INFOSYS

&

TATA STEEL

Job

Satisfaction

Employee

Retention

Increasing performance

Attracting

talent

JOB SATISFACTION

"Our assets walk out of the door each evening. We have to

make surethat they come back the next

morning."(Narayana Murthy, CEO

Infosys).

INTRODUCTION The term motivation has its origin in the Latin word

“mover” which means “to move”. Thus the word

motivation stands for movement.

In the organizational setting the word “Motivation” is used

to describe the drive that impels an individual to work.

A truly motivated person is one who “wants” to work .Both

employee and employers are interested in understanding

motivation if employees know what strengthens and

what weakens their motivation, they can often perform

more effectively to find more satisfaction in their job.

About Infosys Infosys Ltd (formerly Infosys Technologies) is an

Indian multinational corporation that provides business

consulting, information technology, software

engineering and outsourcing services.

It is headquartered in Bangalore, Karnataka. Infosys is

the third-largest India-based IT services company by 2014

revenues, and the fifth largest employer of H-1B

visa professionals in the United States in FY 2013.

Vishal Sikka is currently the CEO of Infosys.

Infosys is a large consulting, engineering, and outsourcing

firm based in India, with 150,000 employees working

from 64 offices and 68 development centers around the

world. As Infosys has grown, its workforce has become

younger, with a median age of 27 years. In India’s booming

economy, young workers are constantly seeking new

opportunities and changing jobs.

Infosys Employee ReviewsCompany Attributes

Job Work/Life Balance (4.3/5)Salary/Benefits (3.5/5)

Job Security/Advancement (4/5)Management (4/5)Job Culture (4/5)

Good learning exposureSenior Systems Engineer (Current Employee), Delhi – February 22,

2014

Mantra behind a successful company• Organizational

culture plays an

important role in

retaining their

employees and

offering maximum

satisfaction.

• It is not totally

focused on creation

of wealth but

building a sound

organization.

• It is an umbrella

term which

encompasses :

performance,

sociological,

psychological and

financial needs of

RETENTION PRACTICES: INFOSYS The company introduces a quarterly

promotion cycle and increases variable payout to retain employees, Research conducted by the University of Warwick in Britain found that happiness makes people 12 percent more productive.

Infosys recently launched “Pathfinder,” which is a career movement programme. As a part of this initiative, 23,000 people have gone through career workshops to understand more about their options. The management is trying to provide employees with internship programs to test waters across different career streams available internally and move around according to their aptitude.

Infosys hires people strictly according to the job profile. This means, for all jobs, they do not hire the best. Candidates with lesser aptitute are also hired who are trained and best output obtained. This way, the retention is higher.

Infosys wanted to create a social media platform to foster employee interaction and boost job satisfaction. It used Microsoft SharePoint Server 2010 to create InfyBubble, where employees share both personal and work information.

TALENT ATTRACTION GLOBAL TALENT PROGRAM

Largest sustained effort by any company to recruit from campuses outside of India and develop the skills of a global workforce through training assignments in India.

Business Today ranked Infosys as the ‘Best company to work for in India’ in 2006 based on employee satisfaction, perceptions of key stakeholders, HR processes and policies. It has one of the best offices in India. One of the best training practices in the world.

Infosys establishes the right value proposition required to attract talent by becoming ‘Employer of choice’.

Competency Based Role Enabling

Enable IT in HR & improve processes to enhance productivity

INCREASING JOB SATISFACTION WHILE INCREASING PERFORMANCE

• Good workplace (external enviornment)

• Social media engagement of employees.

• They believe in the people recruited, give them required training, put them

under capable Project Managers who help them understand and execute the

work. This way, the employee gets more interested in the job and delivers what is

required of him.

• Infosys inaugurated its facilities in Bangalore under the name of "Infosys City"

in November 2000. Spread over 44.225 acres, it is claimed to be the largest

software services campus in the world. It has the largest `video w all' in Asia

which allows for video conferencing simultaneously from multiple centers. The

existing buildings also form part of the Infosys City. The City contains food

courts that serve Chinese, North Indian, South Indian and Western cuisine. A

state-of-the-art gym, golf course, pool tables, table tennis tables and dance-floor

are already in place. The sauna, grocery store, an Infosys Store, 50 000 square

feetswimming pool and a lake with paddling boats will soon be part of the City.

The eco-friendly campus has more than 6,500 trees. The landscape includes stone

paths, rose beds, bamboo clusters with benches beneath them, fountains, and

water recycling plants. Besides the enticing work environment, Infosys provides

state of the art technology to its employees. For example, PCs used by Infocians

are upgraded every two years.

MOTIVATIONAL PRACTICES• Meet, collaborate, and share your interests with Infoscions around the world on

intranet portal Sparsh and social networking platform Infy Bubble

• To keep workers engaged and excited to be at Infosys, and also to help them form a sense of family in such a large organization, Infosys wanted to build an internal social networking site—something similar to Facebook or Twitter for Infosys.

• In four months, Infosys created a new intranet called Sparsh, Sanskrit for “touch.” Sparsh is the home base for all employees, providing company news and one-click access to many corporate applications.

• As soon as Sparsh was complete, Infosys started developing Infy Bubble, its social media site, which it launched for employees in India in May 2011. Through Infy Bubble, employees can share their views, photos, videos, and blog posts with fellow employees. They can talk about work or about life outside of work. There are groups to discuss poetry, sports, Indian pop stars, enterprise architecture, and SharePoint Server.

