Learning Investments: Making Workforce Future Ready
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The document discusses Infosys BPO's training initiatives to make its workforce ready for the future. It outlines mandatory training modules for different career levels to develop critical skills like communication, customer orientation, and analytical abilities. Infosys provides internal and external training programs through collaborations with institutions. Technology platforms also support continuous learning. The goal is to bridge the gap between the skills required by the services sector and those provided by traditional education.
Learning Investments: Making Workforce Future Ready
- 1. Infosys BPO NHRD - 1st National Summit on Compensation & Rewards Theme – Learning Investments: Making Workforce Future Ready 1
- 2. Safe Harbor Certain statements made in this Meet concerning our future growth prospects are forward-looking statements, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in earnings, our ability to manage growth, intense competition in the industry including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed- price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use of our intellectual property and general economic conditions affecting our industry. All the statements made in this presentation are the views and opinions of the speaker and is in no way a representation of the views of the organization.
- 3. The shift to services is unstoppable… Employee cost as % of revenue Services Manufacturing/ traditional Revenue per employee Sectoral composition of GDP Source: Union budget & Economic survey, State of the Economy & Prospects
- 4. …But the skills required for services sector is bleak Entry Skills required: Skills provided by education: - Communication - Learning by rote - Customer orientation - Rule based problem solving - Analytical skills - Collaboration - Coaching & mentoring - Energizing teams Sectoral composition of GDP Source: Union budget & Economic survey, State of the Economy & Prospects
- 5. Learning & Development Imperative… “Too many education institutes have not kept abreast with the rapid changes that have taken place in the world around us in recent years, still producing graduates in subjects that the job market no longer requires”… Prime Minister of India, Dr Manmohan Singh • Canada, Botswana, UK, US, Sri Lanka, India… all decry education system’s relevance to job market • Graduates produced are unemployable, requiring us to spend precious time and resources on training them even in basic skills… Corporate recruiters 5
- 6. Not just in India…% of employers facing difficulty filling jobs “While today’s youth are the most educated generation in history, they comprise nearly half of the world’s current jobless population, due in part to a mismatch between their skills and labour market conditions that demand problem solving, decision making and teamwork.” The UN Economic and Social Council 6
- 7. Learning Initiatives Need Solution Influencing Building Collaborative Need Solution Partnerships Computer literacy Coaching Leader as a Coach Foundation & Customer Orientation ongoing skill Strategy Building Strategic Analytical Skills development training Perspectives Energizing Building High Perf’ce Communication teams Teams Need Solution Project Management PMP Client & People Mgmt Client engagement Performance mgmt Domain Knowledge Domain training 7
- 8. Some leading practices @ Infosys • Internal & External training modules: Mandatory/ Recommended modules Learning Capsules • Collaborative learning IIMA, Higher Educ Prog & JMLP HMM & Project Communicare • Technology platforms TAL & ILITE • Tablet PCs • Touch screen kiosks • Societal Impact Project genesis – training college teachers
- 9. Infosys BPO Operations Career Stream Mandatory Training Grid JL7 JL6 Avg. Training Days 4 Days Per Year JL5 JL4 Biz Bldg. through JL3 Operations Operations Management 5.0 Customer Value Creation 6.0 Management 4.0 Operations Training JL2 Milestone 4.0 – Milestone 5.0- Milestone 6.0 Bldng. Collaborative Milestone 3.0 – Driving Org. results Building Teams , Partnerships & High Impact Comm. & Competency Behavioral Appraisal Skills Performance Building Teams, Planning & Based Interview CBI Training Workshop Engagement Skills Organizing, Analytical Skills T200 T100 T100 T300 T300 Disaster Recovery Risk Training Security Security Awareness d Intellectual Property Intellectual Property Representative Awareness T100 T200 T300 T400 T500 Domain Training Domain Domain Training Domain Training Domain Training Domain Training Training Data Analytics Advanced Data Certified Fundamentals , Improvement, SQP Analytics (BB) Quality Training Transaction Data Analysis , RCA & , IA, QMS, Config. Business Excellence Monitoring Improvement Management Concepts Trg days: Trg days: Trg days: Trg days: Trg days: 3-5 5-8 10 -13 9 -12 8
- 10. Accolades for Infosys BPO Best Learning & Award for Innovation in Learning Golden Peacock HR Excellence Award Development Aug, 2012 Awards Jun, 2012 Award for: Award for Institution Building - Outstanding Contribution to the Cause Sep, 2012 of Education Sep, 2012 NASSCOM Exemplary Talent (NExT) Practices Award (Nurturers category) Jul, 2012 10
- 11. Key organisational considerations in Building vs Buying Talent • Rate of Pace of Change in the external environment • Need for innovation • Internal availability of able successors • The quantity factor – numbers • Sheer economics – cost vs benefit 11
- 12. “If businesses managed their money as carelessly as they manage their people, most would be bankrupt” The Talent Masters, Bill Conaty & Ram Charan 12
- 13. THANK YOU www.infosys.com The contents of this document are proprietary and confidential to Infosys Limited and may not be disclosed in whole or in part at any time, to any third party without the prior written consent of Infosys Limited. © 2012 Infosys Limited. All rights reserved. Copyright in the whole and any part of this document belongs to Infosys Limited. This work may not be used, sold, transferred, adapted, abridged, copied or reproduced in whole or in part, in any manner or form, or in any media, without the prior written consent of Infosys Limited.
- 14. Annexure
- 15. Private sector initiatives Sector Company Initiative Focus areas Construction L&T Construction skills training institute Construction vocational training Textile Vardhman group Vardhman Training & Development Center All functions Electronic goods Godrej The George Telegraph Training Institute Specialized courses in refrigeration, industries air-conditioning, washing machine technology Automotive Maruti Suzuki Tie-ups with BGS Institute of Science & Manufacturing domain training India Ltd Mgmt and ABT technical Institute; set up Technical Training Centre Retail ITC Professional Courses through NIS Sparta Retail management Hospitality Grand Hyatt School(s) of Hospitality, Leadership, Relevant domains Management Studies & General Studies IT Infosys Global training center in Mysore Domain and Business essentials Financial services ICICI Bank ICICI Manipal Academy (Manipal Banking & Finance Education) 15
- 16. Learning & Development Manpower Employee Manpower cost Revenue Profit/Em Company Revenue PAT cost strength as % of revenue /Employee ployee Tata Motors 30119 2458 2236 59000 7.42 0.51 0.04 Maruti Suzuki 6621 298 154 7500 2.33 0.88 0.04 Rio Tinto 60537 6765 6908 76894 11.41 0.79 0.09 Unilever 72488 7211 9898 169000 13.65 0.43 0.04 Infosys 6480 1514 3335 155629 51.47 0.04 0.01 TCS 8967 1894 3410 238583 38.03 0.04 0.01 Figures in Million $ 16
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