talent management_ group 2_team 5

• Tata Motors Ltd. was founded in 1945 by Mr. JRD Tata

• It was formerly known as TELCO (TATA Engineering and Locomotive Company)

• Started manufacturing locomotives in the year 1945 and commercial vehicles in

1954

• India’s largest automobile company

• It is a Multinational corporation headquartered in Mumbai, currently chaired by

Mr. Ratan Tata

About Tata Motors

Mr. Ratan Tata

• Acquired British Automotive Brands Jaguar & Land Rover in 2008

• Tata Motors is the designer & manufacturer of the revolutionary Tata Nano,

priced at INR 1,00,000 or USD 2200 is the cheapest car in the world

• Consolidated revenue of $ 20 billion and Net Profits of $ 558 million

• It employees 22,000 workers (blue & white collared)

Employer Branding

Employer branding has been defined as the sum of a company’s efforts to

communicate to existing and prospective staff what makes it a desirable place to

work, and the active management of a company’s image as seen through the eyes

of its associates and potential hires.

• Tata Group is the largest private corporate group in India

• 12 Subsidiaries

TATA Brand

• “one of India’s top 6 best employers”- CNBC TV 18

• “one of India’s top 10 recruiters” – Times Of India

• Winner of Golden Peacock National Training Award

Awards & Recognition

• Look inwards for Senior Positions

• Restructuring happens within organization as well as within Tata Group

Growth opportunities

Employer Branding @ TATA MOTORS

• Restructuring happens within organization as well as within Tata Group

• For all employees at plant locations

• Spread across 1200 acres

• Civic amenities like market, school, hospitals, sports facilities, recreation centers

TATA Township

• E-MBA for highly talented employees at S.P Jain, Mumbai

• Training in key areas at Universities across the globe for exceptional performers and emerging managers

Educational Opportunities

• Adjustments in cost structure

• Didn’t Retrench any of its permanent employees

Recession & Its effect on Tata Motors

• A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs

• Steps involved :

Talent Management

• Steps involved :

Recognize Talent

Attract Talent

Select Talent

Retain Talent

Recruitment, Training Recruitment, Training & Development& DevelopmentRecruitment, Training Recruitment, Training & Development& Development

The recruitment framework is segregated into different levels :

•Entry Level (Cadre based)

•Lateral Entry

Entry Level

Graduate

Recruitment

Graduate Engineer Trainees (GETs)

Management Trainees

Post Graduate Trainees

Non-Management, Non-Technical

Trainees

The cadre recruitments are

conducted for all the different

parts of the organization –

Manufacturing, R&D, Sales,

and Corporate Office.

• Need-based and job-specific, covering the entire length and breadth of the organization.

• Prior work experience: 2-20 years

• Both in-house and outside candidates

Screening Tools and MethodsThe cadre based recruitment system utilizes 4 major filtering steps:

Lateral Entry

steps:

• Written Aptitude Test– Tailor made for the type of candidate being screened

• Group Discussions

• Simulation Exercises

• Final Interview

• Jamshedji Tata Award

• Rewards and Recognitions for different verticals

• Monetary as well as non-monetary benefits

• Recognitions from Senior Leadership

• Chance to move to other Tata Companies with the most

preferred being TSMG and TAS

High Performance employees vs Non-performers

preferred being TSMG and TAS

• Extremely transparent Quality-based Incentive System

• Perform or Perish

– No additional job security

– Clear warnings are given

• Celebrating Accenture Performance PointsCategories such as:

Anticipates and Handles Critical Situations

Communicates effectively

• ACE Awards

A Comparison With Accenture

• ACE Awards

– Individual level

– ACE Award for a team

• BEST Awards

– Business Excellence

– Employee Engagement

– Service Delivery (to the client and the team)

– Technology Specialist

Trai

Training

• All new recruits spend the first few weeks to months in training.

• Each employee is taken on a tour of a typical plant. Followed by incorporating classroom inputs,

field trips (explicit knowledge) and practical lessons (tacit knowledge).

