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This case has been prepared by Tata Motors Corporate HR for TML Case study competition- ‘Mind Rover’. This case study is recommended for being used for the ‘Mind Rover’ case study competition only and does not illustrate either correct or incorrect handling of an administrative situation. No part of this case can be used, reproduced or distributed in any manner without the approval of Tata Motors.
was looking for something else. Every day since he joined.3%. the R&D centre. an Indian multinational headquartered in Mumbai. Dharwad and Pune.92. Tata Motors as Chief HR Officer. (Appendix 3) ©TATA Motors Limited. he got the HR operations in India sorted out and now headed to a trip to some of the international subsidiaries of Tata Motors. the Sales & Marketing functions and one of the Greenfield locations had an attrition of around 15%. the company may also have to source from FMCG. with strong volume growth globally in all major markets. both internal and external. he thought of the varied opportunities that Tata Motors has to reinvent itself as it continues to make footprints in increasing geographies. Also there are plenty of Indians in the US. It was around 15 months ago that he joined the automotive industry and specifically. There were employees who had been in the system for 24 to even 35 years and they carried a lot of tacit knowledge. which had its own share of niche hiring challenges. Consumer Durables and even consulting organizations. Prabir went through his travel plan for the next few weeks.519 crores in the previous year. He thought of all the HR priorities that had been meticulously detailed out in the Human Capital Strategy towards 2015. Pantnagar. Pouring a second cup of green tea in the cup. but are they attracted to our Indian offices? Are we ready? He kept thinking. He thought that. is the flagship company of the $83 billion Tata Group (Appendix 1). there is the all important Engineering Research Centre (ERC). However. it is the leader in commercial vehicles and among the top three in passenger vehicles in India. that would support the company’s long term strategy.Crafting a Compelling Employee Value Preposition for Tata Motors 2 As a part of his induction Prabir had visited Tata Motors’ manufacturing & assembly plants in Jamshedpur. Tata Motors Group is South Asia’s largest automobile company.1% over Rs.. As someone who is still new to the culture. There is much more to Tata Motors that needed to be communicated to the external world. (Appendix 2) The company had first attracted Prabir because of the rich heritage. Like many Industries. the number one challenge certainly was really about talent. Lucknow. He met employees at not just these manufacturing units but also the sales and marketing offices across the country and the R&D centres. “I think we are doing just the right things that any company should.123. Everyone needs right people! Tata Motors. ethics and values but soon he realised that these alone cannot attract everyone. With the talent requirement in the managerial cadre alone going up to as many as 3500 in 2011-12. What bothered Prabir was there were still some quarters of the organization which suffered from attrition which was more than the company and industry average. was way below the industry average of 13. The existing manufacturing plants would need to expand and hire replacements for those superannuating as well! Is the Leadership of Tata Motors ready to hire from catchments other than the Auto Industry? I t was a late afternoon at Bombay House in November. faced by limited talent pool of overall auto industry. This needed to be transferred and documented for the next gen. Worldwide it is the world’s fourth-largest truck manufacturer and second-largest bus manufacturer.133 crores (USD 27 billion) posting a growth of 33. he thought. I am still to discover ‘One Tata Motors’ way of doing things when it comes to employee initiatives”.. He had commented. the average attrition rate of 9%. Tata Motors may need a multi-pronged strategy to get the best in class talent. Also Tata Motors had still some kinks to iron out in its journey to being ‘the world class destination for best-in-class talent’. Europe and Middle East who want to repatriate to India. For some these do not even feature as considerable attributes! It was clear that Tata Motors was synonymous with ethics and values but talent. The Tata Motors Group had consolidated revenues Rs. In particular. I find one best practice in one location is very different from how it is practiced in another location.Besides. 2011 . Sanand. Having said that. In the past 15 months.
