Study on Training and Development in INFOSYS

CHAPTER 1

TRAINING AND DEVELOPMENT

Introduction

In the field of human resource management, Training and Development is the field

concerned with organizational activity aimed at bettering the performance of individuals and groups

in organizational settings. It has been known by several names, including employee development,

human resource development, and learning and development.

Training and development encompasses three main activities: Training, Education, and

Development.

Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

The principal objective of training and development division is to ensure the availability of a

skilled and willing workforce to an organization.

Training and Development is a subsystem of an organization. It ensures that randomness is

reduced and learning or behavioural change takes place in structured format.

Training & Development offers competitive advantage to a firm by removing performance

deficiencies; making employees

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CHAPTER 2

OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by adding value to

its key resource – the people it employs. Training means investing in the people to enable them to

perform better and to empower them to make the best use of their natural abilities. The particular

objectives of training are to:

o Develop the competences of employees and improve their performance

o Help people to grow within the organization in order that, as far as possible, its future needs

for human resource can be met from within

o Reduce the learning time for employees starting in new jobs on appointment, transfers or

promotion and ensure that they become fully competent as quickly and economically as

possible.

Training & Development as a Source of Competitive Advantage

Companies derive competitive advantage from training and development. Training and

development programs help remove performance deficiencies in employee.

This is particularly true when:

-The deficiency is caused by a lack of ability rather than a lack of motivation to perform.

- The individuals involved have the aptitude and motivation need to learn to do the job better.

-Supervisors and peers are supportive of the desired behaviours.

Employees become efficient after undergoing training

Efficient employees contribute to the growth of the organization

Growth renders stability to the workforce

Lower turnover (trained employees tend to stay with the organization).

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Training makes the employees versatile in operations. All rounder’s can be transferred to

any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased

profits from year to year.

Accidents, scrap and damage to machinery and equipment can be avoided or minimized

through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if

employees are trained well.

Future needs of employees will be met through training and development programs.

Organizations take fresh diploma holders or graduates as apprentices or management trainees. They

are absorbed after course completion. Training serves as an effective source of recruitment.

Training is an investment in HR with a promise of better returns in future.

A company's training and development pays dividends to the employee and the

organization. Though no single training program yields all the benefits, the organization which

devotes itself to training and development enhances its HR capabilities and strengthens its

competitive edge. At the same time, the employee's personal and career goals are furthered,

generally adding to his or her abilities and value to the employer. Ultimately, the objectives of the

HR department are also furthered.

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CHAPTER 3

IMPORTANCE OF TRANING

Company spend vast sums of money on training and development, training is a

productive investment in HR that promises better returns in future. Training is

important not only to the employee but also to the company.

To the company:-

Increased efficiency and productivity

Reduced supervision.

Reduced accidents and wastages.

Reduced absenteeism and turnover.

Assist new comers.

Information about company’s policies and programs.

Competent and capable employees.

Good labour management, intra departmental relations.

Reduced costs.

Company’s overall development.

Develops employee’s loyalty towards company.

To the employee:-

Confidence in employees.

Positive attitude.

Chances for promotion.

Develop communication, decision making and problem solving skills.

High rewards.

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CHAPTER 4

PROFILE OF A TRAINER

In company a trainer should have the following qualities:-

Experienced.

Expertise knowledge.

Good personality.

Self confident.

Good Communication skills

Better administrative skills.

Good inter-personal skills.

.Disciplined person.

Act as a coach and as a guide.

He should have patience.

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CHAPTER 5

METHODS OF TRAINING AND DEVELOPMENT

Training is generally imparted in two ways:

1. On the job training

On the job training methods are those which are given to the employees within the everyday

working of a concern. It is a simple and cost-effective training method. The employees can be well

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ORIENTATION TRAINING JOB-INSTRUCTION TRAINING APPRENTICE TRAINING INTERNSHIPS AND ASSISTANTSHIPS JOB ROTATION COACHING

ON THE JOB

VESTIBULE LECTURE SPECIAL STUDY FILMS TELEVISION CONFERENCE OR DISCUSSION CASE STUDY ROLE PLAYING SIMULATION PROGRAMMED INSTRUCTION LABORATORY TRAINING

OFF THE JOB

Study on Training and Development in INFOSYS

trained by using such training method. The employees are trained in actual working scenario. The

motto of such training is “learning by doing.” Instances of such on-job training methods are job-

rotation, coaching, temporary promotions, etc.

