EmergingTrendsofHumanResourceManagement(WithSpecialFocusonInformationTechnologyIndustry) 88LACHOOMANAGEMENTJOURNAL,Volume1,Number1,JulyDecember2010

EMERGINGTRENDSOFHUMANRESOURCE MANAGEMENT(WITHSPECIALFOCUSON INFORMATIONTECHNOLOGYINDUSTRY)

EmergingTrendsofHumanResourceMan agement(WithSpecialFocusonInformationTechnologyIndustry)

Ms.AmritaGarg HumanResourceExecutive,TeerthankerUniversity,Moradabad Ms.AnshikaSharma Lecturer,DepartmentofManagementStudies,IFTM,Moradabad Mr.ManishRanjanPandey SeniorLecturer,DepartmentofManagementStudies,IFTM,Moradabad ABSTRACT Humanresourceisarelativelymodernmanagementtermhavingbeencoinedinthe 1960s.Theoriginsofthefunctionaroseinthoseorganizationswhichintroduced 'welfaremanagement'practicesandalsointhosethatadoptedtheprinciplesof 'scientificmanagement. Since1990duetoliberalizedgovernmentpolicies,Indianscenariobegantochange. Humanresourcebecameoneofcrucialdriverfordevelopmentandchange.Asthe viewpointofmanagementtowardsitsemployeesbegantochange,roleand contributionofhumanresourceasatalentpoolalsobecomesovitalthatmostofthe organizationsstartedtofocustheirvisionandmissionstatementsonthepeoplewho workforthem. Withtheboominthetechnologysectorin2000,newerandnewerwaysofattracting, recruitingandmanagingtenantinthecompaniesalsostartedtoemerge.Thispaper triestoidentifyvarioustrendswhichcameintoexistenceasaresultoftechnology revolutioninthecountryandmakeacomparisonbetweenpreandpostliberalization HRtrendsinITindustry. Keywords:HumanResourceTrendsinITindustry,OnlineRecruitmentSystems, HumanResourceinPreandPostLiberalizationEra. GENESIS HumanResourceisatermusedtodescribetheindividualswhichcomprisesthe workforceofanorganization,althoughitisalsoappliedinlaboreconomics,for example,businesssectorsorevenwholenations.HumanResourceisalsothenameof thefunctionwithinanorganizationchargedwiththeoverallresponsibilityfor implementingstrategiesandpoliciesrelatingtothemanagementofindividuals(i.e.the humanresources).Thisfunctiontitleisoftenabbreviatedtotheinitials'HR'.
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Humanresourceisarelativelymodernmanagementtermhavingbeencoinedinthe 1960s.Theoriginsofthefunctionaroseinthoseorganizationswhichintroduced 'welfaremanagement'practicesandalsointhosethatadoptedtheprinciplesof 'scientificmanagement.Theuseoftheterm,'humanresources'byorganizationsto describetheworkforcecapacity,isavailabletodevotetotheachievementofits strategies.Inthesimplestterms,theobjectiveofanorganization'shumanresource managementstrategyistomaximizethereturnoninvestmentfromtheorganization's humancapitalandminimizefinancialrisk.HumanResourcesseekstoachievethisby aligningthesupplyofskilledandqualifiedindividuals,andthecapabilitiesofthe currentworkforce,withtheongoingandfuturebusinessplansandrequirementsofthe organizationinordertomaximizereturnoninvestmentandseekstosecurethefuture survivalandsuccessoftheentity.Inensuringsuchobjectivesareachieved,thehuman resourcefunctionpurposeinthiscontextistoimplementtheorganizationshuman resourcerequirementseffectivelybutalsopragmatically,takingaccountoflegal, ethicalandasfarasispracticalinamannerwhichretainsthesupportandrespectof

