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Springer Handbook of Automation pp 1451–1458 Cite as

Case Study: Infosys – Talent Management Processes Automation with AI

• Parasuram Balasubramanian 3 &
• D. R. Balakrishna 4  
• First Online: 17 June 2023

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Part of the book series: Springer Handbooks ((SHB))

The IT industry has been a pioneer in the use of Automation and AI. Infosys, a global leader in next-generation digital services and consulting, has expanded the use of automation across their internal processes and offers these capabilities to their clients. One of their outstanding success stories has been in recruitment.

As a large-scale recruiter, the recruitment function at Infosys was complex, voluminous, and highly manual. From over 130,000 employees in 2010, the firm had nearly 260,000 employees in 2020. They were processing over 2,140,000 in 2020 that was 2.5 times the applications received in 2010. This created a tremendous workload for the recruitment team.

The automation journey of the Recruitment function at Infosys has been arduous. During their solution building, they were hit by new challenges arising out of a global pandemic in early 2020, when they had to suddenly move to a virtual environment. The disaster also created the need to expand their workforce as the number of IT projects grew.

The automation program was executed at speed to respond in time to the continuously changing landscape. It resulted in transformational changes, bringing both high efficiency and effectiveness. For example, the time taken from sourcing to making an offer is reduced by 86%. The project demonstrates the structured approach to discovering, developing, and democratizing AI and automation, thereby encouraging its adoption. Infosys continues to invest in the technology as they believe it plays a critical role in staying relevant to their clients by delivering industry-leading business solutions.

• Artificial Intelligence and automation
• Applied AI cloud
• AI platforms
• AI analytics
• Scaling of AI
• AI democratization
• Enterprise-wide AI
• Recruitment
• Recruitment processes

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Acknowledgments

We would like to thank Ashok K Panda, Anie Mathew, and Meghna Chatterjee from Infosys for their contribution in collating and curating this case study. See Chapter 46 for broader content of automation in data science, software, and information services.

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Theme Work Analytics Pvt. Ltd., Bangalore, India

Parasuram Balasubramanian

Infosys Ltd., Bengaluru, India

D. R. Balakrishna

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Shimon Y. Nof

Appendix 1: A Detailed Look at Major Activities and Their Intricacies

1.1 sourcing: raising hiring requests and finding resumes.

Hiring Requisitions, which were earlier created manually, are now automatically created by directly fetching data from talent indent tools. Job descriptions of common roles are predefined and auto-populated with recruiters having the option to manually intervene. Once a new job is posted, various sourcing channels are automatically updated.

Sourcing Applications: Earlier recruiters had to wait for candidates to apply or search and download best-fit resumes from different channels to create candidate profiles in internal system. With InTAP, resumes are uploaded in bulk, which are then automatically parsed for profile creation.

The integrated talent platform sends recruiters a list of AI-enabled recommendations of candidates picked from internal databases as well as external job boards. They are ranked in the order of their fitment to the job/skill with 95% accuracy. These candidates are matched for their skill, experience, location, proficiency, accreditation, and other criteria. The best candidates can then be tagged by the recruiter for the job. This cuts down nearly 80–90% of the sourcing time.

Candidate experience is also enhanced as most of the fields in application form are prepopulated.

1.2 Screening: Prescreening, Shortlisting, and Prescheduling

Prescreening: Weeding out duplicate applications, applicants from blacklisted companies, or alumni who do not qualify to be rehired was earlier done manually using excel comparisons. Removing exact duplicates is now fully automated based on AI logic with auto-rejections. Blacklisted candidates are auto-flagged based on organization policy. For rehires, system pulls past employment details from internal applications such as the separation tool and makes recommendations.

Screening: The resume parser throws up a list of recommendations and ranks them based on the match between candidate’s profile and job requirement. The ranking logic is driven by explainable AI, and an 80% match indicates high probability of the candidate being a good fit for the role. The parser has eliminated recruited team’s task of sifting manually through thousands of resumes.

