A

PROJECT REPORT
ON
HUMAN RESOURCE MANAGEMENT
IN
TATA CONSULTANCY SERVICES

EKLAVYA UNIVERSITY DAMOH

For the partial Fulfillment of
Master of Business Administration – 2021-2022

Submitted To : Submitted By :
Name of the Faculty : Name of the student:

MR. YASHWANT PATEL ARPIT KHARE

{ 20MGT08MBA110022}

Signature: Signature :

i
 CERTIFICATE

This is to certify that the Project Report entitled “HUMAN RESOURCE

MANAGEMENT IN TCS” is a record of project work done independently by
Mr. ARPIT KHARE under my guidance and supervision and that is has not
previously formed the basis for the award of any degree, fellowship or associate ship.

MR.YASHWANT PATEL
ASSISTANT PROFESSOR
EKLAVYA UNIVERSITY
DAMOH (MP) .

ii
 DECLARATION

I, ARPIT KHARE student of BBA Sem IV hereby declare that the project
work presented in this report is my own work and has been carried out under
the supervision of MR.YASHWANT PATEL of Eklavya University Damoh
(MP).

Arpit Khare

Eklavya University Damoh (MP)

iii
 ACKNOWLEDGEMENT

It is not often in life that you get a chance of appreciating and expressing your
feelings in black and white to thank the people who have been a crucial part of
your successes, your accomplishments, and your being what you are today. I
take this opportunity to first of all thank the Faculty at Eklavya University
Damoh (MP). especially Prof. Yashwant Patel , Head of Department of
MBA for inculcating and instilling me the knowledge, learning, will-power,
values and the competitiveness and professionalism required by me as a
management student.

I would like to give special thanks to MR. YASHWANT PATEL for

educating me silver lining in every dark cloud. Her enduring efforts, guidance,
patience and enthusiasm have given a sense of direction and purposefulness to
this project and ultimately made it a success.

I express my sincere and heartiest thanks to everyone who has contributed

towards the successful completion of the Project.

Last but not the least; I would like to thank my family: my parents for
supporting me spiritually throughout my life.

The errors and inconsistencies remain my own.

Arpit Khare
Eklavya University Damoh (MP).

iv
 INDEX

CHAPTER 1:- INTRODUCTION OF HRM 1

 INTRODUCTION 2
 DEFINATION 2
 HISTORY 3
 EVOLUTION& DEVELOPMENT OF HRM 4
 FUNCTION OF HRM 5
 SIGNIFICANCE/ NEED OF HRM 7
 INPORTANCE OF HRM 8
 SCOPE OF HRM 11
 OBJECTIVES OF HRM 14
 CHALLENGES IN HRM 15
 NEW TRENDS IN HRM 17

CHAPTER 2:- COMPANY PROFILE 18

 COMPANY BACKGROUND 19
 BASIC FACTS 20
 HISTORY 21
 BOARD OF DIRECTORS 23
 PRODUCT AND SERVICES 24
 OPERATION 25
 LOCATION 25
 TCS BPS 26
 TCS ACHIEVEMENT 27
 TATA RESEARCH DEVELOPMENT & DESIGN CENTER 28
 ORGANISATIONAL STRUCTURE 28
 PERFORMANCE HIGHLIGHTS 29
 TCS COMPETITORS 30
 SWOT ANALYSIS OF TCS 31
 FUTURE PLANS 33

v
CHAPTER 3:- RESEARCH METHODOLOGY 34

 OBJECTIVE OF THE STUDY 35

 SOURCE OF DATA 35
 COMPANY TAKEN FOR STUDY 35
 LIMITATION OF STUDY 35

CHAPTER 4:- ANALYSIS & PRESENTATION 36

 HUMAN RESOURCE MANAGEMENT IN TCS 37

 RECRUITMENT PROCESS 40
 HUMAN RESOURCE DEVELOPMENT IN 2017 41

CHAPTER 5:- FINDINGS 43

 CONCLUSION 44
 RECOMMENDATION 44

BIBLOGRAPHY 47

vi
 CHAPTER:-1
Introduction of
Human Resource Management

1
 INTRODUCTION

Human Resource Management (HRM) is concerned with the human being in an

organization. “The management of man” is a very important and challenging job
because of the dynamic nature of the people .No two people is similar in mental
abilities, tacticians, sentiments, and behavior; they differ widely also as a group and
are subject to many varied influences. People are responsive, they feel, think and act
therefore they can not be operated like a machine or shifted and altered like template
in a room layout. They therefore need a tactful handing by management personal.

DEFINITION

Human Resource Management is management function that helps manager to

recruit select, train and develop organization members. Or Human Resource
Management is a process of making the efficient and effective use of human
resources so that the set goals are achieved. It is the approach thought which
organization can utilize the manpower not only for the benefits of the organization but
for the growth, development and self satisfaction of the concerned people.

