Professional Documents
Culture Documents
GROWTH
Group No 1
Prepared by:
Anu Ranganikar (14F111)
Debalina Ray (14F119)
Kanika Bandooni (14F127)
Neha Dua (14F134)
Pallavi Gupta (14F138)
Ans 3.
Internal market for talent
5 areas of competencies were defined and a pyramid was defined for every employee so
that employee could move from one role to other
Company had a mix of behavioral, technical certifications(minimum certification points
criteria) with acts as a measure for the company to identify the employees that should be
promoted to the new positions
Employees training needs are identified by the manager. Also, virtual classroom training
sessions and online trainings are also provided by the company
Infosys has a 3 tier unique system to identify business leaders(Tier 1- mentored by Board
of directors), senior roles 1(Tier2) and senior roles2(Tier 3).Higher tiers would mentor
and coach the lower tiers to concentrate on succession planning(Tier 1) and career
planning(Tier 2 and 3)
Also, it provided ample opportunity for employees to move from one vertical to another
after staying for a period of at least 2 years in a project
It gave the flexibility to the employee to choose their area of interest in work
Employees could also register to trainings to broaden their skills
Also, employees could do a lot of internal projects to sharpen and broaden their current
set of competencies and skills
Example:
An employee moved from airline to new vertical of operations for an oil company client
The above technique provided ample scope and opportunity for the development of
employees within the organization, thereby creating a sufficient internal market for talent for
succession and career planning.
Can it work If, yes why?, If not why?
Ans 4.
Infosys is using BSC to measure performance of up to 32 items, seven of these items related
to talent such as competency development
Overly abstract Balanced Scorecard goals are easy to reach but hard to quantify. Also its
given in the case that there is a room for improving employees work-life balance, also
quantifying this abstract becomes an important factor which has not been considered.
All metrics should be applicable to Infosyss own situation. It is very important when
using balanced scorecards to make the information being tracked applicable to your needs.
Otherwise, the metrics will be meaningless
BSC is incapable to answer the questions related to the competitors movements. The
management of Infosys need to assess how the external changes affect the
implementation of BSC
Its a little more difficult to demonstrate direct impact of HR or talent management efforts
on financial performance.