“RECRUITMENT AND SELECTION PROCESS AT

INFOSYS AND LEARNING MATE"

Summer Training Project

(Summer training project Submitted in partial fulfillment of the

requirements for the award of degree of bachelor of business

administration)

(2011-2014)

Submitted To: Submitted By

Ms.

DELHI INSTITUTE OF RURAL DEVELOPMENT

(NANGLIPOONA)

(AFFILIATED TO G.G.S.I.P. UNIVERSITY)

DECLARATION

I hereby declare that the project report titled “RECRUITMENT AND SELECTION

PROCESS AT INFOSYS AND LEARNING MATE” is my own work and has been

carried out under the able guidance of Mr. Abhishek Mishra(marketing manager) of G-

infomatics. All care has been taken to keep this report error free and I sincerely regret for any

unintended discrepancies that might have crept into this report. I shall be highly obliged if

errors (if any) are brought to my attention.

Thank You.

IMRAN KHAN

i

GUIDE CERTIFICATE

This is to certify that the project entitled “RECRUITMENT AND SELECTION PROCESS AT

INFOSYS AND LEARNING MATE” is the bonfide work carried out by IMRAN KHAN student of

BBA(GEN.),DIRD NANGLI POONA in partial fulfillment of the requirements for the award of the

Degree of BBA.

MS.

(Project Guide)

ii

ACKNOWLEDGEMENT

“Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one

can make a simple expression of gratitude” I take the opportunity to express my gratitude to all of

the who in some or other way helped me to accomplish this challenging project in G-Informatics

Rohini sector 3. I am extremely thankful and pay my gratitude to our Director sir Narender

Mohan and my faculty guide Ms. for their valuable guidance and support on

completion of this project in its presently.I am very thankful Abhishek Mishra (Marketing

Manager) for their everlasting support and guidance on the ground of which I have acquired a

new field of knowledge. A special appreciative “Thank you” in accorded to all staff of G-

Informatics for their positive support. I also acknowledge with a deep sense of reverence, my

gratitude towards my parents and member of my family, who has always supported me morally

as well as economically. At last but not least gratitude goes to all of my friends who directly or

indirectly helped me to complete this project report.

BBA(GEN.)

iii

EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an important

part of an organisation. Human Resource Planning is a vital ingredient for the success of the

organisation in the long run. There are certain ways that are to be followed by every

organisation, which ensures that it has right number and kind of people, at the right place

and right time, so that organisation can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning, Recruitment

and Selection, Training and Development, Career planning, Transfer and Promotion,

Risk Management, Performance Appraisal and so on. Each objective needs special attention

and proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and

Selection plays a vital role in this situation. Shortage of skills and the use of new technology

are putting considerable pressure on how employers go about Recruiting and Selecting staff.

It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and

Selection process at Infosys.

iv

INDEX

TABLE OF CONTENT

S.NO. TOPICS PG NO.

SIGN.

1 Declaration

2 Acknowledgement

3 Executive Summary

4 Chapter 1: Introduction 1

5 Chapter 2: Company Profile 9

6 Chapter 3 : Background Information 26

7 Chapter 4: Research Objective and Methodology 49

8 Chapter 5: Data Analysis and Interpretation 52

9 Chapter 6: Findings and Conclusion 63

10 Chapter 7: Recommendations 66

11 Bibliography 68

12 Annexure 70

9 Questionnaire 71

v

CHAPTER 1

INTRODUCTION

1

OVERVIEW OF THE INDUSTRY

What drives the Indian IT market? As is the case with most nations in the early stages of the

IT maturity curve, the Indian market is prima. The hardware sector currently accounts for

around 56 percent of total IT spending and is growing faster than other sectors of this

industry. Looking at the frenzy in the PCs marketplace, it’s fairly obvious that PCs are

fuelling growth hardware market. Perhaps the single largest contributor to this impressive

growth is the burgeoning home segment. Today, more than a third of all PCs shipped in a

year make their way to the home segment; and the way things are moving, this share will

improve in future. This obviously means that no vendor can afford to neglect this segment.

The winners of the future will be the ones who have in place a focused consumer strategy to

address the home segment IDC’s "Millennium Home" study reveals that the most important

reason for purchasing a home PC revolve around enhancing the family’s computer skills. In

an era where people have realized the importance of being IT literate, this finding springs no

major surprises. Another important finding is that while the chief wage earner of a household

is the primary decision-maker in so far as PC purchase is concerned, family and friends play

an important role in influencing the decision. The survey also reveals that average home PC

user is around 28 years old however; IDC believes that as computer education in schools

becomes More widespread and more children start using PCs at home, the average home PC

user of the future might be younger.

The vision of Information Technology (IT) policy is to use IT as a tool for raising the living

standards of the common man and enriching their lives. Though, urban India has a high

internet density, the government also wants PC and Internet penetration in the rural India.

In Information technology (IT), India has built up valuable brand equity in the global

markets. In IT-enabled services (ITES), India has emerged as the most preferred

destination for business process outsourcing (BPO), a key driver of growth for the

software industry and the services sector.

India's most prized resource in today's knowledge economy is its readily available

technical work force. India has the second largest English-speaking scientific

professionals in the world, second only to the U.S.

According the data from ministry of communication and information technology, the

ITES-BPO industry has grown by about 54 per cent with export earnings of US$ 3.6

2

billion during 2005-06. Output of the Indian electronics and IT industry is estimated to

have grown by 18.2 per cent to Rs. 1,14,650crore in 2006-07.

The share of hardware and non-software services in the IT sector has declined

consistently every year in the recent past. The share of software services in electronics

and IT sector has gone up from 38.7 per cent in 1998-99 to 61.8 percent in 2005-06.

However, there has been some welcome acceleration in the hardware sector with a sharp

deceleration in the rate of decline of hardware's share in electronics and IT industry.

Output of computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per

cent in 2003-04, 2004-05, and 2005-06, respectively.

All the sub-sectors of the non-software component of electronic and IT industry grew at

over 8 per cent in 2005-06, but this was far below the rate of growth of software services.

Overall, after declining precipitously from 61.4 per cent in 1998-99 to 40.9 percent in

2001-02, the share of hardware in this important industry declined only marginally to

38.2 percent in the subsequent years.

Export markets continue to dominate the domestic segment. The size of the domestic

market in software relative to the export markets for Indian software, which was 45.2

percent in 2002-03, after declining rapidly to 29.8 percent in 2003-04, fell only to 29.1

percent and 27.7 per cent in the two subsequent years.

Value of software and services export is estimated to have increased by 30 percent to

US$12.5 billion in 2005-06. The Software Technology Parks of India have reported

software exports of Rs. 31,578 crore (US$ 6,947 million) during April - December 2005-

06 as against Rs. 22,678 crore (US$ 4,913) during the corresponding period last year.

The annual growth rate of India's software exports has been consistently over 50 percent

since 1991. No other Indian industry has performed so well against the global

competition.

According to a NASSCOM-McKinsey report, annual revenue projections for India’s IT

industry in 2008 are US $ 87 billion and market openings are emerging across four broad

sectors, IT services, software products, IT enabled services, and e-businesses thus

creating a number of opportunities for Indian companies. In addition to the export market,

all of these segments have a domestic market component as well.

3

The IT-enabled service industry in India began to evolve in the early nineties when

companies such as American Express, British Airways, GE and Swissair set up their

offshore operations in India.

Today a large number of foreign affiliates operate IT-enabled services in India. The

different service lines of IT enabled services off shored to India include customer care,

finance, human resources, billing and payment services, administration and content

development

MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY

With the formation of a ministry for IT, Government of India has taken a major step towards

promoting the domestic industry and achieving the full potential of the Indian IT

entrepreneurs. Constraints have been comprehensively identified and steps taken to overcome

them and also to provide incentives.

In order to broaden the internet base, the Department of Information technology has also

announced a programme to establish State Wide Area Network (SWAN) up to the block

level to provide connectivity for e-governance. The Department has also set up

Community Information Centres (CICs) in hilly, far-flung areas of the North-East and

Jammu and Kashmir to facilitate the spread of benefit of information and communication

technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country

like Uttaranchal, Andaman & Nicobar and Lakshadweep.

A number of steps have been taken to meet the challenge of zero duty regime in 2005-06

under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,

other inputs and capital goods have been rationalized to make domestic manufacturing

viable and competitive.

In order to broaden the internet base, the Department of Information technology has also

announced a programme to establish State Wide Area Network (SWAN) up to the block

level to provide connectivity for e-governance. The Department has also set up

Community Information Centres (CICs) in hilly, far-flung areas of the North-East and

Jammu and Kashmir to facilitate the spread of benefit of information and communication

technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country

like Uttaranchal, Andaman & Nicobar and Lakshadweep.

4

A number of steps have been taken to meet the challenge of zero duty regime in 2005-06

under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,

other inputs and capital goods have been rationalized to make domestic manufacturing

viable and competitive.

