TRAINING METHODS, TECHNIQUES AND AIDS

IN

INFOSYS TECHNOLOGIES LTD.

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Acknowledgments

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ContentsExecutive Summary............................................................................................................................4

Introduction to the company..............................................................................................................5

History of the company..................................................................................................................5

Company Overview:.......................................................................................................................5

Organization Structure, Behaviour and Practices..........................................................................7

Organization Structure...................................................................................................................7

Leadership Style:............................................................................................................................7

Staff (Human Resources):.............................................................................................................8

Culture..............................................................................................................................................8

Corporate Governance and Corporate Social Responsibility (CSR).......................................8

Service and Product Overview........................................................................................................10

Business Model.................................................................................................................................11

Introduction to Training Methods, Techniques and Aids.............................................................14

Methods of Training..........................................................................................................................15

Behavioural Methods....................................................................................................................21

Management development method............................................................................................29

Training scenario in the IT sector...................................................................................................37

Training scenario at Infosys............................................................................................................39

Grooming of Future Leaders...........................................................................................................50

9 Pillars of Leadership development..........................................................................................52

Conclusion.........................................................................................................................................59

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Executive Summary

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Introduction to the company

History of the company

Infosys Technologies Ltd. was started in 1981 by seven people( N. R. Narayana Murthy, Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan,S. D. Shibulal, K. Dinesh and Ashok Arora, with N. S. Raghavan officially being the first employee of the company) with US$ 250. Today, it is a global leader in the “next generation” of IT and consulting with revenues of over US$ 4 billion.

Infosys began its journey in India’s business environment in the 1980s, in an era when endless red tape was imposed on the private sector. In this environment, building a company whose long-term objectives included operational longevity, high ethical standards and global respect demanded commitment to a core set of values.

For Infosys, these values focus on instilling trust in their relationships with all stakeholders, including employees, investors, clients, society and the communities in which Infosys operates. Its tag line “Powered by Intellect, Driven by Values” reinforces its focus on a strong value system in the organization. The key areas of its corporate value system include: Customer Delight, Leadership by Example, Integrity and Transparency, Fairness, Pursuit of Excellence.

Company Overview:

Infosys defines designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging its’ domain and business expertise and strategic alliances with leading technology providers.

Infosys’ offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing

Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.

Infosys has a global footprint with over 50 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 103,905 employees as on June 30, 2009. It maintains various business units aligned to clients’ geographies, such as EMEA (Europe, Middle East & Africa), APAC (Asia-Pacific) and CAND (Canada). There are also horizontal business units such as ES

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(Enterprise Solutions), which specializes in ERP and package implementation and works with clients across industries and geographies and SI (Systems Integration), which provides integration services to clients.

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Organization Structure, Behaviour and Practices

Organization Structure

(MP :Mohandas Pai; DK: K Dinesh ; SB: Srinath Batni; AV: Ashok Vemuri; SD: Subhash Dhar; CK: Chandra Shekhar Kakal; BS: B G Srinivas)

Figure 1: Organization Structure (As on April 2011)

Leadership Style:

Infosys believes that leadership is one of the most essential ingredients of organizational success and it is aptly provided by its Chairman, N R Narayanmurthy. Leadership is based on high business vision and predominantly supportive styles. There is emphasis on developing leadership qualities among employees. For this purpose, it has established “Infosys Leadership Institute”. Top management emphasizes on open door policy, continuous sharing of information, taking inputs from employees in decision making, and builds personal rapport with employees. A succession plan has long been put in place and the smooth transition of authority and leadership ensured. In the last few years, we have seen smooth transition from N R Narayanmurthy to Nandan Nilakeni and from Nandan Nilakeni to Kris Gopalkrishnan without any adverse effects on the company outlook and with each one proving to be an able leader who have taken the company forward. “Creativity, devotion to being ethical and sincere in dealings, and the commitment to strive relentlessly in pursuit of excellence are also major considerations while identifying future leaders at Infosys,” points out Kris Gopalkrishnan in an interview to media.

After Nandan’s and Mohan Das Pai’s exit from the company in 2009 and 2011 respectively, speculations are ripe of an outsider, being the next chairman of the company.This will prove

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to be an interesting development in the company, which has held all the top management positions within the company since its inception.

Staff (Human Resources):

Since Infosys is in a knowledge-based industry, it focuses on the quality of the human resources. Out of its total personnel, about 90 per cent are engineers. At the entry level, it emphasizes on selecting candidates who find the company’s meritocratic culture satisfying, superior academic records, technical skills, and high level of learn ability. The company emphasizes on training and development of its employees on continuous basis and spends about 2.65 per cent of its revenues on up gradation of employee’s skills, and around 50% as employee costs. In spite of thousands of people joining every month, Infosys has been able to maintain its training standard mostly due to its highly matured processes capabilities and investment in infrastructure. As a global firm with a multi-cultural, multi-ethnic workforce and delivery centers, the IT bellwether had taken several measures to create a high-level of diversity in its workforce by enhancing its recruiting efforts in different countries.

Culture

In today’s turbulent business environment, where everything seems unpredictable, companies like Infosys continue to remain successful due to their strong organizational culture. Infosys’ organisational culture is not totally focused on creation of wealth but building a sound organisation.

Former Head of Human Relations, Bikramjit Mitra quotes in an interview to rediff.com,”Infosys has a very open-minded work culture—it is a place where there is minimal hierarchy and people are unafraid to voice new ideas. Infoscions enjoy trust at the workplace and have a friendly environment within which to perform their duties. All employees have a sense of pride and belonging—we have striven to create a workplace where politics are kept down to a minimum and where employees enjoy the transparent work culture. We believe that people are our core assets and continuously work towards motivating our employees, by providing an environment where they feel comfortable and secure.”

Corporate Governance and Corporate Social Responsibility (CSR)

Infosys has become one of the most respected companies in India through its corporate governance practices, which are considered better than many of the other companies in India. Infosys has always believed that sound corporate governance is critical to enhance and retain investor trust. The Board of Directors, which includes 8 independent directors is at the core of Infosys’ corporate governance practice and oversees how management serves and protects the long term interest of all its shareholders. Infosys adopted the tough US Generally Accepted Accounting Practices (GAAP) much before other companies in India did.

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CRISIL has assigned Infosys with “CRISIL GVC Level 1” rating for corporate governance. It was also the first company in India to be awarded “CGR1” rating (the highest rating) by ICRA (ICRA provides investment information and credit rating services in India.) It was awarded the “National Award for Excellence in Corporate Governance” by Government of India in 2000.Infosys has also been named as the best company in India in Corporate Governance in The Asset Magazine’s annual Corporate Governance Index 2008.

Infosys has been one of the most successful stories of CSR activities. It contributes up to 1 percent of its profits every year through the Infosys Foundation, a not-for-profit trust. The Foundation focuses on areas such as the underprivileged in rural areas, healthcare for the poor, education, rehabilitation and promotion of Indian arts and culture. At Infosys, the distribution of wealth is as important as its legal and ethical creation. A strong sense of social responsibility is therefore an integral part of it’s value system. Through it’s Computers@Classrooms initiative launched in January 1999, Infosys has donated 2,567 computers to various institutions across India. Infosys’ Education & Research group has been anchoring the Infosys Extension Program (IEP), which consists of the Infosys Fellowship Program, Rural Reach program, Catch Them Young and Train the Trainer. Such activities have helped in fostering Infosys’ value system. It can also be seen as an inspirational and motivational exercise for it’s employees. The company has also increased its focus in the area of Green IT.