• Quizzes, challenges and plans are part of the assessment framework.

• Department specific trainings by Heads or senior members

• Cross-Division co-operation is given a lot of importance

Training & Development

Identification of Ongoing Training Needs

• The training needs of employees at Tata Motors are one of the top priorities for the Human

Resources Division.

• Training Incorporated in the Performance Appraisal:

The performance appraisal system is designed with 5 proficiency levels. The gap between the

desired level and the actual level of the employee serves as a trigger point indicating specific

training needs on an individual basis.

• THEME Based Training:

A certain quarter may have an Innovation theme, or June might be deemed Safety month

• Inputs from Departmental Heads are regularly sought out and training sessions based on these

suggestions are designed and carried out either for that particular division or across the

organization.

• For every hour of training our competitors give their people, Accenture employees receive two hours

• Each employee has a growth and development plan that is commensurate with the growth and vision of the company

• Senior mentors assigned to all employees

• Learning is not a time-bound means to a short-term goal

• Features in FORTUNE'S "100 Best Companies to Work For" List


• Features in FORTUNE'S "100 Best Companies to Work For" List

• Training Formats:

- On-the-job work experience

- Formalized classroom-based training

- Self-initiated study

- Interaction with specialists

• Application Delivery Training

• Technology Specialty Training

• Professional Development Training

My Learning (mylearning.accenture.com)– India Resource Center (IRC)


– India Resource Center (IRC)

– Classrooms to virtual sessions

– 20,000 courses at the click of a button

– M-Based Learning

• Induction, Orientation, Leadership Connect and town halls for mentoring, coaching, sharing knowledge and networking

Career PlanningCareer PlanningCareer PlanningCareer Planning

TM5

TM4 Senior Managers

Divisional Managers

AGM / DGM / Sr.GM / VP / Presidents

Management Level Hierarchy

TM3

TM2

TM1 Fresh Graduates -

Assistant managers

Post Graduates

Trainees - Managers

Experienced employees

- Managers

Senior Managers

TALENT MANAGEMENT

Worker Level Management Level

FTSS Talent PoolFTSS Talent Pool

OPM

• Workstations at 6 Locations

• Senior members identify a list of workers,

which form a group

• Shuffle there routine jobs

• Selected for new projects

Talent Management @ Work Level

• Selected for new projects

• Installation/Erection/Proving

Main Features:

� For TM1, TM2, TM3 level only.

Talent Management @ Management Level

FTSS ( Fast Track Selection Scheme )

� For TM1, TM2, TM3 level only.

� Jump of 2 levels on successful completion

� Optional

� Only 3 chances

� Promotion in Pay & Designation

Process Flow & Selection

Written Test


FTSS ( Fast Track Selection Scheme ) contd..

Written Test

Business Simulation/Assessment

Power Interview

Work at Different departments

for 3 months at a higher level

Final List of Employees

� Emerged Due to Complaints by ERC

� Selection process similar to FTSS


OPM (Operations Pool Management)

� Selection process similar to FTSS

� Only difference is that the employees

work on different projects

� No change in department

Main Features:

� For all levels for the new entrants


Talent Pool

� For all levels for the new entrants

� No Promotion in Pay & Designation

� Need to be taken by all new employees

� Preference given to the

selected employees

Process Flow & Selection

Written Test


Talent Pool ContdContdContdContd…………

Written Test

Business Simulation/Assessment

(-2 day duration

-Team games

-Psycho tests)

Power Interview

Identification and creation

of talent pool

Employee Engagement And MotivationEmployee Engagement And MotivationEmployee Engagement And MotivationEmployee Engagement And Motivation

• Caring, Showing respect, compassion and

humanity for colleagues

• Work cohesively with colleagues across the

group

HR Philosiphies @ TATA MOTORS

group

• Encourages Self Efficiency

• Tata Motors believes that employee engagement is more

important than motivation.

