project report completed (1)

7/28/2019 Project Report Completed (1)

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PROJECT REPORT

On

Employer Branding- Brand matters to Talent

SUBMITTED

By

PROJECT SUPERVISOR

Ms.Nazia Sultana


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EMPLOYER BRANDING

Your Brand Matters to Talent

Introduction

Nowa-days Employer Branding has become a prominent strategy that has to

be adopted by the companies in the battle for getting talented employees and

profitable customers. Employer Branding is good at attracting and retaining

employees as well as customers, it helps companies to create competitive

advantage by building internally the brand image that you want employees to

project externally. Enhanced Attraction, Retention and Engagement are the major

benefits companies see by strengthening the employer Brand and be projected as

Employer of choice. Although the benefits will not represent business benefits in


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and of themselves, but it contribute significantly for all over business performance.

For instance, Mahindra Satyams repositioned Employer Branding is attracting

many candidates making them ignore the de fame of the company due to its former

CEOs activities, and trying once again to be in one of the Top IT institutes. The

paper presents conceptual insight on Employer Branding and how companies with

strong Employer Brand Reputation are able to attract candidates away from their

competitive employers with less competition and with significantly lesser increase

in compensation. It also focuses on the importance, applicability and outcome of

applying Employer branding Strategy.

Need and Importance of the Study:

No company can win if its products and services resemble every other

product and service. To be on winning side, it must have a compelling distinctive

idea in the mind of the people. Can our product be different? , but is it possible tomake a completely different product from other competitors of the same target

market with the same need? The answer is an absolute NO, in such a situation what

should be done? Here comes the concept BRAND, which is used to identify the

source or maker of a product and allow consumers - either individuals or

organizations - to identify and differentiate the product and its performance from

other competitors, where in the differences may be logical, rational, symbolic,

tangible or intangible. For Instance, LG Electronics brand identity is comprised of

four elements Values, promise, benefits and personality, which strive to enhance

the customers life and lifestyle with intelligent features, intuitive functionality and

exceptional performance.


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Branding is all about endowing products and services with the power of

brand. It is all about creating differences between products. Branding creates

mental structures that helps consumer organize their knowledge about products and

services in a way that clarifies their decision making and in the process provide

value to the firm. Infact Branding creates RESONANCE; it refers to the

psychological bond customers share with the product, which plays an important

role in customer loyalty, engagement and retention.

An unsatisfied customer tell ten people about his experience where as an

unsatisified employee tells hundred .

Employer Branding is a collection of ideas and beliefs that influence the way

current and potential employees view an organisation and the employment

experience that the organisation is offering. It communicates the companys culture

and values and helps to ensure employees are passionate about, and fit in with, the

organisational culture to help move the company forward.

All organisations are facing similar business challenges difficulty of attracting

talent and retaining quality employees, lack of employee loyalty, increased

overseas competition, generational change and skills shortages.

With competition in local, state, national and global markets, it is important for

companies to understand how to position themselves and make them desirable for

potential employees.

Some recent statistics:

74% of companies in Asia-Pacific believe that developing an employer

brand leads to higher staff retention.


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54% of companies in Asia-Pacific believe that developing an employer

brand reduces recruitment costs.

Asia-Pacific companies are more aware of employer branding than the rest

of the world due to increased competition for talent in the region. 48% of

companies were aware of employer branding in Asia-Pacific compared to

42% in USA, 38% in Europe.

Origin of Employer Branding:

The term employer brand was first publicly introduced to a management

audience in 1990and defined by Simon Barrow, chairman of People in Business,

and Tim Ambler, Senior Fellow of London Business School, in the Journal of

Brand Management in December,1996This academic paper was the first

published attempt to test the application of brand management techniques to

human resource management.

Objective of the Study:-

1. To know how strong employer branding companies are able to attract the

candidates from their competitors

2. To know the reasons for emergence of this concept.

3. To explain the importance and outcome of practicing employer branding

4. To know how company makes a fit between employee goals and employer

goals.

Scope of the Study:-
http://en.wikipedia.org/wiki/London_Business_Schoolhttp://en.wikipedia.org/wiki/London_Business_School


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As the concept is in the developing stage and does not have well defined and

clear cut strategies to be implemented in the company, and strategies differs from

one company to another company in the same industry. The study is intended to

focus on the branding practices of an organization in the human resource

perspective. It studies the various branding strategies companies adopt to attract,

engage and retain talent. It looks in to how companies are able to maintain

customer and employee loyalty, engagement and retention. It views the opinion of

potential employee values, preferences and their perception on their organizational

brands.

Limitations of the Study:

1. As there is No primary data, there is no empirical evidence to support the

conclusion.

2. The data is conceptual in nature, so the findings are only suggestive not

conclusive.

Research Methodology:

The research is conceptual and descriptive in nature and is based on

secondary data with examples from the corporate world.

Literature Review:-

There are numerous theories regarding Branding products, Brand Image and

Brand reputation and Corporate Brand Image and Marketing communication

methods but there few theories on employer branding

1. A Journal on Employer branding: -Written byMitchell, C. (2002), titled as

Selling the brand inside, Harvard Business Review, Vol.80, No.1, pp99-105.


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It is the research article prepared by Colin Mitchell. He talked about the

strategies and principles that have to be applied for branding their employees,

mainly in linking up the branding strategies applied for products and with the

strategies that have to be applied for branding employees. He linked both

internal and external marketing features to be implemented such as preaching

the beliefs not the intentions of employer to employee by providing images to

the vision of employer rather than speaking about them, so that it roots deeply

in the minds of employees that they just dont promote the brand, indeed live

up the Brand.

2. Suman kumar Dawn, Suparna Biswas, has made a research and published

paper titled as Employer Branding: A New Strategic Dimensions Of Indian

Corporations where they analyzed in depth the origin of employer branding

specially the linkage between employer brand and marketing communication

methods, they developed a strategic model on Employer Branding, where in

they bifurcated the branding of a company in to External Branding and

Internal Branding. External Branding refers to branding using external

sources like organizing events, use of websites, banners, newspapers, email,

CSR etc. as where Internal Branding is the employment experience of

current and potential employees, their experience will be good when they

have their say in decision making , policy formulation, regularly conducting

Stay interviews with employees etc. In their Research they conducted a

Case Study on Infosys, TCS, Tata Steel and CEAT tyres.

3. Vishal Nagda, a HR executive done research on Employer Branding, and

dealt with the core principles, applicability and outcome of practicing


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employer branding and presented a case study on Microsoft , where in he

explains that the Microsoft Vision is An environment where great people

can do their best work and be on a path to realize their potential, the vision

clearly explains the benefits employees receive by working for Microsoft,

but the company employs a model that links up the people management

practices/policies for their business performance. To indicate their successful

approach to peoples management they conducted a employee opinion

survey in Microsoft UKs (93% response rate) revealed the following facts:

o 93 % Feel proud to work for Microsoft and say it makes a positive

difference to the world we live in

o 92% are excited about where Microsoft is going and would miss it if

they left.

o 90% praised Microsofts positive and faith inspiring leadership

together with high regard for its customers.

o 89% said they love working for Microsoft.