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Service and Product Overview

The core service offerings of Infosys can be categorized as follows:

1) Custom Application Development

The Company provides customized software solutions for its clients. Infosys creates new applications and enhances the functionality of its clients’ existing software applications. The Company focuses on long-term functionality, stability and preventive maintenance to avoid problems that typically arise from incomplete or short-term solutions.

2) Software Re-engineering

The Company’s software re-engineering services assist its clients in converting their existing IT systems to newer technologies and platforms developed by third-party vendors. Infosys’ re-engineering services include Web-enabling its clients’ existing legacy systems, database migration, implementing product upgrades, and platform migrations, such as mainframe to client-server and client-server to Internet platforms.

3) Package Evaluation and Implementation

Infosys assists its clients in the evaluation and implementation of software packages developed by third-party vendors. It also provides training and support services in the course of their implementation.

4) Information Technology Consulting

The Company’s IT consulting professionals assist its clients by providing technical advice in developing and recommending appropriate IT architecture, hardware and software specifications to deliver IT solutions designed to meet specific business and computing objectives.

5) Other Solutions

Infosys’ service offerings including testing services, engineering services, business process management, systems integration, infrastructure management, and operational and business process consulting. The Company offers end-to-end validation solutions and services, including enterprise test management, performance benchmarking, test automation and product certification.

6) Finacle

Finacle, the universal banking solution from Infosys, helps banks by enabling them to shift their strategic and operational priorities. Finacle currently powers 91 banks across 54 countries, helping them serve over 100 million customers, 150 million accounts, 80,000 users and supporting over 36 million peak banking transactions per day spread across multiple installations.

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Business Model

Infosys is the incredible story of success and successful execution of business model, the company has entered red ocean market with insignificant stake and power in market, but because of successful market re-definition, the company managed to achieve a huge market share of the IT industry and become a remarkable example for rivals.

The reasons behind Infosys’ success can be attributed to the fact that, the company managed to realize what was the market pain before, anyone else could and they managed to translate it into successful business model. The Business model proposed by Infosys re-defined market needs, improved service time and quality and conceptually changed the game rules that bigger players where following. Business model of Infosys was not complicated, yet it was very hard to copy because it required from company - flexibility and dynamic changes in business processes. Business concept of Infosys was different from any other companies because they managed to identify problematic areas of IT projects, they realized that IT projects needed more and more detailed, customized business process mapping, which in most cases was done by independent consultants without relevant IT background, this was the reason why the projects implemented by Infosys competitors had lower quality and had high risk of failure or contingency. On the other hand IT project implementations where taking an average of 1 year to implement, which also was a big disadvantage from the client’s perspective. In order to reduce the time frame, Infosys combined business process mapping service with the traditional IT project package. It created local implementation teams on shore and support teams offshore and in this way Infosys achieved to work on projects practically 24 hours every day. Cause of these initiatives Infosys was able to bring the project implementation time down to 6 months.

Another very innovative change in company performance was the measurement and assessment methodologies, Infosys managed to start measuring almost everything, including customer satisfaction, employee efficiency, and financial results related to project implementations. This innovation was breakthrough in the existing environment because it was equally satisfying both for client as well as employees.

By implementing and adopting above mentioned changes, Infosys managed to reach its goals in a very short period of time, it managed to achieve fast growth and rank alongside larger players of the market, managed to propose faster and better services to customers and created unique organizational culture based on meritocracy and transparency.

The Fig 3. shows the movement of Infosys along the value chain since, its inception. This shows how the business model of Infosys has evolved over a period of time to become more mature and capable.

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Figure 2: Business Model of Infosys

Infosys has adopted a client-focused strategy to achieve growth. Rather than focusing on numerous small organizations, it focuses on limited number of large organizations throughout world. Another differentiating factor for Infosys is that it commands premium margins. Company does not negotiate over margins beyond a certain limit and some time prefers to walk-out rather than compromise on quality for low-cost contracts. This has helped in building an image for quality driven model rather than cost-differentiating model.

Increase business from existing and new clients: Infosys has focused on expanding the nature and scope of engagements for the existing clients by increasing the size and number of projects and extending the breadth of its service offerings. It increases its recurring business with clients by providing software re-engineering, maintenance, infrastructure management and business process management services which are long-term in nature and require frequent client contact. Over 97% of it’s’ revenues come from existing customers.

Expand geographically: Infosys plans to establish new sales and marketing offices, representative offices and global development centers to expand its geographical reach. It plans to increase presence in China through Infosys China, in the Czech Republic and Eastern Europe directly and through Infosys BPO, in Australia through Infosys Australia and in Latin America, through Infosys Mexico.

Enhance solution set: Infosys focuses on emerging trends, new technologies, specific industries and pervasive business issues that confront our clients. In recent years, it has added new service offerings, such as consulting, business process management, systems integration and infrastructure management, which are major contributors to its growth.

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Develop deep industry knowledge: Infosys has specialized industry expertise in the financial services, manufacturing, telecommunications, retail, transportation and logistics industries.

Enhance brand visibility: Infosys invests in the development of its premium brand identity in the marketplace by participating in media and industry analyst events, sponsorship of and participation in targeted industry conferences, trade shows, recruiting efforts, community outreach programs and investor relations.

Pursue alliances and strategic acquisitions: Infosys is known for its organic growth (risk averse) strategy though it has strategic alliance with leading technology providers take advantage of emerging technologies in a mutually beneficial and cost-competitive manner.

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Introduction to Training Methods, Techniques and Aids

Human Resource Management is concerned with the planning, acquisition, training & developing human beings for getting the desired objectives & goals set by the organization. The employees have to be transformed according to the organizations' & global needs. This is done through an organized activity called Training.

Training is a process of learning a sequence of programmed behaviour. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behaviour. It helps in bringing about positive change in the knowledge, skills & attitudes of employees.

Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands.

Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization.

Training plays a significant role in human resource development. Human resources are the lifeblood of any organization. Only through trained & efficient employees, can an organization achieve its objectives.

* To impart to the new entrants the basic knowledge & skills they need for an intelligent performance of definite tasks.

*To prepare employees for more responsible positions.

* To bring about change in attitudes of employees in all directions.

* To reduce supervision time, reduce wastage & produce quality products.

* To reduce defects & minimize accident rate.

* To absorb new skills & technology.

* Helpful for the growth & improvement of employee's skills & knowledge.

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Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioural methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive Methods

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

a) Lectures

It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behaviour, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainer’s intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. 

Main Features of Lecture Method

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity

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b) Demonstrations

This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer-demonstrates the task by describing how to do, while doing-

Helps the focusing their attention on critical aspects of the task Tells the trainees what you will be doing so they understand what you will be showing

them Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved, the more learning will occur. The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and why

c) Discussion Training Method

This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher level knowledge objectives, such as problem solving and principle learning. 

The Discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback that enables the trainer to determine whether the material is understood. If

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yes, then definitely it would help out the trainees to implement it at their workplaces and if not, the trainer may need to spend more time on that particular area by presenting the information again in a different manner. 

Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall.

d) Computer based Trainings

With the worldwide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals. 

