Chapter: - 5

1) Tata Motors Recruitment & Selection Process :

Recruitment:

 When it comes to the recruitment process of tata motors they just followed both
internal and external source of recruitment and the nature of the recruitment process
of the company is subjected to employment law. The main forms which the company
is using are advertising in newspaper, magazines, and Tata motors careers portal and
also internal vacancy list.
 At the end of every quarter the company is floating their recruitment process on their
web portal for the new candidates and most of the vacancies are filled by the
candidates who belong to B.tech and MBA Background.

Selection:

 Like MarutiSazuki, ford motors, Hyundai and others. Tata motors also follows a
series of steps in order to pick a suitable candidate from the bench of applicants. So as
per as the selection process of Tata motors is concerned they follow the series of steps
which starts from written test in case of campus recruitments and goes on till the final
selection, placement and Induction.
 After screening the applications they called the candidates for employment test and if
cleared the candidate will be called for comprehensive Interview and when the
candidate will clear that then the background investigation about the candidate will
start in which tata motors will verify the details of a particular candidates and when
details are verified the candidate will receive the offer letter from the concerned HR
department of Tata motors.

2) Tata Motors Number Of Employee :

 Tata Motors total number of employees in 2021 was 75,278, a 4.6%decline from
2020.
 Tata Motors total number of employees in 2020 was 78,906, a 4.7%decline from
2019.
 Tata Motors total number of employees in 2019 was 82,797, a 2.11%increase from
2018.
 Tata Motors total number of employees in 2018 was 81,090, a 1.93%increase from
2017.
 3) Tata Motors Training Methodology:

 Tata Motors is aiming to train up to 40,000 people in the next three years in skills
associated with automobile industry as part of its programmes to provide technical
and vocational education for unemployed youth
 The company has already started training programmes in collaboration with
Automotive skill development Council (ASDC) at its different manufacturing plants,
various dealerships and services centres.
 The idea is to impart various training on skill sets required for the automobile industry
ecosystem, from shop floor to service centres with ASDC certifying the course
 Service Training Centre impart Automotive Maintenance and repair training to
manpower of Channel Partners (both Domestic and International), Fleet Owners,
Private Customers and Institutional Customers such as Defence establishments,
Paramilitary forces, Police Depts, State Transport Units and other Govt. agencies.
 Training is also given to Senior Executives, Field Staff, Trainees and Apprentices for
upgrading & enhancing their technical knowledge, soft skills & skills for existing as
well as future products to ensure total customer satisfaction.
 The Training Centres also conduct training programs for various other divisions
(Sales, Quality, Legal, Production, etc.) as per their specific need & requirement.
 Training is also given to private garages to ensure our products are well supported in
remote areas.

Courses Adopted by TML

 Motor Mechanic Vehicle

 Diesel Mechanic Trade
 Fitter
 Auto Electrician
 Denting & Painting Refrigeration & Air Conditioning

4) Tata Motors Employee Safety Mechanisms :

 As India's leading automobile manufacturer, we strongly believe in allocating safety
measures to our workforce as they are the backbone of our company. We emphasize
on providing a work environment where our employees are protected from incidents.
To accomplish this, we have actioned an occupational policy that exercises vigilance
and awareness throughout our company.
 To ensure that our employees are not harmed or injured in any way, we have set up an
internalized management committee at every level. This committee oversees the
proper implementation of protective policies in the plant. While in the plant, the well-
being of our employees is looked after by the plant-level subcommittees that report to
 a corporate level sub-committee. This enables our policies to reach every one of our
employees.
 Next, to make sure that our plants are very secure, we have identified and laid down
plans to mitigate the most critical risks present at every manufacturing location. We
have taught self-defense to 1800 women employees, as part of the ‘senSHEtize'
initiative, over the course of 60 sessions across all our offices. Then, with a 20 minute
engagement program we have given essential road safety tips to over 1,000
employees across 9 offices.
 As our safety strategy relies on trainings and awareness campaigns, we have stressed
the need for our 500+ internal trainers to undergo trainings so that they are certified to
assist professionals during a program. During these training sessions, we make use of
videos and develop e-modules to have a deeper impact and create widespread
awareness about the potential hazards at the workplace. These films are also created
in Hindi so as to reach the blue-collar employees. Furthermore, we have made safety
an important part of our induction programme for all employees upon their joining.
For those personnel involved in hazardous operations, they have to attend a
compulsory training at the Regional Labour Institute (RLI). And to keep up with the
changing trends and new technology, we conduct a refresher training where the
divisional heads impart training to our employees.
 Besides training our employees, we have a strict protocol with regard to emergency
vigilance. We have assigned certain roles and responsibilities to every employee, as
this facilitates faster response time in limiting the loss of life or property. We also
conduct mock drills to assess the level of preparedness which helps in making room
for improvements. The emergency procedures include scenarios like Fire, Explosions,
Spills, Natural calamities etc.
 Lastly, as we care for every member of our company, we have implemented a
programme that covers the blue-collar employees who are involved in high risk
activities in our plants.
 We continue to organize workshops to impart knowledge on personal safety and
activities to improve employee hazard recognition and risk perception, thus keeping
up with our OHSAS 18001/IMS certification.

5) Tata Motors HR Policies :

 Caring, show respect, compassion and humanity for colleagues.
 Work cohesively with colleagues across the group
 Encourages self-sufficiency.
 Employees' relatives at Pune have been encouraged to form various industrial co-
operatives.
 The Tata Motors Grihini Social Welfare Society caters to employees' women
dependents' so as to enable a housewife earn a modest amount without neglecting
their traditional duties towards the family.
 Executive Selection Scheme (ESS) - fast track programme for accelerated growth.
  In-house vocational training and apprenticeship programme trains the technicians.
 Rotational assignments and cross-functional mobility allow employees to grow.

6) Tata Motors Performance Appraisal Process :

 ESSAY APPRAISAL
 In its simplest form, this technique asks the rater to write a paragraph or more
covering m individual's strengths, weaknesses, potential, and so on. In most selection
particity those involving professional, sales, or managerial positions, essay app
employers, teachers, or associates carry significant weight.

 GRAPHIC RATING SCALE

 This technique may not yield the depth of an essay appraisal, but it is more calite
reliable. Typically, a graphic scale assesses a person on the quality and qua he
outstanding, above average, average, or unsatisfactory?) and on a that vary with the
job but usually include personal traits like reliability and co also include specific
performance items like oral and written communication The field review is one of
several techniques for doing this.

 FIELD REVIEW
 Central administrative staff meets with small groups of raters from each supervisory
unit and goes over each employee's nating with them to (a) identify areas of inter-rater
disagreement, (b) help the group arrive at a consensus, and (c) determine that each
rater conceives the standands similarly.

 FORCED-CHOICE RATING
 Like the field review, this technique was developed to reduce bias and establish
objective standards of comparison between individuals, but it does not involve the
intervention of a third party.

 MANAGEMENT BY OBJECTIVES
 To avoid, or to deal with, the feeling that they are being judged by unfairly high
standards, employees in some organizations are being asked to set or help set their
own performance goals. Within the past five or six years, MBO has become
something of a fad and is so familiar to most managers that I will not dwell on it here.

 RANKING METHODS
 For comparative purposes, particularly when it is necessary to compare people who
work for different supervisors, individual statements, ratings, or appraisal forms are
not particularly useful.