INDIAN HARDWARE PIPE DREAM OR GOLD RUSH?

For the beleaguered Indian hardware industry, survival is often more important than growth.

Yet, a recent MAIT-Ernst & Young study said that this very industry could zoom to revenues

of $62 billion by 2010.

IT hardware manufacturing in India is a classic case of the chicken and egg syndrome.

Should we wait for the market to grow to high volumes that justify creating a

manufacturing base in India, or should we just kick-start manufacturing so that prices

then come down and thereby create volumes? The debate has raged on long enough and

no consensus seems to be emerging. Rather, things took a turn for the worse with recent

years witnessing a perceptible decline in manufacturing activity. Therefore, when a recent

MAIT study, conducted jointly with Big Five firm Ernst & Young, concluded that the

Indian hardware industry had the potential to reach a size of $62 billion by 2010, it not

only raised many an eyebrow, but derisive laughter from sceptics.

Sample some salient conclusions of the study which paint a rosy future for India

Hardware Inc: By 2010, the Indian hardware industry has the potential to grow to twelve

times its existing market size, with the domestic market accounting for $37 billion and

exports accounting for another $37 billion. The study has identified major export

opportunities in the areas of innovative new devices, contract manufacturing and design

services. The study says that component exports offers an opportunity worth $5 billion,

while that of design and related services in embedded systems and wireless

telecommunication services can bring in another $7 billion by 2010. Further, ambitious

projections have been made in the area of contract manufacturing, which represents a $11

billion opportunity if India succeeds in capturing a share of only 2.2 percent of the global

pie by 2010.

Though the rosy projections look good on paper, is this growth really possible? Sceptics

deride the study as an attempt by the hardware industry to copy its software counterpart,

which has been tom-tommingNasscom and McKinsey’s projection of $87 billion in

5

software revenues by 2008. MAIT officials are however quite upbeat. Says

VinayDeshpande, president of MAIT, “There are four key steps which we need to take to

make India a manufacturing-friendly country. Firstly, market India as a hardware

destination and build a brand akin to software. Making India manufacturing-friendly

through improvements in infrastructure and logistics should follow this. We should also

emphasise on design and innovation through the development of Indian solutions for

Indian needs. All these initiatives need to be backed up by the government with adequate

funds.”

The bright side

For a country whose economy is so heavily dependent on agriculture, a vibrant hardware

industry has the potential to generate three million jobs, especially for Indians who come

from economically underprivileged sections, who aren’t very highly educated. So, in the

words of Deshpande, the hardware industry can be some sort of a panacea for India’s

unemployment problem. Also, with the size of the contract manufacturing industry expected

to be over $500 billion by the year 2010, Indian firms could grab a significant chunk of the

pie in a manner pretty similar to India’s emergence as a key player in the global BPO stakes.

And, with a potentially huge market in embedded systems emerging, Indian firms with the

right mix of hardware and software can be big players here. For the record, of all the high-

end processors produced in the world, only 6 percent are used in PCs and the remaining 94

percent are used in entertainment electronics, non-PC devices, communication products and

embedded electronics.

1. The hardware revolution is also essential for the continued high growth of the

software industry. As Vinnie Mehta, director of MAIT, puts it: “India can lose out on

the software advantage it has already built up, and the future potential, if

2. it does not concentrate on the hardware front. For example, the estimated domestic

hardware requirement by 2008 to meet the software target of $87 billion is $160

million.”

And now the problems

But before India Inc. can go into ballistic mode on the hardware front, there are lots of

serious issues that need to be addressed. Issues like lack of local availability of input raw

material, ever changing government policies, inconsistent sales tax structures in different

6

states, high interest rates, customs duties on capital goods, poor infrastructure, inordinately

long and variable transit times all add to uncertainty, delays and increased costs. Something

that hardware manufacturers dread.Explains Manoj Churra, country manager-manufacturing,

IBM India, “Everyone in India cribs about duty, but even China has a similar duty structure.

The main reason why companies prefer to locate their manufacturing operations in China is

because customs processing in China is much faster.” Here, even after a manufacturer’s raw

material arrives at a port it might take another month or so before the goods reach his factory.

In the fast changing world of technology, that’s virtually suicidal for companies into

hardware manufacturing. Besides, labour laws in China are also very flexible.

In India, laments Raj Saraf, chairman and managing director of Zenith Computers, there

are a lot of restrictions for the hardware industry. “The software industry has grown in

leaps and bounds simply because there have been no restrictions. On the other hand, even

if I do manufacture in an SEZ in India, I cannot sell my products in the domestic market.

The government says everything should be exported. But it should realise that the

industry will always flock to an area where there are least restrictions.” The government

can also take a cue from the fact that if the industry is allowed to grow to three times the

size it currently is today, it can earn more tax from its revenues.

The manufacturing industry in India also suffers from a lack of proper environmental

standards. With environmental concerns mainly ignored or casually overlooked by Indian

corporates, MNCs desist from setting up manufacturing bases here since there is no

compliance with ISO 14000 standards, which deal with environmental issues.

On the design front too, there are lots of opportunities left to be explored. Design exports

are a $7 billion opportunity in areas like embedded systems and wireless

telecommunications. While Indian firms do some work on hardware design exports, many

unfortunately show this as software exports to avoid tax. Fact is, some experts say a

robust design sector could play a huge role in bringing down PC prices too a significant

reason why PC penetration remains low in India. For example, on a CPU that costs $150,

the material cost is not even $4. Adds Deshpande, “If we can get a design, like say a PII,

made either by ourselves or if we can get the government to buy out a design and start

manufacturing here, this would bring costs down substantially in PCs.”

7

The silver lining

The Indian hardware industry could learn a thing or two from the Taiwanese hardware

industry, where companies started off as component assemblers some years ago. Today, the

same firms are world leaders, and in fact outsource their manufacturing designs to other

countries. A majority of Taiwanese firms are now original manufacturers of chipsets.

Another instance that could inspire companies to set up local manufacturing bases is the

example of D-Link. D-Link is one of the very few hardware companies in India that does

local manufacturing. Recently, the company tied up with Taiwan-based Gigabyte

Technology to manufacture and market motherboards locally. D-Link will manufacture

approximately 30,000 motherboards per month. Besides giving D-link a key advantage in

terms of technology, it also means utilisation of D-Link’s manufacturing facilities. The

cost savings per motherboard when manufactured here works out to be approximately $5.

Hence, if volumes are huge, it does makes sense to outsource contract manufacturing to

India.

And for sceptics who doubt the quality of Indian products, Ram Agarwal, managing

director, Wipro ePeripherals has a ready answer, “Doubting Thomas’s who keep on

questioning the quality of Indian products should know that Legend computers, the

largest maker of PCs in China, buys network interface cards from India.”

Going forward, if the government and the hardware industry proactively decide to work

together and solve issues rather than have one hand clamouring for duty concessions, and

the other avoiding issues, the Indian hardware industry could definitely go the software

way-as MAIT and Ernst & Young have said. The only question to ask is whether the

government and the industry are up to it.

8

CHAPTER 2

COMPANY PROFILE

9

COMPANY PROFILE

INTRODUCTION AND COMPANY HISTORY

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$

250. Today, it is a global leader in the "next generation" of IT and consulting with revenues

of over US$ 4 billion.

 Infosys defines, designs and delivers technology-enabled business solutions that help Global

2000 companies win in a Flat World. Infosys also provides a complete range of services by

leveraging our domain and business expertise and strategic alliances with leading technology

providers.

 Infosys' service offerings span business and technology consulting, application services,

systems integration, product engineering, custom software development, maintenance, re-

engineering, independent testing and validation services, IT infrastructure services and

business process outsourcing.

Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in

the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of

taking work to the location where the best talent is available, where it makes the best

economic sense, with the least amount of acceptable risk.

 Infosys has a global footprint with over 50 offices and development centers in India, China,

Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys has over 103,000

employees.

 Infosys takes pride in building strategic long-term client relationships. Over 97% of our

revenues come from existing customers.

10

The primary purpose of corporate leadership is to create wealth legally and ethically. This

translates to bringing a high level of satisfaction to five constituencies - customers,

employees, investors, vendors and the society-at-large. The raison d'être of every corporate

body is to ensure predictability, sustainability and profitability of revenues year after year.

- N. R. Narayana Murthy

Chairman of the Board and Chief Mentor

Employees: 113,800

Employee growth: 8.5%

Infosys emphasizes every aspect of IT. One of India's leading technology services firms,

Infosys Technologies provides software development and engineering to corporate clients

through a network of development centers in Asia, Europe, and North America. It also

provides data management, systems integration, project management, support, and

maintenance services. Subsidiary Infosys BPO offers business process outsourcing (BPO)

services, and US-based Infosys Consulting provides strategic consulting. Infosys gets

effectively all of its sales from international markets, with North America accounting for two-

thirds of the total. Clients come mainly from the financial services, manufacturing, telecom,

and retail industries.