Some of the benefits of Computer Based Training are:

Figure 3: Benefits of Computer Based Training

According to a recent survey, about 75% of the organizations are providing training to employees through Intranet or Internet. Internet is not the method of training, but has

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become the technique of delivering training. The growth of electronic technology has created alternative training delivery systems. 

CBT does not require face to face interaction with a human trainer. This method is so varied in its applications that it is difficult to describe in concise terms. 

The various other methods that come under Cognitive approach are:

e) Intelligent Tutorial System (ITS)

This Intelligent Tutorial system uses artificial intelligence to assist in training or tutoring the participants. This system learns through trainee responses.

Features of Intelligent Tutorial Systems (ITS) are as follows:

It selects the appropriate level of instructions for the participants It guides the trainees It is a text-based system It also evaluates the training program It also improves the methodology for teaching the trainee based on the information It is an interactive system It determines the trainee’s level of understanding

Intelligent Tutorial System (ITS) comprises of 5 components:

1. A domain expert also called the expert knowledge base2. A trainee model – stores the information on how the trainee is performing during the

training program3. A scenario generator4. A training session manager – interprets trainees responses and responds either with

tutoring, more content or information5. A user interface – allows the trainee to communicate with the intelligent tutorial

System.

f) Programmed Instruction (PI)

Programmed instruction is a Computer-based training that comprises of graphics, multimedia, text that is connected to one another and is stored in memory. Programmed instruction is the procedure of guiding the participants strategically through the information in a way that facilitates the most effective and efficient learning. It provides the participant with content, information, asks questions, and based on the answer goes to the next level of information i.e. if the trainee gives the correct answer; one branch moves the trainee forward to the new information.

And if the trainee gives the wrong answer then different branch is activated, taking the trainee back to the review relevant information in more elaborate manner. This method allows the trainees to go through the content according to the individual speed, and capability. Those trainees, who respond better, move through the content rapidly. 

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Programmed Instruction also comes in 

Printed form i.e. books Tape Interactive Video Other formats

In programmed instruction, trainees receive information in substantial amount and then tested on their retention of information. If the trainees are not able to retain the information, they are referred back to the original information. If the trainees retain the information, they are referred to the next log of information that is to be learned.

Features of Programmed Instruction are as follows:

Some of the features of programmed instructions are:

It provides immediate feedback to trainee response It frequently reviews the content It programs small learning steps that results in fewer response errors It allows trainees to move through the content at their own speed, or capability

It requires frequent active responses by the trainees

g) Virtual Reality (VR):

Virtual Reality is a training method that puts the participant in 3-D environment. The three dimensional environment stimulates situations and events that are experienced in the job. The participant interacts with 3-D images to accomplish the training objectives. This type of environment is created to give trainee the impression of physical involvement in an environment. To experience virtual reality, the trainee wears devices, like headset, gloves, treadmills, etc.

Virtual Reality provides trainees with an understanding of the consequences of their actions in the work environment by interpreting and responding to the trainees’ actions through its accessories:

Headset – provides audio and visual information Gloves – provides tactile information Treadmills – is used for creating the sense of movement Sensory devices – transmits how the trainees are responding in the virtual workplace

to the computer. This allows the virtual reality (VR) system to respond by changing the environment appropriately.

Features of Virtual Reality (VR) System are as follows:

It is poorly understood – requires technical understanding

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It is expensive It is time consuming It is flexible in nature It does not incur travelling, lodging, or food cost It requires excellent infrastructure

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Behavioural Methods

Behavioural methods are more of giving practical training to the trainees. The various methods under Behavioural approach allow the trainee to behaviour in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioural approach are:

a) Games and Simulation

Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees’ job. 

A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of real-life games. Simulation is about imitating or making judgment or opining how events might occur in a real situation. It can entail intricate numerical modelling, role playing without the support of technology, or combinations.

Training games and simulations are now seen as an effective tool for training because its key components are: 

Challenge Rules Interactivity

These three components are quite essential when it comes to learning. 

Some of the examples of this technique are:

Figure 4: Games and Simulation techniques

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Trainees can therefore experience these events, processes, games in a controlled setting where they can develop knowledge, skills, and attitudes or can find out concepts that will improve their performance. 

The various methods that come under Games and Simulations are:

1) Behavioural Modelling

Behaviour Modelling uses the innate inclination for people to observe others to discover how to do something new. It is more often used in combination with some other techniques.

Procedure of Behaviour Modelling Technique 

In this method, some kind of process or behaviour is videotaped and then is watched by the trainees. Games and simulation section is also included because once the trainees see the videotape, they practice the behaviour through role plays or other kind of simulation techniques.

The trainee first observes the behaviour modelled in the video and then reproduces the behaviour on the job.

The skills that are required to build up are defined A brief overview of the theory is then provided to the trainers Then, trainees are given instructions that what specific learning points or

critical behaviour they have to watch Then the expert is used to model the suitable behaviours Then, the trainees are encouraged to practice the suitable behaviour in a

role play or through any other method of simulation Trainees are then provided with some opportunities to give reinforcement

for appropriate imitation of the model’s behaviour In the end, trainer ensures that trainees appropriately reinforces the

behaviour on the work place

Behaviour modelling focuses on developing behavioural and interpersonal skills. This type of method can be used for training in 

Sales training Interviewee training Interviewer training Safety training Interpersonal skills training

2) Business Games Training

With the increase in globalization and changing technologies, many organizations are now moving from board games to computer based simulations, using interactive multimedia (IM) and virtual reality (VR).

Business games are the type of simulators that try to present the way an industry,

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company, organization, consultancy, or subunit of a company functions. Basically, they are based on the set of rules, procedures, plans, relationships, principles derived from the research. In the business games, trainees are given some information that describes a particular situation and are then asked to make decisions that will best suit in the favour of the company. And then the system provides the feedback about the impact of their decisions.

Again, on the basis of the feedback they are asked to make the decisions again. This process continues until some meaningful results do not came out or some predefined state of the organization exists or a specified number of trails are completed. 

As an example, if the focus is on organization's financial state, the game may end when the organization reach at desirable or defined profitability level. Some of the benefits of the business games are:

It develops leadership skills It improves application of total quality principles It develops skills in using quality tools It strengthen management skills It demonstrates principles and concepts It explores and solves complex problem

Figure 5: Benefits of Business Games

Many games and simulations examine the total organization but only some focus on the functional responsibilities of specific positions in an organization.

Business games simulate whole organization and provide much better

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perspective than any other training methods. They allow trainees to see how their decisions and actions impact on the related areas. 

3) Case Study Training Method

Case Studies try to simulate decision making situation that trainees may find at their work place. It reflects the situations and complex problems faced by managers, staff, HR, CEO, etc. The objective of the case study method is to get trainees to apply known concepts and ideologies and ascertain new ones. The case study method emphasize on approach to see a particular problem rather than a solution. Their solutions are not as important as the understanding of advantages and disadvantages.

Procedure of the Case Study Method

The trainee is given with some written material, and the some complex situations of a real or imaginary organization. A case study may range from 50 to 200 pages depending upon the problem of the organization

A series of questions usually appears at the end of the case study. The longer case studies provide enough of the information to be examined

while the shorter ones require the trainee to explore and conduct research to gather appropriate amount of information.

The trainee then makes certain judgment and opines about the case by identifying and giving possible solutions to the problem.

In between trainees are given time to digest the information. If there is enough time left, they are also allowed to collect relevant information that supports their solution.