Meaning:-

Employer brand is the distinctive position of the company in the mind and heart

of the employee as lived through his day to day work and life

An employer brand is a set of attributes and qualities often intangible that

makes an organization distinctive, promises a particular kind of employment

experience, and appeals to those people who will thrive and perform to their

best in its culture.


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Definition:-

Minchington (2005) defines your employer brand as the image

of your organization as a great place to work in the mind of current employees

and key stakeholders in the external market (active and passive candidates, clients,

customers and other key stakeholders).

Employer Branding is defined as and emotional bond among

employer, present and prospective employees and various organs of the labour

market that creates and builds an organizations reputation as the most preferred

employer P. Subba Rao.

Origin:-

Employer Branding is not about recruitment and advertising of a business. It is

about having clarity on what people need and what an organization can offer. It has

emerged from applying marketing principles and branding activities to the field of

peoples management. It represents organization efforts to communicate to internal

and external audiences what makes it both desirable and different as an employer.

If a companys product does not fulfill the promise, the customer leaves the

company. In the same way, an employee will also leave the organization if the

organization fails to live up its employer brand promises.

The main reasons for the origin of employer branding concept is

1. Brand Power: - Now-a-days Branding for products has been the central

strategy of the organizations. Branding gives a growing, influential and

profitable reputation to the company in the Industry, but at present the focus is

shifted on humanity which is evident with unprecedented growth in the


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importance given for Corporate Social Responsibility (CSR) in companies to

create a strong corporate Brand Image.

2. HRs search for credibility: - HR is constantly looking to have credibilityand strategic influence on their employees. For this purpose accepting

the conceptual tools of brand power seems to be an obvious choice, this is like

a continuity with earlier repetition of HR .For Example organizational change

like restructuring of organization structure, change in organizational goals,

introduction of new product or service etc leads to organizational development.

3. Prevailing labour market conditions :-In regard with the tough conditions

prevailing in labour market and trading environment, shortage of skills in

employees made the employers to fight with one another to recruit and retain

the talent, constrained by higher salaries, job satisfaction. A strong employer

brand is to be promoted for winning this War of Talent for establishing strong

organizations.

4. Employee engagement: -Company should make attempts to recruit, socialize

and retain a committed workforce, like providing Health classes,anniversary

functions etc. to get workplace satisfaction but companies should design

programs in such a way that helps the employee to Live the Brand which is

more particular in the service or retail sector, as employee interface with the

customer, because satisfied employees makes organizations grow where asengaged employees takes organizations to the next orbit.

For every successful brand, there is a great product or service backed by careful

planning, a great deal of long-term commitment, and a creatively designed and


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executed marketing strategy. In the same way to be compelling Employer

Branding has to emphasize on what makes them different and better in fulfilling

the needs of their target group. It must be started from the very beginning of the

recruitment practice, it is very hard to differentiate totally from other competitors

but a company can publicize one or two features it can excel in, so that it stands

out from a crowded employers in the HR market.

Claiming to be innovative, imaginative is generic in nature, but being specific on

what is your innovation is very important.

For Example: - GE Imaginative at work is the logo of GE

Innovation at GE, it isn't enough to think big. Imagination must be practiced

within boundaries of ethics, compliance and integrity. Far from limiting creativity

GE Company ethics.

For Instance- 1.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. Info scions

enjoy trust at the workplace and have a friendly environment within which to

perform their duties.

2. Satyam -: Every Satyamite is a leader

3. LG: - Best Employee Bonus

4. Maruti: - Collective Vacation Scheme companies use this tag

line for their employer branding.

Indian companies that practice employer branding are:-


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1.Infosys

2.TCS

3.IBM India

4.Wipro

5.Mahindra Satyam

6.Dr. Reddys Labs

7.Johnson and Johnson

8.HSBC

9.Sun Micro systems

10.HCL infosystems

11.HCL technologies

12.ComputerScience Corporations

13.Mind Tree Consulting

14.Sasken communication

15.Philips software center

16.Mahindra- British Telecom

17.Accel ICIM frontline

18.Keane India

19.Indus logic

20.NIIT technologies


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Leading employers understand the key motivators for staff that drive

performance and engagement. They conduct employee research at least once per year

and act on the responses. They collect information at all stages of the employment

lifecycle (attraction, recruitment, engagement and retention) and make changes

accordingly. The best employers develop an employer brand community which

includes stakeholders from inside and outside the company. When an employer value

proposition is clearly understood across all stakeholder groups and if it is relevant and

compelling, it ensures a consistent delivery of the key messages in and around- what

the company is like to work for.

Key Elements Of Employer Branding:-

The Companys Mission, Culture and values and Corporate Brand Image

are the key factors employees consider in the organization, as many

employees use their employer brand for their career development

LG Lifes Good Mission /Vision Statement

LG Electronics continues to pursue its 21 stcentury vision of becoming a

worldwide leader in digitalensuring customer satisfaction through innovative

products and superior service while aiming to rank among the worlds top three

electronics, information, and telecommunications firms. On our way, we hold

tight to a philosophy of "Great Company, Great People," underscoring our belief

that only great people can create a great company.

Source:-From LG-India WebsiteLG is striving for greatness with its three core capabilities: Product Leadership,

Market Leadership, and People Leadership utilizing each of its strengths as a key

ingredient for realizing their growth strategies for "fast innovation" and "fast

growth".

LG Electronics is pursuing the vision of becoming a true global digital leader by

attracting customers worldwide through its innovative products and design. The


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companys goal is to rank among the top 3 consumer electronics and

telecommunications companies in the world. To achieve this, they are working

on the idea of Great Company, Great People, recognizing that only great

people can create a great company.

Employer Branding In NOKIA:

Nokia is a good example of a company that sells its employment promise

very well to the target audience it is trying to engage and recruit. Nokia use

competitions to engage their target audience. The Mobile Rules competition invited

business plans from applicants that will shake up the mobile world. The initiative was

an excellent way to discover new talent that Nokia wishes to recruit.

Nokia promotes its employment experience as a flat, networked organization, with

speed and flexibility in decision-making. Equal opportunities and openness towards

people and new ideas are also key elements they nourish. Nokia is straightforward when

dealing with customers and suppliers and always looks for innovative ways of creating

and introducing products and solutions to the market.

It provides individuals with a platform for personal growth in a challenging

environment with a clear vision, goals and shared management principles. Nokia

brings together talented individuals who share these principles, and therefore share

success. It is a compelling brand statement that will raise the expectations of the

candidate but also communicates that a company has a clear vision about how and what

itoffers in the employment experience.

Nokia also use employee testimonials and employee blogs to provide an insight into

what it is like to work for the company


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Recruitment advertising and communication materials are identified as the key

resourcing activities that shape up the employer brand.

Strategies to be adopted for employer branding:-

Employer Branding is a concept defining strategies of attracting new, usually young

professionals to companies that register numerous junior job openings.