Many employees would proudly recall their contribution during the cyclical dip and call the organization “Resilient”. It was clear.If Tata Motors were to move towards true business excellence we would have to articulate our Employee Value Proposition now! With the focus clearly on talent. it was evident that a revolution is round the corner and we need to move fast. where it is not a sin not to hire a Chartered Accountant for that job. Where is the best talent hiding and who should we attract anyway? Is it the large pool of Indians in the developed nations. There are many jobs. But I think we have to revisit a lot of our paradigms. Significant number of employees believed that the organization has great leadership and just the right talent from the best pedigree to help it bounce back even when markets go through tough situations. On the international front Tata Motors had cemented its position as a power player. That may not be required. location flexibility. However. there were pockets of employees in certain locations with below average engagement scores. “You can expand the catchment by looking for learnability. None of them spoke the same language! Also. examples of senior leaderships. The employee engagement scores of the Company as a whole were moderate (Appendix 4). but talent acquisition and management still had a long way to mature. 2011 . And changing paradigms is one of the most difficult propositions” The rate at which Tata Motors had grown and the directions that it had taken seem unbelievable in the light of its loss in 2001. work life balance. Prabir wrote a mail to Rajesh Nair (Head of Talent Acquisition & Talent Engagement. Tata Motors) Prabir always shared his previous experience from Pharma industry where he faced similar dilemma. When asked. health and retirement benefits to even Corporate Social Responsibility. “Why should I join Tata Motors?” they gave a plethora of answers from job security. So I think these are some of the ways in which to respond to the challenges. Also Prabir didn’t want these hiring managers to promise something which we may not deliver in future. It was clear that there is a disconnect between what the labor market prefers and what these hiring managers believe the labor market prefers. Some of the new employees thought the organization was innovative. A dipstick survey of a few of the hiring managers from different locations and a few external hiring consultants was done to see how they portray Tata Motors’ to the external talent. Hire from beyond the industry. Prabir was surprised to find out that the recruiters and hiring managers often ended up communicating different messages. you will be where you are. for instance. are we internally ready? There were a few questions that we needed to answer: • Is traffic on our employment Web site lower than desired? • Do we rely heavily on search firms for candidate sourcing? • Have we utilized our employee referral scheme to its full potential? • Do we frequently have to pay lateral candidates a hike of more than 20% more than their current salary to hire them? The answer to the above questions was ‘yes’. citing the Tata Nano and the Tata Ace as the best examples.Crafting a Compelling Employee Value Preposition for Tata Motors 3 to hire more foreign nationals in India who may be a better fit for niche roles like automotive R&D? Is it time to relook at Campus strategy and attract youngsters who could have fast track career options? Or should we hire from other Tata companies through internal movements? Even if we hire all sets of employees. With the number of global players entering the domestic market and with Tata Motors battling them on their own turf. it’s not a sin not to hire an MBA HR for certain jobs. growth opportunities. people getting comfortable with new thought paradigms and saying ‘it is ok not to be an engineer. great employer. But it will mean. it’s not a sin’. Some thought the Tata Group as a whole was a great place to work and ensured good overall job security. currently going through a downturn? Is it also time ©TATA Motors Limited. Unless you question the established paradigm. compensation. a few of them overemphasized unimportant characteristics and underemphasized critical attributes.
be. In my abs of marketing to our HR tea ls to deliver the same. the location they er multiple h being part of Tata group. compensation. We have to define the employees for grante not and should not take dscape. re your study on who we k like When I come back.a listic EVP. brands becomes global.a reflection of our rea . work-life-balance. s across Tata Group even we should do something happen m and for us. settling down two weeks. We must strive to great together. EVP. you bring I will be travelling to som in Sales and Marketing and with attributes that g spent 18 years initiate a study to come out well in the HR team. We want tors. and the steps and channe define our EVP d. who we should are. ortantly who we must who we are and more imp n do look at a balance of wth. While it works for the our us and know us through could what employees should and clear. ect in exchange of their eff exp d at Tata Mo is and how it is differentiate the employee experience the differentiated ortant role in delivering leaders about their imp messages for our We want to have same experience. I would like you to m. Our employees consid y take pride associated wit l be ortunity. Havin ence. our well position relative to s as it value pro being part of Tata Motor different components of a is how we should weigh the equation. ue propositio work. a employees about what ges for This mutual trust should be to have a lot of key messa ort and loyalty. honest statement of the essence of our EVP. 2011 . the fact that the ture. opp and many other things wil perks. attract the right quality of today. do sha ue proposition should loo and what our employee val ection of our aspiration EVP refl Best Regards Prabir ©TATA Motors Limited. we can potential candidates to be In the current talent lan tner with us and also for it for our employees to par ractive us and retire with us like a new culture which is att nt of today will work for no longer assume that tale they should trust We can talent and attracted to Tata Motors. be . the fast career gro In assessing company’s val factors.Crafting a Compelling Employee Value Preposition for Tata Motors 4 Dear Rajesh. I hope you are subsidiaries for the next in the flavour e of the international handled brands. cul known products. My dilemm part of one another.