Once the individuals reach the solution of a problem, they meet in small groups to discuss the options, solutions generated.

Then, the trainee meets with the trainer, who further discusses the case.

Case Study method focuses on: 

Building decision making skills Assessing and developing Knowledge, Skills and Attitudes (KSAs) Developing communication and interpersonal skills Developing management skills Developing procedural and strategic knowledge

4) Equipment Simulators

Equipment simulators are the mechanical devices that necessitate trainees to use some actions, plans, measures, trials, movements, or decision processes they would use with equipment back on the their respective work place. 

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It is imperative that the simulators be designed to repeat, as closely as possible, the physical aspects of equipment and operational surroundings trainees will find at their work place. This is also called as physical fidelity of the simulation. 

Besides that, the mental conditions under which the equipment is operated such as, increasing demands, pressure of time, and relationship with colleagues, subordinates, etc must also be closely matched to what the trainees experience on the work place.

The literature on socio-technical approaches to organizational development provides guidelines for the design or redesign of tools. Human Resource professionals involved in propose of simulators and their pre-testing should engage those who will be using the equipment and their supervisors. Their input can help in reducing the potential resistance, errors in the equipment and more importantly, it also increases the degree of reliability between the simulation and the work setting. 

Equipment simulators can be used in giving training to:

Air Traffic Controllers Taxi Drivers Telephone Operators Ship Navigators Maintenance Workers Product Development Engineers Airline Pilots Military Officers

5) In Basket Technique:

In-Basket Technique – It provides trainees with a log of written text or information and requests, such as memos, messages, and reports, which would be handled by manger, engineer, reporting officer, or administrator.

Procedure of the In basket Technique

In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role.

The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period.

After all the trainees complete in-basket, a discussion with the trainer takes place.

In this discussion the trainee describes the justification for the decisions. The trainer then provides feedback, reinforcing decisions made suitably or

encouraging the trainee to increase alternatives for those made unsuitably.

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A variation on the technique is to run multiple, simultaneous in baskets in which each trainee receives a different but organized set of information. It is important that trainees must communicate with each other to accumulate the entire information required to make a suitable decision.

This technique focuses on:

Building decision making skills Assess and develops Knowledge, Skills and Attitudes (KSAs) Develops of communication and interpersonal skills Develops procedural knowledge Develops strategic knowledge

Figure 6: In-Basket Techniques

6) Role Play Training Method:

Role play is a simulation in which each participant is given a role to play. Trainees are given with some information related to description of the role, concerns, objectives, responsibilities, emotions, etc. Then, a general description of the situation, and the problem that each one of them faces, is given. For instance, situation could be strike in factory, managing conflict, two parties in conflict, scheduling vacation days, etc. Once the participants read their role descriptions, they act out their roles by interacting with one another

Role Plays helps in:

Developing interpersonal skills and communication skills Conflict resolution Group decision making

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Developing insight into one’s own behaviour and its impact on others

Figure 7: Role- Play Techniques

There are various types of role plays, such as:

Multiple Role Play – In this type of role play, all trainees are in groups, with each group acting out the role play simultaneously. After the role play, each group analyzes the interactions and identifies the learning points.

Single Role Play – One group of participants plays the role for the rest, providing demonstrations of situation. Other participants observe the role play, analyze their interactions with one another and learn from the play.

Role Rotation – It starts as a single role play. After the interaction of participants, the trainer will stop the role play and discuss what happened so far. Then the participants are asked to exchange characters. This method allows a variety of ways to approach the roles.

Spontaneous Role Play – In this kind of role play, one of the trainees plays herself while the other trainees play people with whom the first participant interacted before. 

Both the methods can be used effectively to change attitudes, but through different means.

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Apart from the above mentioned techniques, various other training methods are available; one of them being the Management Development Technique

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Management development method

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instil sound reasoning processes.

Management development method is further divided into two parts:

1) On Job Training (OJT):

The most frequently used method in smaller organizations that is on the job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner.

Some key points on OJT is characterized by following points

It is done on ad-hoc manner with no formal procedure, or content At the start of training, or during the training, no specific goals or objectives are

developed Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge

Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique.

The procedure of formal on the job training program is:

1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee)

2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks

3. When the trainee is prepared, the trainee starts performing on the work place4. The trainer provides continuing direction of work and feedback5. The trainee is given more and more work so that he accomplishes the job flawlessly

The four techniques for on the job development are:

a) Coaching

Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants. 

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A coach is the best training plan for the CEO’s because

It is one to one interaction It can be done at the convenience of CEO It can be done on phone, meetings, through e-mails, chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement.

This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executive’s specific developmental needs. The needs can be identified through 60 degree performance reviews. 

Procedure of the Coaching

The procedure of the coaching is mutually determined by the executive and coach. The procedure is followed by successive counselling and meetings at the executive’s convenience by the coach.

1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation2. Meet the participant and mutually agree on the objective that has to be achieved3. Mutually arrive at a plan and schedule4. At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback5. Repeat step 4 until performance improves

b) Mentoring

Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a lot from mentoring. By dealing with diverse mentee’s, the executive is given the chance to grow professionally by developing management skills and learning how to work with people with diverse background, culture, and language and personality types.

For the people at middle level management, coaching is more likely done by the supervisor; however experts from outside the organization are at times used for up and coming managers. Again, the personalized approach assists the manger focus on definite needs and improvement.

Executives also have mentors. In cases where the executive is new to the organization, a senior executive could be assigned as a mentor to assist the new executive settled into

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his role. Mentoring is one of the important methods for preparing them to be future executives. This method allows the mentor to determine what is required to improve mentee’s performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training. The mentor can also provide opportunities to work on special processes and projects that require use of proficiency.

Some key points on Mentoring

Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction It helps in identifying weaknesses and focus on the area that needs improvement

c) Job Rotation

For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective. 

For managers being developed for executive roles, rotation to different functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments, business units, cities, and countries. 

An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization.

Benefits of Job Rotation 

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries

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Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required

d) Job Instruction Training (JIT):

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

Plan – This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the training program. The second step is to find out what the trainee knows and what training should focus on. Then the next step is to create a comfortable atmosphere for the trainees’ i.e. proper orientation program, availing the resources, familiarizing trainee with the training program etc.

Present – In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions.

Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure.

Follow-up – In this step, the trainer checks the trainee’s job frequently after the training program is over to prevent bad work habits from developing.

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Figure 8: Phases of Job Instruction Training

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2) Off the Job Training

There are many management development techniques that an employee can take in off the job. The few popular methods are:

a) Sensitivity Training:

Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioural flexibility.

Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own point of view. Behavioural flexibility is ability to behave suitably in light of understanding

Procedure of Sensitivity Training

Sensitivity Training Program requires three steps:

Unfreezing the old values –It requires that the trainees become aware of the inadequacy of the old values. This can be done when the trainee faces dilemma in which his old values is not able to provide proper guidance. The first step consists of a small procedure:

An unstructured group of 10-15 people is formed. Unstructured group without any objective looks to the trainer for its guidance But the trainer refuses to provide guidance and assume leadership Soon, the trainees are motivated to resolve the uncertainty Then, they try to form some hierarchy. Some try assume leadership role which may

not be liked by other trainees Then, they started realizing that what they desire to do and realize the alternative

ways of dealing with the situation

Development of new values – With the trainer’s support, trainees begin to examine their interpersonal behaviour and giving each other feedback. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviours and values. This process constitutes the second step in the change process of the development of these values.