2. Off the job training

Off the job training methods are those in which training is provided away from the actual

working condition. It is generally used in case of new employees. Instances of off the job training

methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and

only if large number of employees have to be trained within a short time period. Off the job training

is also called as vestibule training, i.e. the employees are trained in a separate area (may be a hall,

entrance, reception area etc. known as a vestibule) where the actual working conditions are

duplicated.

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CHAPTER 6

TRAINING PROCESS

Organizational objectives

Assessment of Training needs

Establishment of Training goals

Devising training program

Implementation of training program

Evaluation of results

I. Organizational Objectives and Strategies

The first step in the training process in an organization is the assessment of its objectives

and strategies. What business are we in right now? At what level of quality do we wish to provide

this product or service? Where do we want to be in the future? It is only after answering these

related questions that the organization must assess the strengths and weaknesses of its human

resources.

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II. Needs Assessment

Needs assessment diagnosis presents problems and future challenges to be met through

training and development. Organizations spend vast sums of money (usually as a percentage on

turnover) on training and development. Before committing such huge resources, organizations that

implement training programs without conducting needs assessment may be making errors.

Needs assessment occurs at two levels- group and individual. An individual obviously needs

training when his or her performance falls short of standards, that is, when there is performance

deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other

problem. The problem of performance deficiency caused by absence of skills or knowledge can be

remedied by training. Faulty selection, poor job design, improving quality of supervision, or

discharge will solve the problem.

Assessment of training needs must also focus on anticipated skills of an employee.

Technology changes fast and new technology demands new skills. It is necessary that the employee

be trained to acquire new skills. This will help him/her to progress in his or her career path.

Training and development is essential to prepare the employee to handle more challenging tasks.

Individuals may also require new skills because of possible job transfers.

Although job transfers are common as organizational personnel demands vary they do not

necessarily require elaborate training efforts. Employees commonly require only an orientation to

new facilities and jobs. Jobs have disappeared as technology, foreign competition, and the forces of

supply and demand are changing the face of our industry.

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Benefits of need assessment:

Trainers may be informed about the broader needs of the training group and the

organizations.

The organizations are able to reduce the perception gap between the participant and his

or her boss about their needs and expectations from the training programs.

Trainers are able to pitch their course inputs course inputs closer to the specific needs of

the participants.

III. Training and Development objectives

Once training needs are assessed, training and development goals must be established.

Without clearly set goals, it is not possible to design a training and development program and, after

it has been implemented there will be no way of measuring its effectiveness. Goals must be

tangible, verifiable, and measurable. This is easy where skills’ training is involved. Behavioural

standards of expected results are necessary so that the program can be effectively designed and

results can be evaluated accordingly.

IV. Designing Training and Development Program

Every training and development program must address certain vital issues:

Who participates in the program?

Who are the trainers?

What methods and techniques are to be used for training?

What should be the level of training?

What learning principles are needed?

Where is the program conducted?

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Who are the trainers: Trainers should be selected on the basis of self-nomination,

recommendations of supervisors or by the HR department itself. Whatever is the basis, it is

advisable to have two or more target audience. For example, rank-and- file employees and their

supervisors or by the HR department itself.

Several people, including the following may conduct training and Development Programs:

1. Immediate supervisors

2. Co-workers, as in buddy systems

3. Members of the personnel staff

4. Specialists in other parts of the company

5. outside consultants

6. Industry associations and faculty members at universities

V. Training Methods

A multitude of methods of training is used to train employees. Training methods are

categorized into two groups: on the job training and off-the job methods, as mentioned earlier. Let

us now study each in detail.