Key numbers for fiscal year ending March, 2010: 

Sales: $4,804.0M

One year growth: 3.0%

Net income: $1,313.0M

11

Income growth: 2.5%

Officers:

CEO, Managing Director, and Head, Executive Council: S. (Kris) Gopalakrishnan

COO and Director: S. D. Shibulal

SVP and CFO: V. Balakrishnan

Competitors:

Satyam

Tata Consultancy

Wipro Technologies

Service Offerings

Services

Infosys BPO's services practice is focused on Hospitality, Real Estate, Professional Services,

and Transportation and Logistics. We have a Center of Excellence (CoE) for each sector to

develop industry-specific solutions and identify nuances of enterprise transactional processes.

In addition, the CoE designs training modules to train and certify our professionals before

client operations.

Hospitality

The IT landscape is challenged by multiple, fragmented systems which do not

interface with each other and decentralized processes that are highly dependent on

paper and manual approvals leading to lower operating profits and earnings per share

Inability to reduce costs proportionate with fall in revenues due to the lack of proper

process mechanisms

The economic downturn has resulted in reduced Revenue Per Available Room

(RevPar) and lower Return On Investment that may lead to asset liquidation

Our offerings for the Hospitality industry include:

Customer Service and Sales Support: Central reservation system, frequent guest

program management and global preferred account hotline

12

Hotel Accounting: Invoice processing, sales and use tax calculation, vendor

statements review, new vendor set up, re-bills, AP Aging run, accruals and

reconciliations

Fixed Asset Procurement: Budgeting, purchase order/ contract generation, expediting,

tracking of budget and global LCC sourcing

Human Resources: HR strategy and performance management, payroll and benefits,

HR administration and flex-staffing

Knowledge Services: MIS, quantitative research, market risk assessment, decision

support, analysis and reporting

Global Distribution Systems – Managing and uploading data to GDS systems

Infosys has a strategic alliance with HVS International to provide offshoring solutions for the

global hospitality industry. Founded in 1980 by Stephen Rushmore, HVS International is a

global consulting and services organization focused on the hotel, restaurant, timeshare,

gaming and leisure industries.

Infosys BPO combines the outsourcing capabilities of Infosys with the consulting expertise of

HVS to design solutions for the Hospitality and Leisure industry.

Real Estate

Companies face liquidity issues due to high debt servicing and low operational

revenues

Lack of funding opportunities and working capital delay completion of ongoing

projects

The challenging environment makes it difficult to retain quality talent and retrench

redundant staff

Our offerings for the Real Estate industry include:

Property Data Management

Tenant Data Management

Management Fees Calculation

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Recovery Schedule Processing

Reprojection of Rent

Human Resources Offerings

Finance & Accounting Offerings

Human Resources Outsourcing

The Infosys BPO Human Resources Outsourcing (HRO) practice combines global sourcing

and delivery capabilities to offer flexible and cost-efficient solutions for acquiring,

administering and developing talent.

Our componentized HRO offerings enable customers to embark on the HRO journey easily

and realize benefits promptly. Through our transformational expertise, our customers save up

to 40% on operational costs and enhance productivity by up to 30%. Our suite of innovative

tools measure and improve HR/ business metrics.

We serve clients from our global delivery centers in India, China, Philippines, Mexico,

Brazil, Poland, and the Czech Republic.

Offerings14

Infosys Business Platform for HRO 

Infosys’ platform-based solutions help customers migrate to a pay-as-you-use, transactional

model with best-in-class technology and processes. The Infosys Business platform for HRO

realizes value without huge investments in technology.

HRO Service Packs 

Our HRO service packs are short-term projects that deliver tangible value within a specified

period. They have pre-built solutions and transitions that realize Return on Investment

promptly. The sample packs solve common HR issues by leveraging industry best practices,

with minimal time and effort from stakeholders.

A Snapshot of Success Stories

Client ChallengeInfosys BPO

ApproachOutcome

A leading

technology

services

company

having more

than 105,000

employees in

27 countries

Decentralized and

complex processes

Absence of process

metrics

Multiple touch points

with no visibility

Non-standardized

hiring practices

Substantial

administrative

overheads

Streamlined

processes

Introduced metrics

Launched a shared

service center for

HR services

Eliminated

redundant activities

Centralized hiring

administration

through a web-based

process

Improved customer

satisfaction scores

from 98.96 % to

99.50%

Reduced cost per

hire by more than

20%

Decreased offer

generation time by

more than 60%

Reduced cycle time

by 35%

Reduced 7-day

shifts to 5 days

A global bank Absence of process Moved payroll, Increased customer

15

having more

than 27,000

employees

metrics

Low visibility

Limited control over

performance

workforce data

management and HR

support to a single

delivery center

Set up Tier-1 and

Tier-2 helpdesks for

query resolution

Automated

processes

satisfaction scores

consistently

Achieved

productivity gain of

more than 6%

Reduced 5 Full-

Time Employee

(FTE) workload

within a year,

saving over

US$ .55 million

Reduced pay run by

3 hours

Enabled cross-

skilling of process

executives

An oil and gas

major having

more than

96,000

employees in

26 countries

Complex processes

and high contract and

administrative costs

to hire contract

workers

Non-standardized

hiring practices

Multiple partners

Deployed a

platform-based

solution for hiring

Centralized

sourcing, screening,

scheduling,

interviewing,

compensation, and

contract

management

Offshored the hiring

organization

Aggregated

sourcing

Improved contract

compliance

Saved 15% on

spend through

improved contract

negotiations

16

Professional Services 

The industry is characterized by:

A distributed business model across geographies with small branches operating in multiple

languages

Non standardized processes across practices and branches

High people- and paper-dependent processes reducing the scope of IT

Individual resources handling multiple processes

High dependency on clients/ partners

Our offerings for Professional Services include:

Point solution in F&A

Platform-based HRO solution

Source To Pay

Quote To Cash

Record To Report

Compliance

Vertical Specific Accounting Functions

Management Profiles

Swami Swaminathan

Chief Executive Officer and Managing Director, Infosys BPO

Swami has over 30 years of experience in management, finance and

accounting, sales and marketing, international trading, and human resources

management. He has performed multiple roles in marketing and operations

and has been associated with manufacturing and infrastructure projects in

India and abroad. Swami joined Infosys BPO in 2004 and took over as the Chief Executive

17

Officer and Managing Director in January 2010. He is a key member of the Executive

Council.

Prior to this, Swami was Senior Vice President and Head of Global Delivery and Horizontal

Practices. He provided leadership in building some of the key industry verticals, international

centers, horizontal practices, and managing corporate functions such as business transition,

quality and risk, thereby contributing significantly to the growth of Infosys BPO.

Swami is a great believer in processes and metrics and has made operations excellence a key

strength of the organization.

Under his leadership, Infosys BPO has won several key awards for partnerships with clients,

such as the Shared Services Excellence Awards for Best New Outsourced Services Delivery

and the Breakthrough Award at the Global Supplier Awards. Infosys BPO has also won

awards for people practices, such as The Stars of the Industry Award for BPO Organization

of the Year and RASBIC Awards for Recruiting and Staffing Programs.

Swami is a qualified chartered accountant.

Ritesh Idnani

Chief Operating Officer, Infosys BPO

Ritesh has been with Infosys BPO since November 2005. In his current role

as Chief Operating Officer, he is responsible for helping the unit meet its

financial, operational and revenue goals. He is focused on managing global

operations, sales and client relationships, driving best practices, cost

efficiency and end-to-end solutions. Prior to assuming his current role in 2010, he was the

global head of sales and marketing and the business head for financial services, healthcare

and emerging markets. He successfully helped scale the BPO business from USD 43 million

in 2005 to USD 316 million in 2009. He was also acknowledged by FAO Today as a

“superstar” instrumental in scaling the BPO business for Infosys in 2008.

Ritesh joined Infosys in 1999 and was the sales head at Infosys Technologies’ Banking and

Capital Markets unit till 2005. Ritesh has approximately 15 years of experience in assisting

C-level executives in global corporations determine their sourcing strategies, implement

governance models and drive the performance of their outsourcing relationships. He is one of

the few leaders globally who has had experience across all facets of the outsourcing business.

18

Ritesh has been invited to speak at various international forums. He has been recognized as a

thought leader within the BPO industry and is frequently sought after by industry analysts,

members of the investment community and has been quoted by domestic and international

media.

Ritesh has a bachelor’s degree in economics and accounting and an MBA in Finance and

Marketing.

