Talent Management

Talent Engagement Practices

25th February 2011

Group : 2 ; Team : 5 Yudhveer Singh 349 | Nipun Puri 332| Sumit Kumar 219 | Varun Aggarwal 202 | Varun Goel 352 |

About Tata Motors

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 Indias largest automobile company It is a Multinational corporation headquartered in Mumbai, currently chaired by 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 companys efforts to communicate to existing and prospective staff what makes it a desirable place to work, and the active management of a companys image as seen through the eyes of its associates and potential hires.

Employer Branding @ TATA MOTORS

TATA Brand
Tata Group is the largest private corporate group in India 12 Subsidiaries

Awards & Recognition

one of Indias top 6 best employers- CNBC TV 18 one of Indias top 10 recruiters Times Of India Winner of Golden Peacock National Training Award

Growth opportunities
Look inwards for Senior Positions Restructuring happens within organization as well as within Tata Group

TATA Township
For all employees at plant locations Spread across 1200 acres Civic amenities like market, school, hospitals, sports facilities, recreation centers

Educational Opportunities
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

Recession & Its effect on Tata Motors

Adjustments in cost structure Didnt Retrench any of its permanent employees

Talent Management

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 :

Recognize Talent

Attract Talent

Select Talent

Retain Talent

Recruitment, Training & Development

Recruitment
The recruitment framework is segregated into different levels : Entry Level (Cadre based) Lateral Entry

Entry Level
Graduate Engineer Trainees (GETs)

Management Trainees

The cadre recruitments are conducted for all the different parts of the organization Manufacturing, R&D, Sales, and Corporate Office.

Post Graduate Trainees

NonManagement, Non-Technical Trainees

Lateral Entry
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 Methods

The cadre based recruitment system utilizes 4 major filtering steps: Written Aptitude Test
Tailor made for the type of candidate being screened

Group Discussions Simulation Exercises Final Interview

High Performance employees vs Non-performers

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 Extremely transparent Quality-based Incentive System Perform or Perish
No additional job security Clear warnings are given

A Comparison With Accenture

Celebrating Accenture Performance Points

Categories such as:

Anticipates and Handles Critical Situations Communicates effectively

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

Training & Development 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 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.

A Comparison With Accenture

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 Training Formats: - On-the-job work experience - Formalized classroom-based training - Self-initiated study - Interaction with specialists

A Comparison With Accenture

Application Delivery Training Technology Specialty Training Professional Development Training

My Learning (mylearning.accenture.com)
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 Planning

Management Level Hierarchy

AGM / DGM / Sr.GM / VP / Presidents TM5

Divisional Managers

TM4

Senior Managers Experienced employees - Managers Post Graduates Trainees - Managers Fresh Graduates Assistant managers

TM3

TM2

TM1

TALENT MANAGEMENT

Worker Level

Management Level

FTSS OPM

Talent Pool

Talent Management @ Work Level

Workstations at 6 Locations Senior members identify a list of workers, which form a group Shuffle there routine jobs Selected for new projects Installation/Erection/Proving

Talent Management @ Management Level

FTSS ( Fast Track Selection Scheme )

Main Features:

For TM1, TM2, TM3 level only. Jump of 2 levels on successful completion Optional Only 3 chances Promotion in Pay & Designation

Talent Management @ Management Level

FTSS ( Fast Track Selection Scheme )

Process Flow & Selection
Written Test Business Simulation/Assessment Power Interview Work at Different departments for 3 months at a higher level Final List of Employees

contd..

Talent Management @ Management Level

OPM (Operations Pool Management)

Emerged Due to Complaints by ERC Selection process similar to FTSS Only difference is that the employees work on different projects No change in department

Talent Management @ Management Level

Talent Pool
Main Features:

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

Talent Management @ Management Level

Talent Pool Contd Contd

Process Flow & Selection

Written Test Business Simulation/Assessment (-2 day duration -Team games -Psycho tests) Power Interview Identification and creation of talent pool

Employee Engagement And Motivation

HR Philosiphies @ TATA MOTORS

Caring, Showing respect, compassion and humanity for colleagues Work cohesively with colleagues across the group Encourages Self Efficiency

Employee Engagement Planning

Tata Motors believes that employee engagement is more important than motivation. The three aspects looked into are
Productivity 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.

Employee Engagement Planning

Growth Aspects Career Prospects Recognition Job Responsibilities

On the shop Floor Promotions are based on the performance appraisals. Tata Motors uses Promotions as a variable interval positive reinforcement mechanism.

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

Engagement at Management level also Recognized in terms of monthly awards and prizes for Excellence, Innovation and Cost-Saving.

Working in cross functional teams Providing accessibility and accountability

Employee Motivation

Education
Enrollment in Premier B-Schools for Management Training. Night degree courses for workers

Work Life Balance - Non work activities

Tie up with professional organizations to host quizzes Community and volunteer work

CSR

Tata Motors carries out CSR activities under 5 major heads

Education Health Environment 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

Areas of Improvement

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 policy

Performance bonus at the sole discretion of the managers Implement proper performance based incentive policy Have feedback processes

Assessment Center

Assessment Center @ TATA MOTORS

One of the popular concepts in the management development field is the assessment centre method of identifying and developing the management potential

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

Assessment Center @ TATA MOTORS

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 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

Pre-Assessment Center activities

Define objectives of AC Conduct Job Analysis Define competencies required for the target position Identify the potential position holders Identify the Assessors / Observers Design AC exercises Decide the rating method

Assessment Center activities

Explain the purpose and procedures of AC Give instructions to participants before every exercise Methods adopted:
Case Study Competency based interview Group exercise Psychometric/Aptitude tests Problem solving task

Post-Assessment Center activities

Evaluate and compile report on each candidate based on the strengths and problem areas Give feedback to participants

Select the right candidate

Get feedback from observers

Some Examples

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 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

Acknowledgement

Ms. Priya Giri, Deputy General Manager,

Corporate Human Resources

Thank You !