theworkforce. TheHumanResourcesfunctionmaysetstrategiesanddeveloppolicies,standards, systemsandprocessestoimplementthesestrategiesinawholerangeofareasfor whichthefollowingwouldbetypicalofawiderangeoforganizations. 1.RecruitmentandSelection(Resourcing) 2.Organizationaldesignanddevelopment. 3.Businesstransformationandchangemanagement 4.Performance,conductandbehaviormanagement 5.Industrialandemployeerelations 6.Humanresources(orworkforce)analysisandthemanagementofworkforce personaldata 7.Compensation,rewardsandBenefitsmanagement 8.Training&development(Learningmanagement) Implementationofsuchpolicies,processesorstandardsmaybedirectlymanagedby theHRfunctionitself,orthefunctionmayindirectlysupervisetheimplementationof suchactivitiesbymanagers,otherbusinessfunctionsorviathirdpartyexternal partnerorganizations. HUMANRESOURCEMANAGEMENTTRENDS Inorganizations,itisimportanttodeterminebothcurrentandfutureorganizational requirementsforbothcoreemployeesandthecontingentworkforceintermsoftheir skills/technicalabilities,competencies,flexibilityetc.Theanalysisrequires considerationoftheinternalandexternalfactorsthatcanhaveaneffectonthe resourcing,development,motivationandretentionofemployeesandotherworkers. Theexternalfactorsarethoselargelyoutwiththecontroloftheorganizationand includeissuessuchastheeconomicclimate,currentandfuturetrendsofthelabor markete.g.skills,educationlevel,governmentinvestmentintoindustriesetc.Onthe
EmergingTrendsofHumanResourceManagement(WithSpecialFocusonInformationTechnologyIndustry) 90LACHOOMANAGEMENTJOURNAL,Volume1,Number1,JulyDecember2010

otherhandinternalinfluencesarebroadlywithinthecontroloftheorganizationto predict,determineandmonitor,forexampletheorganizationalcultureunderpinned bymanagementbehaviors(orstyle),environmentalclimateandtheapproachtoethical andcorporatesocialresponsibilities.Inordertoknowthebusinessenvironmentin whichanyorganizationoperates,threemajortrendsshouldbeconsidered: DemographicsItisthecharacteristicsofapopulation/workforce,forexample,age, genderorsocialclass.Thistypeoftrendmayhaveaneffectinrelationtopension offerings,insurancepackagesetc. DiversityItreferstothevariationwithinthepopulation/workplace.Changesin societynowmeanthatalargerproportionoforganizationsaremadeupof"babyboomers" orolderemployeesincomparisontothirtyyearsago.Advocatesof "workplacediversity"simplyadvocateanemployeebasethatisamirrorreflectionof themakeupofsocietyinsofarasrace,gender,sexualorientation,etc. SkillsandqualificationsAsindustriesmovefrommanualtomoremanagerial professions,sodoestheneedformorehighlyskilledgraduates.Ifthemarketis"tight" (i.e.notenoughstaffforthejobs),employerswillhavetocompeteforemployeesby offeringfinancialrewards,communityinvestment,etc. HRTRENDSINPRELIBERALIZATIONPHASE In1990duetoliberalizedgovernmentpoliciesofvariouscountriesthehumanresource startedfloatingfromonecountrytoanotherthisledtodiversificationofworkforceand crossculturetookplaceasaresultemployeesfromonenationmigratingtoanother nationandbringingtheirculturewiththemthisledtomixedorganizationcultureso theHRprofessionalhastoplaymajorroleincoordinatingtheworkforceofdifferent cultureinanorganization. EvolutionofPersonnelmanagementstartedin19thcenturyatthattimetherewasa boominindustrializationwhichleadstoincreaseinfranchisingandinfluenceoftrade unionsandharshnessofindustrialconditioncalledforthebetterofindustrial