• The three aspects looked into are –

– Productivity

– Loyalty

Employee Engagement Planning

– Loyalty

– Self Worth

• From as simple as office space to as complex as

psychological needs of feeling needed.

• Salary is the most basic form of engagement factor.

• On the shop Floor Promotions are based on the performance appraisals.

• Tata Motors uses Promotions as a variable interval positive reinforcement mechanism.

Growth Aspects

• Associated with brand Tata and opportunities in different companies under the Tata umbrella.Career Prospects

Employee Engagement Planning

companies under the Tata umbrella.Career Prospects

• Engagement at Management level also

• Recognized in terms of monthly awards and prizes for Excellence, Innovation and Cost-Saving.

Recognition

• Working in cross functional teams

• Providing accessibility and accountability

Job Responsibilities

• Education• Enrollment in Premier B-Schools for Management Training.

• Night degree courses for workers

Employee Motivation

• Work Life Balance - Non work activities • Tie up with professional organizations to host quizzes

• Community and volunteer work

• Tata Motors carries out CSR activities under 5 major heads

– Education

– Health

– Environment

– Employment

CSR

– Employment

– Sanitation

• All the work is done by the employees of the plants on

weekends and holidays

• Provides a feel good factor to the employees and a feeling of

pride of being a part of such an association

• Low work-life balance

– Manufacturing - More like a rust job which many a times becomes monotonous.

– Need for recreational activities

• Below par compensation and “Perform or Perish”

Areas of Improvement

• Below par compensation and “Perform or Perish” policy

– Performance bonus at the sole discretion of the managers

– Implement proper performance based incentive policy

– Have feedback processes

Assessment CenterAssessment CenterAssessment CenterAssessment Center

• One of the popular concepts in the management

development field is the assessment centre method of

identifying and developing the management potential

Assessment Center @ TATA MOTORS

• “Assessment Centres are often described as the variety of

testing techniques that allow the candidates to demonstrate,

under standardized conditions, the skills and abilities most

essential for success in a given job” – Dennis A. Joiner

• AC at TATA Motors comprises of 6 people - the chief of corporate human

resources, the chief of regional HR, and the chiefs of the various plants

involved

• The assessors or observers are also trained through an external organization's

help

• Every year 180 - 200 managers apply to the ACs. After a series of elimination

Assessment Center @ TATA MOTORS

• Every year 180 - 200 managers apply to the ACs. After a series of elimination

tests, 18-21 are taken into the AC. Of these, only 7-8 is sent for higher-level

training to occupy responsible positions

• ACs have helped to identify outstanding employees and expand their

responsibilities beyond what they would have otherwise done following a

normal performance appraisal

• At TATA MOTORS, each successful candidate, has to move through four

functions different from what he or she performed earlier for three months

each

Define objectives of AC

Conduct Job Analysis

Define competencies required for the target position

Pre-Assessment Center activities

Identify the potential position holders

Identify the Assessors / Observers

Design AC exercises

Decide the rating method

• Explain the purpose and procedures of AC

• Give instructions to participants before every

exercise

• Methods adopted:

Assessment Center activities

• Methods adopted:

– Case Study

– Competency based interview

– Group exercise

– Psychometric/Aptitude tests

– Problem solving task

Evaluate and compile report on each candidate based on the strengths and problem areas

Give feedback to participants

Post-Assessment Center activities

Select the right candidate

Get feedback from observers

• KPMG operates a one-day assessment centre as part of its graduate recruitment process. Candidate assessments include an in-tray exercise where candidates prioritize a large number of documents, a group exercise, a presentation, and a partner interview.

• Unilever operates a two-tiered graduate assessment

Some Examples

• Unilever operates a two-tiered graduate assessment centre recruitment process where candidates take part in the following tests and exercises:– a) Case study interview

– b) Competency based interview

– c) Group discussion/exercise

– d) Work simulation/in-tray exercise

Ms. Priya Giri, Deputy General Manager,

Corporate Human Resources

Acknowledgement

Thank You !

talent management_ group 2_team 5

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