Abraham Mathews

Head, Finance, Infosys BPO

Abraham Mathews has been instrumental in ensuring that Infosys BPO has

consistently delivered on key financial and operational metrics, making it

one of the most profitable companies operating in this space. Abraham

contributes significantly towards achieving BPO's key strategies revolving

around profitable growth and value enhancement to clients

Abraham comes with 22 years of industry experience and has been with Infosys for the last

six years. Abraham is a sought-after speaker at various financial forums. He is certified by

various institutes including American Institute of Certified Public Accountants (AICPA),

Institute of Management Accountants, U.S. (IMA), Institute of Cost and Works Accountants

of India (ICWAI), Institute of Chartered Accountants of India (ICAI), Certified Public

Accountant (CPA), Certified Management Accountant (CMA), Associate Chartered

Accountant (ACA), and Associate Cost and Works Accountant (ACWA).

Raghavendra K

Vice President and Head, Human Resources, Infosys BPO

Raghavendra joined Infosys BPO in August 2008 and currently heads the

HRD operations.

In his various stints, Raghavendra has anchored numerous initiatives to

support the development of strategic HR. His focus is on aligning the HR

functional role to dovetail business plans. Raghavendra is passionate about the development

of HR competencies, managing cultural diversity and change management, especially in the

context of mergers and acquisitions.

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Raghavendra has worked towards ensuring a strong connect between performance

management systems and employee development platforms, enabling a readily available and

competent internal pool to meet the challenges in business.

He has worked closely with many universities and educational institutions to ensure that

theoretical concepts are backed with practical application. Simultaneously, Raghavendra has

ensured that corporations imbibe concepts and management thoughts when discharging their

responsibilities. He is passionate about the concept 'learn while you earn' and constantly

works towards making it a reality.

Raghavendra is a frequent speaker in HR thought leadership sessions and seminars held at

campuses.

Raghavendra is a commerce graduate and holds a post-graduate diploma in project

management and international relations from the Madras School of Social Work. He has also

undergone one-year AMP from IIM-B.

Anantha Radhakrishnan

Vice President and Head, Business Transformation and Technology Services, Infosys BPO

Radha is a member of the Infosys BPO Executive Council. He brings with

him two decades of global industry experience working at local, regional and

corporate levels. Radha also heads a core team focused on leveraging

technology as a key differentiator.

Radha is the Infosys representative and associate member of the National Retail Federation

(NRF) and Grocery Manufacturers Association (GMA), US industry bodies in the CPG and

Retail space. He has also been on speaker panels at the India Sourcing Summit and FAO

Today conferences and spoken about the value of technology-led differentiation in BPO and

the next generation BPO.

Radha participated in a CNBC panel discussion on Optimizing Business Processes and was

also a panelist at the Reuters Investment Summit. He received his bachelor's in engineering

and master's in management from the Indian Institute of Management, Lucknow.

Vaitheeswaran S

Vice President and IBU Head, Manufacturing Business Unit and India Business, Infosys BPO

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Seetharaman Vaitheeswaran (Vaithee) heads the largest vertical in Infosys

BPO, generating revenues in excess of US$ 130 million with a work force of

over 5,000. His unit services clients in the hi-tech manufacturing and

resources space from across Infosys BPO's Global Delivery Centers.

Vaithee also heads Infosys BPO's India Business. Vaithee heads the Operations Excellence

Council, and in the last two years has successfully established high delivery predictability to

operations and rigor on domain certifications. With extensive experience in the core

manufacturing sector he drives value delivery to clients in the vertical.

He is involved in strategy formulation and implementation, as part of the Executive Council

of the company. Vaithee also heads the Training Council at Infosys BPO.

Vaithee brings 29 years of experience in Sales and Marketing, Supply Chain Management,

Operations, and Global Marketing.

He is an active member of several industry associations such as the export council CII. He is

also on the Executive Council of the Tractor Manufacturing Association of India (TMA) and

he is a corporate member of the Automotive Components Manufacturers Association

(ACMA). He has written several white papers on the outsourcing industry and manufacturing

excellence.

Vaithee holds a post-graduate diploma in Materials Management and a bachelor's degree in

Engineering from the University of Madras.

Gautam Thakkar

Vice President and Head - Finance and Accounting, Sales & Fulfillment, Human Resource

Outsourcing, Infosys BPO

Gautam joined Infosys Technologies in 2000 as a Senior Principal with the

Consulting business. He was one of the founding members of Infosys BPO

which was started in 2002. Currently, Gautam heads the Finance and

Accounting, Sales and Fulfillment, and Human Resource Outsourcing

operations.

Prior to this, he was the head of Infosys BPO in Europe. Based out of London, Gautam was

primarily responsible for growing the business from US$ 28 million to US$ 116 million in

two years. During his tenure in Europe, he led the acquisition of Philips' three Global Shared

21

Service Centers in Poland, Thailand, and India. Gautam played a key role in integrating these

centers with Infosys BPO. It was one of the largest Finance and Accounting Outsourcing

(FAO) deals in 2007.

A member of Infosys BPO's Executive Council, Gautam's wide range of expertise include

business development, transition and running of global operations. He has helped define

business processes and transition methodologies for BPO services, built value propositions

and driven transformation programs for global clients.

Gautam is responsible for driving Infosys BPO's International Center Strategy. It includes

developing new models for global delivery from international centers and driving

international center-specific initiatives.

He has over 20 years of global experience in outsourcing, operations, technology consulting,

and new business development across various industry verticals in North America, Europe

and Asia.

Gautam has a bachelor's degree in Industrial Engineering from Purdue University.

Gopal Devanahalli

Vice President and IBU Head, Communications, Media and Entertainment Business Unit,

Infosys BPO

Gopal brings over 18 years of industry experience. Since March 1999, he is

working with Infosys and with Infosys BPO, from August 2007. In his

current role he heads the Communications, Media and Entertainment Unit as

well as the Customer Service Practice. Gopal is also responsible for Infosys

BPO's M&A activities.

Prior to his current role, Gopal was part of the corporate planning group and was leading

strategy planning at Infosys Technologies for a year. He has spent seven years in business

development in the U.S. and was the Head of Sales for Retail and CPG Business Unit based

out of Dallas, Texas.

Gopal is invited to speak at key industry forums including NASSCOM. He is the Co-

Chairman of the Bangalore Chapter of the International Association of Outsourcing

Professionals (IAOP).

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Gopal received his post-graduate diploma in management from the Indian Institute of

Management, Calcutta and holds a master's degree in computer science from BITS, Pilani.

AWARDS

Infosys is India's most admired company: The Wall Street Journal

The Flat World is not only rapidly transforming the business landscape, but also compelling

global companies to seek reliable partners for sustainable growth. Infosys is showing how an

ecosystem of innovation and sound corporate governance can deliver predictable results

despite the odds.

On the cusp of the 30th anniversary, Infosys continues to inspire trust and confidence among

customers, investors and other constituents. The company was ranked India's 'Most Admired

Company' in The Wall Street Journal Asia 200, a listing of Asia's leading companies in 2010.

Infosys has achieved this distinction for nine years in a row.

In the online survey of readers and online subscribers of The Wall Street Journal, Infosys

topped the rankings for corporate reputation and vision. Established in 1981 with capital of

US$ 250, Infosys has grown to a US$ 4.6 billion IT services and consulting company by

living the values of the founders:

'When in doubt, disclose'

Infosys has always shared relevant information with stakeholders. We have gone a step

further by disclosing information that is not required by law. In fiscal 1994, we provided a

comparison of actual performance vis-à-vis projections made in the prospectus. After setting

the precedent, such disclosure became mandatory in India.

'Lead by example'

Infosys pioneered the Global Delivery Model, which distributes work and integrates

components across global locations to provide maximum value. We took outsourcing to the

next level - modular global sourcing enabled by technology, driven by a global talent pool

and spurred by new business models to accelerate innovation.

'Exceed expectations, consistently'

Infosys has always set the highest standards for employees and the industry. This pursuit of

excellence drives more than 100,000 employees to improve themselves both at the individual

23

and professional levels. It manifests as new benchmarks in sustainable business solutions and

corporate governance.

The Wall Street Journal reports that Infosys' ability to increase its global footprint and

diversify into new areas, such as healthcare, pharmaceuticals and life sciences, enabled the

company to emerge as India's most admired corporation

Infosys Tops India's Most-Admired Companies:WALL STREET JOURNAL

The combination of global recession and rising anti-outsourcing sentiment in the U.S. can't

be good for a company that relies on the U.S. and Europe for nearly 87% of its revenue,

but Infosys Technologies Ltd. managed to emerge as India's most-admired corporation in

The Wall Street Journal's Asia 200 survey.

Infosys software professionals walk at the Infosys campus, at company headquarters in

Bangalore on 13 July 2010.

India's Top 10

Ranked by average score 

1. Infosys Technologies 

2. Tata Consultancy Services 

3. Tata Steel 

4. Larsen & Toubro 

5. Hindustan Unilever 

6. Maruti Suzuki India 

7. Tata Motors 

8. Housing Development Finance 

24

9. Bharti Airtel 

10. Wipro

India's information-technology sector was hit hard by the slowdown.

