TY - JOUR
T1 - Infosys technologies limited
T2 - The global talent program
AU - Subramanian, Ram
AU - Misra, Ram
AU - Jayachandran, C.
PY - 2008
Y1 - 2008
N2 - 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.
AB - 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.
KW - Cross-culture
KW - Information technology
KW - Training
UR - http://www.scopus.com/inward/record.url?scp=63349086812&partnerID=8YFLogxK
U2 - 10.1142/S0218927508001126
DO - 10.1142/S0218927508001126
M3 - Article
AN - SCOPUS:63349086812
SN - 0218-9275
VL - 12
SP - 249
EP - 273
JO - Asian Case Research Journal
JF - Asian Case Research Journal
IS - 2
ER -