In the words of Dunn and Stephens,” The HRM is the process of attracting, holding
and motivating all manager line and staff,”

The National Institute of Personal Management (NIPM) of India has defined

human resource as “that part of management which is concerned with people at work
and with their relationship within an enterprise. Its aim is to bring together and
develop into an effective organization of the men and women who make up an
enterprise and having regard for the well-being of the individual and of working
group, to enable them to make their best contribution to its success.”

2
History of Human Resource Management;

Personnel administration, which emerged as a clearly defined field by the 1920s (at
least in the US), was largely concerned the technical aspects of hiring, evaluating,
training, and compensating employees and was very much of "staff" function in most
organizations. The field did not normally focus on the relationship of disparate
employment practices on overall organizational performance or on the systematic
relationships among such practices. The field also lacked a unifying paradigm.

HRM developed in response to the substantial increase in competitive pressures

American business organizations began experiencing by the late 1970s as a result of
such factors as globalization, deregulation, and rapid technological change. These
pressures gave rise to an enhanced concern on the part of firms to engage in strategic
planning--a process of anticipating future changes in the environment conditions (the
nature as well as level of the market) and aligning the various components of the
organization in such a way as to promote organizational effectiveness.

Human resource management (HRM), also called personnel management, consists of

all the activities undertaken by an enterprise to ensure the effective utilization of
employees toward the attainment of individual, group, and organizational goals.

An organization's HRM function focuses on the people side of management. It

consists of practices that help the organization to deal effectively with its people
during the various phases of the employment cycle, including pre-hire, staffing, and
post-hire. The pre-hire phase involves planning practices. The organization must
decide what types of job openings will exist in the upcoming period and determine the
necessary qualifications for performing these jobs. During the hire phase, the
organization selects its employees. Selection practices include recruiting applicants,
assessing their qualifications, and ultimately selecting those who are deemed to be the
most qualified.

3
Evolution and developments of HRM

The history of development of HR management in India is comparatively of recent

origin. But Kautilya had dealt with some of the important aspects of human resources
management in his “Arthasastra,” written in 400 B.C. Government in those days
adapted the techniques of HRM as suggested by Kautilya. In its modem sense, it has
developed only since independence. Though the importance of labour officers was
recognized as early as 1929, the appointment of officers to solve labour and welfare
problems gained momentum only after the enactment of the Factories Act of 1948.
Section 49 of the Act required the appointment of Welfare Officers in companies
employing more than 500 workers. At the beginning, Government was concerned
only with limited aspects of labour welfare. The earliest labour legislation in India
dealt with certain aspects of Indian labourers (Regulation of Recruitment, Forwarding
and Employment) sent to various British colonies in 1830. Important phases of
evolution of HRM are presented in Exhibit:

Period Development Status Outlook Emphasis Status

1920s- Beginning Pragmatism Statutory, welfare Clerical

1930s of capitalists paternalism

Struggling for Technical, Introduction of Administrative

1940s - recognition legalistic Techniques
1960s
1970s Achieving Professional Regulatory, Managerial
conforming,
imposition
Sophistication Legalistic, Standards on
1980s impersonal other
functions
1990s Promising Philosophical Human values,
productivity Executive
through
people

Table 1.1 Evolution and Developments of HRM in India

4
Function of Human Resource Management

Human Resource Management has an important role to play in equipping

organizations to meet the challenges of an expanding and increasingly competitive
sector. Increase in staff numbers, contractual diversification and changes in
demographic profile which compel the HR managers to reconfigure the role and
significance of human resource management

HR management can be thought of as seven interlinked functions taking place within

organisation, as depicted in Figure below.

1. Strategic HR Management: As a part of maintaining organizational

competitiveness, strategic planning of HR effectiveness can be increased
through the use of HR metrics and HR technology. Human resource planning
function determine the number and type of employees needed to accomplish
organizational goals.

2. Equal Employment Opportunity: Compliance with equal employment

opportunity (EEO) laws and regulations affect all other HR activities.\

3. Staffing: The aim of staffing is to provide a sufficient supply of qualified

individuals to fill job in an organization. Job analysis, recruitment and
selection are the main functions under staffing.

4. Talent Management and Development: Beginning with the orientation of

new employees, talent management and development includes different types
of training. Orientation is the first step towards helping a new employee to
adjust himself with the new job and the employer. It is a method to acquaint
new employees with particular aspects of their new job, including pay and
benefit programmes, working hours and company rules and expectations.

5
5. Total Rewards: Compensation in the form of pay, incentives and benefits are
the rewards given to the employees for performing organizational work.
Compensation management is the method for determining how much employees
should be paid for performing certain jobs. Compensation affects staffing and in
the matter of staffing; people are generally attracted to organizations offering a
higher level of pay in exchange of the work performed.