For Infosys, revenue in the 2010 financial year, which ended March 31, was up just 4.8%

from a year earlier, compared with 30% growth the previous year. Growth in after-tax profit

slipped to 3.8% from 29%. And then there was the U.S. government's decision to increase

visa fees for IT workers.

Infosys didn't lobby against the change, but has become more proactive since, said Ashok

Vemuri, a senior vice president at the company—trying to "put forth our views of how we

can keep the services markets open in a global market."

Meanwhile, the company looks to diversify geographically, and to push beyond its

established fields—financial services, retail and energy and utilities—into health care,

pharmaceuticals and life sciences.

The first quarter of the current financial year showed improved revenue growth, to 13%, but

a 2% drop in net profit. Things seemed to be clicking in the second quarter, with revenue up

24% and net up 13%

25

CHAPTER 3

BACKGROUND

INFORMATION

26

RECRUITMENT

Recruitment refers to the process of attracting, screening, and selecting qualified people for a

job. For some components of the recruitment process, mid- and large-size organizations often

retain professional recruiters or outsource some of the process to recruitment agencies.

Recruitment could be done by following methods: employment agencies, recruitment

websites and job search engines, "headhunters" for executive and professional recruitment,

and niche agencies which specialize in a particular area of staffing. Some organizations use

employer branding strategy and in-house recruitment instead of agencies. Recruitment-related

functions are generally carried out by an organization's human resources staff.

The stages in recruitment include sourcing candidates by advertising or other methods,

screening potential candidates using tests and/or interviews, selecting candidates based on the

results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill

their new role effectively

EDWIN B Flippo defines: Recruitment as „the process of searching for prospective

employees and stimulating them to apply for the jobs in the organization

Objectives:

The main objective of recruitment is to increase the number of applications for the job

available in the organization, to select the best applicant who is the best fitted to the job.

Need for recruitment:

It makes possible to choose the right person in the right time at the right place. It also makes

it possible to acquire the number and type of people necessary to ensure the continued

operation of the organization.

Planned needs:- Such needs arise from changes in the organization policies.

Anticipated needs:- it refers to those movements in personnel which an organization

can predict by studying trends in internal and external needs.

Unexpected needs: - Such need arises due to illness, death and resignation.

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METHODS OF RECRUITMENT

Direct method:-

The direct method includes sending of the recruiters to different educational and professional

institutions, employees contact with public, and mannered exhibits. One of the widely used

methods is sending the recruiters to different colleges and technical schools. This is mainly

done with the cooperation of the placement office of the college. Sometimes, firms directly

solicit information form the concerned professors about student with an outstanding records.

Other direct methods include sending recruiters to conventions and seminars,

setting up exhibits at fairs, and using mobile offices to go the desired centers.

Indirect method:

Indirect method involves mainly advertising in newspapers, on the radios, in trade and

professional journals, technical magazines and brochures. Advertisements in newspapers and

or trade journals and magazines are the most frequently used methods. Senior post is largely

filled with such methods. Advertising is a very useful for recruiting blue color and hourly

worker, as well as scientific, professional, and technical employees.

Local newspaper can be good sources of blue collar workers, clerical employees, and lower

level administrative employees.

The main point is that the higher the position in the organization the more dispersed

advertisement is likely to be. The search for the top executive might include advertisement in

a national periodical, whereas the advertisement of the blue color jobs usually confine to the

daily newspaper.

According to the Advertisement tactic and strategy in personnel Recruitment, three main

points need to be borne in the mind before an advertisement in inserted.

First, to visualize the type of applicants one is trying to recruit.

Second, to write out a list of advantages the company offers, or why should the reader

join the company.

Third, to decide where to run the advertisement , not only in which area, but also in

which newspaper having a local, state or a nation- wide circulation.

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THRID PARTY

These include the use of commercial or private employment agencies, state agencies, and

placement offices of schools colleges and professional associations recruiting firms,

management consulting firms, indoctrination seminars for college professors, and friends and

relatives.

Private employment agencies are the most widely used sources. They charge a small fee from

the applicant. They specialize in specific occupation; general office help, salesmen, technical

workers, accountant, computer staff, engineers and executives.

State or public employment agencies are also known as the employment or labour exchanges,

are the main agencies for the public employment. Employers inform them of their personnel

requirement, while job seekers get information for them about the type of job are referred by

the employer.

Schools and colleges offer opportunities for recruiting their student. They operate placement

services where complete biodata and other particular of the student are available.

Professional organization or recruiting firms maintain complete information records about

employed executive. These firms maintain complete information records about employed

executives. These firms are looked upon as the „head hunters‟, „raiders‟, and „pirates‟ by

organization which lose their personnel through their efforts.

RECRUITMENT PROCESS

1. Identify vacancy.

2. Prepare job description and person specification.

3. Advertising the vacancy.

4. Short listing.

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SOURCES OF RECRUITMENT

Before an organisation begins recruiting applicants, it should consider the most likely source

of the type of employee it needs. Every organisation has the option of choosing the

candidates for its recruitment processes from two kinds of sources internal and external:

INTERNAL EXTERNAL

Promotion Campus recruitment

Transfer Press advertisement

Internal notification Management training scheme

Retirement Walk-ins

Recall Management consultancy services

SELECTION

Introduction

Selection is the process of picking individuals who have relevant qualifications to fill jobs in

an organization. The basic purpose is to choose the individual who can most successfully

perform the job from the pool of qualified candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would meet there

requirements of the job in an organization best, to find out which job applicant will be

successful, if hired. To meet this goal, the company obtains and assesses information about

the applicants in terms of age, qualifications, skills, experience, etc. The needs of the job are

matched with the profile of candidates. The most suitable person is then picked up after

eliminating the unsuitable applicants through successive stages of selection process. How

well an employee is matched to a job is very important because it is directly affects the

amount and quality of employee’s work. Any mismatched in this regard can cost an

organization a great deal of money, time and trouble, especially, of training and operating

costs. In course of time, the employee may find the job distasteful and leave in frustration. He

may even circulate ‘hot news’ and juicy bits of negative information about the company,

30

causing incalculable harm to the company in the long run. Effective election, therefore,

demands constant monitoring of the ‘fit’ between people the job.

 Steps in Selecting Process

Reception

A company is known by the people it employs. In order to attract people with talents, skills

and experience a company has to create a favorable impression on the applicants’ right from

the stage of reception. Whoever meets the applicant initially should be tactful and able to

extend help in a friendly and courteous way. Employment possibilities must be presented

honestly and clearly. If no jobs are available at that point of time, the applicant may be asked

to call back the personnel department after some time.

Screening Interview

A preliminary interview is generally planned by large organizations to cut the cost

of selection by allowing only eligible candidates to go through the further stages in selection.

A junior executive from the Personnel Department may elicit responses from the applicants

on important items determining the suitability of an applicant for a job such as age,

education, experience, pay expectations, aptitude, location, choice etc. this ‘courtesy

interview’ as it is often called helps the Department screen out obvious misfits. If the

department finds the candidate suitable, a  prescribed application form is given to the

applicants to fill and submit.

Application Blank 

Application blank or form is one of the most common methods used to collect information on

the various aspects of the applicants’ academic, social, demographic, work related

background and references. It is a brief history sheet of employee’s background, usually

containing the following things:  

Personal data (address, sex, telephone number)

Marital data

Educational data

Employment Experience

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Extra-curricular activities

References and Recommendations

Selection Testing

In this section let’ examine the selection test or the employment test that attempts to asses

intelligence, abilities, personality trait, performance simulation tests including

work sampling and the tests administered at assessment centers- followed by a discussion

about the polygraph test, Graphology and integrity test .A test is a standardized,

objective measure of a person’s  behavior, Performance or attitude. It is standardized

because the way the tests is carried out, the environment in which the test is administered and

the way the individual scores are calculated- are uniformly applied. It is objective in that it

tries to measure individual differences in a scientific way giving verylittleroom for individual

bias andinterpretation. Over the years employment tests have not only gained importance but

also a certain amount of inevitability in employment decisions. Since they try to

objectively determine how well an applicant meets the job requirement, most companies do

nothesitate to invest their time and money in selection testing in a big way. Some of the

commonly used employment tests are: 

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Miscellaneous tests such as graphology, polygraphs and honesty tests.

Selection Interview:

Interview is the oral examination of candidates for employment. This is the most essentialstep

in the selection process. In this step the interviewer matches the information obtainedabout

the candidates through various means to the job requirements and to t h e information

obtained through his own observations during the interview. Interview gives the recruiter an

Opportunity

•To size up the candidate personally;

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•To ask question that are not covered in the tests;

•To make judgments on candidates enthusiasm and intelligence;

•To assess subjective aspects of the candidate – facial expressions,Appearance, nervousness

and so forth;

•To give facts to the candidates regarding the company, its policies,etc. and promote goodwill

towards the company.

