Strategic human resources management at Infosys in the early 2000s

Infosys Case Study

The situation at Infosys depicted in the early 2000's suggests the necessity for a Human Resources Management (HRM) plan that is aligned with overall organizational strategy and reflects the desired intents and actions from the leadership of this company. Mello (2012) wrote " taking a strategic approach to HR management involves abandoning the mindset and practices of 'personnel management' and focusing more on strategic issues than operational issues, " (p.150). This transformation from the tactical and operational to the more macro and general idea of the strategic is necessary to provide the best human resources application possible. This report will investigate the issues at Infosys that concern this case study and provide courses of action that may be taken. This report will offer a course of action that best aligns itself with current situation and transforms the company into an organization that reflects the highest principles of HRM.

Major Issues

Murthy, the CEO of Infosys, developed and evolved his organization into a powerful technological company throughout the 1980s and 1990s. In the early 2000s, the strategic aim was to make Infosys both a highly profitable company and a great company to work for. These qualities were often seen at odds with each other in most strategic models., but recognizing the need to change became a major issue for the organization's leadership.

The case study suggested that "recognizing the business impetrative to institutionalize and improve productivity, cost competitiveness, efficiency, Infosys management decided to implement a series of changes including a portfolio of core companies and services and reorienting the way people were measured, compensated, promoted and rewarded. This look inward provided the necessary inspiration to promote certain courses of action steeped in HRM techniques and models that sought to maintain the competitive advantage that was earned in previous years and efforts.

Recommendations

In incorporating a total Human Resources Management overhaul for Infosys, requires a direct effort from the top of the management leadership office. Only when operational and tactical models align with organizational strategy is success can be realized and manifested into a tangible and tacit result. It is recommended that when implementing a HRM transformation that varied and selective total rewards package is offered.

The Human Resources professionals within the HR branch of the company is largely responsible for the finer points in creating and maintaining such a plan. The important recommendation is that whatever plan is crated or instituted, there should be clear and reasonable relationships to accomplishable goals set out by organizational strategy. Staying flexible and remaining open minded will also be helpful in this transition that can be used to the full advantage.