Refreezing the new ones – This step depends upon how much opportunity the trainees get to practice their new behaviours and values at their work place.

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Figure 9 :Procedure of Sensitivity Training

b) Transactional Analysis

Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behaviour of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation reaction relationship between two persons is a transaction. Transactional analysis can be done by the ego states of an individual.

An ego state is a system of feelings accompanied by a related set of behaviours.

There are basically three ego states:

Child: It is a collection of recordings in the brain of an individual of behaviours, attitudes, and impulses which come to her naturally from her own understanding as a child. The characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal clues that a person is operating from its child state are the use of words like "I guess", "I suppose", etc. and non verbal clues like, giggling, coyness, silent, attention seeking etc. 

Parent: It is a collection of recordings in the brain of an individual of behaviours, attitudes, and impulses imposed on her in her childhood from various sources such as, social, parents, friends, etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states are the use of words like, always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at somebody, etc.

Adult: It is a collection of reality testing, rational behaviour, decision making, etc. A person in this ego state verifies, updates the data which she has received from the other two states. It is a shift from the taught and felt concepts to tested concepts.

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Figure 10: Ego States of Individual

All of us evoke behaviour from one ego state which is responded to by the other person from any of these three states. Other techniques include the Lectures and Simulation exercises.

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Training scenario in the IT sector

The Indian IT sector is growing at a very fast pace and is expected to earn a revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US $ 40 billion with a growth rate of 30%. IT sector is expected to generate 2.3 million jobs by 2010, according to NASSCOM (National Association of Software and Service Companies) 

With this rapid expansion of IT sector and coming up of major players and new technologies like SAP, the need of human resource development has increased.

According to the recent review by Harvard Business Review, there is a direct link between training investment of the companies and the market capitalization. Those companies with higher training investment had higher market capitalization. It clearly indicates that the companies which have successfully implemented training programs have been able to deliver customer goals with effective results. It shows that good training results in enhancement of individual performance, which in turn, helps the organization in achieving its business goals. Training is a tool that can help in gaining competitive advantage in terms of human resource. 

With the rapid expansion in IT/ITES sector, now there is enough scope of IT training courses and institutes. IT sector is soon going to face a huge shortfall of skilled employees, if the growth in the software industry goes by as expected. According to recent report of NASSCOM (The National Association of Software and Services Companies) on software industry, the IT services sector will see a shortfall of 2,35,000 people by 2008. IT spending in the global business world is expected to grow by 6 to 7 % in the next 3 years, which will be enough to give boost to the IT training sector. 

This huge IT spending is largely because of uptake in IT recruitment. According to a recent IDC report, India alone spends $216 million, i.e. 21% of the total spending of IT training in the region, and is expected to be one of the largest contributors in the coming years. This is largely because India alone accounts for 60 % of the total Asia-Pacific demand for IT professionals. Currently, the IT training market is valued at Rs 100 crore, and is expected to reach Rs 500 crore over the next 3 years. The major factor that is responsible for growth in IT sector is the e-governance initiatives introduced by central government and various other state governments.

Now there is a notable shift from long-term course to short-term training certifications. Due to this, the focus is now on hiring professionals with expertise in particular domains. The demand has largely for JAVA and .NET professionals. And on the NETWORKING end, network storage and Linux demand is taking a toll.

The specific areas Covered in Training Programs in IT/Software Development Industry are as follows:

1 ) Computer Manufacturing2 ) E D P /   E Commerce

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3) D e s i g n i n g4) Maintenance Service

5) Operating jobs, Computer operators, Data Entry6) System Developing /Programming /Software Engineering7)Networking8)Application Programming9)Research and Development in Peripheral Integration10) Product Quality control and Reliability Testing11) Enterprise Resource Planning12) Data warehouse and Management

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Training scenario at Infosys

In 1981, a small team led by NR Narayana Murthy and his wife, started ‘Data Basics Corp’ a small time on-site software developer company. The company was later renamed as Infosys.

During its initial years, Infosys struggled to get projects due to lack of reputation, inadequate infrastructure, and government regulations. But the determination of the promoters and their full involvement got them their first order which they completed successfully in time.

Exports increased over time and Infosys set up a Software development center in Bangalore, India. In 1987, it established its first international office in California, US. In 1988, Infosys bagged its first major order from the Reebok and in 1989 bagged another major order from Digital Equipments based in the US. The year 1991 was a significant year in the history of Indian business. In the Union Budget that import tariffs were reduced, taxes were rationalized, and exports were encouraged. Other reforms introduced were free-market pricing of Initial Public Offering (IPO) and relaxation in restrictions on foreign exchange, etc.

In 1993, Infosys successfully completed its IPO. By 1995, Infosys had become the fifth largest software exporter in India. In 1996, it set up its office in UK and then in Canada in 1997.In 1999, Infosys achieved annual revenues of US$100 mn. In the same year it earned the highest level of certification, CMM Level 5, conferred to only a few companies in the world.

It was the first Indian company to be listed on NASDAQ in 1999. In 2001 and 2002 it was rated as the ‘Best Employer in India’ and ‘India’s most respected company’ by leading Indian business magazines. In 2006, Infosys Technologies Limited was one of India’s biggest IT companies and provided IT services, solutions, and consultation globally. By the year 2006 it had over 49,000 employees worldwide.

By 2006, there were close to 50,000 Infoscions (employees of Infosys). Getting a job at Infosys was tough as it admitted only 1% of applicants. Out of the total number of applicants, Infosys short-listed only top 20% of students from premier colleges, universities, and institutes.

Infosys in its history had hired many people from different engineering fields who exhibited a high aptitude for ‘learn-ability’ and preferred them over those computer engineers who could not solve problems beyond their technical training.

The short listed candidates underwent a rigorous selection procedure, which involved a series of aptitude tests and interviews. The aptitude tests were significantly tougher and very few candidates cleared them.

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The successful candidates were invited for a personal interview. Candidates were judged mainly on their analytical abilities, learn-ability, and communication skills. The selected few candidates were then given job offers.

The Infosys Leadership Institute in Mysore, India, pumps out executive talent for Infosys Technologies, the global IT solutions provider with fiscal 2008 revenue of $4.18 billion and year-over-year growth of 35 percent. Infosys employs 91,187 people and has offers out for an additional 18,000.

The HR function is responsible for the institute’s curriculum and an on-site staff of 80. HR is also responsible for all leadership development programs, including designing the curriculum and monitoring the results. Infosys’ underlying philosophy is that leadership cannot be taught, but it can be learned.

Every quarter, HR reports to the board on the number of personal development plans in progress and the status of the leadership development programs. Infosys also conducts an annual survey of the participants from all three tiers. HR reviews the list of participants and determines whether anyone should be dropped from the program for performance reasons.

To gauge the results of the leadership development program, HR uses a leadership index based on the nine dimensions and rates each participant on a 1 to 5 scale, with 5 as the highest rating. The rating hinges not only on each leader’s actions but also on the leader’s efforts to share learning with others in the business unit or function.

Need for Training

The dynamic nature of the software and IT industry requires its workforce to upgrade frequently in technology and skills. Companies were focusing on continuous training and development of their employees, which also helped in the reduction of attrition rate.

At Infosys, every new recruit underwent approximately three months of training before they were made billable to clients.

