- Summary (including challenges) - Reactions (Shruti)

- Quiz - Learning (Lavanya)

- Discussion on the effectiveness of human resource strategy in Eyes of Janus -
Behaviour --- (Aneet & Lavanya)
- Meeting changing needs and expectations (Surbhi and Shreya)
- Measuring ROI (Surbhi and Shreya)

https://www.peoplematters.in/article/training-development/mastering-the-roi-in-learning-and-
development-24561

Summary - Shruti

The case dates back to 2013 where the CHRO, Vikram Bector, CTO, and L&D team is trying to
assess performance of Tata Motors Academy, which was established in 2011. TMA was critical
to the company’s newly formulated human capital strategy. According to the CHRO, there were
3 criterias for evaluating TMA’s performance:
- No. of internal specialist as faculties
- Self-learning and career development culture created via e-learning platforms
- Impact of TMA on leadership development and performance improvement.

The Human Capital Strategy: Accountability, Customer & Product Focus, Excellence, and
Speed (ACES)
3 planks: Talent & leadership, Organizational Renewal, Organizational Enablers

- Process of redesigning guided by 6 Disciplines of learning approach

- To handle their massive level of operation across regions and managing local needs
simultaneously: TMA guiding principles focusing on Business Strategy, implementation,
outcomes and evaluation:
Business Strategy Alignment (Learning Advisory Council)
Leadership involvement in TMA “Train the trainer”
Efficiency in Training delivery
Training Effectiveness
Appropriate L&D investment
Broad-based learning opportunities
Competency of L&D team
Measurement of training outcomes

Out of the following, pick the most appropriate reason due to which TMA was formed

- It was built in response to a gap felt in the workforce of TML.

 - It was built on recommendation from Managers of different departments

- Both A & B

- None of these

Which of the following are the correct Six Disciplines of Learning

● Define, Design, Deliver, Drive, Deploy and Document

● Define, Derive, Design, Deliver, Deploy and Document
● Define, Design, Differentiate, Drive, Deploy and Document
● Design, Define, Derive, Deploy, Drive and Document

-Which of the following is/ are Key performance indicators as discussed in the
case

● Business impact data

● Learning impact calculator
● Stakeholder Satisfaction
● Both A & B
● A,B &C

Which of the following was not a part of guiding principles of TMA

● Alignment to business strategy

● Leadership involvement in TMA
● Efficiency in Training Delivery
● Learning Efficacy
● Appropriate L&D investment

Which of the following did not came under Learning programs followed at tatamotors

● Management Programs
● Mandatory Programs
● Global Leadership Program
● Technical and Operational training Program

The four tenets of ACES as described in the case were-

- Accountability, Customer Research, Excellence, Speed

- Adaptability, Customer Research, Excellence, Speed

 - Accountability, Customer and Product Focus, Excellence, Speed

- Adaptability, Customer and Product Focus, Excellence, Speed

Which of the following was a part of Leadership Involvement in TMA

● Follows a culture of "leaders as teachers".

● "iteach" program-2011
● "Train the trainer" program: builds rigour and competency.
● All of the above

Which of the following were the criteria for effective training

● Delivery quality
● Knowledge gain
● Application to job
● Business impact
● Value
● All Of the Above

Discussion Slide- Aneet

Q How is human capital strategy different from Learning & Development

Human Capital Strategy is a systematic process for identifying the resource pool and its capabilities to meet
organization goals and developing the action plans to meet the requirements to fulfill those goals. It also
ensures that the organization has the right Human Capital in the right jobs at the right time and for the right
cost.

L&D-learning and development is the process of empowering employees with specific skills to drive better
business performance. Typically, L&D is categorized as part of a company’s overall human capital
management strategy, where learning is used as a means to acquire, nurture, maximize, and retain talent

Q Would anybody like to tell what they understand from this human capital strategy model of Tata
motor ? You can also explain any part of the model that you understand.
TATA motor’ human capital strategy: According to their mission / vision their goal was to maintain a
sustained customer delight and keep their growth constant which means continuous business performance.
So starting from the bottom we see that to enable business growth, organisational development is required
and further we need the People to be the driver of results.ORGANIZATIONAL ENABLERS here are the skills
and knowledge, the tools,resources, incentives and the culture of the organization that will enable it to
achieve strategy.
ORGANISATIONAL RENEWAL is the process that empowers all employees of an organization to work
together to create a common vision (which is to provide the best vehicles and experiences globally and being
most admired by the customers, employees and all shareholders ) through high engagement culture and
powerful employer branding they can achieve that common vision.
TALENT & LEADERSHIP so for this Tata motors had 2 pillars to rely on-
1. Talent mgt strategies & Leadership development
2. Learning and capability development of all the employees

Q SO in the case can someone tell what was the initiative made for the second pillar which is
Learning & Capability development??
TMA was created to catalyse the organisation and bring about an urgently needed culture of change.

Q. Now in this case we saw how the L&D strategy was implemented, but can you tell what actually
were the challenges faced by the organisation? What solution do you suggest for the same ?

It was assessing and measuring the effectiveness of the L&D strategy and analysing the return on
investment for the same.

I’ve talked about the intended human capital and L&D strategy, now I would invite surbhi to take over and
talk about the assessment of the training program which TMA.

Surbhi-

Q. Would anyone like to share their thoughts regarding the training programs by TMA and what were
the key takeways?
Tata Motors Limited is a world-renowned organisation with an employee strength of around 49000 people working in
shifts. Managing such a large organisation and at the same time identifying the needs of employees, keeping in view the
vision and objectives of the organisation, is not easy.

The programs that TMA came up with are:

· The organisation was able to align the welfare of its employees with its vision and kept them
updated with the necessary skills and equipping them with the necessary competencies to face the
challenges of the increasing competition and dynamic business conditions.

· It also came up with its very famous and acclaimed The Human Capital Strategy (as explained by
Shruti) which involved the four main objectives accountability, customer & product focus, excellence
and speed.

· All the underlying Training Programs were not only available to the employees but all the
dealers, vendors and contract employees.

· Six Centres of excellence were created in the particular fields namely manufacturing excellence,
innovation, operator and commercial training corporate training and behavioural training.

· · The company also developed community of project management practitioners which was
an online portal using which all of the Tata employees and whatever office they may be working of
whatever state they may be working they were able to upload their problems to share their goals
interest and approaches to a specific problem and it helped in enhancing the problem-solving skills
even more which in turn increased the project delivery.

· And also, Tata motors didn't focus on giving training on maximum number of projects instead
they increased the frequency of the training and they made the training programs be aligned with their
project and their future goals.

· When it comes to evaluating training program, they should be evaluated on the basis of four
categories behaviour, reactions, learning and results. In the case, the employees themselves told they
were able to see and witness the difference themselves and they believe that they are now
contributing more to the company's revenue and also the company was taken aback as it was justified
that per employee contribution increased based on this training program.

Meeting changing needs and expectations

Q. So while evaluating a training program what do you think the ROI model constitutes ?