CASE STUDY

ON
EYES OF JANUS: EVALUATING LEARNING AND
DEVELOPMENT AT TATA MOTOS
 Tata motors limited which was previously known as Tata Engineering and Locomotive
Company was the largest and oldest automobile company in India which is established in
1945 in Pre- Independence India. Employing over 60,000 employees, TML is a leader in
commercial vehicles and among top in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. There are almost 10million Tata vehicles
on Indian road today.
The case mentioned here is about the Tata motors academy which is launched by
TML In 2011. It have mainly six centres of excellence namely manufacturing, excellence in
innovation, operator training, commercial training, dealer training, corporate training and
behaviour training where the areas of study were functional and technical skills,
management skills, mandatory training programmes, global leadership skills etc. In TMA,
60%-70% of the training were focused on developing functional and technical capabilities,
both designed and customized by L&D to meet local needs. But the management and global
programs were designed centrally for the entire organization.
The problem discussed in the case is that there is a need at TMA to measure the
effectiveness of TMA training programmes. This is a daunting task due to the sheer number
of courses being offered, the multi-site specific training, and the dealer training. The
challenge is to see what is working, what is contributing to the increase in profits , and how
best to utilize the limited HR resources. Also finding relevant metrics to demonstrate and
measure the impact of L&D at the bottom line of the company and how TMA has impacted
talent management of TML and related businesses is also a task for TMA now.
Solutions we can suggest to TMA for the metrics to determine the ROI are retention,
sales, impact on business, objectives, operational efficiency, awards won etc. Also TML have
to increase the behavioural trainings offered to L&D as due to limited capacity and limited
resources, appropriate training is lacking for L&D at TML. Also previously 60-70% of the
training opportunities for the L&D is offered locally. Even though the need of technically
strong employees in an organization is inevitable, people who can manage people rather
than managing technology is more important for the organization. If people are well
motivated for the work, they can use their technologies strengths for the companies
betterment. Also because of the lack of behavioural skills they often lack leadership skills.