6. Risk Management and Worker Protection: HRM addresses various

workplace risks to ensure protection of workers by meeting legal requirements
and being more responsive to concern for workplace health and safety along with
disaster and recovery planning.
7. Employee and Labor Relations: The relationship between managers and
their employees must be handled legally and effectively. Employer and employee
rights must be addressed. It is important to develop, communicate and update HR
policies and procedures so that managers and employees alike know what is
expected. In some organizations, union/management relations must be addressed
as well.

STRATEGI
C HR
MANAGE
MENT EQUAL
EMPLOYEE EMPLOY
AND LABOUR
RELATION MENT
OPPORTU
NITY
RISK HR
MANAGE FUNCTION STAFFI
MENT & NG
WORKER
PROTECTI
TALENT
ON
MANAG
TOTAL EMENT
REWARDS
&
DEVELO
PMENT

Fig -1 Function of HR

6
Significance /need of Human Resource Management

HRM becomes significant for business organization due to the following reasons.

1. Objective:-
HRM helps a company to achieve its objective from time to time by creating a
positive attitude among workers. Reducing wastage and making maximum use of
resources etc.

2. Facilitates professional growth:-

Due to proper HR policies employees are trained well and this takes them ready for
future promotions. Their talent can be utilized not only in the company in which they
are currently working but also in other companies which the employees may join in
the future.

3. Better relations between union and management:-

Healthy HRM practices can help the organization to maintain co-ordinal relationship
with the unions. Union members start realizing that the company is also interested in
the workers and will not go against them therefore chances of going on strike are
greatly reduced.

4. Helps an individual to work in a team/group:-

Effective HR practices teach individuals team work and adjustment. The individuals
are now very comfortable while working in team thus team work improves.

5. Identifies person for the future:-

Since employees are constantly trained, they are ready to meet the job requirements.
The company is also able to identify potential employees who can be promoted in the
future for the top level jobs. Thus one of the advantages of HRM is eparing people for
the future.

7
6. Allocating the jobs to the right person:-
If proper recruitment and selection methods are followed, the company will be able to
select the right people for the right job. When this happens the number of people
leaving the job will reduce as the will be satisfied with their job leading to decrease in
labour turnover.

7. Improves the economy:-

Effective HR practices lead to higher profits and better performance by companies
due to this the company achieves a chance to enter into new business and start new
ventured thus industrial development increases and the economy improves.

Importance of Human Resource Management

Ten Reasons Why the Human Resources Department Is Important:

1. Human Capital Value: Having an in-house human resources function is

important. An in-house human resources staff or a human resources expert on staff
can increase the understanding of how important human capital is to the company's
bottom line. For small businesses, in particular, human capital is critical because so
many smaller firms have employees who perform cross-functional duties. With a
smaller workforce, if just one person leaves, it leaves the company with a huge gap to
fill and a potential threat to the company's profitability.

2. Conflict Resolution: Workplace conflict is inevitable, given the diversity of

personalities, work styles, backgrounds and levels of experience among employees. A
human resources manager or a staff person specially trained to handle employee
relations matters can identify and resolve conflict between two employees or a
manager and employee and restore positive working relationships.

8
3. Budget Control: Human resources curbs excessive spending through developing
methods for trimming workforce management costs, which includes negotiating better
rates for benefits such as health care coverage. In addition, human resources ensures
competitive and realistic wage-setting based on studying the labor market,
employment trends and salary analysis based on job functions. As some small
businesses have budget constraints, this human resources function is especially
helpful.

4. Training and Development: Human resources conducts needs assessments for the
organization's current workforce to determine the type of skills training and employee
development necessary for improving skills and qualifications. Companies in the
beginning or growth phases can benefit from identifying training needs for existing
staff. It's much less expensive than the cost to hire additional staff or more qualified
candidates. In addition, it's a strategy that also can reduce turnover and improve
employee retention.

5. Employee Satisfaction: Human resources specialists usually are charged with the
responsibility of determining the level of employee satisfaction -- often an ambiguous
measurement at best. With carefully designed employee surveys, focus groups and an
exit interview strategy, human resources determines what underlies employee
dissatisfaction and addresses those issues to motivate employees.

6. Performance Improvement: Human resources develops performance

management systems. Without a human resources staff person to construct a plan that
measures performance, employees can wind in jobs that aren't suitable for their skills
and expertise. Additionally, employees whose performance falls below the employer's
expectations can continue on the payroll, thereby creating wasted money on low-
performing employees.
7. Cost Savings: The cost to hire new or replacement workers, including training and
ramp-up time, can be exorbitant for employers, especially small businesses. With a
well-constructed recruitment and selection process, the human resources function can

9
minimize expenses regarding advertising job postings, training new employees and
enrolling new employees in benefits plans.

