IT industry requires
its workforce to upgrade frequently in technology and skills.
Companies were focusing on continuous training and
development of their employees, which also helped in the
reduction of attrition rate.
At Infosys, every new recruit underwent approximately three
months of training before they were made billable to clients.
The American Society for Training and Development (ASTD)
rated Infosys as the world’s best in employee training and
development and conferred ‘Excellence in Practice Award
continuously for three consecutive years 2002, 2003 and
2004. The award was conferred for its ‘Global Business
Foundation School.’ It was a program for all fresh
engineering entrants to Infosys to equip them for the
challenging software career ahead of them. The program ran
around the year and was implemented over several global
centers across the organization.
The Global Business Foundation School comprised of generic
conceptual courses, platform specific courses, mini projects
for application, and an end term project tailored from real
life projects. In addition to technical courses, fresh entrants
were also exposed to courses on communication skills,
interpersonal skills, customer interaction etiquettes,
management development, and quality systems.
In 2005 Infosys established ‘Infosys U’, one of the largest
corporate training centers in the world.
Infosys U
The ‘Global Education Center’ was set up in 2005. It was one
of the biggest corporate training centers in the world. The
Global Education Center would run a 14.5 week residential
program, which would impart generic and work specific
training in technology areas, along with soft skills and
leadership programs to freshers.
The center had 2,350 rooms spread across the campus, 58
training rooms, 183 faculty rooms, state-of-the-art library
and a cyber cafe. The center had the capacity to train around
15,000 freshers in one year.
The Training Program
After the new recruits joined Infosys, they were taken to
Infosys U for a 14.5 week training program. At Infosys U, the
freshers were welcomed in Infosys by NR Narayana Murthy
through an audio visual presentation. The initial days of the
training program, freshers filled forms and learned the
values that drove Infosys. During the entire training
program, new recruits were trained to work or program
different tech applications.
The library had an online database of Infosys case studies to
help the recruits. The trainers generally imparted training in
hard skills through lectures on the concepts and theory for a
few hours and then allowed the recruits to work
independently and build their own applications for the rest
of the day.
While the training program focused mainly on technical
skills, the freshers were also trained in soft skills. There were
separate rooms and faculties for soft skill training. Training
was imparted on global etiquette, comportment, importance
of body language, public speaking, improving interpersonal
communication and team-building. The various methods
used included, asking the freshers to perform skits, going
through several ‘what-if’ scenarios and to practice smiling in
front of the mirror.
The campus provided best of food to at an affordable price.
Among other options, the campus had the retail outlet of the
pizza chain ‘Domino’s Pizza’ where both Western and Indian
varieties of pizzas were available. The pizza could also be
ordered while the employee was working, but the Infosys
culture discouraged working during lunch. The Infoscions
believed in taking break during lunch and socializing.
The center had an ‘Employee Care Center’ to facilitate all
round development. The employee care center offered
recreational facilities such as a gymnasium, a swimming
pool, Jacuzzi, bowling alley and a meditation hall. It also had
an international-class cricket ground and a multipurpose
ground with a six-lane synthetic track, which housed
basketball, volleyball, squash, and tennis courts. The
campus also housed an auditorium, which had a seating
capacity of 1,300 people and three multiplex theatres with a
capacity of 150 seats each. The freshers had to work for
eight hours every day and at the end of the training
program, the freshers had to pass two comprehensive exams
before proceeding further. About 1% to 2% failed in the
exams.
Infosys U also served as the opportunity to interact with
Infoscions working in countries other than India. In 2006,
Infosys U had the capacity to train over 4,000 freshers at a
time and had expansion plans of increasing the capacity to
10,000 by 2007.
Conclusion
Infosys is amongst the few companies, which actually
practiced what it preached.
Training
The spirit of learnability among our people and an organizational commitment to continuous personal and
professional development keeps Infosys at the forefront in a fast-changing industry. Our framework for
continuous learning at Infosys is built around a number of focused programs for our employees. These range
from major initiatives such as the Infosys Leadership Institute to various ongoing management development and
personal improvement programs. They complement a host of technology advancement and ongoing training
options.
