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Published by: Harvard Business Publishing
Originally published in: 2005
Version: 16 October 2006
Revision date: 30-Aug-2011
Length: 11 pages
Data source: Field research

Abstract

Hema Ravichandar, head of human resources, was given a new and aggressive milestone to reach: ensure Infosys is on the Top 10 lists of both Best Performing Companies and Best Employers by 2007. No large organization had ever been able to achieve this distinction because of the tension between the need to control costs for financial performance and the expenditure required for employee satisfaction. Ravichandar was aware of the humbling experiences of the past that made Infosys cognizant of the difficulties ahead as it transitioned from a small to a large company.
Location:
Size:
USD753 million revenues, 15,000 employees
Other setting(s):
2003

About

Abstract

Hema Ravichandar, head of human resources, was given a new and aggressive milestone to reach: ensure Infosys is on the Top 10 lists of both Best Performing Companies and Best Employers by 2007. No large organization had ever been able to achieve this distinction because of the tension between the need to control costs for financial performance and the expenditure required for employee satisfaction. Ravichandar was aware of the humbling experiences of the past that made Infosys cognizant of the difficulties ahead as it transitioned from a small to a large company.

Settings

Location:
Size:
USD753 million revenues, 15,000 employees
Other setting(s):
2003

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