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Several thousand dissatisfied employees have quit since October. Though no official count is available, employees put the number of exits since October at over 10,000. This has forced the company to make some changes in its HR policies. One of the changes is believed to be good salary increments this time.
Some of the other changes are: Delinking the average working hours every quarter from iRace and appraisal, and scrapping the requirement of completing two compulsory internal certification programmes.
A Hyderabad-based employee quoted the HR head, Nandita Gurjar, as saying that salary raises unheard of in the company would be given this April. Gurjar was not willing to tell Financial Chronicle the size of raises; but employees expecting hikes in the range of 5 per cent to 13 per cent.
The problem HR plan – iRace (short for Infosys role and career enhancement) – introduced last June, defines roles, competencies and proficiency requirements, while linking career movements to performance and business focus. FC had then employee apprehensions about the programme.
In the past two months, Infosys employees have been rushing to the internet, and the blogosphere, in particular, as well as the company intranet with lambasting iRace. Cartoons, videos on Youtube and fake interviews have also been posted.
This led Gurjar to post her comments on the internal blog. She said, “Of late I have noticed a disturbing trend wherein employees leaving the organisation write mails about it in disparaging terms, and existing employees take joy and pleasure in circulating these mails among themselves and even outside.”
“I feel deeply hurt when I hear of such incidences. It makes me wonder, would we behave in this way if someone spoke similarly about our friends, family or country...? At what point do we move from being a bystander enjoying the fun to be an owner who takes offence at this kind of behavior?’’
According to employees, of the over 10,000 that have quit since October, 4,000 left in February. About 1,000 e-separations were filed on the intranet on a single day: December 31. Gurjar though says that only 1,200 people quit in January, 1,104 in February; and a slightly higher number of departures were expected this month.
An employee based in Bangalore said, “iRace is the reason for the exodus. After the implementation of the programme and other policies like 9.15 hours of compulsory attendance, people now dread to work in the once dream company.”
Asked about the iRace effect, Gurjar told FC that employees had confused it with promotions and linked it to the slowdown.
“The career architecture has nothing to do with promotions and is more to do with skill mapping. Employees have to remember that promotions and hikes are a result of growth and they will grow only if the company grows. Earlier, when Infosys was growing at 40 per cent plus, raises and positions were attuned to that kind of growth. The cycles now will be more relevant to today’s growth rates,” she said.
She added that the company had now started communicating the initiative and employees were beginning to understand the positives. The employee angst notwithstanding, HR consultants feel rationalisation will continue. It could benefit both company and employees in the long run.
P Thiruvengadam of Deloitte India said, “Rationalisation of the career structure is a common phenomenon in most mature organisations. While companies are young and growing rapidly, they reward employees that way too but after they reach 20-30 years and saturate, they are more conservative.”
According to Kris Lakshmikanth of The Head Hunters India, different IT companies deal with the problem of inefficiency and excess fat in different ways. Infosys had chosen this method, which was facing trouble maybe because of the timing of its launch, he added.
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