The training plan provides a sequence of inputs as individuals grow through their professional career.
Commencing with a structured induction at the beginning to leadership trainings while assuming senior
responsibilities. Training and development initiatives are available at each milestone and cover the following-
Technical training by Education & Research department:
We have an entry-level technical training program, which is for a duration of 14 weeks. This program
has been certified by educationists as being equivalent to a BS program in the US. The Education &
Research (E&R) department at Infosys offers a variety of training programs on a regular basis for Middle
level employees as well.
Quality Process Training:
Infosys has a strong focus on quality processes and methodologies. This training is tailored to the role
that one is playing ie. Software Engineer, Programmer Analyst, Project Managers etc
Personal Effectiveness and Managerial Programs:
Programs to enhance the managerial capabilities and leadership abilities, to enable better customer
satisfaction, achieve organizational vision and create high performing multicultural teams.
ILI: The Infosys Leadership System:
The Infosys Leadership System (ILS) and the Infosys Leadership Institute (ILI) address the issue of
sustained growth in general and creates a formal and committed system for developing leadership
capabilities in Infoscions.
The most significant attribute of the Infosys leadership development model is its partnership approach
with the other groups in Infosys and the ownership of the entire process by the top management in what
is termed as the ‘Internal Synergy Model’. ILI is based at a world-class physical infrastructure, in
Mysore, India
The education philosophy at Infosys has been to equip the participants with the know-how to find the best
solution, rather than to teach ‘one way to do it’ and also to relate to real life situations We also encourage
employees to go in for further part time and distance education programs with fee reimbursement subject to
eligibility criteria laid down by the policy.
How Infosys grooms its future leaders
August 03, 2006 11:44 IST
Share
this
Ask
Users
Write a
Comment
Great companies can neither be
built nor their greatness sustained
without great leaders. A Reliance
[ Get Quote ] would not have been
possible without a Dhirubhai, nor
an Infosys [ Get Quote ] without a
Murthy.
But on August 20, 2006, at the age of
60, when N R Narayana Murthy [
Images ] retires as the company's chief mentor and chairman, Infosys Technologies Ltd is not really chewing its
nails anxiously.
A succession plan has long been put in place and the smooth transition of authority and leadership ensured.
Murthy will also continue as the non-executive chairman of Infosys.
Of the seven original founders of Infosys, one of India's [ Images ] greatest corporate success stories, only four
will remain at the helm of affairs at the company from August 21: Nandan Nilekani, S Gopalakrishnan, S D
Shibulal, and K Dinesh. N S Raghavan retired in 1999, while Ashok Arora had quit the firm much earlier, in 1989,
to settle down in the United States.
While Infosys continues to be in very good hands to take on any challenge, the IT major has already identified a
pool of 400 leaders who will steer it in the future. Especially, since the founders of the company are in their early-
or mid-fifties and due for retirement at 60.
So how does Infosys groom its future leaders? The process is long-drawn, meticulous, and in consonance with
the company's stated vision: 'To be a globally respected corporation that provides best-of-breed business
solutions, leveraging technology, delivered by best-in-class people.'
This is where the Infosys Leadership Institute at the company's Mysore campus comes into the picture. The
162,000 square feet structure, built at the cost of Rs 41.1 crore (Rs 411 million), is where the next generation of
Infosys leaders is being primed.
Says S 'Kris' Gopalakrishnan, chief operating officer and deputy managing director, Infosys: "The company has
identified 400 'leaders' on the basis of several parameters: their performance throughout their tenure with the
company being a prime criterion for selection."
Gopalakrishnan, who will take over as the company's President, COO and Joint MD, on August 21, spoke to
[Link] at Infosys' Mysore campus during its 25th anniversary celebrations.
"Great performance puts employees on the fast track to growth within the organisation. As does their
commitment to surpassing customer expectations, setting standards in business and transactions, and being an
paradigm for the industry and the company," adds Gopalakrishnan.