Evaluation :

Evaluation is done on basis of answers and justification given by the applicant in

theinterview.

Physical examination:

After the selection decision and before the job offer is made, the candidate is required

toundergo a physical fitness test. A job offer is often contingent upon the candidate

beingdeclared fit after the physical examination.

Medical examination:

Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,

tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or

not a candidate possesses these qualities.

Reference check:

Once the interview and medical examination of the candidate is over, the personnel

department will engage in checking references. Candidates are required to give the names of

2 or 3 references in their application forms. These references may be from the individuals

who are familiar with the candidate’s academic achievements or from the applicant’s

previous employer, who is well versed with the applicant’s job performance and sometimes

from the co-workers. In case the reference check is from the previous employer, information

in the following areas may be obtained. They are job title, job description, period of

employment, pay and allowances, gross emoluments, benefits provided, rate of absence,

willingness of previous employer to employ the candidate again, etc. Further, information

regarding candidate’s regularity at work, character, progress, etc. can be obtained. Often a

33

telephone call is much quicker. The method of mail query provides detailed information

about the candidate’s performance, character and behavior. However, a personal visit is

superior to the mail or telephone methods and is used where it is highly essential to get a

detailed, first hand information which can also be secured by observation. Reference checks

are taken as a matter of routine and treated casually or omitted entirely in many

organizations. But a good reference check, when used sincerely, will fetch useful and reliable

information to the organization.

Hiring decision:

The line manager has to make the final decision now – whether to select or reject a candidate

after soliciting the required information through different techniques discussed earlier. The

line manager has to take adequate care in taking the final decision because of economic,

behavioral and social implications of the selection decisions. A careless decision of rejecting

acandidate would impair the morale of the people and they suspect the selection procedure

and the very basis of selection in a particular organization. A true understanding between line

managers and personnel managers should be established so as to facilitate good selection

decisions. After taking the final decision, the organization has to intimate this decision to the

successful as well as unsuccessful candidates. The organization sends the appointment order

to the successful candidates either immediately or after sometime depending upon its time

schedule.

34

INFOSYS

Work at Infosys:

A feeling of energy and vitality, of freshness, of a place where people work in a campus like

facility and culture, are unafraid to voice new ideas, of a place where there is minimal

hierarchy.

Robust people management practices enable Infosys to create this environment for its

employees. This is what distinguishes Infosys among other technology companies, enabling

Infoscions to excel and innovate in what they do for their clients and in what they stand for as

a company.

Continuous learning:

The spirit of learnability among Infosys people and an organizational commitment to

continuous personal and professional development keeps Infosys at the forefront in a fast-

changing industry. Their framework for continuous learning at Infosys is built around a

number of focused programs for their 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.

Dedicated organizations or groups within Infosys lead these initiatives. Infosys investment in

people and infrastructure to build a holistic learning framework demonstrates their

commitment to continuous learning and building intellectual capital for their employees. This

learning framework is continuously enhanced with new programs and the latest learning

techniques - and close-knit coordination across these initiatives ensures that it meets the

different learning needs of their employees in specific areas of technology, management,

leadership, cultural and communication skills, and other soft skills.

Apart from formal programs - a typical example of an informal employee-driven program is

the Infosys Toastmasters Club, formed in 2000. The mission of this club is to provide a

mutually supportive and positive learning environment to develop communication and

leadership skills to foster self-confidence and personal growth. The club has been recognized

by Toastmasters International and joins the roster of other recognized Corporate Clubs

around the world (including those of Microsoft, Boeing, Citicorp and Sun Microsystems).

35

Fun and culture:

Life at Infosys is full of events - where employees can pursue their interests in areas as varied

as arts, culture, or sports. The objective is to ensure that employees are not confined to their

desks. Employees express their various skills and interests through forums that include an

"Art Gallery" on campus dedicated to displaying the works of Infoscions, daily quiz

competitions, and regular music meetings that keep the place abuzz with creativity.

Inculcom is the base organization that hosts cultural programs for Infoscions. Each event

emphasizes a specific area like music, dance, or quiz. These programs are generally not

competitive, but a competitive element is sometimes added to enhance enthusiasm and to

bring out the best in our people. Under Inculcom, there are sub groups like the IQ Circle

(Quizzes), Shruthi (the classical music club), Dramatix (the drama club), and Vakchaturya

(forum for self development).

Insync:

The key to employee involvement in organizations is the sharing of information about

business performance, plans, goals, and strategies. What happens by a shout across the

corridor in a smaller organization, calls for a more systematic process in a large organization

like Infosys.

InSync is Infosys‘s internal communication program focused on keeping the Infoscion

abreast of latest corporate and business developments, and equipping him or her to be a

"brand ambassador" for the company. This program combines a communication portal with

workshops, monthly newsletters, articles, daily cartoons and brainteasers to synchronize each

Infoscion with the organization.

“Infosys believes in an organization with less hierarchy and faster decision-making. In

order to make that happen, every Infoscion needs to know how the organization works,

how decision are made, and what drives Infosys. So it is important for Infosys to

communicate this to everyone"

36

S. Gopalakrishnan

Co-founder & Member of Board

Careers:

Infosys has a vision of where they want to go, and it's really exciting

With an annual compounded growth rate of around 60% in the last 5 years, and branches

across the world, Infosys is forging ahead in the global market. To achieve their vision, they

are always looking out for talented, learnable individuals who are ambitious, who love

challenges and who have a passion to excel!

Towards this objective, Infosys participates in campus hiring programs and also conducts a

number of off-campus initiatives throughout the year at various locations. Apart from college

hiring, they also hire experienced professionals from the industry at various mid-level and

senior positions.

Infosys — grooming global talent:

Last year, over 1.3 million people applied for a job at Infosys. Only 1% of them were hired.

In comparison, Harvard College took in 9% of candidates.

Infosys has always focused on inducting and educating the best and the brightest. With global

hiring practices, coupled with ever-expanding university programs such as Campus Connect

and development centers across the globe, Infosys is able to source and nurture talent while

delivering lasting value to clients.

Infosys, which trains over 15,000 new recruits every year, is well prepared to win the battle

for top-notch talent. At the heart of this education program is a fully equipped $120 million

facility in Mysore, about 90 miles from Bangalore.

Infosys in the spotlight:

In 2005, Computerworld magazine, while ranking Infosys among the 100 best places to work

in IT, placed it at the very top of the list of best places for education and training.

37

In its March 2006 issue, Fortune magazine stepped inside the gates of ‘Infosys’ and emerged

with the impression that gaining admission to the ‘Taj Mahal of training centers’ is harder

than getting into Harvard.

3.1 SOURCES ON MAN POWER SUPPLY:

INTERNAL:

Infosys upgrades from within only for managerial positions, but only to some extent. Because

upgrading from within is considered better as the employee is already familiar with the

organization, reduces training cost, helps in building morale and promotes loyalty.

If no one capable for managerial position is found in its internal source, it looks out for

external sources. It selects only the best employee for the organization

TYPES:

Former Employees-

They ask the retired employees who are willing to work on a part-time basis, individuals

who left work and are willing to come back for higher compensations. Even retrenched

employees are taken up once again.

Retirements: -

If it’s not able to find suitable candidates in place of the one who had retired, after

meritorious service. Under the circumstances, management decides to call retired

managers with new extension.

Internal notification (advertisement): -

Most employees know from their own experience about the requirement of the job and

what sort of person the company is looking for. Often employees have friends or

acquaintances who meet these requirements. Suitable persons are appointed at the vacant

posts.

EXTERNAL:

For the posts of technicians, engineers, floor managers etc, it looks out for external sources

which include.

Agencies: TAPL

38

Institutions: Like B Schools, colleges, Management Institutes, etc.

Websites: www.indiatimesjob.com

www.monster.com

www.naukri.com

Of the above three web sites given most widely used by the Infosys is the www.monster.com

with the success rate of 80% followed by www.indiatimesjob.com at 60% and

www.naukri.com at the success rate of 50%.

External recruitment enables the company to get the best candidate.

Infosys prefers external recruitment and mainly takes help from agencies and institutions as

it’s a giant company and internal recruitment proves to be inadequate as its yearly targets are

very high.

Recruitment Targets for Infosys:

Year No. of employees (per year)

2001 10000

2002 11000

2003 13000

2004 15000

2005 18000

2006 25000

CAMPUS:

Campus recruitment is so much sought after that each college; university department or

institute will have a placement officer to handle recruitment functions. However, it is often

an expensive process, even if recruiting process produces job offers and acceptances

eventually. A majority leave the organization within the first five years of their employment.

Yet, it is a major source of recruitment for prestigious companies.

Infosys is the company of choice for campus recruitment programs in most major engineering

institutes such as IITs, RECs etc. and at premier management institutes such as the IIMs.

