A

PROJECT REPORT ON
CASE STUDY OF HR FUCTIONS & POLICIES OF
INFOSYS, ONGC , GOOGLE

SUBMITTED BY:
<CHAUHAN NITESH>
<5>

GUIDED BY:
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<PGDHRM>
(YEAR 2019-2020)

DEPARMENT OF HUMAN RESOURCE DEVELOPMENT

VEER NARMAD SOUTH GUJARAT UNIVERSITY,SURAT
 1.1 Executive summary of Infosys
Infosys was one of the first companies to offer ESOPs to its employees. The company
followed variable compensation structure where the employees' compensation depended
on the performance of individual, the team and the company. The case highlights many
such best practices of Infosys in human resource management.

1.2 Introduction
Infosys Technologies, a leading software company based in India, was voted the best
employer in the country in many HR surveys in the recent years. The company was well
known for its employee friendly HR practices. Though Infosys grew to become a US$ 2
billion company by the year 2006, it still retained the culture of a small company. Infosys
attracted the best talent from across the world, and recruited candidates by conducting
one of the toughest selection process. All the selected candidates were required to go
through an intensive 14-week training program. All the employees were required to
undergo training every year, and some of the chosen employees were trained at the
Infosys Leadership Institute to take on higher responsibilities in the company. Most of the
HR practices of Infosys were a result of the vision of its founders and the culture that they
had created over the years. The founders advocated simplicity and maintained the culture
of a small company. The employees were encouraged to share their learning experiences.

1.3 Objectives of case study

->To understand what are the functions which are essential for effective management of
human resource.
->Study and appreciate some of the unique HR practices at Infosys.
->Understand the recruitment, selection and training practices of Infosys.

1.4 Discussion on case study of hr functions.

Recruitment
While recruiting new employees, Infosys took adequate care to identify the right
candidates. Infosys looked for those candidate who displays high degree of learnability.
Here learnability mainly refers to those candidates which has an ability to derive generic
knowledge from specific experiences and apply the same in new situations. . They also
place significant importance on professional competence and academic excellence. Other
qualities they look for are analytical ability, teamwork and leadership potential,
communication and innovation skills, along with a practical and structured approach to
problem solving.
Training program analysis
Training and development is mainly carried out in Infosys by its HR department.
Currently the whole company has more than 20,000 employees, and training and
development has always been a key function of all HR department in all branches. The
company is willing to provide excellent training opportunities for its employees. Though
the leading department of training and development in Infosys is its HR department, other
departments also take part in and collaborate with HR department. Training and
development is carried out by HR personals according to various requirements of different
departments which are located in different geographic locations. There are training and
development specialists who are responsible for certain training contents, such as
technology, business knowledge, company policies, marketing etc. HR department plans
yearly training and development schedule together with experts from other departments,
and is responsible for carrying out these training schedules.
Training and development plays an important function in Infosys’ daily operation and
strategy development. The HR department divides training and development mainly into
four levels. The first level is for senior management and candidate senior management;
the second level is for normal employees and normal managers; the third level is for first-
line sales personals; the forth level is for new hires and fresh graduates. According to the
needs and requirements of different levels, training sessions are designed by different
teams.
In Infosys, training and development can also be view from these three parts:
1. Training: This activity is both focused on the job tasks that an employee currently
handles. It is usually conducted through the form of classroom training, on-the-job
training, and competition in Infosys.

2. Education: This activity focuses upon the jobs that an employee may potentially handle
in the future. Infosys provides books and self-pace learning courses for such activity, and
employees have more flexibility to study on their own paces and they can choose to learn
during work time or at weekends.

3. Development: This activity focuses on the activities that the organization employing the
individual. In Infosys, every new employee needs to attend the ‘New Hire Orientation
Development Program’ within the first three months after they are employed by the
company. Such activity helps new employees know about the corporate culture, policies,
dress code and so on and so forth.

At the end of each year, Infosys holds several lectures to summarize the whole training
and development programs in the passing year, identifying any problems and figuring out
solutions to these problems. This helps HR department better plan next year’s training
programs, thus helping the company achieve its short-term and long-term strategic goals.