"Creativity, devotion to being ethical and sincere in dealings, and the commitment to strive relentlessly in pursuit
of excellence are also major considerations while identifying future leaders at Infosys," he points out.
The charismatic Narayana Murthy, speaking about his retirement, said: "I do feel sad, but am happy too. It is a
mixed feeling. It's like getting your daughter married: you are sad that she is going away, but happy that there is
someone younger -- and stronger -- to take care of her."
"The company is now in the hands of the youngsters. It is necessary to recognise the power of youth and to
nurture it. We must respect youth and create opportunities for them to participate in everything. Which is why at
every function, we have the youth participating. I am about the past. I am gone. They are the future," says
Murthy.
"The pool of 400 leaders," says Gopalakrishnan, "that Infosys has identified is from across the globe and does
not comprise Indians alone. It is in keeping with the company's multi-national, multi-cultural image where
excellence is the most important condition."
"There is a three-tier mentoring process at Infosys.
Tier-1 of the Infosys Management Council, which consists of the company's board of directors, mentors Tier-2
leaders who in turn guide the Tier-3 group.
About 45 executives are a part of the company's Tier-1 of the management council. And each of the leaders
undergoes exhaustive and sustained training through the company's personal development programme -- PDP.
Infosys training programmes are designed to enable company professionals enhance their skill sets in tune with
their respective roles," says Gopalakrishnan.
The management council is an advisory body that takes strategic decisions on the company's businesses and
was set up by N R Narayana Murthy, with the idea of building an outfit that is built to last and is ably "geared to
handle the uncertainties of a global market, the high and lows of business cycles, and to power the company
towards strong growth in the future," says the Infosys COO.
When Murthy first set up the council, he found that the young go-getters in the company were diffident to air their
suggestions. It was then that the idea of an in-house leadership institute was born. Encouragement from the top
management has put an end to the fears of transgressing the chain of command, and young Infoscions are now
urged to give vent to their creative talent and come up with their ideas and plans.
The faculty at the ILI has in a note spelt out the rationale behind the institute and charted out the manner in which
it operates.
The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare its executives to
handle the external and internal business environment; and through 'thought leadership' create better customer
value.
The leadership development programme at Infosys takes after similar processes followed by many global mega
corps. It has been refined to suit the particular needs of Infosys and is termed as the 'nine pillars for leadership
development in Infosys.'
These nine pillars form the backbone of the PDP and each leader can choose from these pillars for personal
development. "Depending upon the individual's need to grow and the company's sensitivity to these needs, every
(short-listed) individual is groomed to lead the company in the future," Gopalakrishnan says.
The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions' undergo a three-year
'leadership journey' that includes training, actionising personal development programme, interacting with other
participants, understanding the company better and resolving real business issues.
The note prepared by the ILI faculty enumerates 'the nine pillars for leadership development' as:
1. 360 degree feedback
This is the mechanism through which the company gathers data about an individual's performance and abilities.
This information is collected from coworkers, including peers, subordinates, managers and customers. Personal
development plans are prepared on the basis of this feedback. Then, each of these individuals is assigned an ILI
faculty member to help prepare the PDP and to follow it.
2. Development assignments
Identified high potential Infoscions are trained at various functions of the company through job rotations and
cross-functional assignments. This helps employees to acquire new leadership skills outside their own areas of
expertise and experience.
3. Infosys Culture workshops
These workshops are designed to fortify the Infosys culture amongst the participants, help instill better
communication skills through sustained interaction amongst themselves, and identify with the values and
processes involved in leadership development.
4. Development relationships
This includes one-on-one interaction in actual on-the-job work climate and leads to better sharing of knowledge
and camaraderie amongst individuals. Mentoring forms an integral part of this exercise.
5. Leadership skills training
The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including Narayana Murthy and
Nandan Nilekani (CEO and MD), hold to acclimatise the next rung with leadership roles and to groom them
through their own rich experience.
6. Feedback intensive programmes
These are akin to 360 degree feedback, but based on formal and informal feedback from employees that an
individual interacts with.