. 1945. It has retained its market leadership position in the domestic market for more than 6 decades and also gained a respectable global standing. (Appendix 5) O ©TATA Motors Limited. the `Tatanagar Shops’ unofficially called the Singhbhum Shops of the East Indian Railway.Crafting a Compelling Employee Value Preposition for Tata Motors 5 Tata Motors . which then became Telco. In 1988. In 1998. Spain. The company also provides finance for its customers and distributors. Sanand. In 1980’s a third plant was opened in Lucknow. Pantnagar and Dharwad. Tata Sons decided to set up the project as a new company and called it Tata Locomotive and Engineering Company Ltd. South Africa and Thailand. In 1992. The purpose was to manufacture steam locomotive boilers and later complete locomotives and other engineering products. the company entered the passenger car market with Tata Sierra. Today Tata Motors is a global Fortune 500 company.. It expanded into the commercial vehicle sector in 1954 by forming a joint venture with Daimler-Benz AG of Germany. In 1946. Indica was launched that later turned out to be a great success. and Global operations in Korea. Today a Company with domestic operations in Jamshedpur. In 1965 new plants started in Pimpri and Pune. Ratan Tata was appointed Executive Deputy Chairman. Tata Sons Ltd purchased from the Government of India. UK. Pune. Telco tied up with Marshall. The company’s automobile products include all types of commercial and passenger vehicles. In 1994.The Journey So Far. n June 1. Lucknow. 2011 . Gainsborough and the government of India for manufacturing stream rollers. the leader in commercial vehicles in each segment. Tata Motors is raging forward! Tata Motors today is India’s leading automotive vehicle manufacturing company. Telco was renamed Tata motors in 2003. significant reorganization took place in Tata Motors with its split into the Automobile business unit and Construction Equipment business unit.
The industry has attained a turnover of USD $35. After delicensing in July 1991 has grown at a spectacular rate on an average of 17% for last few years. 2011 . But what is India’s positioning in this “industry of industries”?? The Automotive industry in India is one of the largest in the world and one of the fastest growing globally.Crafting a Compelling Employee Value Preposition for Tata Motors 6 The Road Ahead. G lobally..000 crores) and an investment of USD 10. India’s automobile exports have grown consistently and reached $4. socio-cultural changes.5 billion in 2009.. evolution of customer preferences. Netherlands and South Africa. As of 2010. with an annual production of more than 3. The industry has provided direct and indirect employment to 13.Germany. (INR 165. India’s passenger car and commercial vehicle manufacturing industry is the seventh largest in the world. The production and domestic sales of the automobiles in India have been growing strongly. . ©TATA Motors Limited. regulatory impacts. India is today seen as not just a promising potential market but also a hub of the automobile sector. and increasing competition point to a robust growth of the automotive sector in India during this decade. According to recent reports. Analysis of changes in income demographics.. urbanization. the automotive industry is recognized as a key component and driver of national economy. in the course of 2011-12. with United Kingdom being India’s largest export market followed by Italy.9 billion. India is home to 40 million passenger vehicles.7 million units in 2010. increased rural consumption. India’s automobile exports are expected to cross $12 billion by 2014. road infrastructure development. Automobile industry is currently contributing about 5% of the total GDP of India. India is set to overtake Brazil to become the sixth largest passenger vehicle producer in the world.1 million people.8 billion. technological changes.