ON THE JOB TRAINING

Training that is planned and structured that takes place mainly at the normal workstation

of the trainee- although some instruction may be provided in a special training area on site - and

where a manager, supervisor, trainer or peer colleague spends significant time with a trainee to

teach a set of skills that have been specified in advance.

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Advantages

1. Tailor-made course content with use of REAL company situations/examples.

2. It is usually less expensive than off-job training.

3. Learning will take place using the equipment which will be actually used.

4. Trainees acclimatise more rapidly.

Disadvantages

1. Possibility of poor instruction and insufficient time.

2. Trainee may be exposed to bad work practices.

3. A large amount of spoiled work and scrap material may be produced.

4. Valuable equipment may be damaged.

5. Training takes place under production conditions that are stressful, i.e. noisy, and busy, confusing

and exposing the trainee to comments by other workers.

1. Orientation Training:

New employee orientation effectively integrates the new employee into your organization and

assists with retention, motivation, job satisfaction, and quickly enabling each individual to become

contributing members of the work team.

2. Job instruction training:

It is also called on the job training. It consists of 4 steps:

-Prepare the learner

-Demonstrate the task

-Have the worker do the task

-Follow through: Put the worker on the job, correcting and supporting as and when necessary.

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3. Apprenticeship:

A structured process by which people become skilled workers through a combination of

classroom instruction and on the job training. The apprentice usually studies under the tutelage of

the professional/ expert.

4. Internships:

Internship is a system of on-the-job training for white-collar jobs, similar to an apprenticeship.

Interns are usually college or university students, but they can also be high school students or post

graduate adults seeking skills for a new career; they may also be as young as middle school students

in some areas. Student internships provide opportunities for students to gain experience in their

field, determine if they have an interest in a particular career, create a network of contacts, or gain

school credit. Internships provide employers with cheap or free labor for (typically) low-level tasks.

Some interns find permanent, paid employment with the companies in which they interned. Their

value to the company may be increased by the fact that they need little to no training.

5. Job rotation:

It is a technique in which employees are moved between two or more jobs in a planned manner.

The objective is to expose the employees to different experiences and wider variety of skills to

enhance job satisfaction and to cross-train them.

6. Coaching:

It is the practice of giving sufficient direction, instruction and training to a person or a group

people, so as to achieve some goals or even in developing specific skills. Though coaching is a

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system of providing training, the method of coaching differs from person to person, aim or goals to

be attained, and the areas needed. Still there are some common methods in coaching.

Motivational speaking

Seminars

Workshops

Supervised practice

OFF THE JOB TRAINING

Off the job training methods are those in which training is provided away from the actual

working condition. It is generally used in case of new employees. Instances of off the job training

methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and

only if large number of employees have to be trained within a short time period. Off the job training

is also called as vestibule training, i.e. the employees are trained in a separate area (may be a hall,

entrance, reception area etc. known as a vestibule) where the actual working conditions are

duplicated.

Advantages

1. A specialist instructor enables delivery of high quality training.

2. Wider range of facilities and equipment are available.

3. The trainee can learn the job in planned stages.

4. It is free from the pressures and distractions of company life.

5. It is easier to calculate the cost of off-job training because it is more self-contained.

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Disadvantages

1. Can result in transfer of learning difficulties when a trainee changes from training equipment to

production equipment.

2. No training can be entirely off-job as some aspects of the task can only be learned by doing them

in the normal production setting, with its own customs and network of personal relationships.

3. Can be more expensive.

1. Vestibule Training:

This training method attempts to duplicate on-the-job-situation in a company classroom. It is a

classroom training that is often imparted with the help of the equipment and machines, which are

identical with those in use in the place of work. This technique enables the trainees to concentrate

on learning new skill rather than on performing on actual job. This type of training is efficient to

train semi-skilled personnel, particularly when many employees have to be trained for the same

kind of work at the same time. Often used to train – bank tellers, inspectors, machine operators,

typists etc. In this, training is generally given in the form of lectures, conferences, case studies, role-

play etc.