Attraction Strategy:-

From an internal perspective, corporate strategy of a company may look good,

but it must have an effective acquisition strategy, in terms of branding, advertising and

reputation of the company that will attract the right type of talent, because job seekers

form beliefs about the nature of the organization before having direct interview

experience. For this the organization should project their brand image that is similar to

personality trait descriptions, it is necessary to do like that because employees before

applying try to make a fit between their traits and organistion traits, and the perception

drawn by them influence the degree to which the person feels attracted towards the

organization. To be effective in attracting top talent, employer brand should be

compelling and credible and should connect with applicants in their own voice. Such as

Image Advertising, use of job sites, E-Mail, Banners in Websites, Sponsor ship given

by companies at the times of havoc, floods etc helps the employers to get employees

that align with their Corporate Brand Image. An organization ability to attract the talent

depends on its culture, the quality and reputation of its products and services here are

the Seven ways or means to attract the talent, for these companies must have a

A great story (they want to be part of something special, compelling strategy)

Brands/products/services that are admired/profitable/have staying power (they want a

platform for long-term growth)

An environment that speaks to personal growth (get better at what they do)


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Work that has meaning (thats makes a difference)

Chance to join an inspirational leader (reputation for doing the right thing)

Wealth creation (financial security)

Effective board governance (leadership that takes governance seriously)

Recruitment Strategy:-

Developing a committed and talented workforce needs to be started from the

very beginning of the recruitment process. Here the company should play a dual role in

designing the job i.e. Fitting the job to man (FJM) and Fitting the man to Job

(FMJ) , where in FJM relates to working conditions, job design, equipment provided

etc. which had been given lot of attention in the past decades, but now the emphasis

should be given to FMJ, it means selecting the right people ,it starts from the

adversiting process only, where in advertisement of a vacany must be designed with

clarity so that the right person applies for the job, which would not be a time

consuming and costly for employees ,if not the company gets numerous applications by

unqualified people and it takes a lot of time from personnel and cost to segregate the

qualified applicants. Avoid focusing on job titles. Look instead for people with the

talent to do what your company needs done. You may be surprised at where your next

hire comes from.

Always recruitment drives retention so care must be taken while recruiting

the candidates. Now a-days candidates are not relying solely on job advertisement to

know the about the organization, due to technological advancements candidates can

know much information about the company quicker than the previous generations.

Before appearing for the interview applicants are tracking down people who work for

the company to understand the what the company is like to work for. There is nothing

more powerful than the endorsement given by the current employee. The way the

candidates had the recruiting experience has a long lasting impact on recruitment


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success and ability to attract top talent. So care must be taken at the time of recruitment

so as to recruit those candidates that closely align with job description. For these the

Company must :-

Extract Understand what is unique about ones organization and relevant and

compelling to the target audience.

Express Develop a plan to make ones organization's brand visible to the target

audience.

Exude Manage the environment so that every aspect of business operations

sends the same brand message.

Retention Strategy:-

If some one resigns or about to resign, then in a spilt-second knowledge

and routine and personal relations in a company gets damaged, then the organization

with a missing element quickly loses it effectiveness and its charm, although it is atemporary situation, but to recruit people, rebuild relations, improve knowledge is very

costly and time consuming. Companies should do activites that will ensure employee

retention. As most of the employees in recent times are nicknamed as Generation Y.

because they spend a lot of time on internet to know about the organization they intend

to work or speaking of customer when they want to buy a product or service, they do lot

of internet searching and get opinions of other people to know about the organization,

then comes websites in to the picture where Social networking sites (LinkedIn,

MySpace, Face book, Twitter) will make the brand exposure faster and more cost

effective. No matter which social media/network sites you participate in, interacting and

involving with users can be great way to position your employer brand as an attractive

one, which helps you to retain the employees, along with these conducting of exit

interviews and giving a formal opportunity for the employee to complain about ones


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work situation have a positive effect on currently working and retrenched employees.

Because of Peer to Peer content publishing, blogs, online journals, industry forums, and

online rating services, companies can manage their own employment brand. When a

personal statement is made by someone about the employer, it is more reliable than any

generic corporate mission statement, thus Internet playing an important role in

attracting, engaging and retaining talent.

Recruitment and Retention Strategies

1. Compensation and benefit systems effective programs tied to the market

2. Work schedules programs designed around the work and the needs of the

workers

3. Training and development the opportunity to enhance current skills

4. Longer-term career development the opportunity to develop business and

leadership skills

5. Opportunities for advancement both technical and management career paths

offered

6. Opportunities for recognition variety of incentives plans for both teams and

individuals

7. Quality of leadership training for managers and empowerment of employees

8. Sense of community sense of belonging and being connected

9. Lifestyle accommodation flextime, telecommuting, child care

10. Organizational stability and employment security

Along with these companies should focus on their Brand Image (what the company

want to be? given by company) and Brand Reputation ( what the company is,

perception of employees and customers, should be known through feed back and

surveys) ,keeping harmonious relations among co-workers and their relation with


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superiors and sub ordinates, by empowering and allowing employees participation in

decision making helps to have a best fit between employer and employee, Clear cut

goals and responsibilities, autonomy at a work, Flexi- working environment,

transparency at work, opportunities for innovation etc should be taken care by

organization in order to reap the benefits of employer branding.


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Chapter -2


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Employer branding is the key to keep competitive advantage on both labor market and

product market. For that we must -

Know Employees expectation: The foundation for Employer Branding

When properly planned and executed, an employer branding initiative can generate

lively dialogue between an employer and its employees, builds a rationale for a 'mutual

working arrangement', and establish compelling reasons to commit to the arrangement.

Whoever may be the employer an employee expects the following from employer:-

1) Fair treatment

2) Trustful and open channeled communication

3) Ability to provide security and benefits in present and future

4) Planned and systematic career and succession planning

5) Motivating and morale building team and management

6) Smooth Disciplinary procedure and I.R

7) Employee benefit oriented culture and practices8) Adequate talent acquisition , management, retention and utilization

9) Proper advancement and up gradation of employees

10) Participatory management

11) Industrial democracy

12) Clarity in roles and goals

13) Clearly defined authority responsibility charting

14) Timely decision making

15) Impartial , fair and growth promoting organization structure


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Creating the Right Mix: Defining the Employment package

The employment package includes often Close the deal for the Prospective

employee, such as financial compensation, work/life balance, the Employee's role in

organization and professional development. Every organization as per its need ,

workforce , level of competition and forecasted demand or business plan should match

its expectation Requirement matrix in such a way so that it becomes easier for both

employer and employee to create a perfect brand name resulting in satisfaction. It

includes the following

1) Focus onCulture and Environment: - Itincludes items such as the physical

working environment, the size of the organization, and the organization's approach to

work.


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2) Brand Image and Reputation: - It helps in establishingintegrity. The consequence

of a lack of integrity in the employee does not stay with the organization for long,

contributing to the organization's well being. To attract people to something you cannot

deliver is a waste of your time and money.

3) Management Performance:- It is a vital part in the Employer Branding process.