8. Sustaining Business: Through succession planning that human resources develops,

the company identifies employees with the promise and requisite capabilities to
eventually transition into leadership roles with the company. This is an important
function as it can guarantee the organization's stability and future success.

9. Corporate Image: Businesses want to be known as the "employer of choice."

Employers of choice are the companies that receive recognition for the way they treat
employees; they are the companies for whom people want to work. Becoming an
employer of choice means human resources balances recruiting the most qualified
applicants, selecting the most suitable candidates and retaining the most talented
employees.

10. Reliability: Human resources ensures the workforce embraces the company's
philosophy and business principles. From the perspective of a small business, creating
a cohesive work environment is imperative. The first opportunity human resources
has to accomplish this is through wise hiring decisions that identify desirable
professional traits, as well as orientation and on-boarding programs.

10
Scope of Human Resource Management

The major HRM activities include HR planning, job analysis, job design, employee
hiring, employee and executive remuneration, employee motivation, employee
maintenance, industrial relations and prospects of HRM.
The scope of Human Resources Management extends to:
All the decisions, strategies, factors, principles, operations, practices, functions,
activities and methods related to the management of people as employees in any type
of organization.
All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it. The scope of HRM is really vast. All major activities n the
working life of a worker – from the time of his or her entry into an organization until
he or she leaves it comes under the purview of HRM. American Society for Training
and Development (ASTD) conducted fairly an exhaustive study in this field and
identified nine broad areas of activities of HRM.
These are given below:
Human Resource Planning
Design of the Organization and Job
Selection and Staffing
Training and Development
Organizational Development
Compensation and Benefits
Employee Assistance
Union/Labour Relations
Personnel Research and Information System

a) Human Resource Planning: The objective of HR Planning is to ensure that the

Organization has the right types of persons at the right time at the right place. It
prepares human resources inventory with a view to assess present and future needs,
availability and possible shortages in human resource.
Thereupon, HR Planning forecast demand and supplies and identify sources of
selection. HR Planning develops strategies both long-term and short-term, to meet the
man-power requirement.

11
b) Design of Organization and Job:
This is the task of laying down organization structure, authority, relationship and
responsibilities. This will also mean definition of work contents for each position in
the organization. This is done by ―job description‖. Another important step is ―Job
specification. Job specification identifies the attributes of persons who will be most
suitable for each job which is defined by job description.

c) Selection and Staffing:

This is the process of recruitment and selection of staff. This involves matching
people and their expectations with which the job specifications and career path
available within the organization.

d) Training and Development: This involves an organized attempt to find out

training needs of the individuals to meet the knowledge and skill which is needed not
only to perform current job but also to fulfill the future needs of the organization.

e) Organizational Development: This is an important aspect whereby ―Synergetic

effect‖ is generated in an organization i.e. healthy interpersonal and inter-group
relationship within the organization.

f) Compensation and Benefits: This is the area of wages and salaries administration
where wages and compensations are fixed scientifically to meet fairness and equity
criteria. In addition labour welfare measures are involved which include benefits and
services.

g) Employee Assistance: Each employee is unique in character, personality,

expectation and temperament. By and large each one of them faces problems every
day. Some are personal some are official. In their case he or she remains worried.
Such worries must be removed to make him or her more productive and happy.

h) Union-Labour Relations: Healthy Industrial and Labour relations are very

important for enhancing peace and productivity in an organization. This is one of the
areas of HRM.

12
i) Personnel Research and Information System: Knowledge on behavioral science
and industrial psychology throws better insight into the workers expectations,
aspirations and behavior. Advancement of technology of product and production
methods have created working environment which are much different from the past.
Globalization of economy has increased competition many fold. Science of
ergonomics gives better ideas of doing a work more conveniently by an employee.
Thus, continuous research in HR areas is an unavoidable requirement. It must also
take special care for improving exchange of information through effective
communication systems on a continuous basis especially on moral and motivation.

Human Resource Planning

Personnel Design of the

Organization
Research and Information SystemSystem
and Job

Union/Labou Selection
r Relations Scope of HRM & Staffing

Employee Assistance
Training & Development

Compensation and Benefits

Organizational
Development

Fig.2 Scope of HRM

13
Objectives of Human Resource Management

1) Societal Objectives: seek to ensure that the organization becomes socially

responsible to the needs and challenges of the society while minimizing the negative
impact of such demands upon the organization. The failure of the organizations to use
their resources for the society‘s benefit in ethical ways may lead to restriction.

2) Organizational Objectives: it recognizes the role of HRM in bringing about

organizational effectiveness. It makes sure that HRM is not a standalone department,
but rather a means to assist the organization with its primary objectives. The HR
department exists to serve the rest of the organization.

