Infosys Job Recruitment for Associate Business Analyst | any graduate
Infosys Recruitment Drive
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Responsibilities
Infosys Recruitment Drive
- Review and analyze requirements documents of strategic web applications based on functional and non-functional requirements
Opportunity Identification: Performing process studies, process evaluations, design thinking sessions to capture opportunities for improvement - Solution Conceptualization: To understand customer’s business processes, current IT landscape and propose relevant transformative solutions
Stakeholder communication and approval: Actively interact with customers and Infosys BPM operations stakeholders and obtain buy-in on proposed solutions.
Requirements Documentation: To collect, analyze and document the solution requirements (functional as well as non-functional). - Liaising with development teams on management requirements, participating in UAT and realizing proposed/anticipated benefits
Educational requirements
Infosys Recruitment Drive
Any Engineering Graduate
service line
BPO Service Line
Technical and Professional Requirements
PRIMARY RESPONSIBILITIES
Infosys Recruitment Drive
Opportunity Identification: Studying the process, evaluating the process, creating brainstorming sessions to generate opportunities for improvement
Solution Conceptualization: To understand customer’s business processes, current IT landscape and propose relevant transformative solutions
Stakeholder communication and approval: Proactively communicate with clients and Infosys BPM operations stakeholders and obtain buy-in on proposed solutions.
Requirements Documentation: Gather, analyze and document requirements (functional as well as non-functional) for solution requirements. Liaise with development teams on management requirements, participate in UAT and derive proposed/anticipated benefits
Preferred Skills
PDC->Standard PDC
About Infosys finance journey
The finance journey began with the incorporation of Infosys on July 2, 1981. 10,000 paid in capital, reportedly borrowed by Narayana Murthy from his wife. At inception, the founders laid down basic financial principles – the company would make a profit from the first year, all projects would be delivered at a reasonable profit, the balance sheet would be liquid,Borrowings would be for asset creation only, corporate resources would never be used for personal purposes and dividends would be paid out of surpluses. In fact the initial years were tough, as India was a closed economy.
In 1992, the year of economic reforms in India, the revenue increased from 0.12 crores in the first year to 8.66 crores. The founders were very clear that after 10 years of inception they would go for IPO and generate liquidity for themselves. Employees were given stock in the company. In fact, he held 13.6% of the shares as of March 31, 1992.
The IPO was indeed a seminal event for the company. During the roadshow, the founders projected that the company would be a US$100 million revenue company with a 20% increase in net income by 2000, when revenues stood at US$5.01 million with net income of US$1.23 million by March. , 31, 1993. The IPO was to build a campus for 1,000 people, as well as state-of-the-art computing systems costing all of Rs 16.58 crore, higher than the previous year’s revenue of Rs 8.66 crore.
Great courage indeed! The February 1993 IPO was a daunting task. The market didn’t understand a software company because it was unheard of and completely new. At that time the market was also rough. With the help of his investment bankers, the issue was ironically resolved. The issue opened at Rs 145 at the time of listing. Soon after, our journey as a public company began.
From the very beginning of being a public company, we determined that transparency is a competitive advantage and that as true owners, shareholders deserve the most complete, most timely information. Our first AGM after listing, on 1st September, 1993, was a seminal event and was well attended; lunch also served
In October 1993, India witnessed its first investor meet after listing with large attendance in Mumbai, where the management presented investors with its strategy for growth, thus setting a new trend.
We invested part of the IPO proceeds in the primary and secondary markets to maximize returns. The markets crashed and we wrote off most of the investments. It was a humbling experience to stand before the investors and admit that we had made a mistake and assure them that such a mistake will not happen again.Very soon the company implemented the Employee Stock Option Plan of 1994, which along with the ADR plan of 1998 and the 1999 plan granted stock to over 18,000 employees, creating hundreds of thousands of dollar millionaires and thousands of rupee millionaires. Got stocked with drivers, office assistants, secretaries etc. and became millionaires. It soon became the most successful scheme in India and set a benchmark for other companies.
Gave us a unique position, democratized money and suddenly professionals realized that they too could become rich through ethical means early in their careers. It brought revolution in India.
The ESOP scheme of 1994 sought to be taxed in the hands of employees and after a protracted legal battle, the Supreme Court in 2008 held that the scheme did not constitute a taxable event, thereby providing tax-free benefits to all grantees. This is helped of course by eliminating capital gains tax on sales, provided the shares are held for more than 12 months.
The company made a private placement of shares at 450 in July 1994 to raise Rs 25 crore for its expansion. Shortly thereafter, in October 1994, the company announced a 1:1 bonus issue, the first of many bonus issues. 100 shares issued at 9,500 in IPO has become 12,800 shares worth 4.15 crores today (as on 31st March, 2011) CAGR of 59%, total profit of 4,64,422% including total dividend received till date of 26.4 lakhs .
The 1994 annual report was a very different report in terms of financial reporting and disclosure and soon became a collector’s item. It started a trend with a 1995 report and disclosed accounts in eight countries’ GAAP, brand accounting, human resource accounting, EVA statements and management commentary on financial accounts, some of them in the local language.
The company won its first of 11 consecutive awards for best presented accounts from the Institute of Chartered Accountants of India (ICAI). ICAI finally had to give us the Hall of Fame Award which made us ineligible to apply for future years! The first financial statements voluntarily made under US GAAP were issued.