Prescheduling: A background check is run prior to interview, to validate academics, check references and past employment history, and scan social media interactions, and liaison with specialized vendors. The Infosys Fraud Detector (IFD) plays a big role by using machine learning and deep learning-based Long Short-Term Memory and Feed Forward model for handling textual and numerical inputs, respectively. For fraudulent image detection, it uses Optical Character Recognition and Named Entity Recognition.

1.3 Interview: Scheduling, Panel Management, and Conducting Interviews

Interview scheduling: With on-campus hiring now moved to online platforms, InTAP offers the capability to organize large-scale hiring. Once hiring event is created in the system, it fetches relevant candidates and tags them to it. The platform matches slots between panelists and candidates. InTAP uses RPA to automatically schedule and trigger invitations. Automated reminders through messaging apps, SMS, and IVR can be sent to candidates to reduce cancellation and no-shows. RPA has significantly freed up recruitment team’s effort in scheduling.

The system sends an invitation to tagged candidates and a notification on messaging apps offering them to choose a slot for the event. Once slot is selected and assigned, candidate needs to submit minimum set of data for verification. Final invitation to the event with required details is extended to shortlisted candidates. System notifies panelists of their upcoming commitment and blocks their calendar. Details of candidates are shared with the panelists.

Vimmy Thaman , a candidate who got selected through the new recruitment process, says, “ Every step was intuitive, and I received timely notifications and reminders to ensure I did not miss my interview or any submissions. The virtual arrangements and management was so smooth that it made the onboarding process effortless. ”

Panel management and interview: Traditionally, recruitment was conducted in person at an Infosys campus. With virtual interviews, panelists now use an online interview platform that is integrated with recruitment portal for a seamless experience. Lobby feature keeps candidates engaged while they await their turn and provides visibility to the recruiter on the number of candidates waiting to be interviewed. Panelists validate the candidate by checking an identity proof and capturing photograph / screenshot of the screen. Gamification to create incentives for panelists is being considered, which can be integrated into the interview platform.

Puru Bhandarkar , Delivery Head of a Business unit, says, “ The virtual hiring process is seamless and smooth, and the collaboration between my resource planning team and recruitment team has now become much faster because everything is flowing through the automated InTAP system. Interview process has also become hassle-free with virtual mode, and InTAP is a great application that has resulted in considerable effort reduction for my team. ”

1.4 Selection: Offer and Acceptance

Offer: The talent acquisition platform runs the required algorithm to calculate compensation and benefit details and generate an offer letter to the candidate, who gets the option to reject or accept the offer online.

Acceptance: Once the offer is accepted, candidate is guided from the career site to the onboarding application known as Infosys Launchpad. The candidate data from InTap, the acquisition platform, is automatically updated into Launchpad.

Infosys also has an application exclusively for engineering students in India, called InfyTQ, that serves as a digital learning platform to create talent readiness at an industry level. It is an opportunity for the organization to groom and hire the future technology workforce of India. Students who qualify for hiring are seamlessly moved into the InTap platform.

1.5 Allocation: Onboarding, Training, and Project Allocation

Onboarding: Infosys Launchpad offers a one-stop onboarding solution to assist new joiners to complete formalities and guides them through their first few weeks at work.

The application focuses on information assimilation, seamless enablement across all systems, timely payroll processing, and preparing for day one at work with tools such as smart cards and access to all relevant work applications. As the application is prepopulated with data captured during interview and selection process, smooth and seamless experience for candidate is ensured. The application is highly configurable and can be customized as per organizational and country-wise policy mandates. Infosys Launchpad has significantly reduced time in payroll and ID card issue processes across different countries.

Syed Ahmed , Delivery Manager of a Business unit, says, “ With increased hiring this year and in the virtual post-pandemic scenario, the automated hiring process was a boon for our team to speed up recruitment and get skilled talents onboarded quickly to meet our client demands. What earlier took 50 days for us to onboard a new employee, is now completed in 10 days. ”

Engagement, training, and allocation: Once a part of the organization, an Infosys employee continues to be enabled with AI-based solutions that are highly employee-centric. InfyMe is an app developed as part of the “Employee Experience” program which allows employees to conduct key business transactions on the go. Culture-sensitive training modules are also embedded into their training plan. Employees can define their growth and aspirations as well as progress in their career. Earlier, learning, training, and accessing work-related applications were through multiple systems which was painful, and this is now entirely seamless.

