View in EDS

Infosys Technologies Limited:: The Global Talent Program.

Saved in:
Bibliographic Details
Title: Infosys Technologies Limited:: The Global Talent Program.
Authors: Subramanian, Ram, Misra, Ram, Jayachandran, C.
Source: Asian Case Research Journal; Dec2008, Vol. 12 Issue 2, p249-273, 25p, 2 Diagrams, 4 Charts
Subject Terms: CASE studies, PERSONNEL management, INDUSTRIAL management, MANAGEMENT science
Company/Entity: INFOSYS Technologies Ltd.
Abstract: Infosys Technologies Limited, the Bangalore-based information technology company, embarked on a global recruitment program in 2006. The first batch of recruits from U.S. universities were brought to the company's Mysore training facility in India and put through a rigorous 16-week training program. By November 2007, the third U.S. batch was on campus for training along with the first batch from the U.K. Each of these batches had around 125 recruits. The company's CEO had charged Infosys' Head of Administration and Human Resources Development, Mohandas Pai, to step up the recruiting to around 1,000 overseas recruits a year from countries such as the US, UK, continental Europe, and China as a way to globalize the workforce. Pai was concerned that this ambitious recruitment program would strain the company's training function. His concern stemmed from the fact that the trainers had to deal with cultural differences and varied learning styles of overseas recruits. The trainers had done a commendable job of making adjustments while training was ongoing, but Pai wondered if the same adjustments could be made when the scale of recruits increased dramatically. This case is useful for examining the issues of training capacity and cross-cultural training. [ABSTRACT FROM AUTHOR]
Copyright of Asian Case Research Journal is the property of World Scientific Publishing Company and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Complementary Index
Description
Abstract:Infosys Technologies Limited, the Bangalore-based information technology company, embarked on a global recruitment program in 2006. The first batch of recruits from U.S. universities were brought to the company's Mysore training facility in India and put through a rigorous 16-week training program. By November 2007, the third U.S. batch was on campus for training along with the first batch from the U.K. Each of these batches had around 125 recruits. The company's CEO had charged Infosys' Head of Administration and Human Resources Development, Mohandas Pai, to step up the recruiting to around 1,000 overseas recruits a year from countries such as the US, UK, continental Europe, and China as a way to globalize the workforce. Pai was concerned that this ambitious recruitment program would strain the company's training function. His concern stemmed from the fact that the trainers had to deal with cultural differences and varied learning styles of overseas recruits. The trainers had done a commendable job of making adjustments while training was ongoing, but Pai wondered if the same adjustments could be made when the scale of recruits increased dramatically. This case is useful for examining the issues of training capacity and cross-cultural training. [ABSTRACT FROM AUTHOR]
ISSN:02189275
DOI:10.1142/S0218927508001126