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Infosys (B) DS

Infosys established a policy council and employee satisfaction survey (ESAT) to improve communication and employee happiness. Because the software market changes rapidly, ESAT surveys are conducted more often. HR business partners were also created to assist employees. A new internal communication division significantly changed how policies were developed and communicated, helping Infosys rebound to top employee lists. However, managing a large and expanding workforce while controlling expectations in a competitive market posed challenges around employee satisfaction, involvement, and retention. The recommendation is that effective communication at all levels of the company can advance objectives while managing expectations at low cost and with high likelihood of success.

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Abraham TK
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208 views

Infosys (B) DS

Infosys established a policy council and employee satisfaction survey (ESAT) to improve communication and employee happiness. Because the software market changes rapidly, ESAT surveys are conducted more often. HR business partners were also created to assist employees. A new internal communication division significantly changed how policies were developed and communicated, helping Infosys rebound to top employee lists. However, managing a large and expanding workforce while controlling expectations in a competitive market posed challenges around employee satisfaction, involvement, and retention. The recommendation is that effective communication at all levels of the company can advance objectives while managing expectations at low cost and with high likelihood of success.

Uploaded by

Abraham TK
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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DECISION SHEET :- CASE 2

Infosys (B): Strategic Human Resource Management

Overview
To improve employee happiness, HR established a policy council to discuss any
future suggested policies from the employee perspective. The policy council
was established to ensure that all policies were compatible with the company's
attitude of rewarding great performance, as well as that communication was
consistent and clear. They also implemented ESAT to measure employee
happiness. Because the software market is so dynamic, they chose to conduct
more often. They also created HR business partners to give employee
assistance. There was also the development of an internal communication
division, which resulted in a significant shift.

Case Facts
• Infosys has decided to alter its policy.
• The software sector is quite dynamic.
• ESAT was Infosys's internal employee satisfaction survey.
• A major initiative of the Internal communication division was established,
resulting in a significant change in the way policies were developed and
communicated within the organisation. • As a result of these changes in policies
and communication style, Infosys rebounded to the top employee list once
more.
• Infosys maintained its rapid expansion.

Challenges of the case


• The number of departing employees; dissatisfaction; and managing employee
expectations
• Worker involvement
• India's labour market was very competitive.
• Implementing market-competitive benefit programmes nationwide

Problem Statement:
In what ways can organisational objectives be advanced while controlling
employee expectations?
Criteria for Evaluation
• Engagement
• Leadership
• Flexibility
• Cost of the business
• Employee satisfaction

List of Alternatives
• Giving them duties or responsibilities involves:
• Communication
• Motivation
• Workplace

Evaluation of Alternatives
• As the firm expands swiftly, communication may be increased to ensure that
employees are aware of their positions within the organisation and its regulations.
How their involvement in the organisation and management choices will
eventually impact them
• Given that employees with less than a year with the firm were not engaged, it
may be possible to assign them certain tasks and responsibilities in order to
capture their attention and provide them the chance to work meaningfully.
• If the management implements an employee recognition programme, it will
succeed in terms of employee satisfaction, workplace effectiveness, and company
performance but fail in terms of cost to the company, as rewarding employees
with bonuses and gifts will increase the cost on the balance sheet of the business.
• If management chooses to implement a better social or recreational
environment, it would boost productivity, boost employee satisfaction, and
boost company performance, but it would also cost more money and hurt
profitability.

Recommendation
The implementation of the main objective and the management of the
employee's expectations make communication, in my opinion, the appropriate
course of action in this situation. The greatest alternative now available for the
scenario is effective communication at all levels of the company. The
performance of the business and employee happiness will improve, there will
be fewer problems with execution, and this choice will cost the business very
little money to execute. This approach has a very high likelihood of success and
requires very little effort to implement. Employees believed that some of the
benefits from the early years were being eliminated and that the company was
becoming more impersonal. This suggestion will alter the way that employees
view the company.

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