| Author | Message | ||
     Andhrawala Hero Username: Andhrawala Post Number: 11956 Registered: 03-2008 Posted From: 152.51.56.1 Rating: N/A |
ala anukunte IBM ers work long hours to complete the tasks INFY was good when people start their career. May people became millionares with INFY stock growed in their career and incomes Racha - second biggest hit Charan ke untademo antunnadu | ||
| Qdoba Junior Artist Username: Qdoba Post Number: 721 Registered: 03-2012 Posted From: 207.166.204.5 Rating: N/A |
ikkada whitsleblower reason adi cheppaledu kada ? He said Infosys work culture is bad and staff should work until long wee hours to finish the task. If this is what Infosys expect from the staff, then there is no point in working for them anymore. Now it makes sense why the attrition rate has gone all time high at Infosys. | ||
| Andhrawala Hero Username: Andhrawala Post Number: 11954 Registered: 03-2008 Posted From: 152.51.56.1 Rating: N/A |
Since INFY has local offices and they get some tax benefits from state/local govts for creating jobs in the area. so they may have to hire some locals who doesnt need visa sponsorships Definitely they might be expensive than regular Infy employees who were paid arnd 60-80K Racha - second biggest hit Charan ke untademo antunnadu | ||
| Qdoba Junior Artist Username: Qdoba Post Number: 720 Registered: 03-2012 Posted From: 207.166.204.5 Rating: N/A |
True..But first place lo Infosys local candidates ni enduku interview jeyyali and why did they have to reject those graduates ? so that they can outsource the entire project to offshore. | ||
| Hero Username: Twitter Post Number: 19510 Registered: 10-2009 Posted From: 69.126.242.15 Rating: N/A |
animals laga pani chesedhi maname kadha ani indirect ga cheppadu | ||
| Xxx Side Hero Username: Xxx Post Number: 2490 Registered: 04-2009 Posted From: 166.82.172.153 Rating: N/A |
If [an Indian employee in the United States is] unwilling to do [everything that�s expected], there are five other people in India who are willing to do it. why blame others ? Every one wants to survive in his one way; | ||
| Qdoba Junior Artist Username: Qdoba Post Number: 719 Registered: 03-2012 Posted From: 207.166.204.5 Rating: N/A |
Heard that Attrition rate in Infosys is very high. Party time is over for Infosys. It still doesn't mind buying International consulting firms despite of its sham business practices. | ||
| Qdoba Junior Artist Username: Qdoba Post Number: 702 Registered: 03-2012 Posted From: 207.166.204.5 Rating: N/A |
http://www.itbusinessedge.com/cm/blogs/tennant/former-infosy s-manager-from-india-cites-discrimination-against-americans/ ?cs=50333 A former Infosys manager from India who spent six years working in the United States on an H-1B visa has described an institutionalized pattern of discrimination against American college graduates recruited by the company. According to the former manager, the recruitment effort was put in place by Infosysâs top management as a means of promoting a more culturally diverse work force, but has been systematically stymied by middle managers who want no part of any such inclusiveness. The former manager, who spoke on condition of anonymity, worked at Infosys from 2000 to 2010. In 2008, he served on a panel that interviewed graduating college students in the United States as part of an ongoing recruitment drive initiated by âvisionariesâ among Infosysâs top brass, including Co-founder and Chairman Emeritus Narayana Murthy, to create a more inclusive work force. The former manager said he interviewed students from some of the most prestigious universities in the country, including the University of Chicago, the University of Texas, Boston University, Rennselaer Polytechnic Institute, the University of Syracuse and Purdue University. Such a recruitment drive would yield 200 to 300 new employees, who would be sent to India for four months of classroom training, followed by about two months of work on an actual project in India. The new recruits would then be sent back to the United States, where they would be available to work on projects at Infosysâs various client sites around the country. The problem, the former manager said, is that the recruits would just languish on the bench because the Indian account managers were convinced that the Americans would be unable or unwilling to conform to the Indian employment culture: The utilization rate for these people was extremely low. Whenever there was a staffing need in the U.S., HR would say these U.S. employees were available, and the account management was absolutely dead set against that. The reason they always cited was, âThis person doesnât have experience.â Most of the people in India will be trained, theyâll work in India for two to four years before they come to a client location in the United States. The way they devised the system is that the Americans only complete their [four months of classroom] training and do two months of project work in India, which is pretty much as good as nothing, and there are no development centers in the United States. So how on earth do you expect these people to have any kind of experience? But the real reason was the account management for the most part was just not comfortable having people from other nationalities [on their projects]. A key issue, the former manager explained, is that itâs the norm for Indian workers in the United States to work all day on a project at a client site, and to then spend their evenings on the phone providing information downloads to their teams back in India: It takes time to dump information and resolve issues with a team of 10 people sitting 9,000 miles away. ⦠[The account managers] were convinced that no Americans would be willing to do that. If they had an American on the project who wasnât willing, that would disrupt the model. So on the pretext that the Americans had no experience, the real reason was they just didnât want to have any non-Indian employees, because you can ask Indian employees to do all that stuff. What drives it is that there are people in India who are willing to come to the United States. If [an Indian employee in the United States is] unwilling to do [everything thatâs expected], there are five other people in India who are willing to do it. So [the account managers say to any Indian who is unwilling,] âTake the next flight back. Itâs a little bit of an inconvenience with the transition, but no big deal. Weâll live through it.â The Americans, meanwhile, are just left to sit on the bench, and the vast majority leave the company within a year. According to the former manager, if 300 people were recruited, there would likely only be around 20 left a year later. He didnât hide his regret for having played a role in the deception: I was interviewing them, and I was telling them all the great stuff they would be doing at Infosys. I felt so bad, because I was lying to them. Theyâre going to join Infosys, and nothing of that sort is going to happen. Obviously when you work for a company and youâre on the interview panel, you canât go up to a person and say, âHey, you know what? Iâm lying to you. This is a terrible company, so donât join it.â I canât say that. |