Rushiraj Desai , who recently joined Infosys says, “ I applied for job opening in Infosys during the 2020 pandemic situation. I was doubtful about the onboarding process but at the same time had trust on digital capabilities that IT companies offer. Infosys, true to its reputation, completely digitized the whole experience - from applying for job opening, interview schedule, selection, onboarding & document submission for background verification. Launchpad is a great tool and easy to interact with, workflow is very well laid out for employees to submit all personal / professional data and necessary documents online. Great to experience that data and documents flow to internal finance and HR systems automatically. The 2-day onboarding program was also well organized & completely virtual from introduction to giving access to employees to Infosys IT systems/applications. ”

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Balasubramanian, P., Balakrishna, D.R. (2023). Case Study: Infosys – Talent Management Processes Automation with AI. In: Nof, S.Y. (eds) Springer Handbook of Automation. Springer Handbooks. Springer, Cham. https://doi.org/10.1007/978-3-030-96729-1_70

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HR transformation case study

Hyatt’s talent strategy transformation

A talent for caring: How Hyatt is activating its purpose and transforming culture to unlock growth for colleagues and the business

Client:  Hyatt Hotels Corporation Our Role:  Help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. Industry:   Hospitality and leisure Services:   Workforce Transformation , People and organization

Bringing purpose to life on a global scale

Hyatt had rallied around a unifying purpose— we care for people so they can be their best. Hyatt’s purpose resonated instantly within the organization because “care” is at the core of Hyatt’s DNA. While “care” can be limited to only a feeling, Hyatt sees it as more: It’s an action taken that starts with listening and empathy, resulting in caring action that leads to people being their best. With this in mind, Hyatt began to take a fresh look at how its colleagues could be their best. In doing so, Hyatt realized that managers and their teams needed a clearer framework for understanding their roles and accountabilities. They needed a simpler approach to be more consistent and confident in making people decisions (how they hire, develop, grow and reward colleagues) and how they create a culture where colleagues can be their best selves every day at work through enhanced focus on leading inclusively and creating the right environment for colleagues’ wellbeing.

The starting point? Listening and understanding the root issues by conducting extensive research with colleagues around the world to discover the leadership behaviors that most successfully drive business outcomes. With more than 120,000 colleagues working in more than 875 hotels in over 60 countries on six continents, it was also time to optimize its HR processes, tools and systems; designing around the needs of the business and removing inconsistencies and fragmentation in an effort to improve operational effectiveness and increase colleague and job candidate satisfaction. Hyatt’s HR leaders aspired to create a superior Talent experience to bring purpose to life for every colleague and potential colleagues—and, by extension, for every guest and customer—in its hotels worldwide.

“One of the most rewarding aspects of our work with Hyatt has been participating in the evolution of a significant HR transformation that impacts everyone in the organization on some level, and ultimately, Hyatt guests worldwide. We were inspired by Hyatt’s commitment to including the perspectives of its people in every region.” Jon Glick, Principal, PwC

Design-thinking + analytics + change management = a vision forward

When Christy Sinnott, Hyatt’s Talent Management Leader, first met PwC’s account and HR consulting team and began discussions about their shared passion for purpose-focused organizations, data driven decisions, and culture, none could have known that these discussions would evolve into a multi-year effort to transform Hyatt’s talent strategy. The HR transformation journey has engaged PwC professionals with subject matter experience in every aspect of HR program design and management. Activating Hyatt’s leadership development model through talent development training targeted at Hyatt's top and rising leaders was the first step. With a new set of expectations for leaders in place, Hyatt asked PwC to help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. A current state assessment helped identify challenges and gaps; a blueprint for success helped to facilitate alignment of business and people strategies; and plans for the future state supported development of a clear and compelling Talent Philosophy. That Philosophy—a series of six commitments to its colleagues—is grounded in Hyatt’s purpose and values and designed to guide the relationship between leaders and their teams. The Playbook maps Hyatt’s People strategies to specific systems, processes and procedures to support transparent and consistent standards across the organization.