The first is to ensure that our leaders understand expectations and effectively manage/lead the group they are responsible for. which employs over 27. Dr. 2011 . 2010. Developing a scorecard system is transformational for an organization…. but permeates throughout the Company. for providing planning guidance. This is the brick wall which will not move. plants and production lines since 1998. To win these accolades Tata Motors has practically reinvented the way it operates. TBEM plays three important supportive roles in strengthening the competitiveness of the company. in that. Every leader has been trained in the TCoC.” And Tata Motors lives by the very same values. The TBEM methodology has impacted every operational process followed by this Indian automotive giant. Two Harvard Business School case studies and numerous articles at the International level were published on successful implementation and use of the BSC at Tata Motors. Also. the company earned the ‘high delta’ recognition for its upward movement on the path to peak performance. TML initiated a new knowledge platform. Tata Motors has been implementing TBEM in its offices.The visible success of Tata Motors’ strategy can be directly traced to its implementation of the Tata Business Excellence Model (TBEM). Trust. The Tata group is known for “leadership with trust. facilitates communication and sharing of best practices among Tata companies and serves as a working tool for understanding and managing performance. which is an organization wide initiative aimed at supporting senior leaders address the challenges thrown by the rapidly changing and complex external environment. “Broadening the Horizon”. More recently Tata Motors has been ranked as India’s Most Valuable Corporate Brand in the Economic Times. Leadership programmes in association with premier institutes like Harvard Business School. Leaders who are engaged and communication via two-way dialogue are important first steps in the process. There are various major components that go into having an effective Balanced Scorecard organization and Tata Motors has made efforts to deliver in every aspect. In the year 2003. Michigan University and premier Indian Business Schools are offered to our current and potential leaders to ensure that the organization is being steered in the right direction. it is about changing hearts and minds. it helps improve business excellence practices. In 2010. Norton. and for identifying learning opportunities. Tata Motors evolved a Leadership System with two primary objectives. In 2007.Crafting a Compelling Employee Value Preposition for Tata Motors 7 Key Initiatives @ Tata Motors T he rate at which Tata Motors has grown and the directions that it has taken seem unbelievable in the light of its loss in 2001. Kaplan and Dr. ©TATA Motors Limited. wherein the assessors and evaluators were put through a rigorous 2 years of training and TBEM was applied in 2000. The strong ethical code of conduct is not only followed by our top management. disaster management to corporate sustainability. Integrity. The Leadership system at Tata Motors is used by leaders at all levels and is built on a strong ethical base which is represented by Tata Code of Conduct (TCoC) and guided by our Core Values. The other is to play an active role in the development of potential leaders for sustenance of the organisation.000 people across India — from strategy planning to dealer relationships. Tata Motors is the first Indian company to win the prestigious Balanced Scorecard Hall of Fame award instituted by the founders of BSC. capabilities and results. the Leadership System and the kind of behaviour expected out of them and each leader is expected to live with these organisational values. Ethical conduct and Service have been the corner stones of the Tata Group Business ethic.
This University will play a key role in developing cutting edge talent through capability and skill building. the employee sentiments across Tata Motors towards some of the archaic policies that need to be changed were captured. had a vision of Tata Motors University. The company’s position of top 25 B Schools and the best of the T Schools is already recognized among Top 10 recruiters by a leading Business magazine. grooming talent for leadership and providing talent with a world class learning environment. TML Chief Learning Officer. There are many employees who are training the new employees or colleagues internally but have no recognition.Crafting a Compelling Employee Value Preposition for Tata Motors 8 Building the best in class team V ikram Bector. 2011 . A new performance management system called “PACT” is already ready and launched. ©TATA Motors Limited. A lot of work has also started around “Empowering Employees” and “Pushing down decision making rights” across the company. With an initiative titled “Parivartan”.
including international assignments and project work is designed to hone new skills. encompassing various voluntary and nonvoluntary schemes. These efforts have created a workforce that is tuned in to every aspect of the business including the global automotive industry creating true assets for the company. The Fast Track Selection Scheme (FTSS) is a hallmark programme and an Industry Benchmark in Talent Management. The identification process is a rigorous annual exercise consisting of ability tests. strikes the right balance between potential and performance. Post identification. The aim is to catch them young and put them into the pipeline for future leadership talent.Crafting a Compelling Employee Value Preposition for Tata Motors 9 Talent Management F or an organization to operate at its best. It is a voluntary scheme and includes operations. there are term rotational assignments in various areas of the organization combined with general managerial learning inputs at the Tata Management Training Centre and premier business institutes to provide employees with experiences that help them broaden their horizons. interviews and assessment centres. Talent Management Scheme for employees displaying consistent high performance and the Development Centre Process that touches the base of the managerial pyramid in the system. the leadership pipeline has to flow smoothly with the right talent. Talent is encouraged to pursue opportunities in unfamiliar settings. Tata Motors identified this earlier and its Talent Management process. ©TATA Motors Limited. commercial and general management streams. 2011 . and testing for the Engineering Research Centre. Besides this programme there are various other programmes such as the Technical Specialist Scheme to identify engineers with an inclination to do specialised work in automobile engineering designs.