2. Demonstrations & Example:

In this type of training method trainer describes and displays something, as & when he teaches

an employee, how to do something by actually performing the activity himself & going on

explaining why & what he is doing. This method is very effective in teaching because it is much

easier to show a person how to do a job than tell him or give him instruction about a particular job.

This training is done by combination with lectures, pictures, text materials etc.

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3. Lectures:

Lecture is a verbal presentation of information by an instructor to a large audience. The lecture

is presumed to possess a considerable depth of knowledge of the subject at hand. A virtue of this

method is that is can be used for very large groups, and hence the cost per trainee is low. This

method is mainly used in colleges and universities, though its application is restricted in training

factory employees. Limitations of the lecture method account for its low popularity. The method

violates the principle of learning by practice. It constitutes a one-way communication. There is no

feedback from the audience. Continued lecturing method can be made effective it if is combined

with other methods of training.

4. Audio-visuals:

Audio-visuals include television slides, overheads, video- types and films. These can be used to

provide a wide range of realistic examples of job conditions and situations in the condensed period

of time. Further, the quality of the presentation can be controlled and will remain equal for all

training groups. But, audio-visuals constitute a one-way system of communication with no scope

for the audience to raise doubts for clarification. Further, there is no flexibility of presentation from

audience to audience.

5. Programmed Instruction (PI):

This is method where training is offer without the intervention of a trainer. Information is

provided to the trainee in blocks, either in a book form of through a teaching machine. PI involves:

-Presenting questions, facts, or problems to the learner

- Allowing the person to respond.

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- Providing feedback on the accuracy of his or her answers. If the answers are correct, the learner

proceeds to the next block. If not, he or she repeats the same.

6. Computer-Assisted Instruction (CAI):

This is an extension of the PI method. CAI provides for accountability as tests are taken on

the computer so that the management can monitor each trainee’s progress and needs. CAI training

program can also be modified easily to reflect technological innovations in the equipment for which

the employee is being trained. This training also tends to be more flexible in that trainees can

usually use the computer almost any time they want, thus get training when they prefer.

7. Simulation:

A simulator is any kind of equipment or technique that duplicates as nearly as possible the

actual conditions encountered on the job. Simulation then, is an attempt to create a realistic

decision-making environment for the trainee. Simulations present likely problem situations and

decision alternatives to the trainee. The more widely held simulation exercises are case study, role-

playing and vestibule training.

8. Conference:

In this method, the participating individuals confer to discuss points of common interest to each

other. It is a basic to most participative group cantered methods of developments. This emphasis on

small group discussion, on organized subject matter and on the active participation of the members

involved.

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9. Case Studies:

This method is developed in 1800S At the Harvard Law School. The case study is based upon the

belief that managerial competence can best be attained through the study, contemplation and

discussion of concrete cases. When the trainees are given cases to analyse, they are asked to identify

the problem and recommend tentative solution for it. The case study is primarily useful as a training

technique for supervisors and is especially valuable as a technique of developing discussion-making

skills, and for broadening the prospective of the trainee.

In case study method the trainee is expected to master the facts, should acquainted with the content

of the case, define the objective sought in dealing with the issues in the case, identify the problem,

develop alternative courses of action, define the controls needed to make the action effective and

role play the action to test its effectiveness and find conditions that may limit it.

10. Role Playing:

In role-playing trainees act out the given role as they would-be in stage play. Two or more

trainees are assigned parts to play before the nest of the class. Here role players are informed of a

situation and of the respective roles they have to pay. Sometimes after the preliminary planning, the

situation is acted out by the role players. This method primarily involves employee-employer

relationship – Hiring, firing,

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CHAPTER 7

INTRODUCTION

Infosys Technologies Ltd. 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 US$ 5.7 billion. Infosys

defines designs and delivers technology-enabled business solutions for Global 2000 companies.

Infosys also provides a complete range of services by leveraging our domain and business expertise

and strategic alliances with leading technology providers.

Infosys provides enterprises with strategic insights on what lies ahead. We help enterprises

transform and thrive in a changing world through strategic consulting and the co-creation of

breakthrough solutions, including those in mobility, sustainability, big data and cloud computing.