condition.SecondWorldWarincreasedtheimportanceofhavingpersonnel departmentbecauseofproducinglargewarmaterialstheministryoflaborand nationalservicesinsistedtocombinebothpersonneldepartmentandwelfareofficer workonafulltimebasis. HRTRENDSINPOSTLIBERALIZATIONPHASE CorporateIndiahascomealongwaysinceIndependence.TodayIndiancompanies havespreadthemselvesacrosstheglobeandaremovingtoaborderlessworld. SimilarlypostliberalizationandglobalizationalargepopulationofIndianshave becomeapartofthemultinationalandforeignunits.Inshort,theIndianworkforce andtheindustrialclimatearebothcontinuouslychanging.Thusatthisjunctureitis veryvitaltounderstandthechangingtrendsofthemostvaluableassetofan organizationItspeople.Thereisconstantneedtodevelopcapabilities,leveragethem
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toensurethegrowthandsuccessofanorganizationandatthesametimeaddvalueto anorganization. ThekeyplayerswhohaveservedasfacilitatorsaretheHumanResourceprofessionals whohavemovedbeyondtheiradministrativeroletoemergeasastrategicbusiness partner.Theirrolehasbecomeverycriticalinprovidingradicalsolutionsto organizationsuccess.Todaytheynolongerworkinindependentsilos,buthave alignedthemselveswiththestrategicgoals.WiththechangingmarkettrendsHRtoday isfacedwithseveralchallengesandpeoplemanagementissuesinthistalentshort market.Humanresourceprofessionalsneedtothinkdifferentlytodayandfurther experimentvariedprocesses&methodologiesbenefitingthehumancapitalandthe organizationatlarge. EMERGINGHRTRENDININDIA Alookatthetrendsinmanagingpeopleinthisdynamicindustryreflectsthat Attracting,Managing,NurturingtalentandRetainingpeoplehasemergedtobethe singlemostcriticalissueinlieuoftheenormousopportunitiesspunoffbythemarket. Thenewavataroftalentistheknowledgeprofessionalwhoisinnovative,business savvy,quickontheuptake,hasaninstinctiveabilitytonetwork,andpossessing unbridledambition.Theyarepropelledbyanurgetoexperiment,scannewavenues thatcanspurtheircreativity.Theknowledgeprofessionalwillgravitatetoan organizationthatisflexible,hasstrongvalues,arobustperformanceethicandprovides challengingworkonlatesttechnology.Thishasledtocompaniesproactivelytaking measuresonthreefronts.First,companiescreateanorganizationalambiencewhere talentcanbloom.Second,theyputinplacesystemsthathelpunleashtheirpotential andthird,theybuildarewardandrecognitionmechanismthatprovidesvaluefor people. HRTRENDININFORMATIONTECHNOLOGYINDUSTRY Technologyconstantlygeneratesunexpectedconsequence.Thesimpleabilitytosend informationanywhereimmediately,atminimalcosthassomanyramifications.The mostobviousoftheeffectsbeinginthereachandspeedofdisseminationof information.TheHumanResourcetrendinInformationtechnologyisdiscussedinthis study. ThreesignificantgrowthtrendsinCorporateIndiaarenowpushingHrMangertolook towardstechnologyforsolution.FirstanexplosioninCEOLevelsearchesandhires byIndiancompanies.PeoplelikeDirectorofTataSonsAlanRosting,RanbaxyCEO BrianTempest,andManagingDirectorsofIndianHotelsRaymondBicksonare familiarexamples.Second,manycompaniesaresearchingformiddleandentrylevel talent.TataConsultancyplanstohire800peopleintheUSthisyear,mostlyoff campuses.Third,Indiancompaniesareinheritingalargenumberofemployees throughglobalacquisitions.Forexample,TataMotorsgained1,000globalworkers throughacquisitioninKoreaandSpain.AndDr.Reddyadded340workersthrougha MexicanacquisitioninNovember.

EmergingTrendsofHumanResourceManagement(WithSpecialFocusonInformationTechnologyIndustry) 92LACHOOMANAGEMENTJOURNAL,Volume1,Number1,JulyDecember2010

InthisscenarioRoleofHRMinintegratingemployeesintotheorganizationwith speedensuringhighlevelsofperformancebecomesmorecriticalthanever.Anditsis technologyintheformofHRsystemsthatisaidingtheHRdepartmentindoingthis today,keepingpacewiththegrowingneedsofIndianbusiness. FINDINGSANDDISCUSSION Aspertheresearchplan,theresearchersaregonethroughvariousavailableliteratures showcasingthetrendsinHumanResourceManagementfeaturesandpracticesacross theindustriesandfoundthefollowingkeytrendsinsuchpractices: 1.ThecountrywhichhasbeensuchapopularpeopleresourcefortheITindustrythe worldover,isstrugglingwithnumberstomeetitsowndemand.Tomeetthe overallsoftwareandservices(domesticandexport)targetof$87billionby2008, accordingtotheNasscomMcKinseyreport,thecountrywillrequireaminimumof 2.2millionknowledgeworkersforitsdomesticneeds.Thisimpliesthatthepresent strength,whichstandsat12,00,000(December2004),hastoincreaseabouttwice, notjustinquantitybutinqualityaswell. 2.Accordingtoindustryestimates,majorityofthedemandformanpowerwillbein theareaofITenabledservices.WhileNasscomputstherequirementat11,00,000, MITsaysITenabledservicesandebusinesswillneed12,70,000workersby2007. Expertsinsistthatsincethissectordoesnotrequireveryhighlyskilledmanpower, wecaneasilymeetthisdemand."ITenabledservicesisawonderfulopportunity forIndiaandforsuchservicesyoudontneedhighlyskilledprofessionals.Youjust needsmartgraduateswhocanspeakEnglish,allyouneedtodoistrainthem.For instance,inacallcenter,theyneedtobetrainedonaccentsandcustomerservices," 3.Emergingconceptof4RsamongHumanResourceManagers: RecruitingRetainingRetrainingRestructuring Signingbonus FindersFee Alumni connections Nontechs Students Interns Retentionbonus Projectpay ReductFTE/same pay Telecommuting Externs Jobsharing Recognition programs Jobrotation Team assignments Skillinventories Competency development Certification Broadjobdescriptions Flexiblecompensation programs Flexiblejobs Positiveproblemsolving