Senior management must be committed and involved in recruitment or the Employer

Branding process or else it will be a failure.

5. A combination of Functional, psychological, and Economic benefits which a new

entrant expects. Thus by creating a need based employment package an organization is

benefited in two-way.

6. It also helps in Attracting and recruiting "the right" candidates

Attending to shortages within the organization

Advancing retention rates and reduce turnover

Amplifying employee engagement, commitment, and performance

Employer branding process

The employment brand architecture as suggested by Ryan Estis the chief talent

strategist for NAS Recruitment Communications, an agency of the McCann World

Group for becoming an employer of choice includes the following steps

1) Understand your business objectives

2) Identify your talent needs.

3) Determine the employment brand attributes.

4) Look for synergy with the corporate brand.

5) Develop a communications plan.

6) Develop the messaging and creative content.


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7) Establish metrics.

8) Execute and evaluate.

Taking these as the basic objectives and criterion the process of Employer branding can

be summarized as following

Step 1 Concept Phase

360 degree employer brand audit to determine the strength of your current employer

brand and to determine its level of synergy with your corporate brand and business

objectives.

Step 2 DESIGN PHASE

The Design Phase is the process to formulate your employer brand strategy. It includes -

(i) Defining your Employer Value Propositions (EVP's)

It means an Unique Employer offer, every company has to have a unique offer or

benefit or package. A well-define EVP is the ability of the company to emphasize themost attractive factors in it. A company with strong EVP gives current and future

employees a reason to work for an employer and provides a competitive advantage to

the company.


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(ii)Defining your EBI(Employer Brand Image)

The EBI is made up of two components the Employer Brand Employee Platform

which includes

* Recruitment & induction

* Compensation and benefits

* Career development

* Employee research

* Reward and recognition

* Communication systems

* Work environment

Employer Brand Strategic Platform

* Your firm's mission, vision & values

* Corporate Social Responsibility (CSR)

* Leadership

* Corporate reputation and culture

* People management policies and practices

* Performance management

* Innovation

iii) The Corporate brand- the employer branding process and procedures should be

aimed towards corporate branding so that betterment could be created not only among

internal customers but also among external customers and all stakeholders.

iv) Market forces - Employer branding process and techniques should be aimed

towards building a positive image of the organization in external and internal


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environment equally.

STEP 3 - INTEGRATION PHASE

These may include:

* Career website

* Company intranet

* Careers fair brochures

* Company newsletters* Policy and procedures templates

* Recruitment advertising

* Sponsorship

STEP 4 - EVALUATION PHASE

The Evaluation Phase involves measuring the impact of the Employer Brand program

Above all the success of any employer brand program depends on the efficiency with

which the need, situation for designing, implementing and monitoring an employer

brand program has been made. Not only a good understanding between the need,

process, and inputs are required but the full utility comes when full workforce is

benefited by it.

Implementing employer branding concept in organization

Following steps help in successful implementation of employer branding process they

are

* Set measurable and attainable target for employer branding which should be


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development oriented.

* Hire professional services if needed for better and result oriented activities

* Identify the needs of employees and design program as per the requirements.

* Undergo survey either attitudinal for gathering information of employees satisfaction

and needs.

* Design a full proof need based support oriented and growth focused strategy which

will help both employee and employer for development and promotion.

* Validate the strategy with key constituencies.

Supportive factors in employer branding

1) Active employee involvement

2) Clear understanding of what your employees of choice want in an employer.

3) A clear, honest, ongoing feedback with employees, enable you to continuously gather

information about organizational strengths and weaknesses

4) A clear understanding of what needs you address well, and what ones you don't

5) A list of organizational practices and policies that weaken your employer brand and

those that strengthen it

6) A list of moment of truth experiences that help shape employees' overall work

experience, and a clear picture of how well you do in each area.

SIGNIFICANCE AND BENEFITS OF BRANDING THE

EMPLOYEES /OUTCOME OF EMPLOYER BRANDING

In spite of pursuing all the characteristics of employee branding, many companies have

generally considered it as a shortcut for getting the best talent available in the

environment. But it is fact that if one takes good care of her/his guests, definitely the

guest will become hers/his and will continue to be loyal with her/him. Every

organization must understand this fact very clearly that the organization's core values

are defined by the extent of being productive and responsive towards the customers. In


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other words it is a common belief that if a company takes cares of the people it affects;

these people would certainly take care of the company.

The benefits of branding are: improved recruiting, retention, employee satisfaction and

pride, management practices, increased media exposure due to being on "best-place-to-

work lists", and increased word of mouth exposure. In addition to the above, branding:

Showcases ones organization and highlights organization as a great place to

work.

Gives the organization a distinctive competitive edge in the labor market.

Improves recruitment and retention.

Builds a positive image of your organization and motivates potential "best"

applicants to apply for jobs there.

Increases employee satisfaction and pride in being an employee of yourorganization.

Develops a deeper understanding of the leadership perception of the current and

desired employment experience.

Creates improved/increased/effective relationships between managers and

employees.

Promotes management practices that are respected by employees (values/goals of

organization are promoted, modeled and reinforced).

Helps sustain growth, accommodates attrition and adds new skills and talents to

your organization.

Helps maintain and/or improve diversity in the workforce.


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Thus, Employerbranding gives an organization a competitive advantage. Employer

branding is a tool to attract, hire, and retain the right fit, it also has a huge impact on

shareholder value, thereby creating positive human capital practices, contributing to

bottom-line of the company.

Strong employer brands have employer value propositions (EVP's) which are

communicated in company actions and behaviors and evoke both emotive (e.g. I feel

good about working here) and tangible benefits (this organization cares about my career

development) for current and prospective employees. These organizations segment and

communicate EVP's which reflect the image that the organizations want to portray to its

target audience. A company's employer brand is reflected in the actions and behaviors

of leaders and is affected by company policies, procedures, and practices and the same

when well planned and implemented results in profitability of organizations.

How to Brand Your Company?

Employees need to hear the same message that you sent to the market place, often the

companies mismatch strategies between internal and external communications, which

leads to confusion among employees, they are told one at the management and observe

that different message is sent among public. So the company must practice

Two way branding to live up the brand.

Branding is a way to package information about functional attributes, economic value

and psychological benefits so that it will be easily understood by the target group.

Every organization must have an Internal Brand and External Brand. The External

Brand is the image that an organization projects to customers, suppliers, investor and


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public. The Internal Brand is the image about the organization by its employees and

what type of employer the organization is.

Branding is a two way approach:-

1. Internal Branding: - It can be done by training employees and by informing

policy and allowing employee participation and by conducting stay interviews

and exit interviews, there by satisfying your employee you can create good and

better publicity in the outside market. Measures to be taken for building the brand

are to conduct

o Staff Conferences

o Mystery Shop

o Supervisor Shadow program

o Associate satisfaction survey

o Associate Engagement Survey

2. External Branding: - It must be done by outside people and require investment in

monetary terms. It is through road shows and CSR by sponsoring public shows

and events, by using tagline (Think, Innovate and work with technology leaders

-Intel), aligning with celebrity, use of job sites, online banners, street banners,

newspapers.