In 2006. Today with immense competition in the Automotive Industry. In 2005.500 Nano to the luxury marquees like the Jaguar and Land Rover. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. Tata Motors acquired the Daewoo Commercial Vehicles Company. announced that it had completed the acquisition of the two iconic British brands .the US$ 2.Jaguar and Land Rover (JLR) from the US-based Ford Motors. Also in the same year Tata Motors entered into a joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company’s pickup vehicles in Thailand. 2011 . Tata Motors has been able to gain a strong position in the global automotive industry. In June 2008 Tata Motors Ltd. The rechristened Tata Daewoo Commercial Vehicle Company has launched several new products in the Korean market. while also exporting these products to several international markets. After the acquisition. South Korea’s second largest truck maker. this Global giant is not just here to stay but is here to achieve excellence! ©TATA Motors Limited. a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. TML can now boast of owning both ends of the Passenger car segment right from the world’s cheapest car . However in the light of all the hurdles Tata Motors has crossed over the years. the company formed a joint venture with the Brazil based Marcopolo. the road ahead may be tough. Tata Motors acquired a 21% stake in Hispano Carrocera. In 2004. This move enabled the company to enter the high-end premier segment of the global automobile market. a reputed Spanish bus and coach manufacturer and in October 2009 acquired the remaining 79% stake to further strengthen the ongoing initiatives & emerge as a strong force in the Spanish as well as the Global bus and coach markets.Crafting a Compelling Employee Value Preposition for Tata Motors 10 Cruising Global Highways I n the last decade.
N. mining. credit cards. The Central India Spinning. and Responsibility passed down over decades direct the group’s growth and businesses to this day. In 1900.000. steel manufacturing. across an eclectic array of industries – including hotels.21. employing about 425. chemicals. the group has grown dramatically. consumer products. Prior to the 1990s Indian businesses were protected from outside competition but were also limited by tight government controls. does not have majority control over its operating units. international operations. The Tata Group functions in 7 sectors. Excellence. Jamsetji Nusserwanji (J. Understanding. finance. and technical education. His powerful vision inspired the steel and power industries in the country and set the foundation for technical education and philanthropy. In 1874. hydroelectric power. the Tata group became India’s largest business group. Jamsetji launched the Swadeshi Mills to mark the beginning of a movement to popularize the use of indigenous goods as opposed to British goods. Each is led by its own executive team and governed by its own board of directors. Tata and Sons was set up. consumer goods. automobiles. Unity. the company at the centre of an empire of companies in multiple sectors. started a private trading firm in Bombay with a capital of Rs. Jamsetji passed away in Germany. mandmagri-industries. This marked an important step forward in India’s struggle for freedom.Integrity. But Tata Sons. Jamsetji launched the famous Empress Mill in Nagpur and in the same year. Tata is a $83 billion commercial enterprise. It was he who guided the group for well over half a century. In 1877. 2011 . Weaving & Manufacturing Company. information technology. telecommunications. Five core values .000 people in 80 countries. Jamsetji foresaw the significance of the industrial revolution for India and spelt out the three basic ingredients that were needed for progress: Steel. engineering. The Tata Iron and Steel Company was formed in 1907. His travels in the Far East and Europe inspired him to start manufacturing cotton goods. in Jamshedpur.) Tata. The group diversified into metals. Since 1991. engineering. energy. Over time. trucks and cars (including the much-publicized 1 lakh.Crafting a Compelling Employee Value Preposition for Tata Motors 11 Appendix 1 Tata Group: From the outside it looks like an Indian General Electric. the Tata Hydro Electric Power Supply Company was established. a conglomerate with big companies across a range of industries. Tata Nano). JRD Tata was appointed as the head of Tata group. Dorabji Tata. To the Archives In 1868. JRD became one of India’s most respected business leaders. In 1910. Jamsetji Nusserwanji Tata. but his dream was implemented by his son. from steel to telecommunications. Jamsetji got the approval for building a steel plant. In 1938. the first Indian textile mill. In 1904. But they are bound together by an interlocking governance structure and a set of corporate values passed down over 142 years from the founder. with 114 companies under its umbrella. the founder of the Tata group. In 1886. Tata’s domestic expansion and diversification positioned the group as one of the two or three largest companies in India. In that environment. This mill was actively supported by Indian shareholders. Today’s power player As of 2011. chemicals. was established. and IT services and business process outsourcing. in Bihar. electric power. stimulated by an aggressive $20 billion international ©TATA Motors Limited.
