Eyes of Janus

EVALUATING LEARNING AND DEVELOPMENT AT

TATA MOTORS

PRESENTED BY: GROUP 6: EMP 2018 OCT BATCH

HEEMANSHI, UMANG, SANDEEP, PRASHANT, AKSHAY & AVINASH
Tata Motors Journey
1945 : incorporated as TELCO

1954 : Launched First Commercial Vehicle with Daimler-Benz

AG

1969: Separated from Daimler Benz

1998: Launched India’s first Passenger Car Indica

2010: Became MNC. Listed in NYSE since 2004

2011-12: Annual Turnover pf USD 32.5 Billion

COMPETITIVE MARKET STRATEGY

Learning and
Development Team
(L&D)
Transform
Established
TML to Setup R&D Developing
Tata Motors
world class centres (4 in and
Academy
destination India and 3 Retaining
(TMA) early
for top in Abroad) talent
in 2011
talent
CHRO’s 3 Main Criteria for TMA
performance Evaluation

Impact of TMA on
The Number and
Self Learning and Leadership
Quality of Internal
career development development and
Specialist TMA could
culture creation performance
attaract as faculty
evaluation
Should the eyes of Janus only look
forward or it is time that eyes also open
and look back?”
Gajendra Chandel: Tata Motors Chief Human Resources Officer (CHRO)
during budget meeting while closing the review said:-

“You know in roman mythology, Janus, The God of Beginning and

Transitions, was reputed to be blessed with two set of eyes, one set
looking forward and other set looking backward. Today, Tata Motors HR
and L&D team epitomise the change and beginning of new era. So ladies
and gentleman, the question for the Tata Motors Learning and
Development team is : Should the eyes of Janus only look forward or
it is time that eyes also open and look back?”
Eyes of Janus : GOD of Beginning and
Transition(Gates and Doors)
Mission and Vision Statement

MISSION
To be passionate
in anticipating VISION
and providing the Most Admired
best vehicle and by Our customers ,
experience that Employees , Business
excite our Partners and
customers Shareholders for the
globally experience and value
they enjoy from
being with us
TGR/TGW: Disruptive Innovation Stages

Data Documentatio Sharing to

Collection n Projects

Gateway Presenatation
Project review
Approval to Divsional
to Leadership
Review Meeting

Posted at
Company
Intranet
 New Product Initiative ( NPI): Launch
of Indica

Challenges
• Cost Minimisation
• Meeting Regulatory and Safety
Requirement
• High fuel efficiency, durability and low
maintenance cost
• Very short period of time for production
Human Capital Strategy (ACES)
A – Accountability C – Customer
• Take Personal • Create Vehicle that
Ownership of Project Custonmer aspire to
buy

E- Exccellence S – Speed
• Desire to be in • Act Swiftly and
winning team not decisively to achieve
middle of pack. result
 Human capital Strategy – 3 Planks

 Talent and
Leadership
 Organisational
Renewal
 Organisational
Enablers
 Tata Motors Academy (TMA)
 Conceived as a corporate university incorporating guiding principles of ACES to live the cultural values.
 Caters learning need of all employees, dealers, vendors & contract employees.

 4 Broad areas :
I. Functional and Technical skills
II. Management Skills
III. Mandatory programs – Induction, Compliance trainings
IV. Global Leadership Skills

 Centres of Excellence (COE)

I. Manufacturing Excellence & Innovation
II. Operator Training
III. Commercial Training
IV. Dealer Training
V. Corporate Training
VI. Behavioural Training
Tata Motors Academy (TMA)
 6 Months long Executive Development Program (EDP) on global leadership – Offered to all
employees promoted to Executive Grade.
 Redesigned from conventional classroom training to mix of classroom training, e-learnings on-
field internships & cross functional teachings
 Six Disciplines of learning approach (6D):
1. Define
2. Design
3. Deliver
4. Drive
5. Deploy
6. Document
 Alignment of programs with the company’s needs & operating schedules.
 Emphasis on company-specific & practise oriented issues by having more internal faculty &
Field based internships.
 Facilitates interaction among various departments to create better understanding of one
another & a feeling of “One Team-One Vision.
 Guiding Principles of TMA
1. Alignment to Business
Strategy
With a clear market leadership vision, it
was imperative that all learning
investments work to help achieve this
desired end result. To ensure this, TML
created a governance structure through a
Learning Advisory Council (LAC).
2. Leadership Involvement in
TMA
TML hoped to enhance the involvement of
its own leaders in the learning process by
creating a culture of “leaders as
teachers”. With this idea, TML launched
the ‘iteach’ flagship program in 2011.
3. Efficiency in Training
Delivery
TML had brought about a shift in focus
from the volume of training conducted
to ensuring the efficient delivery of
training programs. It started focusing on
quality over quantity.
4. Training
Effectiveness
Effectiveness measures were indicators
of how impactful the learning programs
were and whether they were likely to
improve business performance.
 Guiding Principles of TMA
5. Appropriate L&D Investment 7. Competency of the L&D
TML had substantially increased Team
To deliver on the promise and vision of
investment in L&D from 2010 onwards. It TMA, it was imperative to develop a high-
had invested in dedicated training calibre L&D team that delivered on
infrastructure across locations, and in quality and was available in the required
increasing the number of certified quantity. TMA made significant
trainers and facilitators. investments for this.
6. Broad-basing Learning 8. Measurement of
Opportunities Training Outcomes
Extending beyond conventional TMA team struggled to develop metrics
classroom training, TML launched several that could evaluate training effectiveness
initiatives for building a culture of at the group and individual levels, though
learning within the org. such as it was easy to see the outcomes at the
establishing knowledge portals, creating organization level.
e-learning modules etc.
THANK YOU
Q& A
Challenges in 2013-14 and after