“PwC helped us understand how applying the lens of purpose could transform and focus HR structures and processes to create world-class leaders and, subsequently, to re-imagine the entire talent experience. In a global organization of our size and complexity, this has been an amazing collaboration among so many people, including our colleagues around the world.” Christy Sinnott, Senior Vice President of Talent Management, Hyatt

Re-imagine the talent experience to help Hyatt and their colleagues map a route to growth

With the Playbook underway, Hyatt’s HR leaders realized that while they had done a lot to evolve their strategy and systems around Talent, there was much more they wanted to do. They invited PwC to help them re-imagine the entire talent experience, with the goal of improving internal processes on a global scale to support strategic workforce planning and permit colleagues to pursue their own growth as the organization continues to grow. PwC teams helped Hyatt identify pain points, create diverse personas and stories to envision colleagues’ overall experience from pre-hire through promotion, and map opportunities to promote a clear understanding of, and commitment to, brand and purpose. Along the way of this extended journey, the PwC team helped support Hyatt with a multi-year colleague listening program; create a roadmap for the implementation of digital platforms to support efficient HR processes across the organization; consider strategies to advance Hyatt’s commitment to Inclusion and Diversity; and develop specific tools and methods to measure success and business outcomes.

“Inclusion is a core organizational capability at Hyatt that will continue to drive many aspects of our business, including Talent. Working with PwC to further our inclusion goals has been extremely helpful and timely.” Malaika Myers, Chief Human Resource Officer, Hyatt

Creating an ideal future-state experience

Demographics shift. The business climate changes. Guest expectations evolve. One constant for Hyatt is its culture of care which is at the heart of its business strategy. Scaling an enhanced talent experience worldwide will allow Hyatt to enable colleagues to be their best and achieve business outcomes as Hyatt continues on its growth trajectory.

The team is now actively working to advance care for colleagues in many ways:

• A Global Leadership Performance Model that helps drive the behaviors that drive results creating a high-performing culture that can adapt to the changing business climate.
• A streamlined and improved candidate experience , including a redesigned applicant process, new on-boarding tools and resources, and an evolving new hire orientation program, that Hyatt anticipates to reduce source-to-hire time and increase retention .
• Diversity Business Resource Groups and the Global Inclusion & Diversity Council are helping to develop a robust pipeline of diverse leaders for the future to execute current and future business strategy, increase retention, differentiate Hyatt as an employer of choice and drive greater personalization of the guest experience.
• A New People Leader Curriculum provides new managers with a Talent Playbook that creates consistency across the organization, empowers leaders of people to make the right decisions for their teams , and brings clarity to the supporting systems and processes.

At the center of the work is an intense focus on:

• Eliminating key pain points  for colleagues so we  bring the right roles to the right people at the right time . Transparency around and opportunities for career growth and development, performance measurement and rewards.
• Simplifying HR programs and processes  contributes to a  shared understanding of responsibility for leading talent.  HR managers work closely with people managers to help them proactively build and develop their teams, with flexible customization to support distinct functions, hotels and regions.
• Expanding  talent and recruitment outreach to institutions in diverse communities  to drive an expanded, more diverse candidate pool, and in some cases identify  business development opportunities .