company paid $134 million for the venerable Ritz-Carlton hotel in Boston and startled the city’s elite “Brahmins” by renaming it the Taj Boston.1 billion. Coca-Cola. Tata Institute of Fundamental Research. was conceived (with Ratan Tata taking part in many of the brainstorming sessions) as an affordable and safe family car designed to wean Indians off their dangerous motor scooters. Johnson come to mind – Tata’s culture can best be understood as a reflection of the founder’s beliefs and ingenuity. the Jorge Paulo Lemann Professor at Harvard Business School and an expert on the company. approximately 35 percent of sales were generated at home – roughly two percent of India’s total GDP. channels more than 4 percent of its operating income to the trusts. and every generation of Tata family members has left the bulk of its wealth to them. In 2007. is viewed more favourably than that of Google. Oxford Leadership Journal . and Unilever.” says Tarun Khanna. And. Tata’s complex. Moreover. J. and the Tata Memorial Hospital. GE. as measured by independent groups such as the New York–based Reputation Institute. Perhaps the most unorthodox aspect of the overall Tata structure is the central role of the eleven charitable trusts that together own 66 percent of Tata Sons and that are intimately involved in its governance. The 1 lakh Nano car. Intel.3 billion takeover of Jaguar Land Rover (JLR) received much press and analyst attention. Tata Motors’ $2. Toyota.N. The Tata Group DNA Like that of many long-running family businesses – Sainsbury. Issue 1) “The culture of the Tatas comes from decades of leadership that espouses a set of corporate values that is quite extraordinary for any company. (Family members own only 3 percent. and profits grew from $320 million to $5. In fiscal year 2009. January 2011 • Volume 2. honed through generations ©TATA Motors Limited. as billions of people move up from the bottom of the pyramid (as writer C. and S. Today Tata Sons has as many as 114 companies under its umbrella. Tata’s Indian Hotels Ltd. Toyota.C. Revenues rose from $5. especially customers and local communities. Tata’s corporate image.8 billion in 1992 to $62. Prahalad calls the economic milieu of the poorest third of the world’s population). At age 29. an innovative cancer treatment centre in Mumbai. for $12. for instance. in turn. that same year. Tata’s international acquisitions have transformed it from a company deeply grounded in India into one of the world’s most visible conglomerates. The trusts fund a variety of projects and support such cherished institutions as the Indian Institute of Science. 2011 .K. In 2008.5 billion in 2008. Tata Steel acquired the Anglo-Dutch steel giant Corus Ltd. Tata founded the Tata business as a small trading company. Microsoft.Crafting a Compelling Employee Value Preposition for Tata Motors 12 acquisition campaign. the group’s combination of developingcountry experience and socially progressive business values may give it a distinctive edge. Over the years. the National Centre for the Performing Arts. Each Tata company. (Ann Graham. What is so extraordinary is that even Tata’s innovations – its efforts to find new markets through the launch of products and services – tend to have a social benefit component. and provide them with a symbolic entry into the middle class.4 billion over the same period. interwoven governance structure evolved to ensure that profits would be reinvested on behalf of stakeholders.) No other company of this size and visibility has placed its charitable arm at the controlling nexus of the business.
Crafting a Compelling Employee Value Preposition for Tata Motors 13 Appendix 3 Human Capital Strategy @ Tata Motors: 2010-2015 Appendix 2 Tata Motors’ FY2010-11 results: TML HR Vision: ‘To make Tata Motors a world-class destination for best-in-class talent to sustain its business success’ ©TATA Motors Limited. 2011 .
