CASE STUDY RELATED TO INFOSYS

Why Do Think Infosys Invest So Heavily In Learning? Do you think such an

investment is relevant in the manufacturing industry? Explain and justify your
answer?

When Infosys set out to remake its internal training program, instructors
visited flight schools to see how professional pilots are taught to deal with fast-
changing situations. That led India’s outsourcing giant to model classes on flight
simulators that teach recruits to work faster, think for themselves and anticipate
corporate customers’ needs. Now trainees are put through a 19-week residential
program with nine weeks of software industry basics that include studying three
programming languages (instead of one previously) and learning to work in teams,
followed by an additional nine weeks of intensive specialized training. Besides
teaching engineering grads about such emerging technologies as cloud
infrastructure, digital commerce and big data analytics, instructors also emphasize
“soft skills.” These include team etiquette (working cohesively, assigning tasks
based on aptitude, pulling together individual pieces of a larger project), how to
articulate a point to a room full of customers (preparing beforehand, speaking
slowly) and dressing dos and don’ts (no frayed jeans or short skirts).

Customers expect Infosys engineers to be able to mix and match technologies in

the hunt for solutions. In the past, students might be taught to create a simple
search bar for a client; now they’re expected to apply search to multiple industry
scenarios, from retail to digital payments. "Today applications are not monolithic,
and engineers need to have a wide variety of skills," .
The recent computer science grad had long wanted to become an Infosys software
engineer and ignored friends’ warnings that automation was killing coding jobs.
Eight weeks into his training, Sharma is mastering the Python programming
language, faring well in the assessments, and says the training has changed him .
Before joining Infosys, he hadn’t realized the importance of communication. Now
the recent engineer is learning to meet people and initiate conversations with
ease.
Also an investment is needed in manufacturing industry, because it needs more
knowledge and idea about the operations.. Investments helps to improve the
growth of the industry. India is an attractive hub for foreign investments in the
manufacturing sector. Several mobile phone, luxury and automobile brands,
among others, have set up or are looking to establish their manufacturing bases in
the country. With impetus on developing industrial corridors and smart cities, the
government plans enormous development of the nation. The corridors assist in
integrating, monitoring and developing a friendly environment for the industrial
development and will promote advance practices in manufacturing.Engaged
workers are more productive, and investing in them can result on higher retention
rates and a reduction in staff turnover.

Find out the role played by the senior management of the enterprise to create
this learning culture within the organization?

A learning culture is a collection of organizational conventions, values,

practices and processes. These conventions encourage employees and
organizations develop knowledge and competence.
An organization with a learning culture encourages continuous learning and
believes that systems influence each other. Since constant learning elevates an
individual as a worker and as a person, it opens opportunities for the establishment
to transform continuously for the better.

The Advantages of a Learning Culture

 Increased efficiency, productivity and profit

 Increased employee satisfaction and decreased turnover

 An improvement mindset among employees

 A developed sense of ownership and accountability

 Ease in succession/transition

 A culture of knowledge inquiry and sharing

 An enhanced ability for workers to adapt to change

A culture of learning means much more than merely ensuring that knowledge is
shared of course; it requires acceptance across the organization and support from
senior leaders. Moving forward along the continuum of learning, HR and Learning
& Development professionals play a primary role in nurturing a culture of learning
by building trust, clearly articulating the value of learning, and ensuring employees
have both the ability and the desire to learn.

Building Trust

Employees must believe their employer trusts them to spend time on learning in
whatever ways (i.e., formal, informal, collaborative, etc.) meet their style. In some
organizations that espouse a culture of learning and fully promote it there may still
be legacy policies or unspoken norms that seemingly contradict that which is said.
Trust can be built however when employees are allowed to learn when and where
they deem fit, are given access to the necessary tools and technologies, and are
allowed to freely ask questions or seek out additional resources, ideas and
opinions.

The Value of Learning

HR and L&D professionals, working in conjunction with leaders and managers,

should create the line-of-sight so that all employees can clearly see how individual
performance is linked to organizational performance. When this occurs, strategic
learning objectives are tied to business outcomes, employees are held accountable
for attaining the knowledge they need to perform their jobs, and managers assist
employees in developing learning plans that connect to business goals. Value is
defined and, ultimately, measured.

Ability and Desire

Barriers, either due to ability or motivation, may exist that prevent individual
employees from fully embracing the aims and objectives of a learning culture. It’s
critical for leaders to fully assess existing cultural factors such as reviewing if the
company rewards the hoarding of information or knowledge and evaluating if
employees are able to find the information or people that can help them when a
need arises. Ensuring that employees have both the ability – and the motivation –
to learn is essential. Moving to a culture of learning entails teaching employees not
just what to learn but also how to learn in order to advance the learning capabilities
of the entire organization. It also requires that leaders craft compelling messages,
clarify values and behaviors, and share the vision and objectives.s