39

Engineering Institutes:

Campus hiring at engineering institutes typically starts in May and continues through

September. Senior managers and officers from Infosys actively participate in this hiring, to

bring on board the next generation of bright, young and talented leaders for the company. We

encourage current students at the campuses we visit to use this opportunity to interact with

the Infosys recruitment teams during the hiring process to understand the company and our

people philosophy. We hire engineering graduates and post-graduates from all disciplines,

and MCA students at the campuses.

Management Institutes:

Campus hiring at management institutes typically starts in December and continues through

March. We hire management graduates from all disciplines, with or without prior work

experience in software or other fields.

All applications are pre-screened based on academic credentials. Short-listed candidates are

usually invited for an interview as part of the selection process.

OFF CAMPUS:

It is the event for those candidates who do not get selected during campus recruitment. The

process remains the same; it just aims at giving those candidates a chance that were not able

to go through the process before. These candidates also go through the same two rounds, here

only the scale and basis on which they are evaluated changes.

JOB FAIRS:

What is job fair?

Job fair is where several companies come under one roof for seeking eligible candidates who

can join their company, after going through certain recruitment process followed by them.

PROCESS FOLLOWED BY INFOSYS:

Initially they advertise about the job fair in the local newspapers of all the states

specifying the venue and date of the job fair.

On the specified date, Infosys banners are put up at the venue. They have around 3

to 4 counters. Initially these counters are used for registrations. Once the number

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of registrations is equal to the total capacity of all the counters, the registrations

are stopped and the registered candidates fill the application forms at the counter.

Next a logic test of 45 minutes is conducted and an English test of 15 minutes is

conducted where in one is suppose to write an essay, to check their handwriting,

vocabulary and sentence framing ability.

Once the test is over, registrations for the next group start. At the same time the

previous papers are evaluated and the candidates are selected for interview based

on the cut-off marks.

The candidates who are selected in the interview are informed then and there by

displaying the list and are given the offer.

The process is repeated for the next set of candidates.

Job fair takes place for 3 to 4 days.

ADVERTISEMENTS:-

It is a popular method of seeking recruits, as many recruiters prefer advertisements because

of their wide reach.

Infosys advertises in:

NEWS PAPERS:

Times of India

The economic times

Indian express

Hindustan times

The financial express

Employment papers

MAGAZINES:

Business world

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Business Today

India Today

capital market

Business journals

IT magazines

Computer and technical journals

WEB:

www.infosys.com

www.indiatimesjob.com

www.monster.com

www.naukri.com

Advertisements contain proper information like the job content, working conditions, location

of job, compensation including fringe benefits, job specifications, growth aspects, etc.

The advertisement sells the idea that the company and job are perfect for the candidate.

WALK-INS, WRITE-INS AND TALK-INS:

Walk-ins are the most common and least expensive approach for candidates is direct

applications, in which job seekers submit unsolicited application letters or resumes. Direct

applications provide a pool of potential employees to meet future needs.

Write-ins are those who send written enquiries. These jobseekers are asked to complete

application forms for further processing.

Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for

detailed talks. No application is required to be submitted to the recruiter.

CONSULTANTS:

Infosys also seeks the help of consultants who are in the profession for recruiting and

selecting managerial and executive personnel. They are useful as they have nationwide

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contacts and lend professionalism to the hiring process. They also keep prospective employer

and employee anonymous.

INDUSTRIES:

Infosys also hires experienced professionals from the industry at various mid-level

and senior positions.

THE SELECTION PROCESS OF INFOSYS:

Steps:

1. Initial screening of interviews:

Initial Screening is done on the basis of applicants and applications. A preliminary

interview is conducted so as to select the suitable candidate who can go through further

stages of interviews.

Normally for the posts of engineers degree cutoff is decided like say 60% on an average.

If the candidates do not meet the requirement they are rejected.

And for higher posts applications and applicants both play a major role in the screening

process.

2. Completion of application forms:

Application form establishes the candidate’s general details like name, address, telephone

number, education, job- related training, work-experience with dates, company names,

and job details, professional or industrial involvement, hobbies and recreational pursuits.

The company establishes as many hypotheses about the candidate from the details

provided in the application form. It then decides what areas of information it needs to

explore or investigate more specifically during the interview.

Company sees to it that no judgment is passed about the candidate based only at this

level. What drawn here is hypotheses and not conclusions.

Application forms are such framed that, they provide the necessary details to the

organisation without affecting the sentiments and feelings of the candidate.

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3. Employment tests:

logical test

English test

Vocabulary

Reasoning

Essay writing

VARIOUS TESTS:

Mental or intelligence tests:

They measure the overall intellectual ability of a person and enable to know whether the

person has the mental ability to deal with certain problems.

Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of mechanical work. These

tests helps to measure specialized technical knowledge and problem solving abilities if the

candidate. They are useful in selection of mechanics, engineers, etc.

Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),

numerical ability, memory and such other aspects can be measured. It is taken to judge

numerical, skills, reasoning, memory and such other abilities.

Personality Test:

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and

strain, etc. this test is very much essential on case of selection of sales force, public relation

staff, etc. where personality plays an important role.

Graphology Test:

It is designed to analyse the handwriting of individual. It has been said that an individual’s

handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose

the idiosyncrasies and elements of balance and control. For example, big letters and emphasis

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on capital letters indicate a tendency towards domination and competitiveness. A slant to the

right, moderate pressure and good legibility show leadership potential.

Medical Test:

It reveals physical fitness of a candidate. Medical servicing helps measure and monitor a

candidate’s physical resilience upon exposure business hazards.

4. Interview:

Formal Interview:

Interviews are held in the employment office in a more formal atmosphere, with the help of

well structured questions.

Patterned Interview:

A patterned interview is also a planned interview, but it is more carefully pre-planned to a

high degree of accuracy, precision and exactitude. With the help of job and man

specifications, a list of questions and areas are carefully prepared which will act as the

interviewer’s guide.

Non-directive Interview:

Here the interviewee is allowed to speak his mind freely. The interviewer has no formal or

directive questions, but his all attention is to the candidate. He encourages the candidate to

talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after

you’re graduated from high school”.

The idea is to give the candidate complete freedom to “sell” himself, without the

encumbrances of the interviewer’s question.

Depth Interview:

It is designed to intensely examine the candidate’s background and thinking and to go into

considerable detail on particular subjects of an important nature and of special interest to the

candidates. For example, if the candidate says that he is interested in tennis, a series of

questions may be asked to test the depth of understanding and interest of the candidate.

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Stress Interview:

It is designed to test the candidate and his conduct and behavior by him under conditions of

stress and strain. The interviewer may start with “Mr. Joseph, we do not think your

qualifications and experience are adequate for this position,’ and watch the reaction of the

candidates. A good candidates will not yield, on the contrary he may substantiate why he is

qualified to handle the job.

What INFOSYS practice is that if interview is planned at 5pm, it will start candidate’s

interview at 6.30pm and watch the candidate’s behavior and stress level.

Panel Interview:

A panel or interviewing board or selection committee interviews the candidate, usually in the

case of supervisory and managerial positions.

Mixed Interview:

In practice, the interviewer while interviewing the job seekers uses a blend of structured and

structured and unstructured questions. This approach is called the Mixed interview. The

structured questions provide a base of interview more conventional and permit greater

insights into the unique differences between applicants.

Second Interviews:

Job seekers are invited back after they have passed the first initial interview. Middle or senior

management generally conducts the second interview, together or separately. More in-depth

questions are asked to the candidate and the employer expects a greater level of preparation

on the part of the candidates.

5. Background Information:

INFOSYS requests names, addresses, and telephone numbers of references for the purpose of

verifying information and perhaps, gaining additional background information on an

applicant.

References are not usually checked until an applicant has successfully reached the fourth

stage of a sequential selection process.

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Previous employers are preferable because they are already aware of the applicant’s

performance.

It normally seeks letters of reference or telephone references. The latter is advantageous

because of its accuracy and low cost.

6. Physical Examination:

After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often, depends upon the candidate being

declared fit after the physical examination. The results of the medical fitness test are recorded

in a statement and are preserved in the personnel records.

There are several objectives behind a physical test:

1. One reason for a physical test is to detect if the individual carries any

infectious disease.

2. Secondly, the test assists in determining whether an applicant is physically fit

to perform the work.

3. Thirdly, the physical examination information can be used to determine if

there are certain physical capabilities, which differentiate successful and less

successful employees.

4. Fourth, medical check-up protects applicants with health defects from

undertaking work that could be detrimental to them or might otherwise

endanger the employer’s property.

5. Finally, such an examination will protect the employer from workers

compensation claims that are not valid because the injuries or illness were

present when the employee was hired.

7. Final Employment decision:

It is a final step. In this step company makes a very important decision.