“Participating in CEO Action for Diversity and Inclusion, alongside PwC, has been a valuable part of Hyatt’s inclusion journey, particularly the collective effort of organizations to look at bias and to share challenges and best practices. Creating a sense of belonging and community is especially important in the hospitality industry for both our colleagues and our guests.” Tyronne Stoudemire, Vice President of Inclusion and Diversity, Hyatt

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A Comprehensive Study of Talent Management Process adopted by Tata Consultancy Services (TCS)

2021, International Journal of Case Studies in Business, IT and Education (IJCSBE)

Background /Purpose: Talent management is the kernel of human resource management, the process of procurement of the right people to be absorbed by a company based on its business requirements. The surge to absorb the right competency in the global market has forced every corporation to build a vibrant process to acquire the best, develop and engage the acquired effectively to achieve optimal results. This paper is a comprehensive study on acquiring information on the Talent Management process adopted by Tata Consultancy Services (TCS). Design/Methodology/Approach: This study is based on the data collected from secondary sources of information. The main sources of information are annual reports of the company and websites. It is an explorative research case study that aims at identifying the best practices in terms of the Talent Management process and to perform SWOC analysis. Findings/Result: Based on the study, TCS has a robust process in place not only to acquire the best talent but also to nurture the existing talent within the company. This well-established process has helped the company to have maximum employee retention, which is a great asset while considering the impact of human resourcefulness in the growth of the company. Originality/Value: This paper analyses and interprets the Talent Management model of TCS based on its past 5 financial years of data. Based on the findings and their interpretation, new knowledge in the form of recommendations/suggestions are presented. Paper Type: Company Analysis as a Research Case Study.

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Background/Purpose: Capgemini, a pioneer in the IT business, has more than 45 years of worldwide experience collaborating with driving collisions and now takes its Guiding, Development, and Re-appropriating ability to India. This achievement can be explained by several aspects that are worth considering. Objective: To observe the growth of Capgemini and review the contributing factors that helped this growth. Design/Methodology/Approach: Analysis and presentation of information collected from various scholarly articles, web articles, and also using SWOT framework. Findings/Result: Based on the study through various resources and also by analyzing the facts and figures, it is observed that sustaining in the IT field is a difficult job that requires many strategies and procedures to be followed. Creativity, Innovation, Sustainability, Motivation are some of the proven solutions for the same. Research limitations/implications: The analysis and solutions mentioned in this paper are limited to companies whose business and annual turnover and experience are as close to Capgemini. Originality/Value: This paper focuses on various factors and scenarios that have made the growth of Capgemini possible and taken it to the level of success. Paper Type: A Research Case study paper on the success story of Capgemini in becoming the brand identity of the future.

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In brick-and-mortar retailing, sales personnel play the most important and complex role whereby they are the ones who are connected to consumers directly on a real-time basis. Besides, to this complexity retailers in India find it difficult to recruit well-trained sales personnel who is an all-rounder. It is observed that majority of bricks-and-mortar retailers in India assume: (a) sales personnel in the store are required to assist consumers in finding the right product at the earliest; (b) consumers who walk into their stores have a clear understanding of their needs and based on their needs they enquire sales personnel in the store about a specific product/category/brand; (c) sales personnel attrition rate in stores is generally higher owing to lower pay scale; (d) product-specific training has to be given the highest priority; (e) designing a common training program relevant to all types of sales personnel is difficult, and most importantly; (f) existing training efforts have not yielded in any significant positive impact on the store profitability. Such assumptions and misconceptions have created a predisposition and mindset in sales personnel and sales organization, and they believe that they are delivering the best results. In this exhaustive study, we have attempted to design a new sales personnel training framework that attempts to integrate a majority of the elements such as training content, trainee, trainer, training time frame in addition to firm-level and consumer-level evaluation techniques. In this twelve months-long research work we have analyzed a select brick-and-mortar retailer’s existing training framework, designed a new integrated sales personnel training framework, applied it toa select group of experimental stores to derive insights from the experimentation and check validity and reliability of the proposed framework. Results have demonstrated that more than 35 percent of the consumers repeat store visit rate could be determined by (a) store profitability that is a positive motivator to sales personnel to perform better; (b) walk-in conversion rate that is directly affected by the sales pitch of sales personnel which is directly affected by the continuous training efforts; (c) sales personnel monetary incentive earnings that are directly affected by their performance through improved learnings; and (d) sales personnel attrition rate that is a result of overall satisfaction of sales personnel.

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