At Infosys, it’s more than just innovation that has won us the confidence of our

stakeholders. We believe our responsibilities also extend beyond the boundaries of business. The

Infosys Foundation provides assistance to some of the most depressed sectors of the communities in

which we work. The Infosys Science Foundation awards the Infosys Prize to some of the most

important research of our times in the sciences and the humanities. An entrepreneurial adventure

that began with seven engineers and US$250, Infosys is now a publicly traded company driven by

158,000+ relentless innovators and revenues of more than $8.1bn (LTM Q3 FY14).

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CHAPTER 8

HISTORY

Established in 1981, Infosys is a NYSE listed global consulting and IT services company

with more than 158,000 employees. From a capital of US$ 250, we have grown to become a US$

8.095 billion (LTM Q3 FY14 revenues) company with a market capitalization of approximately

US$ 33 billion.

In the journey of over 30 years, we have catalyzed some of the major changes that have led

to India's emergence as the global destination for software services talent. We pioneered the Global

Delivery Model and became the first IT Company from India to be listed on NASDAQ. Our

employee stock options program created some of India's first salaried millionaires.

MILESTONES

2013

Infosys Board appoints N. R. Narayana Murthy as Executive Chairman of the Board

Infosys begins trading on NYSE Euro next London and Paris markets

Infosys Edge™ wins the NASSCOM Business Innovation Award for 2013

Infosys presented with ‘2013 Environmental Tracking Carbon Ranking Leader’ award

2012

Listed on the NYSE market

Infosys acquires Lodestone Holding AG, a leading management consultancy based in

Switzerland

Forbes ranks Infosys among the world's most innovative companies

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Infosys among top 25 performers in Caring for Climate Initiative

Infosys crosses the US$ 7 billion revenue mark

2011

N. R. Narayana Murthy hands over chairmanship to K.V. Kamath

Infosys crosses US$ 6 billion revenue mark, employee strength grows to over 130,000

2009

Infosys opens its first development center in Brazil and second Latin American development

center in Monterrey, Mexico

Infosys selected as a member of The Global Dow

Employee strength grows to over 100,000

2007

Infosys crosses revenues of US$ 3 billion. Employees grow to over 70,000

Kris Gopalakrishnan, COO, takes over as CEO. Nandan M. Nilekani is appointed Co-Chairman

of the Board of Directors

Opens new subsidiary in Latin America

Reports Q2 revenue of over US$ 1billion

2006

Infosys celebrates 25 years. Revenues cross US$ 2 billion. Employees grow to 50,000+

N. R. Narayana Murthy retires from the services of the company on turning 60. The Board of

Directors appoints him as an Additional Director. He continues as Chairman and Chief Mentor

of Infosys

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2005

Records the largest international equity offering of US$ 1 billion from India

Selected to the Global MAKE Hall of Fame

2003

Establishes subsidiaries in China and Australia

Expands operations in Pune and China, and sets up a development center in

Thiruvananthapuram

2002

Nandan M. Nilekani takes over as CEO from N.R. Narayana Murthy, who is appointed

Chairman and Chief Mentor

Opens offices in the Netherlands, Singapore and Switzerland

Sponsors secondary ADS offering

Infosys and the Wharton School of the University of Pennsylvania set up The Wharton Infosys

Business Transformation Awards (WIBTA)

Launches Progeon, offering business process outsourcing services

2001

Touches revenues of US$ 400 million. Opens offices in UAE and Argentina, and a

development center in Japan

N. R. Narayana Murthy is rated among Time Magazine/CNN's 25 most influential businessmen

in the world

Infosys is rated as the Best Employer by Business World/Hewitt

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2000

Touches revenues of US$ 200 million

Opens offices in France and Hong Kong, a global development center in Canada and UK, and

three development centers in the US

Re-launches Banks 2000, the universal banking solution from Infosys, as Finacle™

1999

Touches revenues of US$ 100 million. Listed on NASDAQ

Infosys becomes the 21st company in the world to achieve a CMM Level 5 certification

Opens offices in Germany, Sweden, Belgium, Australia, and two development centers in the

US

Infosys Business Consulting Services is launched

Opens an office in Toronto, Canada

1993

Introduces Employee Stock Options (ESOP) program

Acquires ISO 9001/TickIT certification

Goes public

1981

Infosys is established by N. R. Narayana Murthy and six engineers in Pune, India, with an

initial capital of US$ 250

Signs up its first client, Data Basics Corporation, in New York

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CHAPTER 9

VISION AND MISSION

Infosys International Inc. has a solid reputation as a business and information technology consulting

company.