After all these processes follow up is done i.e., the selected person is induced and placed at

the right job. Training is provided on regular basis that is monthly, quarterly. These trainers

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have the experience of about 15-20 yrs. In one batch there are 60 employees who are sent to

Bangalore for training.

Approach to Selection:

Ethnocentric Selection:

In this approach, staffing decisions are made at the organization’s headquarters.

Subsidiaries have limited autonomy, and the employees from the headquarters at home and

abroad fill key jobs.

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CHAPTER 4

RESEARCH OBJECTIVE

AND METHODOLOGY

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RESEARCH OBJECTIVE AND METHODOLOGY

OBJECTIVES OF THE STUDY

1. To study the recruitment procedure followed in Infosys.

2. To study the various sources of recruitment followed in Infosys.

3. To learn what is the process of recruitment and selection that should be followed.

4. To learn how to search or headhunt people whose skill fits into the company’s values.

RESEARCH METHODOLOGY

Data Collection

Primary data was collected through questionnaire, which will be distributed to the present

employees of Infosys.

Secondary data was collected through website of Infosys, abscohost, citehr and etc.

Sample Design

A sample examine a portion of targeted population and the portion must be carefully selected

to represent the population while censes refer to the data collection about every unit in a

group or population. The reason for selecting the census over the population is censes time

taken is longer to conduct as compare to a sample survey. And also it creates a response

burden as information needs to be received from every member of the target population. In a

sample survey, only part of sample population is approached for data collection.

Characteristics for selection of the sample group

For present employees who have worked in Infosys for more than a year.

Sample Size

25% employees were invited to participate, 22% of them responded.

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Research Tool and Questionnaire

Questionnaire includes set of questions, which are related to the study objective.

Questionnaires are an inexpensive way to gather data, it facilitates in coding data and it leads

to an overall reduction in the cost and time associate with data collection and processing. It

took 15days in totality from time of collecting information to be considered to the final

drafting of the questionnaire. The formulation of the questionnaire was a very mind-taxing

task, as there were so many questions that had to be included in different parameters to make

it all inclusive but yet at the same time keeping the number of the questions minimum.

LIMITATIONS

It was difficult to gather the current recruitment strategy applied by the company

because it is a part of secret information of the company.

It was also difficult to extract data regarding HR policies as these data are related to

internal and are not disclose with trainees.

I also find difficulty while distributing questionnaire to Infosys employees regarding

my project “recruitment and selection in office automation at Infosys”. Many

employees refused to fill the questionnaire. Some of them fill the questionnaire

without reading questions which makes me difficult to analysis and to interpret them

correctly.

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CHAPTER 5

ANALYSIS AND

INTERPRETATION

Employees get to know about Infosys through the following

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advertisement consultancies internet through friends0

10

20

30

40

50

60

29.41

5.88

11.76

52.94

Series 1

From the above analysis it has been shown that most of the employees in Infosys came to

know about the organisation through friends and advertisement and very less through rest of

the modes.

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Employees are recruited through the following modes

Campus recruitment walk-ins employee referrals other

12

35

41

12

Series 1

Through this analysis we are able to analyse that most of the employees are recruited through

employee referrals, only 35%are recruited through walk-ins and very less are recruited

through campus recruitment and other.

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Types of employment tests undertaken at Infosys

Intelligence test Aptitude test Psycometric test other0

5

10

15

20

25

30

35

40

45

40

30

20

10

Series 1

This analysis shows that 40% of employees have undergone through intelligence test and

30% have given aptitude test and 20% have given psychometric test and so on. All these test

plays an significant role in selection.

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Kinds of interview undertaken at Infosys at the time of

recruitment

Categorpreliminary in-terviewy 1

stress interview discussion interview any other

30

14

50

6

Series 1

Through this analysis we are able to find out the most preferred interview undertaken at

Infosys is discussion interview.

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Employees are recruited according to job specification or not

yes no

94

6

Series 1

This analysis shows that majority of the employees in Infosys are satisfied with their job

profile, it means their job qualification are matched with their job specification. Only 6% of

employees are not satisfied with this statement .If qualification are matched with job profile it

leads to increase in productivity which ultimately provides benefits to organisation.

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Duration of probation for a new joinee

Responses shows that, 60% employees said that duration of probation period for new joinees

in Infosys is 6 months and 40% said that it is 1 year. Earlier the probation period in Infosys

was 6 month but now it is 1 year.

6 month 1 Year

60

40

Series 1

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Signing a bond before joining the organisation is compulsory or

not

Yes No

6

94

Series 1

Through this we are able to know that in Infosys it is not mandatory to sign a bond before

joining the organisation. 94% employees said that it is not mandatory to sign a bond and 6%

of employees are in favour to sign a bond before joining the Infosys.

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Satisfaction of emloyees towards the compensation provided to

them

Dissatisfied Satisfied

35

65

Series 1

This analysis shows that 65% employees are not satisfied with their salary package and 35%

employees are satisfied with it. Through this we are able to find that it is the major obstacle

for the satisfaction of employees.

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Attention paid by Infosys on medical examination before hiring

personnels for the job

Yes No

82

18

Series 1

This analysis shows that 82% of employees are in favour and 18% employees are against this

statement that organisation pays attention on medical examination before offering the job.

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Is selection process lengthy or not

YES NO

89%

11%

Series1

From the analysis we can say that 89% of employees believe that the selection process of

Infosys is not lengthy while 11% do not agree with it.

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CHAPTER 6

FINDINGS AND CONCLUSION

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FINDINGS

Employees are the main source through which people came to know about Infosys.

Employees referrals is the most common mode through which employees are

recruited.

Employees are satisfied with the recruitment procedure followed in Infosys.

Due importance to job analysis is given while recruiting people for the job positions.

The data banks are not properly maintained.

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CONCLUSION

The employees of any organization are its life blood, without doubt. Withthe dawn of this

realization upon the present day business organizations,there appears to be a major shift

towards human resource management.In fact, the employees of today are encouraged to

participate in the majordecisions and thus play a vital role in the management of the firm.

Theperformance of the organization depends on the efficiency that itsemployees exhibit.

Hence it is of crucial importance that employees withthe most suitable qualifications be

selected. This is where the processes ofrecruitment and selection come in. It is difficult to

separate one from the other.

These processes require a great deal of thought and advanced planning. In fact, it is not only

the HR department that is involved. The finance department provides the budget for the

processes and the manpower gap is determined by inputs from all the departments. Also the

gruelling procedure through which the candidate goes through is, in itself, an indicator of the

significance of these processes in the efficient functioning of the organization.

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CHAPTER 7

RECOMMENDATIONS

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RECOMMENDATION

Infosys should not confined to employee referrals for recruiting the employees they

have to take into consider the other aspects also i.e. campus recruitment, recall etc.

Infosys should involve these activities in selection of candidate which helps in

selecting the talented candidate’s i.e. assessment centre, business games, role play etc.

There should be two way communication between superior and subordinates, So that

they can feel motivated and feel to be proud as a part of the family of Infosys.

The procedure of recruitment and selection should be more flexible.

Infosys should provide high salary package to employees so that they become more

satisfied and working effectively and efficiently.

Infosys should provide incentives fairly to all employees on the basis of their

performance not another aspects.

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BIBLIOGRAPHY

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BIBLOGRAPHY

Books

MAMORIA, C.B GUPTA, Personnel management, Himalaya publishing house

Mumbai, 1982.

T.N CHHABRA(2000), Principles & practices of management, Dhanpat Rai and co.

(p) Ltd, Delhi.

Websites

http://www.infosys.com/pages/index.aspx

http://articles.timesofindia.indiatimes.com/2013-11-27/software-services/

44518892_1_delivery-model-onsite-effort-shibulal

http://businesscasestudies.co.uk/business-theory/people/recruitment-and-

selection.html#axzz2m6TfuwL5

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ANNEXURE

QUESTIONNAIRE

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Q1. How do you come to know about Infosys, when you appeared for your interview at

Infosys?

Advertisement

Consultancies

Internet

Through friends working in company

Q2. Through which of the following modes were you recruited?

Campus Placement

Walk-ins

Employee Referrals

Consultancies

Q3. Are these kind of employment tests are used in the organization for recruitment

procedure??

Intelligence test

Aptitude test

Psychometric test

Any other, please specify

Q4. Which kind of interviews are used for recruitment at Infosys?

Preliminary Interview

Stress Interview

Discussion Interview

Any Other, Please specify

Q 5. Does the qualification or knowledge or skills matches with job specification?

a) Yes b) No

Q 6. What is the duration of probation for a new joinee at Infosys?

6 month

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1 year

2 year

Q 7. Is it mandatory to sign a bond before joining the organization?

a) Yes b) No

Q8. Are employees in HR department are satisfied with their salary package?

a) Yes b) No

Q9. Does the organization pays attention on medical examination before offering the job?

a) Yes b) No

Q.10 Do you think that the selection process in the company is quite lengthy?

a)Yes b)No

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