Performance appraisal
Infosys is a Fortune 500 company whose main service is in IT industry. Today it is the
leading firm on the market providing various IT solutions to its clients. The business
scope of Infosys ranges from Telecommunication, Banking, Financing, retailing to
Manufacturing. Like most international firms, Infosys has a matrix organizational
structure. The company’s base is in India, but it is not strictly the headquarter of the
company. Its various branches across the world work together to reach the organization’s
strategic goals.

The types of employees in Infosys are divided into two catalogues: regular employee and
contractor. Thus, performance management in Infosys has two different management
methods for regular employees and contractors.

Infosys’ definition for Performance Management is that performance management is a

constant, on-going process of communication. During this process, employees and
managers reach a consensus on the following questions in forms of collaboration partners:
*how to measure performance
*The obstacles that hinder the development of performance and how to conquer them.
*What should employees do?
*How should work be completed?
*Why this work item should be done?

During this process, managers and employees constantly communicate about above
questions, and eventually sign on the records of their communication, and use it as the
performance goals of the employees. These performance goals are the base of the whole
performance management and performance measurement; thus they play a pivotal role in
performance management. The process of setting performance goals usually takes a
quarter of the year.

Performance goals usually include two parts: one is Business Goals; the other is
Behaviour Standard. According to Pinson (2004), a business plan is a formal statement of
a set of business goals, the reasons they are believed attainable, and the plan for reaching
those goals. It may also contain background information about the organization or team
attempting to reach those goals. business plans may also target changes in perception
and branding by the customer, client, taxpayer, or larger community. When the existing
business is to assume a major change or when planning a new venture, a 3 to 5 year
business plan is required, since investors will look for their annual return in that
timeframe. Infosys uses business goals as part of employees’ yearly performance goals,
and they help enhance employees’ performance and help achieve organizational goals.

Performance Appraisal Meeting. Infosys’ performance appraisal meeting is highly efficient,

and it is normally held within an hour when all managers get together to discuss yearly
performance evaluation. It mainly includes four aspects:

1) Employees’ self-evaluation;

2) Reaching a consensus on employees’ performance, according to facts instead of

impressions;

3) Deciding performance levels;

4) It is not only to evaluate employees; it is also a good opportunity to solve problems.

Maintenance
Infosys tried to preserve the attributes of a small company and worked in small groups,
with decision-making remaining with those who were knowledgeable about particular
processes. The managers played the role of mentors and used their experience to guide
their team members.
With the IT industry growing at a rapid pace, Infosys planned to recruit around 25,000
people in the financial year 2006-07, in order to maintain its growth. Though it had
started hiring its workforce globally, it mainly recruited engineering graduates from India.
If the industry continued to grow at a similar pace, analysts opined that companies like
Infosys would not be able to find enough people, especially with several multinationals
entering India and recruiting aggressively. To address this issue, Infosys started recruiting
science graduates with a mathematics background to create an alternate talent pool.
Compensation Function
Infosys compensates its human assets in three different ways.
->It Adds learning through training and development and appraisal practices.
->Adds significant emotional value through initiatives directed towards sustaining
employees with their work and personal needs.
->Adds financial value by monetary compensation.

Infosys provides direct and indirect compensation to its employees. Direct compensation
includes basic pay, incentive pay and bonuses. While indirect compensation includes over
time policy, hospitalization, insurance, retirement benefits and process migration.