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External Brand provides answers

to the questions like

1.Functional benefits:-

What are the goods or services do for me?

What needs it will fulfill?

2.Economic Value:-

How much can I expect to pay?

How good a deal is it?

3.Psychological benefit:-

How will it make me feel?

What image of myself will it help me to

Convey to the world?

Internal Brand answers to the

following:-

1.Functional benefits:-

What is this job like?

What will I be doing in this job?

Will I enjoy the experience?

How will I develop

professionally and personally?

2.Economic Value:-

How will I be rewarded?

What can I expect in return for

my efforts?

3.Psychological benefit:-

What will I be part of?

What will I belong to?

How will my efforts help me

drive a greater mission?


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BRANDING APPROACHES OF TCS:-

TCS Employer Brand stands for Global Opportunities, Worlds best

Training Ground, and Employee friendly. The main area of focus in employer branding

is providing tremendous opportunities to professionals, which include World class

training from the initial years, offering to work in five different platforms, spread across

different technologies platforms, domains and geographical diversions and the reward

and recognition program is a unique mix of both monetary and non monetary benefits

and always try to engage with employees beyond the workspace through programs

called MAITREE.

At TCS the branding exercise is well connected with two approaches, externally

They ensure that TCS employer brand is externally communicated to the audience

through campus presentations, recruitment advertisements, client presentations. They

are the first organization to conduct an IT quiz concept to students across the nation of 8

to 12 standard, as a medium to provide IT awareness among students, schools and

parents.

Internally they had an Ultimatix, which is the central nervous system of TCS. This

portal combines several different applications based on different platforms such as ERP,

Knowledge portal, Management Information systems, CRM, Employee Self Services

etc rolled in to one making ULTIMATIX as one of the in house communication tool,

delivering daily news and acts as an important tool to carry on the branding internally.

It carries the news and updates on the happenings in the organization globally. In

addition to these TCS provides work life balance, work place harmony, Competency

building and flexibility. It includes sustained employee retention, rewards and


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recognition with schemes like Best White paper awards, Star of the month, Creative

workspace awards, Best project awards, Best Auditor awards, and Best Faculty

awards.etc. TCS also offers employee flexibility of choice on career streams, thereby

encouraging a diverse experience through rotations across streams. Lets See the best

Global product brands and worlds most attractive employers -

Best Global

Brands

Worlds most respected Cos

Coca Cola GEMicrosoft Microsoft

IBM Toyota

GE IBM

Intel Coca Cola

Nokia Dell

Toyota Wall-Mart

Disney Citigroup

McDonalds Procter &Gamble

Mercedes Hewlett-Packard

There is a lot of difference between the best brands and most respected

companys because the companies placed themselves high, by valuing their human

resources. Good employer branding has a huge positive impact on an organisation's

profile, attractiveness and strength. It's not just about about logos and clever adverts, it's


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about engaging with job applicants and promoting your organisation as an employer of

choice. It happens only through employees because once an employer understands and

buys the brand and objectives of the company, they act as a brand ambassadors for the

brand.

CHAPTER 3


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INFOSYS

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with

US$ 250. Today, we are a global leader in the "next generation" of IT and consulting

with revenues of over US$ 4.8 billion. 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 our domain and business

expertise and strategic alliances with leading technology providers.

Our 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


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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 113,796 employees as on March 31, 2010. Infosys takes pride in

building strategic long-term client relationships. Over 97% of our revenues come from

existing customers.

As of early 2008, it had not only established itself as a technology powerhouse in the

global IT arena but had also earned a lot of kudos for its innovative human resources

management (HR) practices. In fact, the company contended that its business success

was largely due to the human capital that the company had nurtured over the years.

Hema Ravichandar, former Senior Vice President (VP) of HR, Infosys said, "It was our

emphasis on transparency, communication, and connecting with employees that set us

apart from other organizations."

In addition to launching various innovative programs to attract and retain talent and

create a strong employer brand, the company also launched innovative initiatives for

leadership development. According to Girish Vaidya, Senior Vice President (VP) and

head of Infosys Leadership Institute2, the company had three leadership tiers.

"Tier 1 includes leaders of business enabling functions. Tier 2 has people who can take

on the Tier 1 responsibility in 3-5 years, and in Tier 3, the employees are expected to

take the Tier 2 category [responsibility] in 3-5 years,"3 he said.

One of the programs that the company launched to develop leaders and foster

innovation in the company was the 'Voice of Youth' (VOY) program. Infosys was not

only a young company; its workforce too was young. The average age of an employee

at Infosys was 26 years. The Company sought to set an environment marked by

openness, meritocracy, innovation, self-motivation, ownership, and excellence in

execution.


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Subramanyam G.V., VP - Microsoft Technology Center and Software Engineering &

Technology Labs, Infosys, said, "Infosys has always encouraged a culture that upheld

respect and dignity for the individual, emphasizing meritocracy over hierarchy." The

company viewed youth as a source of innovative ideas and as such encouraged the

young employees in the company to come out with innovative ideas and also strengthen

the leadership bench strength at the company.

This emphasis on youth came from the top. N.R. Narayana Murthy (Narayana Murthy),

Founder, Non-executive Chairman and Chief Mentor, Infosys, said, "It Os important

that you give challenging engagements to deserving people, whether they are young or

new in the organization. Youth and empowerment are the keys to scalability andlongevity." While the management at Infosys encouraged new ideas and feedback from

its young employees, they realized that a majority of these employees were not coming

out with their opinions. To harness the energy of the young employees, the VOY

program was started in 1994 by Narayana Murthy. As part of the program, each year the

company selected a few high potential and top-performing young employees under the

age of 30 years to the company's senior management council meetings.

Initially, some five to six employees were selected per year but by 2007, the number

had reached a dozen. In these high-profile meetings, the members were expected to

"debate, discuss, and critique key elements of the corporate strategy. As such, they had

an opportunity to influence key decisions pertaining to corporate strategy and HR

policies. "We believe these young ideas need the senior-most attention for them to be

identified and fostered," said Sanjay Purohit, Associate VP and Head of Corporate

Planning, Infosys.

The company felt that if the organization became too hierarchical, it would not be able

to benefit from innovative ideas from younger employees. Analysts have credited

Infosys for starting such an innovative program that not only fostered innovation in the

company but also helped develop leaders. The young employees in the council were


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reported to have played a big role in establishing a program for spotting and nurturing

innovation at Infosys.

As of the mid-2000s, the company was also considered one of the leading innovative

companies globally. For instance, in 2006, it was ranked 32nd globally in terms of

innovation. It was not only the organization that benefited from a continuous flow of

fresh ideas - the young employees at Infosys too felt empowered as their voices were

being heard. In 2007, Infosys was ranked 10th in the global list of 'Top Companies for

Leaders'. In the Asia-Pacific region it ranked second, behind leading fast moving

consumer goods giant Hindustan Unilever Ltd. The survey, conducted by Hewitt

Associates in partnership with The RBL Group and Fortune magazine, covered 548organizations in 41 countries.