Vision

To help our clients meet their goals through our people, services and solutions

Mission

Infosys International Inc. is dedicated to providing the people, services and solutions our clients

need to meet their information technology challenges and business goals.

Work to understand the needs and requirements of our clients before proposing a solution

Develop responsive proposals that provide cost-effective solutions to our clients needs

Deploy the right mix of people and products to deliver value-added services and solutions to our

clients

Follow-up on the quality of our services and solutions to our clients

Appreciate the trust that our clients put in us as we work with them to improve their business and

information technology.

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CHAPTER 10

LOCATIONS

Infosys

Americas

Asia Pacific

Europe

Mauritius

South Africa

United Arab Emirates

Infosys BPO

Americas

Asia Pacific

Europe

Infosys Public Services

Americas

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CHAPTER 11

PRODUCTS

Infosys products are focused on innovation-led business growth for our clients. We cater to

market needs driven by global mega-trends, including digital consumers, emerging economies, new

commerce, and healthcare. Our offerings are built around the latest technologies in cloud

computing, mobility, big data, rich media, and social media to provide guaranteed business

outcomes.

Infosys products are focused on innovation-led business growth for our clients.

Product Categories

Banking Suite

Cloud & Big Data

Customer Service

Digital Commerce

Digital Marketing

Distribution

Sourcing & Procurement

Talent Management

Infosys Edge

Home

Assist Edge – Customer Service Experience

Big Data Edge – Insights Management

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Brand Edge – Digital Marketing

Commerce Edge – Digital Commerce

Digitize Edge – Digital Content Monetization

Procure Edge – Sourcing & Procurement

Smart Grid Edge – Smart Grid Management

Social Edge – Social Media Engagement

Talent Edge – Talent Management

Trade Edge – Demand Chain Management

Wallet Edge – Mobile Wallet

Infosys Finical

Home

Core Banking

CRM

Digital Commerce

Direct Banking

Consumer e-Banking

Corporate e-Banking

Inclusion solution

Islamic Banking

Mobile Banking

Payments

Treasury

Wealth Management

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CHAPTER 12

TRAINING OVERVIEW AT INFOSYS

• Training is the acquisition of knowledge, skills, and competencies as a result of the teaching,

that relate to specific job

• Training plays an important role in human resource development

• Training gives confidence and ability to employee to perform job efficiently

• Training is for developing overall personality of an employee

• Expenditure on training is an investment which gives rich dividend to employees and

organisation

TRAINING FOR FRESHER AT INFOSYS

• At Mysore a 6 month training program is conducted

• After which evaluation of candidates is done & only passed candidates are retained.

• A great importance is given to other areas like soft skills, leadership qualilities, cross

cultural training etc. 

Various training method for freshers:

• Induction/orientation training

• Refresher’s training

• Role play training

• Internship training

TRAINING FOR JOB-EXPERIENCE AT INFOSYS

• A “corporate training team” has been formed in Infosys to train Job experience employees

• Exp. People from diff. org. & job role are mingled together, by this Infosys gets the smartest

minds together for a wider exposure

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Various training method for Job Experienced:

•  On the job training

• Corrective training

• Promotional training

• Redial training

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CHAPTER 13

TYPES OF TRAINING AT INFOSYS

In Infosys two types of training is conducted:-

• Band B

• Band C & above

Training in Band B:

• Induction

• Voice and accent training

• Process Training

• Domain Training,

• Six Sigma Certifications,

• E-Mail Etiquettes

• Excel Training,

• Quality Training-Six Sigma Certifications

• Presentation Skills

• Domain Training-For Specific Verticals They Have To Go For Certifications Called As

Domain Certifications E.G. T100.