1.5 Conclusion
Infosys has been successfully adopting both formal control systems like planning,
budgeting and reporting and informal control systems like goal oriented behaviour leading
to improvement in productivity and achievement in organizational change constantly.
Infosys believes that people are the core assets and their empowerment is the key to
scalability and longevity. Infosys believes in respect, dignity, fairness and inclusiveness to
get the best out of employees. It reflects the most ideal culture and the best style of the
organization. Infosys’ management style and treatment of employees have won it many
laurels. Infosys has been ranked three times in five years as The Best Company to work
for in India by research firm Mercer Human Research Consulting and business magazine
Business Today.
Focus on human resources is the core strength of Infosys. Infosys believed that its
continued success relied heavily upon its ability to recruit, train, deploy, and retain highly
talented IT professionals. In this rapidly changing world of business, the traditional
measures of performance appraisals and reward system are insufficient for making
strategic decisions in a large multinational company like Infosys. Use of Balanced
Scorecard as a strategic planning and communicating device by Infosys is the right way of
using a management control tool to prevent control failures or at least identify them early.
 2.1 Executive summary of ONGC
ONGC is the biggest transnational company of India having presence with 24 projects and
committed to overseas investment. Here the case study is conducted upon various
function of human resources and its policies which are quite important for the successful
management of business organization.

2.2 Introduction
Maharatna ONGC is the largest crude oil and natural gas Company in India, contributing
around 75 per cent to Indian domestic production. Crude oil is the raw material used by
downstream companies like IOC, BPCL, and HPCL (subsidiary of ONGC) to produce
petroleum products like Petrol, Diesel, Kerosene, Naphtha, and Cooking Gas-LPG .
ONGC was founded on 14 August 1956 by Government of India. It is involved in exploring
for and exploiting hydrocarbons in 26 sedimentary basins of India, and owns and
operates over 11,000 kilometres of pipelines in the country. Its international subsidiary
ONGC Videsh currently has projects in 17 countries. ONGC has discovered 6 of the 7
commercially producing Indian Basins, in the last 50 years, adding over 7.15
billion tonnes of In-place Oil & Gas volume of hydrocarbons in Indian basins. Against a
global decline of production from matured fields, ONGC has maintained production from
its brownfields like Mumbai High, with the help of aggressive investments in various IOR
(Improved Oil Recovery) and EOR (Enhanced Oil Recovery) schemes. ONGC has many
matured fields with a current recovery factor of 25–33%. [5] Its Reserve Replacement Ratio
for between 2005 and 2013, has been more than one.
This largest natural gas company ranks 11th among global energy majors. It is the only
public sector Indian company to feature in Fortune’s ‘Most Admired Energy Companies’
list. ONGC ranks 18th in ‘Oil and Gas operations’ and 220 overall in Forbes Global 2000.
Acclaimed for its Corporate Governance practices, Transparency International has ranked
ONGC 26th among the biggest publicly traded global giants. It is most valued and largest
E&P Company in the world, and one of the highest profit-making and dividend-paying
enterprise.
ONGC is the largest E&P company with a manpower of over 33,500 energy-soldiers (a
term coined for ONGCians by Hon’ble Prime Minister) dedicated to the common cause of
Energy Security of India, and can boast of having experts in the entire E&P business
chain. It believes in Career growth of its employees and seniority and merit is always
awarded. So whether you're a fresh graduate or an experienced professional, we believe
that a career at ONGC will set you apart.

2.3 Objectives of case study analysis

->To study various hr processes that are been followed by ongc.
->Here basically the objective is to analysis the most of the hr functions within the
organisation of the company. It also aims at understanding the various procedures of
recruitment, dividend policies and much more.
 2.4 Discussion on case study of its unique hr policies

Organising
The overall objectives and framework of rules and regulations of the Company are laid
down in the Memorandum and Articles of Association of the Company. Each Department
of the Company, while discharging its functions, is guided by Book of Delegated Powers,
manuals, policy and guidelines, which are periodically reviewed and updated. The
conduct of the employees is regulated by the Employees' (Conduct, Discipline and Appeal
Rules) and Standing Orders. In addition, the Company follows the directives and
guidelines issued by the Government of India on various matters.