3) Functional Objectives: is to maintain the department‘s contribution at a level

appropriate to the organization‘s needs. Human resources are to be adjusted to suit the
organization‘s demands. The department‘s value should not become too expensive at
the cost of the organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at

least as far as these goals enhance the individual‘s contribution to the organization.
Personal objectives of employees must be met if they are to be maintained, retained
and motivated. Otherwise employee performance and satisfaction may decline giving
rise to employee turnover.

14
Challenges in Human Resource Management:

The HR Managers of today may find it difficult because of the rapidly changing
business environment and therefore they should update their knowledge and skills by
looking at the organization‘s need and objectives.

1. Managing the Vision: Vision of the organization provides the direction to business
strategy and helps managers to evaluate management practices and make decisions.
So vision management becomes the integral part of the process of Man management
in times to come.

2. Internal Environment: Creating an environment which is responsive to external

changes, providing satisfaction to the employees and sustaining through culture and
systems is a challenging task.

3. Changing Industrial Relations: Both the workers and managers have to be

managed by the same HRM Philosophy and this is going to be a difficult task for the
managers of tomorrow.

4. Building Organizational Capability: Even in the adverse circumstances the

employees have to be made to live in psychological state of readiness to continually
change.

5. Job Design and Organization Structure: Instead of depending on foreign

concepts we need to focus on understanding the job, technology and the people
involved in carrying out the tasks.

6. Managing the Large Work Force: Management of large workforce poses the
biggest problem as the workers are conscious of their rights.

8. Employee Satisfaction: Managers should be aware of techniques to motivate their

employees so that their higher level needs can be satisfied.

15
9. Modern Technology: There will be unemployment due to modern technology and
this could be corrected by assessing manpower needs and finding alternate
employment.

10. Computerized Information System: This is revolutionary in managerial decision

making and is having impact on coordination in the organization.

11. Managing Human Resource Relations: As the workforce comprises of educated

and uneducated, managing the relations will be of great challenge. One of the
challenges HR managers face is issues of up gradation of the skill set through
training and development in the face of high attrition. Indian companies are
recognizing their responsibilities to enhance the employee‘s opportunity to develop
skills and abilities for full performance within the position and for career
advancement.

16
New Trends in Human Resource Management

Attitude Surveys

Better Communication Channels

Change in the Work-Life

Job Redesign

Job Enlargement

New approaches to compensation and rewards

Career Planning

Performance Appraisal

Decentralisation

Breaking down the hierarchical structure

Facilitating Empowerment

Initiating and facilitating process of change

Enlarging the knowledge base

Developing team spirit

Facilitating the employees desires of self-actualisation.

17
CHAPTER 2
COMPANY PROFILE

 TATA CONSULTANCY
SERVICES

18
Company Background

TCS is proud of their heritage as part of the Tata Group, founded by Jamsetji Tata in
1868 and one of India’s most respected institutions today. Their mission reflects the
Tata Group's longstanding commitment to providing excellence: to help customers
achieve their business objectives by providing innovative, best-in-class consulting, IT
solutions and services, and to actively engage all stakeholders in a productive,
collaborative, and mutually beneficial relationship. TCS also provides product and
industrial engineering services, as well as strategic consulting and project
management. The company is controlled by textiles and manufacturing conglomerate
Tata Group. TCS vision is to be one of the top 10 global companies by the year
2010.TCS values – integrity, leading change, excellence, respect for the individual,
and fostering an environment of learning and sharing – will get us there.

Currently, TCS has over 62,000 employees, and it generated consolidated revenues of
US$ 2.97 billion in the year 2005-06.The company has 169 offices in 35 countries and
has 42 software delivery centres in 11 countries. The North American arm of TCS has
more than 50 offices, which approximately generates 60 per cent of TCS revenues.
TCS was one of the first Indian software companies to enter South Africa. TCS also
has a wholly owned subsidiary in China called Tata Information Technology
(Shanghai) Limited. TCS has more than 30 years of experience in European markets.
Its services are available in several European countries, including the UK, France,
Germany, Italy, Hungary, Spain, Belgium, Netherlands, Sweden, Norway and Finland
and TCS is well attuned of the dynamics of the European market.

19
Basic Facts

• Founded in 1968 by TATA group

• Head Quarter: - TCS House, Raveline Street, Fort, Mumbai - 400 001, India
• CEO:- S. Rama Dorai
• An MNC having 142 offices in 42 countries across globe
• Total Head Count: - 1, 43,000

• Key foreign subsidiaries includes:- TCS Australia, TCS china, TCS Brazil, TCS
Mexico, TCS USA, TCS UK, TCS Thailand
• Regional offices at:- South Africa, Canada, Germany, France, Hong Kong,
Singapore, UAE, Uruguay, Chile, Argentina
• Revenue: - $6.0 Billion
• Home Country: - India
• Manpower cost: - 52.12% of revenue (32.90 domestically & 19.22 internationally)
in 2009 compared to 51.47% in 2008.
• Listed in NYSE, BSE, NSE
• Total Market capitalization = $ 15 billion
• Revenue = $6 billion
• Employee productivity ratio = $ 6 bn / 1, 43,000 = $ 2.1 mn.