Fortune singled out the VOY program for special praise. Some analysts felt that Indians

were by nature creative and entrepreneurial but that the environment at Indian

companies often stifled innovation.

According to Vijay Govindarajan (Govindrajan), Earl C. Daum professor of

international business at the Tuck School of Business, Dartmouth College in Hanover,

New Hampshire, USA, a focus on 'short-term performance-oriented management

systems', a 'silo' mentality, and a focus on manufacturing orientation (rather than

marketing orientation) in Indian companies were responsible for this.

In addition to this, he felt that Indian companies were 'too hierarchy-bound', leaving less

scope for innovation. "Younger front-line employees must be empowered to contribute

to strategy dialogue. Infosys' voice of youth program (where young employees provide

critical inputs for strategy decisions) provides the direction for all Indian companies to

follow," said Govindrajan.

Analysts also felt that Indian companies, particularly those in sectors such as IT were

facing challenges in managing the talent pool as they had to contend with a young

population with a low level of maturity, while there was paucity of talent in those above


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40 years of age. The problem of these companies was compounded as the young

brigade were spoilt for choice with many good job prospects available and were not

averse to switching jobs for a better pay packet or career advancement.

With the youth population opting for instant gratification, the challenge for the

companies was to leverage on their creative energy while trying to rein in their

overblown expectations. Analysts felt that in such a situation, it was very important for

companies to identify high potential employees and train them for the future.

Infosys Technologies Limited

TYPE Public

BSE 500209

NASDAQ Infy

FOUNDED July 2,1981

HEAD QUARTERS Banglore,India

KEY PEOPLE N.R.Narayana Murthy (chairman)

Kris Gopalakrishna (CEO) & (Director)

INDUSTRY Software services

PRODUCTS IT service

SERVICES Information Technology consulting services


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& Solutions.

REVENUE Rs .8,852 crore (2012)

NET INCOME Rs.2316 crore(2012)

EMPLOYEES 1,45,088(2011)

WEBSITE Infosys.com

CREDIT RATING BBB+ (Standard and Poors rating)

REASONS FOR DEVELOPING AN EMPLOYER BRAND

Every organization is facing similar business challenges difficulty of attracting talent

and retaining quality employees, lack of employee loyalty, increased overseas

competition, generational change and skills shortages.

Along with this competition in local, state, national and global markets, made important

for companies to understand how to position themselves and make them desirable for

potential employees.

Recruitment should be viewed as an extension of marketing and organisations must

have clear strategies to market the brand to employees David Jones, Managing

Director, Robert Half, UK.

Some recent statistics:

74% of companies in Asia-Pacific believe that developing an employer brand

leads to higher staff retention.


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54% of companies in Asia-Pacific believe that developing an employer brand

reduces recruitment costs.

Asia-Pacific companies are more aware of employer branding than the rest of the

world due to increased competition for talent in the region. 48% of companies

were aware of employer branding in Asia-Pacific compared to 42% in USA, 38%

in Europe.

Reasons for Employer Branding

1. A Magnet for the Best Global Talent - Fortune magazine identified Infosys

among the top companies that "inspire, nurture and empower a new generation of

global leaders." We are committed to remain among the industry's leading

employers.

2. Quality - 'In God we trust, everyone else must come with data' is an oft-heard

phrase at Infosys. We constantly benchmark our services and processes against

globally recognized quality standards. Our certifications include SEI-CMMI


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Level 5, CMM Level 5, PCMM Level 5, TL 9000 and ISO 9001-2000. In

February 2007, Infosys BPO was certified for eSCM level 4.0, the eSourcing

Capability Model for Service Providers developed by a consortium led by

Carnegie Mellon University's Information Technology Services Qualification

Centre.

Quality is ensured across all our processes, interfaces and outputs in

management, core and support processes. It helps us deliver long-term

excellence, and ultimately, predictability of returns, through the Global Delivery

Model (GDM), to all stakeholders.

Infosys improve "Execution Excellence" through continuous productivity

improvement. Infosys have continuously benchmarked our processes against

world-class standards and models such as ISO 9001-TickIT, SEI-CMM / CMMI,

ISO 20000, ISO 27000, AS 9100, TL 9000 and ISO 14001.

Regular and rigorous assessments are conducted by reputed external assessors.

Our process performance has emerged as better than that of our peers. Infosys has

embarked on several strategic improvement initiatives:

Baldrige-based assessment of units for business excellence

Organization-wide reuse and tools initiatives for productivity improvement

Patent application filed for PROSO, our project scheduling model

Program management framework to enable execution of large deals

Proactive risk assessment model and approach to mitigate execution risks


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eSCM Level 4 certification of Infosys BPO by the IT Services Qualification

Center (ITSqc) at Carnegie Mellon University

Internal quality certification to equip our team members with required skill

sets quickly

3. Innovation, Speed and Excellence in Execution - We were one of the first

companies to develop and deploy a global delivery model and attain SEI-CMMI

Level 5 certification our offshore and onsite operations. We manage growth by

investing in infrastructure and by rapidly recruiting, training and deploying new

professionals. We have 44 global development centers, the majority of which are

located in India. We also have development centers in Australia, Canada, China,

Japan, Mauritius, and at multiple locations in the United States and Europe.

4. Industry Leadership - Our history is marked by a series of firsts. We were the

first Indian company to list on a US stock exchange and the first Indian company

to do a POWL in Japan. In December 2006, we became the first Indian company

to be added to the NASDAQ-100 index and became the only Indian company to

be part of any of the major global indices. We were recently listed on The Global

Dow. Infosys was also ranked No. 14 among the most respected companies in the

world by Reputation Institute's Global Pulse 2008. We were also listed on Forbes'

Asian Fabulous 50 for the fourth consecutive year. Infosys is also a five-timeGlobal MAKE Winner and one of only two Indian companies amongst global

leaders to have won the award in 2008.


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5. Diversity - A global company's employee base should reflect the diversity of the

world it serves. Infosys thus strives to employ people representing the widest

possible variety of nationalities, cultures, genders and gender identities,

employment histories, and levels of physical ability. In doing so, the company is

able to recruit new employees from all available global talent pools and provide

paths to employment to all members of world societies, including talented

individuals from groups who may have in the past been underrepresented within

the IT industry. Within such a diverse company, people bring to the workplace

contrasting opinions and worldviews. As these people interact, they develop newideas, methods, and perspectives. Infosys recognizes and promotes this power of

diversity to drive innovation.

Infosys actively fosters inclusivity across all of its business units and in every one

of its company offices. It encourages all employees to focus on the

commonalities they share and leverage their differences towards productive

teamwork. Inclusivity ultimately makes for a more informed and sensitive

employee base that is better able to serve clients.

Infosys was the first Indian IT company to establish a company office to manage

and drive all company initiatives dealing with diversity and inclusion. Today wehave employees from over 70 countries. Women constitute more than 32% of our

workforce.

Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work

environment. IWIN recognizes the unique aspirations and needs of women. It


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provides avenues for vocational, personal and psychological counsel to enable

professional and personal development. Our new Family Matters Network

provides support to employees on parenting matters. On International Womens

Day 2009, Infosys honored women employees who have been catalysts of social

change. Infosys also launched Spark Guru, an initiative to awareness among

school teachers in rural areas about social issues.

Infosys actively seeks to hire and train persons with disabilities. In 2006 and

2007, Infosys BPO received the Helen Keller award for the best employer from

the National Centre for Promotion of Employment for Disabled People

(NCPEDP).

Employer Value Proposition :-

Are great careers born or made? At Infosys, they are both born and made. Because

when you're at Infosys, you're already at the next level. And we provide you with every


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possible opportunity to inspire you - to make you go beyond what you think might be

possible.

If you want the world to be your playground, you need the best coaches. That's just

what you'll get at Infosys. Whether it's helping you becoming better at what you're

already good at, or helping you discover what you're the best at, we have the right

people and programs for you.

We're with you, every step of the way

Fuelled by aspirations, they are always growing, and finding innovative ways to do it.

At Infosys, growth is vertical. Growth is lateral. Growth is incremental. Growth is

exponential. When you work in an ecosystem that spans so many countries and

industries, it's bound to be. They are serious about your growth. And they have a plan

for applicants, with Infosys' Career Path Architecture. This unique model details

organizational roles and career streams, as well as mechanisms for career growth. It

provides guidelines for vertical and horizontal movements - within and across career

streams.

Your virtual friend, philosopher and guide

They always have a answer to applicants question at our Virtual Career Center and help

to decide upon a course of action. There's a wide range of information here - from

internal job alerts to updates on career programs, from internal internship to career

planning tools, from interaction with managers to leaders on careers. Empowerment and

enlightenment are just a click away.

Employer Brand Image

Working with Infosys is not a job. It's a journey. An experience. There's so much to

explore here - even about you - that every day is a new day. You want a challenging and


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enjoyable work environment. We want you to realize your potential. You want to be

recognized for your work. We want you to fulfill your aspirations.

Today, Infosys is building tomorrow's enterprise. And guess who's making this

possible? Infoscions. Our people - yesterday, today and tomorrow. We believe there's a

bit of an Infoscion in everyone. Is there one in you?

"You know you want to be an Infoscion when you wish to

Be on Target, every time

Experience Quality

Lead Globally

Explore your potential

Drive Sustainability

Innovate

Care for Family

Have fun in Campus

Live with values

YES to INFOSYS.

I. Employer brand Strategic Platform :-

VISION


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"To be a globally respected corporation that provides best-of-breed business solutions,

leveraging technology, delivered by best-in-class people."

MISSION

"To achieve our objectives in an environment of fairness, honesty, and courtesy towards

our clients, employees, vendors and society at large."

VALUES

We believe that the softest pillow is a clear conscience. The values that drive us

underscore our commitment to:

Customer Delight: To surpass customer expectations consistently

Leadership by Example: To set standards in our business and transactions andbe an exemplar for the industry and ourselves

Integrity and Transparency: To be ethical, sincere and open in all our

transactions

Fairness: To be objective and transaction-oriented, and thereby earn trust and

respect

Pursuit of Excellence: To strive relentlessly, constantly improve ourselves, our

teams, our services and products to become the best


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WORK CULTURE AT INFOSYS

Work life is enriched by three factors

1.Learning opportunity

2. Financial benefit

3. Emotional support

(Infosys ensures that a good work life balance exists @ all times)

CHALLENGES

Challenges faced by it employees - stress

How Infosys helps employees overcome stress?

1.Formation of Clubs

2. Organizing workshops

3. Large projects broken down into smaller ones


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PEOPLE MANAGEMENT POLICIES :-

Developing clear job descriptions.

Selecting appropriate people with an appropriate selection process.

Negotiate requirements and accomplishment-based performance standards,

outcomes, and measures.

Provide effective orientation, education, and training.

Provide on-going coaching and feedback.

Conduct quarterly performance development discussions.

Design effective compensation and recognition systems that reward people for

their contributions.

Provide promotional/career development opportunities for staff.

Assist with exit interviews to understand WHY valued employees leave the

organization.

CORPORATE SOCIAL RESPONSIBILITY

Infosys has always adopted a sustainable approach to business. they are aware that

growth is inextricably linked to the well-being of our ecosystem - employees and

business partners, local communities and the environment.


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sustainability policy guides interactions with stakeholders and influences day-to-day

actions. As a responsible corporate citizen, they collaborate with clients and

governments to develop sustainable solutions and governance frameworks.

Infosys Sustainability Report 2010-11 is based on the guidelines of the GlobalReporting Initiative (GRI) framework version 2.0 for sustainability reporting. It upholds

the principles of the United Nations Global Compact (UNGC), United Nations

Development Fund for Women (UNIFEM), World Economic Forum (WEF), and The

Energy and Resources Institute (TERI).

The report focuses on both activities - business-as-usual as well as beyond business -

and shares progress in the pursuit of sustainable growth. It delineates our sustainabilityagenda across three areas:

Social Contract

By committing to an equitable society. they take up social causes in education, rural

rehabilitation and inclusive growth.

Resource Intensity

Being a responsible consumers of natural resources. their long-term vision is tobecome carbon neutral and water sustainable and reducing the ecological impact.

Green Innovation

Developing sustainable solutions to reduce the carbon footprint of clients, by

combining sustainability with engineering to develop green products and services.

Testimonials of Employees

A company's employees are its biggest assets. We ensure that you have the platform

and the provision to excel in what you do.
http://www.infosys.com/sustainability/social-contract/Pages/index.aspxhttp://www.infosys.com/sustainability/resource-efficiency/Pages/index.aspxhttp://www.infosys.com/sustainability/green-innovation/Pages/index.aspxhttp://www.infosys.com/sustainability/social-contract/Pages/index.aspxhttp://www.infosys.com/sustainability/resource-efficiency/Pages/index.aspxhttp://www.infosys.com/sustainability/green-innovation/Pages/index.aspx


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Emotional value-add through a fair, rewarding work environment and a culture

that has been built through various initiatives.

INCENTIVES

Types of incentives @ Infosys

1) Send a handwritten note

2) Send them the showers

3) Help them connect

4) Flex those hours

5) Reward effort as well as success

6) Give them a free pass

7) Dole out cream and sugar

8) Remember the secret words

9) Give them a place to park it

Create your own "Club Med. , Elect them to the Wall of Fame, Walk it as you

talk it, Offer a swap, Spread the love are the incentives provided at Infosys


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ACHIEVEMENT

2011

Infosys Wins 2011 Global Most Admired Knowledge Enterprises (MAKE)

Award - the first and only Indian company to win the award eight times

Infosys Ranked 4th in the 2011 Bliss Leap Awards

Infosys was ranked No. 1 in all the 4 categories - Best IR website, Best Online

Annual Report, Best Financial Disclosure and Best Corporate Governance

Practices at the 2011 IR Global Rankings in India.

