Infosys Case Study Free Essays

Oracle Customer Case Study Infosys Goes to University to Build Business Worldwide â€Å"The quality of the courses is very good and the materials are extremely well designed. We have also had extremely strong feedback from Infosys staff who have completed courses at Oracle University. † – Dr Subhash Chandra Rastogi, Head, Enterprise Solutions Academy, Infosys Technologies Ltd Infosys Technologies Ltd (NASDAQ: INFY) defines, designs, and delivers IT-enabled business solutions. We will write a custom essay sample on Infosys Case Study or any similar topic only for you Order Now These solutions focus on providing clients with strategic differentiation and operational superiority. Infosys creates these solutions by leveraging its domain and business expertise to offer a complete range of services. For the fiscal year ending March 31, 2007, Infosys recorded revenues of more than US$3 billion with net income of over US$850 million. Infosys is a NASDAQ 100 company. Infosys uses a global alliance with Oracle to deliver Oracle-based systems and services to clients worldwide. These enable businesses to build a more flexible architecture to support faster deployment of new applications, achieve a consolidated view of their global supply chain, reduce costs by leveraging global sourcing, or employ predictive capabilities to exploit emerging opportunities or avert looming obstacles. To support Infosys’ status as a Global SI Partner—recognized at the Worldwide Certified Advantage Partner level—Oracle has provided extensive training support through its Oracle University educational resource. More than 3,000 Infosys employees globally have benefited through Oracle University-based knowledge, enabling them to deliver Oracle products and services to a high level of expertise. Oracle University courses typically run between five and 15 days, depending on the complexity of the product and associated business process changes. â€Å"The quality of the courses is very good and the materials are extremely well designed,† said Dr Subhash Chandra Rastogi, head of the Enterprise Solutions Academy at Infosys. We have also had extremely strong feedback from Infosys staff who have completed courses at Oracle University. † Copyright  © 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Infosys Technologies Ltd Bangalore, India www. infosys. com Industry: Professional Services Annual Revenue: US$3. 09 billion Employees: 80,500 Orac le Products Services: Oracle University Key Benefits: Ensured more than 100 staff are certified in Oracle E-Business Suite, qualifying them to deliver the solution to customers worldwide Provided feedback into the beta version of Oracle E-Business Suite Enabled staff around the world to undertake training in their own time via online courses Enabled more than 3,000 employees to take various Oracle University learning programs through a range of delivery modes Oracle Customer Case Study Upskilling Delivers Results Infosys is one of the world’s most rapidly growing consulting and information technology services companies. In 2007, the company’s revenues crossed US$3 billion. Key to the company’s success is its low-risk, high-quality Global Delivery Model, whereby work is broken up into logical components to be completed in the most efficient location. With staff numbers rising sharply, in 2003 Infosys created an Enterprise Solutions Academy (ES Academy) within the company to manage the educational requirements of everyone from new recruits to 20-year veterans. The ES Academy currently has to service an annual intake that reached 1,740 engineers and MBA graduates in 2006. â€Å"This is a very different concept for a systems integrator, but we had to ensure our staff could get the expertise nd certification needed to service our clients to the very highest level,† said Dr Rastogi. While the ES Academy itself provides an extensive portfolio of training and certification courses, the academy has partnered with Oracle University to provide its consultants with training in Oracle products. â€Å"Oracle is constantly growing its portfolio of solu tions, upgrading existing products, and acquiring new product companies,† said Dr Rastogi. â€Å"Oracle University provides expert, in-depth training across the Oracle suite of products and services. There is no point in us trying to duplicate this effort or invest in something we don’t need to,† he added. Participating in the Oracle University program brings benefits to Infosys other than a more skilled workforce. As a strategic partner to Oracle, Infosys can also contribute knowledge to the development of new Oracle products and services. â€Å"We did contribute to the beta certification of Oracle E-Business Suite, with more than 150 Infosys consultants providing input to Oracle University as to where the product could be improved,† said Dr Rastogi. We now have more than 100 people certified in Oracle E-Business Suite—more than anyone else in the world— and they continue to provide lots of input to Oracle as well as staying appraised of new developments. † Copyright  © 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Oracle Customer Case Study Oracle University Reviews Infosys Curriculum It often becomes viable for the ES Academy to deliver Oracle courses internally based on the level of demand, or for some basic products. For example, 85% of consultants that specialize in relatively ‘vanilla’ products such as Oracle9i Database are trained in-house, with the remaining 15% undertaking courses at Oracle University. â€Å"To ensure quality, we engaged Oracle University to review our curriculum content, materials, and questions for course attendees,† said Dr Rastogi. â€Å"They give us sound advice that ensures we deliver the best possible internal courses. † These courses do not cover newer products, or products taken on through acquisition of companies such as Hyperion or Demantra. About 95% of consultants that specialize in these new areas take the relevant courses from Oracle University. Overcoming the Tyranny of Distance Infosys’ burgeoning growth within India and worldwide has created a geographically distributed organization that makes delivering face-to-face training, a sometimes costly exercise. â€Å"This has posed a problem for us because people in India are not used to alternatives such as e-learning,† said Dr Rastogi. â€Å"People prefer to come to a classroom. â€Å"In addition, the firewall we apply across our systems prevents Infosys employees from viewing streaming audio and video. To create more flexibility for staff to access the online courses available through Oracle University, Infosys is establishing e-libraries in offices in Pune, Mangalore, and Hyderabad. These currently include 20 PCs where staff can access streaming audio and video. This number is expected to grow to 100–150 by late 2008 across various