The American Society for Training and Development (ASTD) rated Infosys as the world’s best in employee training and development and conferred ‘Excellence in Practice Award continuously for three consecutive years 2002, 2003 and 2004. The award was conferred for its ‘Global Business Foundation School.’ It was a program for all fresh engineering entrants to Infosys to equip them for the challenging software career ahead of them. The program ran around the year and was implemented over several global centers across the organization.

The Global Business Foundation School comprised of generic conceptual courses, platform specific courses, mini projects for application, and an end term project tailored from real life projects. In addition to technical courses, fresh entrants were also exposed to courses on communication skills, interpersonal skills, customer interaction etiquettes, management development, and quality systems.

In 2005 Infosys established ‘Infosys U’, one of the largest corporate training centers in the world. The ‘Global Education Center’ was set up in 2005. It was one of the biggest corporate training centers in the world. The Global Education Center would run a 14.5

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week residential program, which would impart generic and work specific training in technology areas, along with soft skills and leadership programs to freshers.

The center had 2,350 rooms spread across the campus, 58 training rooms, 183 faculty rooms, state-of-the-art library and a cyber cafe. The center had the capacity to train around 15,000 freshers in one year.

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The Training Program

After the new recruits joined Infosys, they were taken to Infosys U for a 14.5 week training program. At Infosys U, the freshers were welcomed in Infosys by NR Narayana Murthy through an audio visual presentation. The initial days of the training program, freshers filled forms and learned the values that drove Infosys. During the entire training program, new recruits were trained to work or program different tech applications.

The library had an online database of Infosys case studies to help the recruits. The trainers generally imparted training in hard skills through lectures on the concepts and theory for a few hours and then allowed the recruits to work independently and build their own applications for the rest of the day.

While the training program focused mainly on technical skills, the freshers were also trained in soft skills. There were separate rooms and faculties for soft skill training. Training was imparted on global etiquette, comportment, importance of body language, public speaking, improving interpersonal communication and team-building. The various methods used included, asking the freshers to perform skits, going through several ‘what-if’ scenarios and to practice smiling in front of the mirror.

The campus provided best of food to at an affordable price. Among other options, the campus had the retail outlet of the pizza chain ‘Domino’s Pizza’ where both Western and Indian varieties of pizzas were available. The pizza could also be ordered while the employee was working, but the Infosys culture discouraged working during lunch. The Infoscions believed in taking break during lunch and socializing.

The center had an ‘Employee Care Center’ to facilitate all round development. The employee care center offered recreational facilities such as a gymnasium, a swimming pool, Jacuzzi, bowling alley and a meditation hall. It also had an international-class cricket ground and a multipurpose ground with a six-lane synthetic track, which housed basketball, volleyball, squash, and tennis courts. The campus also housed an auditorium, which had a seating capacity of 1,300 people and three multiplex theatres with a capacity of 150 seats each. The freshers had to work for eight hours every day and at the end of the training program, the freshers had to pass two comprehensive exams before proceeding further. About 1% to 2% failed in the exams. Infosys U also served as the opportunity to interact with Infoscions working in countries other than India.

The spirit of learnability among the people at Infosys and an organizational commitment to continuous personal and professional development keeps Infosys at the forefront in a fast-changing industry. The framework for continuous learning at Infosys is built around a number of focused programs for our employees. These range from major initiatives such as the Infosys Leadership Institute to various ongoing management development and personal improvement programs. They complement a host of technology advancement and ongoing training options. 

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The training plan provides a sequence of inputs as individuals grow through their professional career. Commencing with a structured induction at the beginning to leadership trainings while assuming senior responsibilities.

Training and development initiatives are available at each milestone and cover the following-

1) Technical training by Education & Research (E&R) department:

Infosys as part of E&R department runs the largest corporate technical university in Asia. It has a state of an art technology; offering training in all its development centres in India to about 30,000 new joiners in a year. The E&R department creates, manages, and sustains the infrastructure for learning and knowledge sharing in the company. This includes courseware, library services, intranet based learning and online services. Infosys has an entry-level technical training program, which is for duration of 14 weeks. This program has been certified by educationists as being equivalent to a BS program in the US. The Education & Research (E&R) department at Infosys offers a variety of training programs on a regular basis for Middle level employees as well.

The following Training and learning programs are rolled out by Infosys to its employees as part of its E&R department:

E-learning: On-Line learning program to enable access to training programs from remote locations

Foundation Program: Freshman graduate engineers undergo a 12-14 weeks full time rigorous educational training program before induction into production.

Just-In-Time (JIT) courses are delivered to Infosys employees based on sudden or unforeseen requirements to meet the urgent requirements of Infosys’ clients

Knowledge management group is the hub of all the knowledge sharing activities in Infosys. This is a very active platform and works through multiple channels of knowledge sharing. Thanks to its knowledge management, Infosys has won the Global Make awards in 2003, 2004, 2005 and 2007.

Certifications: Deepening competencies is a strategic imperative with twin objectives, to give employees an opportunity to continuously enhance their competencies and help them achieve their career aspirations. Infosys has a strong internal certification program for all its employees, which encompasses technical and business related certifications.

The E&R training offering can be summarized though the following diagram:

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Figure 11: E&R Training Offering at Infosys

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Figure 12: Continuous Education Methodology at Infosys

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2) ILI: The Infosys Leadership System:

The Infosys Leadership Institute (ILI) is a blend of leadership and managerial development. It has role based training programs and a global business school for in house development of employees’ managerial and interpersonal skills. The Infosys Leadership System (ILS) and the Infosys Leadership Institute (ILI) address the issue of sustained growth in general and creates a formal and committed system for developing leadership capabilities in Infoscions. The most significant attribute of the Infosys leadership development model is its partnership approach with the other groups in Infosys and the ownership of the entire process by the top management in what is termed as the ‘Internal Synergy Model’. ILI is based at a world-class physical infrastructure, in Mysore, India.

3) Role Based Training Programs:

Learning is a continuous process. At the core of learning in a human being are involvement, desire to excel, and motivation to widen horizons of knowledge; use this learning productively.

Respecting this, the ILI has created multiple learning forums which offer a mix of all options it suit the various learning styles, increasing the individual’s thirst for knowledge and guiding his efforts to quench his thirst while allowing him to take responsibility for this journey himself is at the core of this philosophy.

Entry-level programThe trainees at Infosys undergo training for four months at the Infosys Leadership Institute. During this period, they handle numerous assignments and undergo assessment programs and developmental interventions.

Learning managementInfosys’ learning process is aligned with the specific context, business outcome and initiatives of the unit. It is managed by the learning consultants who work closely with the unit.

Tier leadership developmentInfosys’ training program is focused on grooming a new generation of leaders. Its leadership development initiative categorizes leaders into different tiers. Candidates undergo various assessment, personal development and mentoring programs.

4) InStep:

Instep is Infosys’ global internship program to attract students from the best academic institutions around the world. It includes premier institutes like Harvard, MIT, Oxford etc. It helps students to work on live, organizationally relevant technical and business projects in the company. The InStep program is largely responsible for exposing students from all over the globe to living and working in India and experience firsthand the challenges of working in one of the most exciting emerging markets of the world.