20
History
1968 to 2000

Tata Consultancy Services Limited was founded in 1968 by a division of Tata Sons
Limited. Its early contracts included punched card services to Sister company TISCO
now Tata Steel), working on an Inter-Branch Reconciliation System for the Central
Bank of India, and providing bureau services to Unit Trust of India

In 1975. TCS delivered an electronic depository and trading system called SECOM
for the Swiss company SIS SegaInterSettle (deutsch); it also developed System X for
the Canadian Depository System automated the Johannesburg Stock Exchange. It
associated with a Swiss parter, TKS Teknosoft., which it later acquired.

In 1980, TCS established India's first dedicated software research and development
center, the Tata Research Development and Design Centre (TRDDC) in Pune. In
1981, it established India's first client-dedicated offshore development center, set up
for clients Tandem. TCS later (1993) partnered with Canada-based software factory
Integrity Software corp., which TCS later acquired.

In anticipation of the Y2K bug and the launch of a unified European currency (Euro),
Tata Consultancy Services created the factory model for Y2K conversion and
developed software tools which automated the conversion process and enabled third-
party developer and client implementation. Towards of end of 1999, TCS decided to
offer Decision Support System (DSS) in the domestic market under its Corporate Vice
President and Transformation Head Subbulyer

21
2000 to present

On 25 August 2004, TCS became a Publicly Listed Company.

In 2005, TCS became the first India-based IT services company to enter the
bioinformatics market. In 2006, it designed an ERP system for the Indian Railway
Catering and Tourism Corporation. By 2008, its e-business activities were generating
over US$500 million in annual revenues.

TCS entered the small and medium enterprises market for the first time in 2011, with
cloud-based offerings. On the last trading day of 2011, it overtook RIL to achieve the
highest market capitalisation of any India- based company. In the 2011/12 fiscal year,
TCS achieved annual revenues of over US$10 billion for the first time.

In May 2013, TCS was awarded a six-year contract worth over 1100 crores to provide
services to the Indian Department of Posts, In 2013, the firm moved from the 13th
position to 10th position in the League of top 10 global IT services companies and in
July 2014, it became the first Indian company with over Rs 5 lakh crore market
capitalization.

In Jan 2015, TCS ends RIL's 23-year run as most profitable firm.

In Jan 2017, the company announced a partnership with Aurus. Inc., a global leader in
innovative payments technology, to deliver payment solutions for retailers using TCS
OmniStore, a first of its unified store commerce platform

22
Board of Directors

(Seated – Left to Right) (Standing – Left to Right)

 A Mehta
 V Kelkar
Director
Director

 Aarthi Subramanian  V Thyagarajan

Executive Director Director

 N Chandrasekaran  N G Subramaniam

Chairman Chief Operating

Officer & Executive
Director
 Rajesh Gopinathan
Chief
Executive Officer  P Bhatt

& Managing Director Director

 C M Christensen  R Sommer

Director Direct
or

 I Hussain
Director
23
Products and services

TCS and its 67 subsidiaries provide a wide range of information technology-related

products and services including application development, business process
outsourcing, capacity planning, consulting, enterprise software, hardware sizing,
payment processing, software management and technology education services. The
firm's established software products are TCS BaNCS and TCS Master Craft.

 Service lines

TCS' services are currently organised into the following service lines (percentage of
total TCS revenues in the 2012-13 fiscal year generated by each respective service
line is shown in parentheses):

Application development and maintenance (43.80%) value;

Asset leverage solutions (2.70%);

Assurance services (7.70%);

Business process outsourcing (12.50%);

Consulting (2.00%);

Engineering and Industrial services (4.60%);

Enterprise solutions (15.21%); and

IT infrastructure services (11.50%).

24
Operations

TCS has 289 offices across 46 countries and 147 delivery centers in 21 countries. At
the same date TCS had a total of 58 subsidiary companies.

Locations

TCS has operations in the following locations:

 India: Ahmadabad, Bangalore, Baroda, Bhubaneswar, Chennai, Coimbatore,

Delhi, Gandhinagar, Goa, Gurgaon, Guwahati, Hyderabad, Bhopal, Indore,
Jamshedpur, Kochi, Kolkata, Lucknow, Mumbai, Nagpur, Noida, Nashik,
Pune, Trivandrum and Patna

 Africa: South Africa, Morocco (closed down)

 Asia (excluding India): Bahrain, China, Israel, UAE, Hong Kong, Indonesia,
Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South Korea, Taiwan,
Thailand and Qatar

 Oceania: Australia

 Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland,

Republic of Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal,
Spain, Sweden, Switzerland and United Kingdom.

