Need Reskilling and Non-traditional Talent Nurturing in a Culture of Lifelong Learning - Finds New Global Research from Infosys

- Soft skills that emphasize collaboration emerged higher than
individual skills and are just as important as technical prowess

- Learnability is the most undervalued intangible skill, with lack
of budget the biggest tangible barrier to reskilling the workforce

Phoenix (ots/PRNewswire) - Infosys Knowledge Institute (IKI)
(https://www.infosys.com/about/knowledge-institute/pages/index.aspx),
the thought leadership and research arm of Infosys, today unveiled
market research titled 'Infosys Talent Radar 2019.' The report
revealed several insightful findings, most importantly about the
talent famine, skills in high demand, the rising importance of soft
skills and the barriers to talent transformation across global
enterprises.

What's driving the demand for digital talent?

According to the research, although nearly all large enterprises
are pursuing improvement initiatives, digitizing the business is less
about disruption and more about meeting focused objectives which
include better understanding of customers and markets (46% of
respondents), customer experience (45%), increasing productivity
(40%), and employee experience (35%).

Which skills are in greatest demand?

- Digital initiatives require people with sophisticated technical
skills and the ability to continually update those skills as cycles
continue to shorten. The five technical skills in greatest demand
today are analytics (67% of digital initiatives), user experience
(67%), automation (61%), IT architecture (59%) and artificial
intelligence (58%).
- Digital projects are focused on creating superior customer and
employee experiences, and soft skills have become just as important
as technical ones. Those in greatest demand are teamwork (74% of
digital initiatives), leadership (70%), and communication (68%).
However, our respondents seem to underestimate the relative
importance of two soft skills: empathy (52%), which is essential
for design thinking, and learnability (56%), which is key to the
continuous personal and technical development essential for today's
digital talent.
- For both hard and soft skills, the capabilities hardest to find and
in greatest demand are analytics, communication, and adaptability.
However, the skills companies need most vary by industry and the
types of digital initiatives they are pursuing.

Meeting the need for talent - Talent Readiness Index

Digital initiatives require skills that can and will evolve.
Organizational processes and culture determine the readiness to meet
any talent need. Infosys analyzed five key areas on how well
respondent companies were positioned to meet their talent needs -
Planning, Hiring, Training, Incentives, and Workplace.

From their responses to questions in each of these five areas,
Infosys developed a Talent Readiness Index. The research team sorted
companies by their index score, and three distinct clusters emerged -
Followers, Challengers and Leaders.

- Followers have fewer approaches to develop talent and don't measure
their results or effectiveness.
- Although challengers invest heavily in anywhere, anytime training,
they still rely on traditional sources for talent acquisition.
- Leaders build lifelong learning culture and use it to retain top
talent.

What sets leaders apart?

- Pursue multiple talent approaches and initiatives to not only meet
current needs but also be well prepared for future talent demands.
- Are frontrunners in providing training programs and inculcating a
lifelong learning tradition.
- Have rigorous hiring methods and don't compromise on quality of
hires; however, they are also open to nontraditional sources.
- Aggressively work toward sustainably smarter workplaces.

Barriers to talent transformation

Infosys looked at two perspectives on the barriers that prevent
sufficient demand-supply match of talent - tangible and intangible
barriers to talent transformation.

Among the tangible barriers, lack of budget is the biggest barrier
to repurposing efforts, followed by organizational issues, lack of
management awareness or support, and inadequate talent management
plans.

Among the intangible barriers, learnability received short shrift
in the research, and it limits the tremendous potential of reskilling
as a competitive advantage for companies that embrace learnability.
Undervaluing learnability limits potential of other talent
initiatives.

What action to take?

Infosys identified four approaches that can help companies prepare
themselves to address the talent needs of today and prepare for those
of the future. For each approach, leader and follower categories have
been designated to describe good practices and actionable
recommendations.

- Cast a wider net for new hires
- Reskill and redeploy in-house talent
- Engage temporary workers and gig economy strategically
- Align organizational structure to evolving business needs

Pravin Rao, Chief Operating Officer, Infosys, said, "There is not
just a talent war - it's a famine. To succeed, companies must hire,
develop, and retain talent better than their competition. As
enterprises progress in their digital journeys, the winners will be
those who utilize multiple hiring sources and reskill workers in a
culture of lifelong learning - invest in their people, who are the
ultimate differentiator in a commoditized world. This is further
validation of Infosys' commitment to continuous learning and
reskilling that has been a bedrock of our success for over three
decades."

For a full copy of the report, please visit:
https://www.infosys.com/navigate-your-next/research/talent-radar/

Methodology

In July 2019, the Infosys Knowledge Institute conducted an online
survey using a blind format, attracting responses from more than
1,000 CXOs and other senior-level respondents from companies with
revenue greater than US$1 billion. Respondents represented multiple
industries and were from Australia, China, France, Germany, India,
the United Kingdom and the United States.

To gain additional qualitative insights, we also conducted primary
interviews with 20 industry practitioners and subject matter experts.

About Infosys

Infosys is a global leader in next-generation digital services and
consulting. We enable clients in 45 countries to navigate their
digital transformation. With over three decades of experience in
managing the systems and workings of global enterprises, we expertly
steer our clients through their digital journey. We do it by enabling
the enterprise with an AI-powered core that helps prioritize the
execution of change. We also empower the business with agile digital
at scale to deliver unprecedented levels of performance and customer
delight. Our always-on learning agenda drives their continuous
improvement through building and transferring digital skills,
expertise, and ideas from our innovation ecosystem.

Visit www.infosys.com to see how Infosys (NYSE: INFY) can help
your enterprise navigate your next.

Safe Harbor

Certain statements mentioned in this presentation concerning our
future growth prospects are forward-looking statements regarding our
future business expectations intended to qualify for the 'safe
harbor' under the Private Securities Litigation Reform Act of 1995,
which involve a number of risks and uncertainties that could cause
actual results to differ materially from those in such
forward-looking statements. The risks and uncertainties relating to
these statements include, but are not limited to, risks and
uncertainties regarding fluctuations in earnings, fluctuations in
foreign exchange rates, our ability to manage growth, intense
competition in IT services including those factors which may affect
our cost advantage, wage increases in India, our ability to attract
and retain highly skilled professionals, time and cost overruns on
fixed-price, fixed-time frame contracts, client concentration,
restrictions on immigration, industry segment concentration, our
ability to manage our international operations, reduced demand for
technology in our key focus areas, disruptions in telecommunication
networks or system failures, our ability to successfully complete and
integrate potential acquisitions, liability for damages on our
service contracts, the success of the companies in which Infosys has
made strategic investments, withdrawal or expiration of governmental
fiscal incentives, political instability and regional conflicts,
legal restrictions on raising capital or acquiring companies outside
India, and unauthorized use of our intellectual property and general
economic conditions affecting our industry. Additional risks that
could affect our future operating results are more fully described in
our United States Securities and Exchange Commission filings
including our Annual Report on Form 20-F for the fiscal year ended
March 31, 2019. These filings are available at www.sec.gov. Infosys
may, from time to time, make additional written and oral
forward-looking statements, including statements contained in the
Company's filings with the Securities and Exchange Commission and our
reports to shareholders. The Company does not undertake to update any
forward-looking statements that may be made from time to time by or
on behalf of the Company unless it is required by law.

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