Teamwork. Responsive. employees have voice the culture they would like to see in Tata Motors. Lean ©TATA Motors Limited. • 38% employees would like to have greater empowerment • 41% employees would like to have greater role clarity and believe the new Performance Management System will help in this. Trusting. Driven. The attributes they value are. Agile.Crafting a Compelling Employee Value Preposition for Tata Motors 14 Appendix 4 Excerpts from an Internal Employee Survey • 85% employees believe that Tata Motors has the right leadership and talent mix to succeed in future. The employees rate the overall opportunities to learn and grow very high. 2011 . Customer Centric. Innovative. • Employees in general would like to move away from a feeling of many review meetings • 62% employees believe that their seniors care for their development • Through Parivartan. Nimble. Quality. Flexible. Integrated. Collaborative. Passionate. High performance. • 35% employees would like speed in decision making and 52% believe that they have the opportunity to do what they to best everyday. Egalitarian.
Crafting a Compelling Employee Value Preposition for Tata Motors 15 Appendix 5 Tata Motors Vision / Mission for Commercial Vehicles Tata Motors Vision / Mission for Passenger Cars ©TATA Motors Limited. 2011 .
He has been on the CII Panel for HR & IR for Andhra Pradesh and has been a regular contributor of articles in reputed journals. the Director’s Medal in the Civil Services Foundation Course etc. ©TATA Motors Limited. On his switch to the corporate world after almost 10 years in the government. He is an alumnus of St Stephen’s College. Delhi and XLRI Jamshedpur. creativity. Prabir was selected for the prestigious Civil Services and as a bureaucrat handled the entire gamut of HR & IR issues of the Indian Ordnance Factories. with special interest in change management. communication skills and leadership”. He has handled all areas in HR. global HR strategy. the Citibank Leaders Award for the “highest level of academic performance. competence. 2011 . After doing his Masters. the Recitt & Colman Award for scholastic excellence at XLRI. apart from being faculty at prestigious B Schools and training establishments. originality. Dr Reddy’s and now Tata Motors. employer branding and leadership capability development. Mahindra British Telecom. OD interventions. he has worked for organisations like Thermax.Crafting a Compelling Employee Value Preposition for Tata Motors 16 Profile of Mr Prabir Jha Prabir is Sr Vice President. Human Resources for Tata Motors. Prabir is the recipient of the NIPM Medal for the highest grades in PM & IR at XLRI.
Deliverables are to be submitted latest by 15/12/2011 .The cover page should contain – Team Name. .Deliverables & Judgment criteria’s will be communicated to the 8 finalists.The shortlisted teams will have to present their solutions in front of the esteemed jury from Tata Motors.Both in terms of logical reasoning & feasibility of delivery Final Round in Mumbai .Nomenclature of deliverables: Institute name_Team name .com from 05/12/2011.Judging Criteria: Teams are expected to prepare an EVP document for Tata Motors and a communication strategy for the same. Font Size: 12.A team can have a maximum of 3 members .All entries should be uploaded on the website itself .Crafting a Compelling Employee Value Preposition for Tata Motors 17 Deliverables The deliverable has to be • A two page word document (Font: Times New Roman.tatamotors. Justification.Individual participation certificates will be awarded to all finalists ©TATA Motors Limited.). Line Spacing: 1) and/or • A 5 slide presentation (ppt/pptx format) and/or • A 1 min video file (mpeg format) The maximum size of the deliverable should not exceed 10 MB. failing which.mindrover. College Name and Team Details (Name. Scalability of the solution.Registered teams can download the case details from the website www. Teams need to send their confirmation regarding participation within 24 hours. 2011 . Teams will also be judged on Analytical Rigor.The shortlisted teams (8 confirmed and 2 waitlisted) will be informed by email. the teams in the waiting list shall be invited . the actual EVP suggested and the feasibility of the communication strategy.Each team can submit only one entry . The details of the participants should appear nowhere else in the solution . Email Id and Contact No.All members of a team are to hail from the same Institute . They will be judged on research done to arrive at the EVP.All entries are reviewed and the top 8 will be chosen to proceed to the final round . Process Stage 1: Submission of Case Solution . . Creativity. .
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