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The advantages of the InStep Program are:

Infosys Edge-Infosys' IT consulting and software solutions address the mission-critical needs of Fortune 500 corporations as well as emerging corporate leaders. Infosys manages a range of multi-million dollar projects for global clients including Adidas-Salomon AG, Apple Computer, J. Sainsbury PLC Group, Nortel Networks, Salomon and Taylor Made and Toshiba Corporation through its pioneering Global Delivery Model. Infosys offers a stimulating and challenging, yet informal and campus-like work environment.

Venture, Discover, Achieve: InStep is an internship program for undergraduate, graduate and PhD students from top global academic institutions. As part of the Infosys family, the interns get to realize their potential, while working on high-quality, customer-facing projects. They are exposed to new and emerging technologies and business opportunities.

Unlimited Projects: InStep enables the interns to work on live technical and business projects, ranging from application development to business consulting at Infosys' offices worldwide.

Schedule Flexibility: InStep runs through the year, to suit academic calendars worldwide. The internship assignment ranges from 8 weeks to 24 weeks.

Global Exposure: As an InStep intern, they gain experience in the dynamic Information Technology industry and get global exposure by working in a multi-cultural environment.

Interaction with Senior Management: Infosys' senior management is regarded for its pioneering leadership in the Indian IT industry. Mr. Narayana Murthy (Chairman and Chief Mentor) and Mr. Nandan Nilekani (Co-Chairman of the Board of Directors, then Managing Director, President and CEO) were voted Fortune Asia's Businessmen of the Year 2003. The interns get an opportunity to interact with top management during their internship at the company.

Constant Support: A student mentor helps the interns to settle into Infosys' international working environment, while a project mentor guides the intern through the internship assignment.

Stipend, airfare, accommodation, 'Intern Excursion' and other benefits- the intern receives a monthly stipend. The stipend is structured according to the cost of living in the region that the interns are based during your internship period. Infosys also pays for the airfare, lodging and boarding.

5) Campus Connect:

Engineering and management colleges are the natural bedrock for the IT talent in the knowledge economy. The educational institutes and the IT industry have realized the need to scale up industry ready quality students to meet the growing demands of the industry. As a primary stakeholder in creating a vibrant talent pool for future graduates, Infosys launched Campus Connect in May 2004, a first of its kind, industry-institute initiative. Campus Connect is a forum where some of the best practices at Infosys are shared with educational institutions and aligns the needs of the colleges, its faculty and students with those of the IT industry.

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Campus Connect is Infosys’ initiative to help increase India’s competitiveness in the knowledge economy. Campus Connect aims at evolving a model through which Infosys and engineering institutions can partner for competitiveness, enhance the pool of highly capable talent for growth requirements in Information Technology (IT) space. It is aimed at creating an effective means of backward integration into the supply chain by going into the college campuses from where the IT industry gets the people for its growth.

Campus Connect equips graduates not only with computer science and software engineering, but also helps them apply their learning in practical situations, with special emphasis on teamwork, project management, cross functional networking and effective communication.

The variety of things lined up under the Campus Connect initiative is as follows:

Seminars and faculty training for colleges: This will give an industry perspective to the faculty.

Aligning the college curriculum with industry requirements and working with educational bodies for implementing it.

Publishing Infosys courseware on the web: This will give students and faculty access to courseware designed by us. The courseware adds to the existing college courseware and highlights the integrated, systems way of looking at hitherto discrete topics. This is the courseware we use to prepare our new recruits for global “industry ready” standards.

Sabbatical for Professors: Professors can pursue areas of research interest with us, and also add to the intellectual content.

Infosys makes this program exclusive for participating colleges by providing-

a) Assistance to the faculty in order to introduce industry oriented coursesb) Sabbaticals for the facultyc) Sponsorship of events in the tech-fests of the collegesd) Technical seminars by expert Infoscions in their campuses e) Allowing industry visits by students of the college to Infosys campuses

Through this initiative, Infosys will help with its experiences and work with the academia to plug in the gap to integrate learning with practical situations. This includes the creation of a project bank on the Infosys portal to give final year students practical experience in working on real life situations. The program also aims to provide a holistic view to the students to develop business and communication skills that are required to compete in the global arena.

6) Quality Process Training:

Infosys has a strong focus on quality processes and methodologies. This training is tailored to the role that one is playing i.e. Software Engineer, Programmer Analyst, Project Managers etc

7) Personal Effectiveness and Managerial Programs: 

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Programs to enhance the managerial capabilities and leadership abilities, to enable better customer satisfaction, achieve organizational vision and create high performing multicultural teams. 

Infosys Technologies spends Rs. 750 crore a year on training fresh recruits. The company adds about 4000-5000 staff every quarter. This comes to Rs. 2.50 lakh spent on each potential new employee during a 16-week training period. Apart from containing attrition at around 13.7 per cent against the industry average of 17 per cent, the training turned out young men and women with additional ‘soft skills’, including the ability to communicate clearly, learn efficient team work and decision-making, Mr. Pai said. Close to five per cent of trainees did not match the job skills required and had to return home.

Infosys has its on-campus job skills programme, Campus Connect, covering 510 engineering colleges in several regions. So far, 2,300 faculties have been trained on industry needs like better understanding of concepts involved in work such as software engineering. The Mysore campus has two software development centres and a special economic zone (SEZ) facility, both being expanded now. The SEZ recorded Rs. 800 crore exports last year.

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Grooming of Future Leaders

At Infosys, a succession plan has long been put in place and the smooth transition of authority and leadership

While Infosys continues to be in very good hands to take on any challenge, the IT major has already identified a pool of 400 leaders who will steer it in the future. Especially, since the founders of the company are in their early- or mid-fifties and due for retirement at 60.

So how does Infosys groom its future leaders? The process is long-drawn, meticulous, and in consonance with the company's stated vision: 'To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people.'

This is where the Infosys Leadership Institute at the company's Mysore campus comes into the picture. The 162,000 square feet structure, built at the cost of Rs 41.1 crore (Rs 411 million), is where the next generation of Infosys leaders is being primed. The company has identified 400 'leaders' on the basis of several parameters: their performance throughout their tenure with the company being a prime criterion for selection.

Great performance puts employees on the fast track to growth within the organisation. As does their commitment to surpassing customer expectations, setting standards in business and transactions, and being a paradigm for the industry and the company. Creativity, devotion to being ethical and sincere in dealings, and the commitment to strive relentlessly in pursuit of excellence are also major considerations while identifying future leaders at Infosys.

The pool of 400 leaders, that Infosys has identified is from across the globe and does not comprise Indians alone. It is in keeping with the company's multi-national, multi-cultural image where excellence is the most important condition. There is a three-tier mentoring process at Infosys.

Tier-1 of the Infosys Management Council, which consists of the company's board of directors, mentors Tier-2 leaders who in turn guide the Tier-3 group.

About 45 executives are a part of the company's Tier-1 of the management council. And each of the leaders undergoes exhaustive and sustained training through the company's personal development programme -- PDP.

Infosys training programmes are designed to enable company professionals enhance their skill sets in tune with their respective roles. The management council is an advisory body that takes strategic decisions on the company's businesses and was set up by N R Narayana Murthy, with the idea of building an outfit that is built to last and is ably geared to handle the uncertainties of a global market, the high and lows of business cycles, and to power the company towards strong growth in the future.

When Narayana Murthy first set up the council, he found that the young go-getters in the company were diffident to air their suggestions. It was then that the idea of an in-house leadership institute was born. Encouragement from the top management has put an end to the fears of transgressing the chain of command, and young Infoscions are now urged to give vent to their creative talent and come up with their ideas and plans.

