training and development in infosys

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.

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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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Study on Training and Development in INFOSYS

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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Study on Training and Development in INFOSYS

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 onl y to the employee but also to the company.  To the company:

Increased efficiency and productivit y

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Reduced supervision.

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Reduced accidents and wastages.

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Reduced

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Assist new comers.

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Information about company‟s policies and programs.

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Competent and capable employees.

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Good labour management, intra departmental relations.

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Reduced costs.

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Company‟s overall development.

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Develops employee‟s loyalt y towards company.

absenteeism and turnover.

 To the employee: 

Confidence in employees.

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Positive attitude.

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Chances for promotion.

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Develop communication, decision making and problem solving skills.

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High rewards.

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CHAPTER 4

PROFILE OF A TRAINER

In company a trainer should have the following qualities:-

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Experienced.

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Expertise knowledge.

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Good personalit y.

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Self confident.

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Good Communication skills

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Better administrative skills.

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Good inter-personal skills.

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.Disciplined person.

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Act as a coach and as a guide.

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He should have patience.

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Study on Training and Development in INFOSYS

CHAPTER 5

METHODS OF TRAINING AND DEVELOPMENT

ON THE JOB

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

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

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Seminars

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Workshops

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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, roleplay 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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Study on Training and Development in INFOSYS

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, roleplaying 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

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Infosys begins trading on NYSE Euro next London and Paris markets

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Infosys Edge™ wins the NASSCOM Business Innovation Award for 2013

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Infosys presented with „2013 Environmental Tracking Carbon Ranking Leader‟ award

2012 

Listed on the NYSE market

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

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Forbes ranks Infosys among the world's most innovative companies

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

Infosys among top 25 performers in Caring for Climate Initiative

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Infosys crosses the US$ 7 billion revenue mark

2011 

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

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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

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Infosys selected as a member of The Global Dow

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Employee strength grows to over 100,000

2007 

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

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

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Opens new subsidiary in Latin America

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Reports Q2 revenue of over US$ 1billion

2006 

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

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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

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Selected to the Global MAKE Hall of Fame

2003 

Establishes subsidiaries in China and Australia

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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

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Opens offices in the Netherlands, Singapore and Switzerland

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Sponsors secondary ADS offering

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Infosys and the Wharton School of the University of Pennsylvania set up The Wharton Infosys Business Transformation Awards (WIBTA)

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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

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

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

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2000 

Touches revenues of US$ 200 million

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Opens offices in France and Hong Kong, a global development center in Canada and UK, and three development centers in the US

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

1999 

Touches revenues of US$ 100 million. Listed on NASDAQ

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

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

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Infosys Business Consulting Services is launched

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Opens an office in Toronto, Canada

1993 

Introduces Employee Stock Options (ESOP) program

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Acquires ISO 9001/TickIT certification

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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

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Smart Grid Edge – Smart Grid Management



Social Edge – Social Media Engagement

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Talent Edge – Talent Management



Trade Edge – Demand Chain Management



Wallet Edge – Mobile Wallet

Infosys Finical 

Home



Core Banking



CRM



Digital Commerce

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Direct Banking



Consumer e-Banking



Corporate e-Banking



Inclusion solution



Islamic Banking

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Mobile Banking

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Payments

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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 e conomic 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 normall y 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.



Qualit y 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 absolutel y free. The school has classes from JR. kg to class -XII in English medium. Free transportation faci lit y is also provided to them.



Medical – Company‟s philosophy is “Nobody should die without fund”.

Company believes its responsibilit y towards health services to provide to the employees go beyond the statutory provision. Being the petrochemical indust ry 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, full y 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 facilit y 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 si gns

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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 famil y. 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.



Basis

Training

Development



Definition

Means imparting skills and knowledge for doing a particular job.

Means the growth of an employee in all respects





It imparts job specific skills.

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

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

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

Skills

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



 

Use

Orientation

Methods

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

Its job centred in nature.

Its career centred in nature.

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

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

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

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

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Initiative