Download - Talent Management_ Group 2_Team 5
Talent Management Talent Management Talent Engagement Practices
Group : 2 ; Team : 5
Yudhveer Singh 349 | Nipun Puri 332| Sumit Kumar 219 | Varun Aggarwal 202 |
Varun Goel 352 |
2525thth February 2011February 2011
• 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
A Comparison With Accenture
• 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)
A Comparison With Accenture
– 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
Talent Management @ Management Level
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
Talent Management @ Management Level
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 Management @ Management Level
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 Management @ Management Level
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 !