• This Is Mainly a Benchmark For Process Know How.

Training in Band C & above:

• Operations management

• Leadership funda

• Quality training

• Appraisal skills workshop

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CHAPTER 14

EMPLOYEE WELFARE

Employee or labour welfare includes various services, benefits and facilities

offered by the employer to employees.

The labour Investigation Committee states that labour welfare activities

include anything done for the intellectual, physical, moral and economic

betterment of the workers, whether by employers, by government or by other

agencies, over and above what was laid down by law or what was normally

expected as part of the contractual benefits for which the workers might have

bargained.

Welfare measures may be both statutory and voluntary. Labour laws require

the employer to extend certain benefits to employees in addition to wages.

Voluntary benefits are the result of generous attitude of employer. The basic

purpose of employee welfare is to enrich the life of employee and keep them happy

and contented.

IMPORTANCE OF EMPLOYEE WELFARE

Motivation.

Reduction in wastage.

Reduction in absenteeism.

Reduction in labour turnover.

Good labour-management relation.

Quality of work life.

High standard of living

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CHAPTER 15

WELFARE ACTIVITIES AT INFOSYS

Education –

Infosys has its own institute, where the education is given to the employees’

children absolutely free. The school has classes from JR. kg to class-XII in

English medium. Free transportation facility is also provided to them.

Medical –

Company’s philosophy is “Nobody should die without fund”.

Company believes its responsibility towards health services to provide to the

employees go beyond the statutory provision. Being the petrochemical industry and

some of their process are considered

“Hazardous”. Company recognizes the importance of good occupational health

services. Therefore, at the manufacturing sites, they have well equipped, fully

fledged medical centre, which are manned round the clock.

Housing –

Company has its own township at different location in

Bangalore. If house is available, the new employees are allotted the house

otherwise the company can also hire house. All the maintenance in houses

provided to employees by company is done by the company.

Canteen –

The company gives canteen facility under which food is provided to the

employees but it is not compulsory for them. They get the allowance in their

salary. The Contract Cell at Infosys invites tenders and the Contract cell signs

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Study on Training and Development in INFOSYS

detailed agreement with the contractor. The operation of the canteen is given on

the contract.

Sports -

To motivate the employees of the company organizes different sports

tournaments i .e. Cricket, Volleyball, Table Tennis, Badminton Etc.

Recreation activities -

For the recreation of the employee, company organized gets to gather once in

a year with their family. And also arranged short distance picnic. For picnic they

get Rs. 100/- and free transportation once in a year.

Club membership -

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Study on Training and Development in INFOSYS

CHAPTER 16

CONCLUSION

Infosys Technologies Ltd. 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 US$ 5.7 billion. Infosys

defines designs and delivers technology-enabled business solutions for Global 2000 companies.

Infosys also provides a complete range of services by leveraging our domain and business expertise

and strategic alliances with leading technology providers. With the help of following chart we cha

easily understand the training and development programme in Infosys.

34

Basis

Definition

Skills

Purpose

Use

Orientation

Methods

Training

Means imparting skills and knowledge for doing a particular job.

It imparts job specific skills.

It’s concerned with maintaining and improving current job performance. It has a short term perspective.

It is used in the sense of imparting specific skills among the operative workers and employees.

Its job centred in nature.

Is imparted through on the job methods such as coaching, job rotation etc.

The boss takes initiative for imparting knowledge and training to subordinates to enhance their productivity.

Development

Means the growth of an employee in all respects

It shapes attitudes and imparts technical, human and conceptual skills.

Executive development seeks to develop competence and skills for future performance thus it has a long term perspective.

It is associated with the overall growth of the executives. Depth of knowledge gained is very wide.

Its career centred in nature.

It is based more on off the job training methods such as lectures, conferences, seminars etc.

The individual takes initiative himself for his own growth and development.