7. Systemic process learning
This helps individuals to gain an overall view of the company and its diverse and complex systems, business,
operations and processes. It is a continuous process and helps improve the individual and also the systems.
8. Action learning
This exercise constitutes solving real problems in real-time conditions, but as a team.
9. Community empathy
The company stresses the need to give back to society through involvement in various developmental,
educational and social causes. This programme helps nurture a social conscience amongst its leaders.
"The last 25 years for Infosys have been successful. And we are ready for the future. Yes, our growth rates will
change, the business cycles will change, our ability to influence the business environment will change, even our
leaders will change. But what will not change in Infosys's future is our ability to achieve profitable growth legally
and ethically, our guiding set of principles and our values," says Gopalakrishnan.
Meanwhile, there is a buzz about the imposing edifice of the ILI set amidst the verdant expanse that is the
Mysore campus of Infosys: the next CEO, COO, CFO are being readied there.
How Infosys grooms its future leaders
August 03, 2006 11:44 IST
Share
this
Ask
Users
Write a
Comment
Great companies can neither be
built nor their greatness sustained
without great leaders. A Reliance
[ Get Quote ] would not have been
possible without a Dhirubhai, nor
an Infosys [ Get Quote ] without a
Murthy.
But on August 20, 2006, at the age of
60, when N R Narayana Murthy [
Images ] retires as the company's
chief mentor and chairman, Infosys
Technologies Ltd is not really
chewing its nails anxiously.
A succession plan has long been put in place and the smooth transition of authority and leadership ensured.
Murthy will also continue as the non-executive chairman of Infosys.
Of the seven original founders of Infosys, one of India's [ Images ] greatest corporate success stories, only four
will remain at the helm of affairs at the company from August 21: Nandan Nilekani, S Gopalakrishnan, S D
Shibulal, and K Dinesh. N S Raghavan retired in 1999, while Ashok Arora had quit the firm much earlier, in 1989,
to settle down in the United States.
While Infosys continues to be in very good hands to take on any challenge, the IT major has already identified a
pool of 400 leaders who will steer it in the future. Especially, since the founders of the company are in their early-
or mid-fifties and due for retirement at 60.
So how does Infosys groom its future leaders? The process is long-drawn, meticulous, and in consonance with
the company's stated vision: 'To be a globally respected corporation that provides best-of-breed business
solutions, leveraging technology, delivered by best-in-class people.'
This is where the Infosys Leadership Institute at the company's Mysore campus comes into the picture. The
162,000 square feet structure, built at the cost of Rs 41.1 crore (Rs 411 million), is where the next generation of
Infosys leaders is being primed.
Says S 'Kris' Gopalakrishnan, chief operating officer and deputy managing director, Infosys: "The company has
identified 400 'leaders' on the basis of several parameters: their performance throughout their tenure with the
company being a prime criterion for selection."
Gopalakrishnan, who will take over as the company's President, COO and Joint MD, on August 21, spoke to
[Link] at Infosys' Mysore campus during its 25th anniversary celebrations.
"Great performance puts employees on the fast track to growth within the organisation. As does their
commitment to surpassing customer expectations, setting standards in business and transactions, and being an
paradigm for the industry and the company," adds Gopalakrishnan.
"Creativity, devotion to being ethical and sincere in dealings, and the commitment to strive relentlessly in pursuit
of excellence are also major considerations while identifying future leaders at Infosys," he points out.
The charismatic Narayana Murthy, speaking about his retirement, said: "I do feel sad, but am happy too. It is a
mixed feeling. It's like getting your daughter married: you are sad that she is going away, but happy that there is
someone younger -- and stronger -- to take care of her."
"The company is now in the hands of the youngsters. It is necessary to recognise the power of youth and to
nurture it. We must respect youth and create opportunities for them to participate in everything. Which is why at
every function, we have the youth participating. I am about the past. I am gone. They are the future," says
Murthy.
"The pool of 400 leaders," says Gopalakrishnan, "that Infosys has identified is from across the globe and does
not comprise Indians alone. It is in keeping with the company's multi-national, multi-cultural image where
excellence is the most important condition."