locations i n India. Employees working in Europe and the U. S. are already benefiting from streaming audio and video. The availability of online courses through Oracle University means staff will be able to undertake training without disrupting their client work. The benefits of e-learning apply to staff outside India as well. â€Å"Our certification program applies to employees regardless of Copyright  © 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 Oracle Customer Case Study country,† said Dr Rastogi. â€Å"We have 25 to 30 staff who specialize in Oracle E-Business Suite who work in Europe or the U. S. † Helping Ambitious Employees to Get Ahead A certification from Oracle University can provide ambitious employees with an edge in the competitive Infosys culture. Because it’s an external certification, it provides good branding for an employee,† said Dr Rastogi. â€Å"They become of greater value to Infosys and to our customers. † Infosys Technologies Ltd (NASDAQ: INFY) defines, designs, and delivers ITenabled business solutions. For the fiscal year ended Marc h 31, 2007, Infosys recorded revenues of more than US$3 billion with net income of over US$850 million. Copyright  © 2008, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published February 2008 How to cite Infosys Case Study, Free Case study samples Infosys Case Study Free Essays Case Study Infosys Strategic Human Resource Management Kaplan University October 31st, 2011 In October 2006 Harvard Business Review article entitled, Infosys: Strategic Human Resource Management† discusses the rapidly expanding computer software giant and the challenges it faced in maintaining its high performance and employee satisfaction. In this article, the company’s strategy regarding strategic human resource management was evaluated. This case study was written based on the information gathered from this evaluation and is based on three parts. We will write a custom essay sample on Infosys Case Study or any similar topic only for you Order Now The first part identifies the major issues preventing Infosys from achieving its goal to regain its top ten ranking for best performing company and best employer. The second part address the strategies the company chose to mitigate the issues identified. Finally, it will conclude with a summary of the analysis. Reasons Infosys Employee Satisfaction was on the Decline Infosys expansion rate exceeded the human resources available at the time. Despite this fact they continued to grow but had difficulty managing the expectations and communication of the new employees. As the company grew so did so did its inability to squelch the increasing diversity and disparity of an increasing number of employees. Strategic Management Jeffrey Mello presents Strategic Management in five distinct steps. (1) Mission Statement (2) Analysis of Environment (3) Organization Self-Assessment (4) Establishing Goals and Objectives (5) Setting Strategy (Mello, 2010). Infosys was challenged in following the steps in the strategic management process regarding its relationship with employees due to its rapid expansion. Once the process of strategic management steps are understood and followed sequentially the organization can align itself with the stakeholder’s objectives. If any of the steps are not followed or the employees do not buy into the goals or the communication is not successfully accepted, aligning the strategy with the stakeholder’s objectives may not develop effectively. Infosys has gone through some significant growth since its humble beginnings in 1981. With the company’s mission and core values et in place early in the start-up of the organization, they successfully earned the Business Today Best Employer Survey two years in a row. However, they faced challenges managing the human resource aspect of their organization the following year when they lost the coveted top employer survey. Despite the rave reviews by employees during the earlier years of the organization, the hierarchy of employees had become despairingly discontent. In the early days the company off ered stock options which made the employees very wealthy. This provided a sought relationship between candidates and employees alike. Expecting the same treatment as their predecessors, the newer employees we not offered the same strike price benefit due to a government agency. One of the issues was that both middle and senior managers were not in touch with their rapidly growing subordinates. The managers did not correlate the discontent with their employees doing less interesting work as well as not being richly rewarded as in years past. Another issue employees at Infosys disliked was the company becoming process oriented; this led to employees performing repeatable projects. Employees began to realize they were not being stimulated technically as they had been in the initial years. Many employees felt as though the organization was becoming too impersonal. Additionally, they also felt that Infosys was taking some of their bonuses away with the lack of equitable stock options that had become expected. How Infosys Tried to Link the People In an effort to revitalize the organization’s morale, Infosys strategized in multiple ways in which to gain buy-in to its goals and objectives. At its inception, Infosys had an employee oriented vision; they created a company that was not like any other Indian corporation. They felt the other Indian organizations were either too personal or too impersonal. Infosys set out to build an organization that was fair to all its stakeholders, shareholders, employees and customers alike. The company insured it was offering its employees’ salaries in the top 10%-15% in their competitive peer group and began offering stock options that vested in five years; this was a first in their peer group. The company exhibited extraordinary employee loyalty as part of its mantra. They always kept an open door policy regarding employee grievance resolution. They provided emergency assistance to families of employees, if needed, and created their own healthcare platform to ensure employees remained physically and emotionally healthy. Infosys went as far as creating extracurricular activities and hobby groups for their employees to foster a life-work balance. In conclusion, effectively linking the employees to the strategic management process by communicating and managing their expectations, the company can move forward to achieve its goals. Missing part of Mello’s five step process previously mentioned will effectively mismatch the organization’s needs with that of the employees. References Delqong, T. (2006, October 16). Infosys (a): Strategic human resource management. Harvard Business Review,  9(406), 1-11. Mello, E. A. (2010). Strategic human resource management. South-Western Pub. How to cite Infosys Case Study, Free Case study samples