Controlling
The Company has well defined procedures and guidelines in the form of delegation of
powers, laid down policies and guidelines, manuals, compliance of provisions of various
statutes, rules and regulations, guidelines of Department of Public Enterprises and
guidelines of Chief Vigilance Commission for smooth operations of the Company.
The powers of the Chairman and Managing Director and functional Directors the officers
of, the Company at various levels discharge their functions & responsibilities within the
powers delegated to them by the Board of Directors under Book of Delegation of Powers

Procurement Function
At ONGC, the career can range across various exciting disciplines. Depending on
candidate education, experience and urge to learn, it offer you several exciting career
opportunities in both Management and Engineering Disciplines with challenging work
profiles.
It offers many exciting opportunities for college students and recent graduates who want
to develop relevant skills in a collaborative, dynamic and fast-paced environment. Their
interns gain real, meaningful experience working for a global leader in the Oil & Gas
industry.
Multiple carrier streams are available in ongc such as marketing, finance, petro
-chemicals, electronics, human resources and many more.
The candidate has to register online and fill up necessary details against each vacancy
notified. Only those candidates who fulfil eligibility criteria of age, qualification and are
accompanied with copies and testimonials are accepted. After fulfilling the eligibility
criteria, it conducts entrance test exams like GATE. On the basis of the result of the test,
interviews are conducted. Mostly two types of interviews are conducted that are technical
interviews and hr interviews.
Broad terms and conditions and general instructions which are specific to the advertised
posts are incorporated in the advertisements / vacancy notification. Vacancies are notified
or advertised as and when there is manpower requirement for any discipline. The
executives in ONGC are transferable to any of its Assets, Basins, Institutions and Work-
centres in India or abroad.
Training and development analysis
Skill Development is a vital component for Human Resource Development. ONGC has
recognized this as a strategic imperative and for implementing this strategy has set up
centres of learning and research in its various work-canters. All learning and development
activities are being coordinated centrally by Corporate HRD and ONGC Academy.
With this set-up, ONGC provides world class learning opportunities to all levels of
executives in different disciplines commencing with induction training for new graduate
trainees, refresher trainings to middle and senior level executives in technical, techno-
managerial and managerial domains, certification programmes, project management
training and leadership development programmes through a planned calendar of training
programmes with pre-identified training partners. In addition to the calendar programmes
arranged in India, executives are also being nominated for a vast number of training
programmes, seminars and workshops organized in India and abroad.
The academics conduct approximate 250 programs catering to over 5000 executives and
over a lakh training man days every year. The vast training programs of ONGC are divided
into the following spectrums:
1.Induction Training: One-year induction training program for graduate’s trainees
2.In-service Training: By in-service training programs, the periodical training given to the
working employees to enhance their knowledge and skills so that they can work
efficiently.
Various programs carried out under this type of training are as follows:
a) Technical Training
b) Exploration Training
c) Management Training
d) Product Engineering Training
e) Finance training
ONGC accords top most priority in the development of human resources and for this
besides the various training programs it also conducts various development programs. It
has conducted around 30 or more development program for its employees. It usually
conducts the development programs under the following categories:
a) Management development programs.
b) Qualification upgradation programs
Compensation Function analysis.
The remuneration of the Officers of the Company is governed by the guidelines of the
Department of Public Enterprises, Government of India. The pay scales of officers are of
Industrial DA pattern. The remunerations of employees are fixed through negotiations
with Workmen's Union subject to the overall guidelines of Department of Public
Enterprises, Government of India. 
In addition to the above, Dearness Allowance, House Rent Allowance, 47% Perks &
Allowances, Medical Reimbursement, Provident Fund, Gratuity, Superannuation Benefits
etc. are provided as per the Company's rules from time to time.
Maintenance Function
ONGC provides medical facilities to employees, their spouse and children up to 60 years
of age. Beyond 60 years the company doesn't provide medical assistance since the medical
cost goes high after the age of 60.
The company does not provide medical insurance rather it pays the medical expenses at
the time whenever required by the employees. The employees can visit to the hospitals
and get medical facilities in the name of the company and the company pays all the
expenses incurred.
ONGC takes care of the quality of life of its employees by providing suitable working
condition at all levels. Pension facilities are provided to the employees including provident
fund and gratuity. For the employees who have the same rank but paid less pension are
provided extra money for meeting one rank one pay scheme.
Compensation facilities are provided in case of accidents at workplaces since the work is
full of risk. Job offer is provided in case if the employees' family members are ready to
work. But if there is no one in the family who can replace then monetary assistance is
provided.