• Infosys has a range of clubs for activities such as music, movies, sports, theatre, and photography. Employees can also create new clubs with like-minded Infoscions and add it to the club roll.

ATTRACT AND RETAIN TALENT• Tata Steel believes that being the best possible employer helps to attract

and retain the best employees.

• Since its foundation more than a century ago, the company has been apioneering and enlightened employer. Long before the Tata SteelHuman Resources Policy was formally written down in 2001, itsemployment philosophy and practices were based on the recognitionthat the people of Tata Steel are the primary source of itscompetitiveness.

• With a view to enhancing the technical capability of the people, a 3-yearcertificate programme at NIT was started this year for two moredisciplines i.e. Electrical and Metallurgy, apart from the Mechanicaldiscipline which was introduced last year. Within the Company, for thefirst time ever, a course on Combustion in Reheating Furnaces wasdesigned, developed and delivered jointly by SNTI and R&D.

• The Company launched the 'Enterprise Capability Building System'(ECBS) for the Shared Services Division. This online system presentsrandom questions on selected topics from the question bank created tosuit the participants work profile and generates the participants score atthe end of the exercise. This is a tool for identifying training needs.

• The Company firmly believes that in the quest for

maintaining a high performance culture, a calibration of

performance and merit is important. This needs to be

supported by a compensation structure which is comparable

to the market so as to attract and retain the best talent

especially against growing competition.

MOTIVATION MEASURES

Tata Steel has a unique programme, Aspire Knowledge Manthan, which facilitates knowledge sharing among supervisors and workers. The purpose of this effort is to instill confidence in workers and help them perform better.

Tata Steel aspires to be the health and safety benchmark for the global steel industry. It provide health screening checks and many operate structured wellness programmes, which educate and motivate employees and their families about the benefits of maintaining healthy lifestyles.

Mutual trust between people at every level of the organization is intrinsic to the Tata Steel culture, calling for open, honest two-way communication between management and employees at all times. Tata Steel believes as a matter of principle that diversity within the workforce greatly enhances its overall capabilities. It is an equal opportunity employer in all its operating locations, and does not discriminate on any basis.

Tata Steel also believes in enabling all employees to continue to enhance their knowledge, skills and capabilities, and invests significant resources in training, education and personal development in order to provide each person with the most suitable training at the most appropriate time.

Leadership Development : The Global Leadership Development Program (GLDP) was designed for the Senior Leaders of the Tata Steel Group to come together as one Company and assist in conveying what it means to be part of Tata and the Tata Steel Group (TSG) as a global company. The aim is to build a shared understanding of the TSG Plan and work together as one team to live the Tata Values, inspire one another and bring out the best in all the Company's people, customers, suppliers and the communities that the Company serves.

Knowledge Sharing : It is believed that learning in totality is imperative to ignite the passion and inert potential of human beings. Towards this end, 'The Round Table' was launched as a platform for individuals to get together, share their ideas with each other and join in thoughtful conversation with knowledgeable persons in the pursuit of holistic learning. Four sessions were held during the year on different themes. The 'Window on the World' programmes continued during the year. A wide array of speakers participated on topics ranging from science and technology to spiritualism

Tata Steel, a pioneer in employee welfare, is making huge investments in environment and education in Jamshedpur. Pollution, occupational hazards, safety regulations and health are the other constants on its plate.

INCREASING JOB SATISFACTION

Employee Benefits• Committees comprising representatives of

the Union and Management jointlymonitor benefits available to allemployees, which include financial benefitplans, insurance, medical and sicknessbenefits, disability coverage, highereducation and sabbaticals, maternityleave, Family Benefit Scheme, TiscoEmployees’ Pension Scheme (TEPS),Holiday Homes, Tata Steel ExecutiveHoliday Plan (TEHP) and EarlySeparation Scheme (ESS).

• Clauses of SA 8000 apply to all locations ofthe Company and its suppliers. Its SteelWorks and Sukinda Ferro Chrome Minesare formally certified to the standard.

• All female employees who took maternityleave during 2011-12 opted to return towork and reoccupied comparablepositions.

• The goal of being an employer of choice isarticulated in Tata Steel’s HumanResource Policy. It encourages itsemployees to prioritise between work anda satisfying, enriching life providingsufficient space for wellness, leisure,family and personal development

Remuneration based on responsibility and performance

• The Company firmly believes that in the quest for maintaining a high performance culture, calibration of performance and merit is important. This is supported by a compensation structure, which is comparable to the market so as to attract and retain the best talent. A salary correction for all the officers was undertaken during the year.

• For the same work or work of similar nature male and female employees are paid equal remuneration, by linking remuneration to responsibility and performance.

• Bonus for non-officers is in agreement with the Workers’ Union linked to productivity, cost and absenteeism.

Drop in attrition

Attrition Trend

by Gender 2009-10 2010-11 2011-12

Male 3.03 % 4.42 % 3.44 %

Female 5.07 % 5.14 % 3.95 %

Grand Total 3.19 % 4.48 % 3.49 %

While the results of such initiatives are visible over a period of time, as an immediate indicator, these measures resulted in the enhancement of the Company’s retention rate by one per cent, with the rate of turnover

at less than 10 percent

THANK YOU !!