spirit Source:HrTrendinITIndustry,Wartalent
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4.HIRINGTRENDSamongITCompaniesinlastfewyears: TheabovechartshowsthattherecruitmentofengineersandITprofessionalsinthe industryisgrowingattheCompoundAnnualRateof14.5%approximately.Thedirect employmentintheITITESsectorwas1.3millionpeopleandtheindirectemployment was3millionapproximately. 5.SALARYTRENDalsoshowsthatAlongwithabundantgrowthopportunities,IT sectorisoneofthehighestpayingsectors.TheaverageincreaseinsalaryinIT sectoracrossthelevelswasaround16%andtheaverageincreaseintheITeSBPO sectoracrossthelevelswasinbetween16%18%. 6.TheIndianITservicesindustry,whichhasbeenaforerunnerincreatingand implementinginnovativeHRstrategies,isexpectedtofocusmoreonstrengthening themiddlemanagementcadre.TheITindustry'schallengeseemsbiggerasthe sectorisfacinganacuteshortageofskilledmanpower,risingincomelevelsandthe proliferationofnewjobopportunities. 7.Duringtherecoveryperiod,manycompanieshaveadoptedvariousadvanced technologiesintheirworklifelikehumananalytics,humancapitalmanagement, earlywarningsystemsandothers.Thesetechnologieshelpincreasetheefficiency levelandmeettheeverincreasingneedsinthiscompetitiveworld." 8.PankajShankar,globalhead(HR)atthetechnologysolutionscompanyInfogain Corporation,saysthatacquisitionandretentionoftalentwillnotbetheonly challenge."Apartfromtalentacquisitionandretention,leadershipdevelopment, aligningandintegratingpeople'sperformancewithbusinessgoals,managementof intellectualcapitalandcompensationmanagementwouldalsorequireattentionof HRmanagersinthecomingyear,"headds.TheIndianITservicesindustry,which hasbeenaforerunnerincreatingandimplementinginnovativeHRstrategies,is expectedtofocusmoreonstrengtheningthemiddlemanagementcadre.TheIT
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industry'schallengeseemsbiggerasthesectorisfacinganacuteshortageofskilled manpower,risingincomelevelsandtheproliferationofnewjobopportunities 9.NineMajorHRMTrendsandStrategiestodealwithglobalslowdowninclude: (SourceHANNAHUMANRESOURCE) TrendsResponse TransportationSupportandFlexible Scheduling None Telecommuting FourDayWorkWeek OrganizedCarpools PublicTransportationDiscount GasCardRewardSystem JobSharing 41.4% 37.9% 31.0% 17.2% 10.3% 6.9% 6.9% EnvironmentalResponsibility Policy(GoGreen)

InformalPolicyimplemented NoPolicywithPlanstoHaveOnein2009 NopolicywithNoPlantoCreateOne FormalPolicyImplemented 31.1% 25.0% 25.0% 17.9% UseofOnlineCommunities UsedintheWorkforce. CommunicatewithCustomers RecruitPotentialEmployees BetweenEmployees NetworkWithBlessingProspects 60.0% 53.3% 53.3% 40.0% TasksThatWillbeOutsourcedin2009 EmployeeAssistance BackgroundChecks Payroll CompensationAdministration Outplacement Training BenefitsAdministration 78.9% 63.2% 47.4% 21.1% 15.8% 15.8% 5.3% PercentageofWorkforceBeing Downsized NoLayoffs 15% 610% 31.1% 35.7% 10.7% 11.20% 2130% 14.3% 7.1% StrategiestoDealWithIncreased HealthcareCosts. HealthPromotionWellnessProgram ConsumerDirectedhealthPlanDesigns DefinedContributionHealthPlan RiskFactorIdentification BroaderAbsenceMeasurementManager