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The faculty at the ILI has in a note spelt out the rationale behind the institute and charted out the manner in which it operates.

The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare its executives to handle the external and internal business environment; and through 'thought leadership' creates better customer value.

Figure 13: Competency Framework at Infosys

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9 Pillars of Leadership development

The leadership development programme at Infosys takes after similar processes followed by many global mega corps. It has been refined to suit the particular needs of Infosys and is termed as the 'nine pillars for leadership development in Infosys.' These nine pillars form the backbone of the PDP and each leader can choose from these pillars for personal development. "Depending upon the individual's need to grow and the company's sensitivity to these needs, every (short-listed) individual is groomed to lead the company in the future. The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions' undergo a three-year 'leadership journey' that includes training, actionising personal development programme, interacting with other participants, understanding the company better and resolving real business issues.

The following note prepared by the ILI faculty enumerates 'the nine pillars for leadership development' at Infosys:

1. 360 degree feedback

This is the mechanism through which the company gathers data about an individual's performance and abilities. This information is collected from co-workers, including peers, subordinates, managers and customers. Personal development plans are prepared on the basis of this feedback. Then, each of these individuals is assigned an ILI faculty member to help prepare the PDP and to follow it.

2. Development assignments

Identified high potential Infoscions are trained at various functions of the company through job rotations and cross-functional assignments. This helps employees to acquire new leadership skills outside their own areas of expertise and experience.

3. Infosys Culture workshops

These workshops are designed to fortify the Infosys culture amongst the participants, help instil better communication skills through sustained interaction amongst themselves, and identify with the values and processes involved in leadership development.

4. Development relationships

This includes one-on-one interaction in actual on-the-job work climate and leads to better sharing of knowledge and camaraderie amongst individuals. Mentoring forms an integral part of this exercise.

5. Leadership skills training

The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including Narayana Murthy and Nandan Nilekani (CEO and MD), hold to acclimatise the next rung with leadership roles and to groom them through their own rich experience.

6. Feedback intensive programmes

These are akin to 360 degree feedback, but based on formal and informal feedback from employees that an individual interacts with.

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7. Systemic process learning

This helps individuals to gain an overall view of the company and its diverse and complex systems, business, operations and processes. It is a continuous process and helps improve the individual and also the systems.

8. Action learning

This exercise constitutes solving real problems in real-time conditions, but as a team.

9. Community empathy

The company stresses the need to give back to society through involvement in various developmental, educational and social causes. This programme helps nurture a social conscience amongst its leaders.

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The knowledge cycle at Infosys can be summarized through the following diagram:

Figure 14: Knowledge Cycle at Infosys

The education philosophy at Infosys has been to equip the participants with the know-how to find the best solution, rather than to teach ‘one way to do it’ and also to relate to real life situations. Infosys also encourages employees to go in for further part time and distance education programs with fee reimbursement subject to eligibility criteria laid down by the policy.

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The following diagram depicts the growth of an individual; at Infosys at the various phases in his career.

Figure 15: Three Sets of Responsibility and Framework

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Infosys believes that leadership development must drive the creation of a leadership funnel at different levels of the organization and it must be centred on the individual. Infosys splits its leaders into three tiers. Tier 1 leaders are the top 50 people in the organization, including the heads of the business units, who have an average of 20 years of experience. Board members mentor these 50 leaders. Tier 2 consists of 180 leaders with an average of 15 years of experience. They are mentored by Tier 1. Tier 3 represents 550 people who average 10 years of experience and are mentored by Tier 2.

Employees from all three tiers apply for formal leadership training. Applicants are evaluated on the basis of their achievements within a nine-dimension model and selected on that basis. All of the leaders selected move through an anonymous 360-degree feedback analysis, which becomes the basis for constructing a personal development plan.

They also attend sessions with senior leaders, who discuss their own learning within the company. Some are sent out for educational programs at the top universities in India or Ivy League universities in the United States.

The leadership development at Infosys is rooted in its organizational context. The leadership development is driven based on identified leadership requirements namely:

Business Leaders and Leaders of Business Enabling functions Members who can occupy Tier-1 positions in 3-5 years Members who can occupy Tier-2 positions in 3-5 years

The personnel at Infosys are trained to become a leader in the emerging times based on the following value system proposed by Infosys:

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Figure 16: Leadership paradigm at Infosys

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The training at Infosys can be summarized through the following diagram:

Figure 17: Training and Development Overview at Infosys

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Conclusion

While India stands at the threshold of change in its policies and economic reforms, its corporate giants too are witnessing a need to shift towards the next generation of leaders. India’s large companies have been built on the back of entrepreneurs and visionary risk-takers, who started from scratch. With this backdrop, the new set of leaders now come more prepared and experienced. 

Companies have, down the ages, focused on training & development of ‘performance-oriented skill sets’ amongst their managers. Variety of factors including the financial meltdown has made ‘credibility of leaders’ extremely important and given ‘leadership training & development’ a new-found respect even in sectors that refused to acknowledge its importance earlier. Companies that were initially challenged have now started looking at structured leaders. A ‘systematic succession’ becomes extremely important as large companies cannot afford to groom individuals just at the ‘C’ level executives and ignore senior and mid level managers. The latter will become the next set of leaders and so it is extremely important for companies to bring out training programs at both the levels.

Industries that have been maturing and feeling the need to groom leaders are IT/ ITeS industry that grew 26% last year. More traditional sectors such as telecom and banking have taken up the steps in early days. Infosys Technologies is expected to announce developments in its senior management. The second generation of leaders at Infosys are being groomed at Infosys in its tradition of building leaders who can seamlessly take over from where predecessors have left off. Infosys had, in fact, developed Infosys leadership Institute at its Mysore campus where all the grooming takes place. S ‘Kris’ Gopalakrishnan had once mentioned about the process the company usually undergoes to capture the next generation of leaders. The company identifies the next generation of leaders depending on their performance and tenure in the company. There is a 3-tier mentoring process at Infosys.

Tier-1 of the Infosys Management Council, which consists of the company’s board of directors, who mentor Tier-2 leaders who, in turn, guide the Tier-3 group. About 45 executives are a part of Tier-1 council. Each of the leaders undergo exhaustive and sustained training through the company’s personal development programme. Infosys training programmes are designed to enable professionals enhance their skill sets in tune with their respective roles.

Business leaders are evaluated on an ongoing basis by the shareholder, employee and corporate community. Credibility of the ‘blackboard of training and skill development programmes’ will be revealed depending on how do these leaders take up their roles and bring required capabilities to the company.

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Bibliography

http://www.infosys.com/offerings/industries/education/white-papers/Documents/infosys-learning-services.pdf

http://www.cii-iq.in/Sectors/Quality%20in%20Education/events/NSQE08/ppts/GVILI.pdf

http://www.infosys.com/InStepWeb/about-internship/default.asp

http://www.indianmba.com/Faculty_Column/FC797/fc797.html

http://www.financialexpress.com/news/the-insiders-at-infosys/780832/3

http://campusconnect.infosys.com/faq.aspx

http://www.infosys.com/investors/reports-filings/annual-report/annual/Documents/AR-2010/Annual-Report/Directors-Report-p2.html

http://www.financialexpress.com/news/lack-of-talent-pushes-software-cos-to-invest-in-training/348097/0

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