HRM Case Analysis
Traditional versus Strategic HRM and Its Effectiveness for Organizational Success.
Traditional HR focuses on a short term view of creating rules and policies to control the work environment (Mello, 2011). Strategic HR focus can be short, medium or long term and focus on being organic and focusing on helping the operations achieve its goal (Mello, 2011). During this case analysis we will examine the Traditional and Strategic HR decisions that faced Infosys as they went through a period of extensive growth and expansion. This case analysis will answer the question of: What is strategic Human Resources Management and how does it link the people with the strategic needs of the business?
Overview
Infosys was created in 1981. The founders shared a vision of making a different type of company within the India economy. Their goal was to create wealth in an ethical manner in a country where the government controlled economic prosperity (Delong, 2006). The company initially sputtered along until government regulation was lifted and a favorable visa policy with the US was established. Infosys cared about its employees. They were voted the #1 Best Employer for 2 years in a row (Delong, 2006). However the CEO gave the HR leader a very difficult task to be on the Top Ten Lists of both Performing Companies and Best Employers (Delong, 2006). As you imagine it is a very difficult task to rapidly grow the company and continue to provide the small individualized service that is the hallmark of smaller companies. Infosys HR and Culture Challenges
To accomplish this task would take a perfect blend of traditional HR management and strategic HR management. On the one hand you would need rules and policies to ensure consistency across the company while also have the flexibility to support the business objectives. Another way to think of this is a generalized approach to handling large HR issues impacting the entire organization while being able to provide very specialized
Traditional HR focuses on a short term view of creating rules and policies to control the work environment (Mello, 2011). Strategic HR focus can be short, medium or long term and focus on being organic and focusing on helping the operations achieve its goal (Mello, 2011). During this case analysis we will examine the Traditional and Strategic HR decisions that faced Infosys as they went through a period of extensive growth and expansion. This case analysis will answer the question of: What is strategic Human Resources Management and how does it link the people with the strategic needs of the business?
Overview
Infosys was created in 1981. The founders shared a vision of making a different type of company within the India economy. Their goal was to create wealth in an ethical manner in a country where the government controlled economic prosperity (Delong, 2006). The company initially sputtered along until government regulation was lifted and a favorable visa policy with the US was established. Infosys cared about its employees. They were voted the #1 Best Employer for 2 years in a row (Delong, 2006). However the CEO gave the HR leader a very difficult task to be on the Top Ten Lists of both Performing Companies and Best Employers (Delong, 2006). As you imagine it is a very difficult task to rapidly grow the company and continue to provide the small individualized service that is the hallmark of smaller companies. Infosys HR and Culture Challenges
To accomplish this task would take a perfect blend of traditional HR management and strategic HR management. On the one hand you would need rules and policies to ensure consistency across the company while also have the flexibility to support the business objectives. Another way to think of this is a generalized approach to handling large HR issues impacting the entire organization while being able to provide very specialized