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92.6% 33.3% 29.6% 14.8% 11.1% SolutionsUsedToSupport RetentionStrategies. TrainingandDevelopmentPrograms CompensationandBenefits RecognitionandRewardProgram 65.4% 53.8% 50.0% Preparationforthe"BrainDrain" Planondealingwiththeissuein2009 Donotplanondealingwiththeissue ActivePrograminplacetoidentifyand trainfutureleaders OnGoingRecruitmentProgram SolidSuccessionPlan 48.3% 13.9% 13.9% 10.3% 10.3% MultipleGenerationsinWorkforce BabyBoomers(ages4462) GenerationX(ages2843) GenerationY(ages24below) Traditionalist(ages6382) 42.22% 40.19% 15.22% 6.38% Theabove9blocksareshowingthe9HumanresourceTrendsoftheyear2009along withresponsesbyvariousrespondentsinvariousways.Thesetrendsincludespercentage ofworkforcebeingdownsized,Strategiestodealwithincreasedhealthcare costs,solutionsusedtosupportretentionstrategies,preparationforthebraindrain, multiplegenerationfortheworkforce,Transportationsupportandflexiblescheduling, environmentalresponsibilitypolicy,usesofonlinecommunicationusedinworkforce andtasksthatwillbeoutsourcedin2009. 10.TheHRfunctionisinforaverydifferentyearfromlastyearandatoughonetoo: HRbudgetsarebeingreducedin43%oforganizations. 40%oforganizationsexpecttobereducingheadcount. Thefocusfortheyearaheadhaschangeddramaticallyfromlastyear:2008wasa yearfocusedonrecruitmentandretention.And2009willbeayearfocusedon organizationalrestructuringanddevelopingemployeecapability.
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11.IBMsaidIBMresearchershavealsodevelopeda"SkillsPlanning"modelfor optimalallocationofskillsandjobrolesacrossanorganization'smultiplesites,to minimizetheimpactofadisasteratanyonesite.Thismodeltakesintoaccount variousoperationalaspects,includingcriticalworkloads,skilllevels,mobile workers,multiskilledworkers,crosstraining,operationsinshifts,wagecosts,and

multilocationcommunicationormanagementoverheads. 12.KeepingemployeesintheknowHCLTechnologieshasalsoorienteditselfina similarmanner,focusingoncommunications,tokeepemployeesintheknowand maintaintransparency.AccordingtoDKSrivastava,GlobalHead,CorporateHR, HCLTechnologies,trustthroughtransparencywithallitsstakeholdersisthecore cultureatHCL. HCLTechnologieshasawellfuelledmechanismsetuptoenableemployeesto enhancetheirskills;increaseproductivityandincreasedeployability.Wehavea dedicateddepartmentthatfocusesonlyontrainingemployeestheTalent TransformationandEntrepreneurshipDevelopmentteam,Srivastavastates. CONCLUSION HumanresourceManagementwillbethekeyareaoffocusin21stcenturyasin companiesandgovernmentorganizationputinplacestrategiestocopeupwiththe economicalcrisisandrecovery.Thesocalledwarfortalentisonthebackburneras thefocusshiftstohiringfreezes,benefitsandcompensationcostmanagement,and workforcereductioninthehardesthitsegmentandasthetheeraofskillbased workershasarrivedbutifIndiawantstotrulymovetotheglobalarena,ithasto spruceupitsworkforce.Smallmaybebeautiful,butnotintheITindustry.Inthe knowledgeeraandaskillbasedeconomy,ithasbecomeimperativethathuman resourcesbecomeoneofthemostessentialingredientsofsuccess.ThegrowthofIT companiesworldwidedependsonitspeopleandtheintellectualcapitalitpossesses. KnowledgeworkershasbecomeabuzzwordintodaysITscenario.Andifwelookat thetopsoftwareexporters,theyhavebeengrowingphenomenallyinworkforce strength.Tomakeitbigintheglobalsoftwaremarket,Indianeedstoincreaseitsmass ofknowledgeworkers.ThetotalhumanresourcestrengthoftheITindustryasawhole standsat425,609.Acompanywisebreakupofthisfigurerevealsthatnearly525 companiesconstituting35%oftheITindustryemployanaverageof58personseach, 750companiesconstituting50%oftheindustryemployanaverageof275personseach, and150companiesconstituting10%oftheindustryemployanaverageof726persons each.Atleast40companieshavemorethan1,000employees,whilesomeverybig companieslikeTCS,Wipro,HCLandInfosyshavestaffsabove5,000each. AswealreadyknowthatHumanResourceManagementoftheorganizationdealswith theindividualsputtingtheirhardworktomeettheorganizationsgoals.Managing peopleisthetoughestelementofanyorganizationthanland,machineryorfinances. Everyhumanbeinghasitsowndegreeofpreferences,likingsandattitude.So,HR
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managershavetotakecareofallthesethingsinmindwhiledealingwiththenumber ofpeopleworkingintheorganization. But,emergingHRtrendsofInformationTechnologyindustrycannotbemanaged properlybytheoldtraditionalHRtechniques.Asitiscommonlyknownthatman learnsbyexperience.50yearsofintroductionofcomputershasprovidedustheareas tobeadditionallyaddressedbytheHRmanagersinITsector.IndianITindustryisnot anexception. Hence,theITindustryhasbeendevisingnewerPersonnelManagement/HR techniqueswhichspecificallymeettheneedsofITindustry.Themainreasonforthisis highstandardsofeducationandprofessionaltrainingrequiredforthisindustry. Secondly,thereisanexcessivejobdemandfordevelopedcountriesinthissectorand highwagestandards.So,HRmanagersmainlyindevelopingcountrieslikeIndiafind itverydifficulttoretainandrecruittheirmanpower. Hence,itcanbeconcludedthatEmergingHRtrendsofIndianItindustryarequite differentfromtheoldeconomyindustry.IndiaisconsideredoneofSuperPowerin InformationTechnologyandalliedfields.MajorityofworldleadersinITsectorare outsourcingtheirrequirementsfromIndianITIndustryandrecruitingIndianIT professionals.Hence,theIndianGovernmentmustallowtheIndustrytomeet