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  North America: Canada, Mexico and United States.

 South America: Argentina, Brazil, Chile, Colombia, Ecuador, Peru and

Uruguay.

 The Tata Consultancy Services campus in Lucknow

 Tata Consultancy Services on Grosvenor Square, London

TCS BPS

TCS BPS (Business Process Services) is the third-largest India-based IT outsourcing

company (after capgemini). The BPS division had revenues of US$1.44 billion in the
FY 2012-13 which was 12.5% of the total revenue of TCS. TCS BPS has more than
45,000 employees which serve over 225 million customers across 11 countries. The
rate of attrition in BPS division during the financial year 2012-13 was 19.5%.

In 2006, TCS won a $35 million contract from Eli Lilly and Company for providing
data management, biostatistics and medical writing services. In 2007, it won a major
multi-year deal from Swiss pharmaceutical major Hoffmann-La Roche to provide
data management, biostatistics, clinical programming and drug safety support to
Hoffmann-La Roche's global pharmaceutical development efforts.

The firm has also opened a business process outsourcing facility in the Philippines.

26
TCS- ACHIEVEMENTS

1. TCS is “the second-largest employer” after Coal India Limited.

2. It bagged the “country's first software project”, the Inter-Branch Reconciliation

System (IBRS) for the Central Bank of India.

3. It is the “largest provider of information technology in Asia and second largest

provider of BPO (business process outsourcing)” services in India

4. In 1981, TCS set up “India's first software research and development center”,
the Tata Research Development and Design Centre (TRDDC) in Pune.

5. TCS is the “76th Most Trusted Brand” according to The Brand Trust Report,
2011

6. TCS has one of the “lowest attrition rates” in the Indian IT industry

7. In 2008, the TCS developed a product called mKrishi; it won the Wall Street
Journal Technology Innovation Award in the Wireless category. (MKrishi is a
service that would enable India's farmers to receive useful data on an inexpensive
mobile device)

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Tata Research Development and Design Centre

Main article: Tata Research Development and Design Centre

TCS established the first software research center in India, the Tata Research
Development and Design Centre, in Pune, India in 1981. TRDDC undertakes research
in Software engineering, Process engineering and systems research. Researchers at
TRDDC also developed MasterCraft (now a suite of digitization and optimization
tools) Model Driven Development software that can automatically create code based
on a model of software, and rewrite the code based on the user's needs. Research at
TRDDC has also resulted in the development of Sujal, a low-cost water purifier that
can be manufactured using locally available resources. TCS deployed thousands of
these filters in the Indian Ocean tsunami disaster of 2004 as part of its relief activities.
This product has been marketed in India as Tata swach, a low cost wate

Organizational Structure

Table 2 Organizational Structure

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Performance Highlights

Fig 3: Revenue Trend Fig 4: Client Metrics

Fig 5: Earning Trends (operating income) Fig 6: Employee

Metrics Fig 7: Earning per Share Fig 8: Cash Usage

Fig 9: Cash Flow from Operating Fig 10: Shareholder Payouts

29
TCS Competitors

 INFOSYS TECHNOLOGIES LIMITED

 IBM
 HEWLETT PACKARD
 WIPRO
 HCL
 TECH MAHINDRA
 MPHASIS
 MINDTREE

Fig 11 The IT services value chain

30
 S.W.O.T. Analysis of TCS
SWOT analysis is a prearranged loom to calculating the strategic position of a
business by identifying its strengths, weakness, opportunities and threats. SWOT
offers an uncomplicated way of analyzing the results of marketing review. Internal
strengths and weakness are abridged as they communicated to external opportunities
and threats. (Jobbers; 2007)

It analysis the complete strategy of the company based on policies and the business
method which they follow. This pictures the companies advantages and disadvantages
in companies perspective.

STRENGTH OPPURTUNITIES

 Widespread universal reach  Expansion in worldwide IT services

 Strong economic presentation
 Human management skills
 Innovative lab system
 The Fame of the founder
 Focus on SMB segment
 Expanding maneuvers in countries like
china
 Focus on high end business and
consulting

WEAKNESS THREATS

 Over dependence on US  The Hike in Employee costs

market  Powerful competition from overseas
 High Employment cost firms like Accenture, IBM etc.
 Low R&D  Merge in the end markets
 Least presence in economies  Currency gratitude
like Japan and China  Increase in competition from low
 Not diversified wage.