Infosys recognized in Institutional Investor magazine's 2011 All- Asia

Executive Team Rankings

Infosys wins Platinum Award in The Asset Corporate 2010 Awards

Forrester names Infosys a Leader in IT Infrastructure Outsourcing

Infosys is India's best company for corporate governance: Asiamoney poll

Infosys is India's most respected company: Businessworld
http://www.infosys.com/newsroom/press-releases/Pages/MAKE-global-award-2011.aspxhttp://www.infosys.com/newsroom/press-releases/Pages/MAKE-global-award-2011.aspxhttp://www.infosys.com/about/awards/Pages/bliss-leap-awards-2011.aspxhttp://www.infosys.com/about/awards/Pages/executive-team-rankings-2011.aspxhttp://www.infosys.com/about/awards/Pages/executive-team-rankings-2011.aspxhttp://www.infosys.com/about/awards/Pages/excellence-corporate-governance.aspxhttp://www.infosys.com/IT-services/infrastructure-management-services/global-IT-infrastructure-leader/Pages/index.aspxhttp://www.infosys.com/about/awards/Pages/corporate-governance-awards.aspxhttp://www.infosys.com/about/awards/Pages/most-respected-company-survey.aspxhttp://www.infosys.com/newsroom/press-releases/Pages/MAKE-global-award-2011.aspxhttp://www.infosys.com/newsroom/press-releases/Pages/MAKE-global-award-2011.aspxhttp://www.infosys.com/about/awards/Pages/bliss-leap-awards-2011.aspxhttp://www.infosys.com/about/awards/Pages/executive-team-rankings-2011.aspxhttp://www.infosys.com/about/awards/Pages/executive-team-rankings-2011.aspxhttp://www.infosys.com/about/awards/Pages/excellence-corporate-governance.aspxhttp://www.infosys.com/IT-services/infrastructure-management-services/global-IT-infrastructure-leader/Pages/index.aspxhttp://www.infosys.com/about/awards/Pages/corporate-governance-awards.aspxhttp://www.infosys.com/about/awards/Pages/most-respected-company-survey.aspx


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Infosys, the most preferred company to work for in India: Business Today

survey

2010

Infosys ranked among the best in investor relations in APAC region

Infosys wins award for the 'Best investor relations by an APAC company in the

US market'

Infosys BPO wins "BPO Organization of the Year" and "Fun at Work" awards

from Stars of the Industry

Infosys has been voted in The Asset Triple A Corporate Awards - Gold Award

for Investor Relations in Technology in USA

Infosys, the most sought-after company in India: Business Today Survey

Infosys wins American Society for Training & Development (ASTD) award for

excellence in inclusivity

2009

Independent Research Firm Names Infosys as a Leader Among Oracle Service

Providers

Infosys among Asia's Most Admired Knowledge Enterprises
http://www.infosys.com/about/awards/Pages/best-company-to-work-survey2010.aspxhttp://www.infosys.com/about/awards/Pages/best-company-to-work-survey2010.aspxhttp://www.infosys.com/about/awards/Pages/best-company-to-work-survey2010.aspxhttp://www.infosys.com/about/awards/Pages/best-company-to-work-survey2010.aspx


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Infosys Honored with Oracle Titan Partner Award at Oracle Open World 2009

Infosys Siebel Business Process Testing Solution Named "Partner Solution

Offering of the Year" at HP Software Universe 2009

Infosys Named as a Top Supplier for Sears Holdings Corporation

Independent Research Firm Names Infosys as a Leader in SAP Implementation

Infosys BPO Bags Excellence Award for Diversity Hiring Initiatives

Infosys BPO Receives e-SCM-SP Capability Level 5 Certificate from Carnegie

Mellon University's ITSqc

Infosys Cited as a Leader in North American SOA Systems Integration Services

Market by Independent Research Firm

Infosys BPO receives "positive" rating in leading analyst firm's Comprehensive

Finance and Accounting Business Process Outsourcing Market Scope report

Infosys listed on Forbes' Asian Fabulous 50 for the fourth consecutive year

Infosys ranked among the greenest brands in India

Infosys in 'India's Best Companies to Work For' : Survey by Great Place to

Work Institute

Infosys in Fortune's 100 fastest-growing companies

Infosys, the most admired Indian company: Wall Street Journal survey

Infosys, the Best Outsourcing Partner: Waters Rankings 2009

Infosys has received the highest rating on corporate governance by ICRA

Infosys was ranked among the top 50 most respected companies in the world by

Reputation Institute's Global Reputation Pulse 2009


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Infosys listed among best companies for leaders by Hay Group and Chief

Executive Magazine

Infosys is the sole Indian IT services company to be featured in the Top 25 of

Business Weeks InfoTech 100

Infosys received the distinction of having one of the 'Best Ranked Online Annual

Reports in Greater China & Asia/Pacific' at IR Global Rankings 2009

Integration Phase

CSR Implementation:-

SOCIAL CONTRACT

Our social contract inspires more than 130,000 employees to contribute to communitywelfare, environment sustainability and digital literacy.

In 2010-11, Infosys organized several programs, enabling employees to give back to the

society:

1 Volunteering


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A sabbatical policy for community service encourages Infoscions to work for

designated Indian Non-Governmental Organizations (NGOs). Employees are paid an

allowance by Infosys for up to one year.

Infoscions support Akshaya Patra Foundations mid-day meal campaign, the worldslargest NGO school meal program. It blends nutrition with education to reduce the

school dropout rate across rural India. The Foundation has set a goal of serving one

billion meals to school children.

2 Emergency aids

Infoscians donated US$ 259,695 towards rehabilitating victims of the earthquake in

Tohoku, Japan.

The Infosys USA Foundation donated US$ 50,000 to the Leggett & Platt Benevolence

Fund to support victims of the tornado that struck Joplin, Missouri.

3 Digital empowerment

Infosys initiates children into Information Technology through the SPARKprogram.

Since 2008, it has touched the lives of more than 350,000 students across India by

undertaking IT training and mentoring teachers of government-aided schools in rural

areas.

4 Shaping policies

Members of the board of directors of Infosys serve on global councils and contribute to

policy making in corporate governance, education, healthcare, diversity, and the

environment.

Infosys was a delegate of the World Business Council for Sustainable Development

(WBCSD) at the UN COP-16 climate change conference in 2010. And involved in the

People Matter project where CEOs share their experiences of talent and sustainability.

Infosys partners with state utilities in India to introduce voluntary green tariff so that

consumers can offset the cost of renewable energy.

5 Promoting education and research
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The Infosys USA Foundation supports the New York City (NYC) Science Education

Initiative to spread literacy among students of underserved communities. The

Foundation provided a grant of US$ 380,000 to the New York Academy of Sciences for

implementing the program in New York schools and Citizen Schools of New Jersey.

Project Genesis bridges the skills gap among undergraduate students across tier 2 and 3

towns in seven states of India. In 2010-11, the project mentored over 2,500 teachers

who imparted training to more than 85,000 students.

project report completed (1)

Documents