internationalcompetitionanddesiredenvironmentinrespectofLabourLawsand financialrulesmustbeliberalizedforthisIndianITIndustry.Moreover,HRmanagers inIndianITIndustrymustkeepthesensitivenatureofITprofessionalsandstateof greateropportunitiesoutsideinmindfordevisingHRpoliciesfortheirorganizations. REFERENCES 1.AshwathapaK.(2005)HumanResourceManagementTataMcGrawHills,Fifth edition 2.KothariC.R.,ResearchMethodology:MethodsandTechniques,Wishwa Prakashan,NewDelhi,Edition2nd,2003. 3.MamoriaC.BandGankarS.B(2005)PersonnelManagementHimalaya PublishingHouse,TwentyFifthedition. 4.Pareek,UandT.V.Rao,1981,"DesigningandManagingHumanResource Systems",OxfordandIBHPublishingCo.,NewDelhi. 5.Rao,T.V.andAbraham,E.A.,"ASurveyofHRDPracticesinIndianIndustry,in Rao,T.V.andPereira,D.F.,RecentExperiencesinHRD,NewDelhi,Oxford&IBH, 1985. 6.http://www.articlesbase.com/authors/shinypkumar/177340 7.http://www.hrsuccessmantra.com/2010/02/newtrendsininternationalhrm. html 8.http://humanresources.about.com/ 9.http://www.timesascent.in/index.aspx?page=section&sectid=2&sectname=Intervi ews
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10.http://www.timesascent.in/section/24/HR%20Download%20 %20Staffing%20&%20Compensation 11.http://www.naukrihub.com/india/informationtechnology/ 12.http://ideas.repec.org/p/pra/mprapa/2368.html#abstract 13.http://www.scribd.com/ 14.http://www.icmrindia.org/Short%20Case%20Studies/Short%20Case%20Studies.a sp?cat=Human%20Resource%20Management 15.http://gateway.sources.com/ 16.http://en.wikipedia.org/wiki/Human_resources#Major_trends 17.http://yourhrmguide.com/content/hrrecession 18.http://blog.nasscom.in/nasscomnewsline/2009/04/humanresourceissuesinthe timeoftheglobaleconomicslowdown/ 19.http://www.vservesolution.com/pdf/Information%20Technology%20Industry%2 0in%20India.pdf

Infosys Technologies (Rank 2) Revenue FY11: Rs 25,997 crore Revenue FY10: Rs 21,355 crore Growth FY11: 22%

Infosys is the second largest IT company in India with 133,560 employees as of March 2011.
Infosys is ranked 28th globally in the list of IT services providing firms. It has offices in 33 countries and development centers in India, China, Australia, UK, Canada, Brazil and Japan. Image: Infosys campus, Mysore.

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