"There is a three-tier mentoring process at Infosys.
Tier-1 of the Infosys Management Council, which consists of the company's board of directors, mentors Tier-2
leaders who in turn guide the Tier-3 group.
About 45 executives are a part of the company's Tier-1 of the management council. And each of the leaders
undergoes exhaustive and sustained training through the company's personal development programme -- PDP.
Infosys training programmes are designed to enable company professionals enhance their skill sets in tune with
their respective roles," says Gopalakrishnan.
The management council is an advisory body that takes strategic decisions on the company's businesses and
was set up by N R Narayana Murthy, with the idea of building an outfit that is built to last and is ably "geared to
handle the uncertainties of a global market, the high and lows of business cycles, and to power the company
towards strong growth in the future," says the Infosys COO.
When Murthy first set up the council, he found that the young go-getters in the company were diffident to air their
suggestions. It was then that the idea of an in-house leadership institute was born. Encouragement from the top
management has put an end to the fears of transgressing the chain of command, and young Infoscions are now
urged to give vent to their creative talent and come up with their ideas and plans.
The faculty at the ILI has in a note spelt out the rationale behind the institute and charted out the manner in which
it operates.
The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare its executives to
handle the external and internal business environment; and through 'thought leadership' create better customer
value.
The leadership development programme at Infosys takes after similar processes followed by many global mega
corps. It has been refined to suit the particular needs of Infosys and is termed as the 'nine pillars for leadership
development in Infosys.'
These nine pillars form the backbone of the PDP and each leader can choose from these pillars for personal
development. "Depending upon the individual's need to grow and the company's sensitivity to these needs, every
(short-listed) individual is groomed to lead the company in the future," Gopalakrishnan says.
The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions' undergo a three-year
'leadership journey' that includes training, actionising personal development programme, interacting with other
participants, understanding the company better and resolving real business issues.
The note prepared by the ILI faculty enumerates 'the nine pillars for leadership development' as:
1. 360 degree feedback
This is the mechanism through which the company gathers data about an individual's performance and abilities.
This information is collected from coworkers, including peers, subordinates, managers and customers. Personal
development plans are prepared on the basis of this feedback. Then, each of these individuals is assigned an ILI
faculty member to help prepare the PDP and to follow it.
2. Development assignments
Identified high potential Infoscions are trained at various functions of the company through job rotations and
cross-functional assignments. This helps employees to acquire new leadership skills outside their own areas of
expertise and experience.
3. Infosys Culture workshops
These workshops are designed to fortify the Infosys culture amongst the participants, help instill better
communication skills through sustained interaction amongst themselves, and identify with the values and
processes involved in leadership development.
4. Development relationships
This includes one-on-one interaction in actual on-the-job work climate and leads to better sharing of knowledge
and camaraderie amongst individuals. Mentoring forms an integral part of this exercise.
5. Leadership skills training
The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including Narayana Murthy and
Nandan Nilekani (CEO and MD), hold to acclimatise the next rung with leadership roles and to groom them
through their own rich experience.
6. Feedback intensive programmes
These are akin to 360 degree feedback, but based on formal and informal feedback from employees that an
individual interacts with.
7. Systemic process learning
This helps individuals to gain an overall view of the company and its diverse and complex systems, business,
operations and processes. It is a continuous process and helps improve the individual and also the systems.
8. Action learning
This exercise constitutes solving real problems in real-time conditions, but as a team.
9. Community empathy
The company stresses the need to give back to society through involvement in various developmental,
educational and social causes. This programme helps nurture a social conscience amongst its leaders.
"The last 25 years for Infosys have been successful. And we are ready for the future. Yes, our growth rates will
change, the business cycles will change, our ability to influence the business environment will change, even our
leaders will change. But what will not change in Infosys's future is our ability to achieve profitable growth legally
and ethically, our guiding set of principles and our values," says Gopalakrishnan.
Meanwhile, there is a buzz about the imposing edifice of the ILI set amidst the verdant expanse that is the
Mysore campus of Infosys: the next CEO, COO, CFO are being readied there.