3
 A. STRENGTHS:

The popularity and the reach all over the global markets made TCS a reputed and
known firm in the Global IT Market. The TCS had launched the branches all over the
world which can be considered as the primary strength for the TCS. TCS made clear
and strong economic presentations around the globe which makes its clients a
financial confidence about the company. The International base of TCS, India is
known for its skilled employees in IT field which naturally made TCS very strong in
Human resource. TCS is also skilled in the management skills as its board of directors
are from overseas countries in order to adopt the strategies from all the parts of the
world. TCS have a very good infrastructures and innovative labs with all the latest
technologies which help TCS employees to update the latest technologies and to make
research in various fields. The fame of the founder is also an added strength for the
TCS.

B. WEAKNESS:

The excess exposure on the financial service markets which usually need to be kept
confidential is considered as the main weakness of TCS. TCS is also lack in effective
consulting team which shows a strong reflection of decline in the growth cycle of the
TCS, Being a company which works on Outsourcing projects usually needs a very
good effective consulting team which acts as the bridge between the clients and
company. TCS really lacks in that.

C. OPPURTUNITIES:

TCS being a fast growing IT firm is very keen in establishing and expanding its
business to almost all the parts of world right from India, China, Latin American
countries, Asia-pacific and etc. which opened up a great business opportunity for

32
TCS. The Focus in the SMB segments is also lays a very good business opportunity
for TCS. Expanding the global branches to void countries like china, Asia-pacific will
extend the business opportunities of TCS in future. TCS have a very good opportunity
in high end business and consulting in the future if they rectify their weakness in
consulting service.

D. THREATS:

The rapid growth and development in India and other global areas, A common
demand for employees arise which result in the increase of cost for employees. TCS
has to face a very high competition from overseas and well established companies like
IBM, Accenture and etc. The complete merge in the End markets is also a biggest
threat for TCS. The advantage on rupees always stands as the biggest threat to all IT
companies in general. Increase of competition from low wages is another threat. The
similar Indian firms like Wipro, Infosys are also at their full phase of capturing global
markets. TCS has to face a cold war against the threats which the company faces. As
all the competitors of TCS are equally strong and effective in which TCS can't ignore
the supple one.

Future Plans:

TCS UK division and its subsidy is focusing on the Insurance market in the BPO, the
Diligenta's deal with the pearl conformed their future plans of entering into the
Insurance Industry. TCS is planning to expand further in the globally in order to
capture new markets like China, Philippines, Asia-pacific, South America, Mexico
and Eastern Europe. TCS has invested around INR 500 crore in India in order to
develop its domestic infrastructure within India. TCS has invested around approx. 150
billion in order perform research on next generation technology and wireless

"We are strengthening our product line-up to position the company for the future,
(Mr.Ramadorai, CEO)". As the CEO of TCS said TCS has invested an respectable
amount of money in order to strengthen their product line-up

33
CHAPTER 3

RESEARCH
METHODOLOGY

34
Objective of the study

The main objective of the study is to observe the Human resource method or policies
or practices used in Tata Consultancy Services Limited.

Source of data

The study mainly relies on secondary data. The sources of data include:-

 Books
 Magazines
 Research Articles
 News Papers
 Wikipedia
 Research Journals
 Company website (www.tcs.com )

Company taken for study

 Tata Consultancy Services Limited

Limitation of study

 The study is limited to only Tata Consultancy Services Limited.

 The Research is restricted to only one company. So it cannot be applied to
every company
 The Research is done on the basis of secondary data. So it does not provide
anything new

35
CHAPTER 4
Analysis and Presentation

36
Human Resource Management in TCS

TCS has developed an unbreakable bond with sound HR practices in an environment

that defies traditional roles and responsibilities. The TCS-HR group operates with
technical experts to create a synergy which is enviable. Figure 1 illustrates the role of
HR, which evidently is that of a facilitator. So whether it is recruitment or even career
development, HR is the catalyst which initiates and institutionalizes processes. To
manage all the functions for over
140000 employees is a Herculean task but the smoothness of operations is intriguing.

Fig 12 The HR Group in TCS

Vice President
Human Resources

HR Regional Head Head of the

West ,North, South, East, uk, us Head of HR Performance Management Process
Head of MATC
Sourcing cell

Process Process Owners

Owners/Branch Process Owners Process Owners (Comparision
Executives appraisal)

The HR structure, which allows flexibility and empowerment, is the solution.

The major resource for any company is Human. And to management that company
should perform basic function as given below:
• Recruitment Policy and Process
• Training and Development
• Compensation and Salary Structure
• Performance Management
• Talent Retention

37
 Fig 13 Role of the HR in TCS

• TCS staffing model is unique in its way; it is a mixture of both Ethnocentric and
polycentric model. TCS has divided whole of its operation in 5 geographies like India,
North America, Latin America, Europe, APAC, Africa-middle east.
• Other than Latin America operation, all operations are headed by its Home country
nationals. However, Latin America operation is a headed by a 3rd country national. In
most of the English speaking nations, the country manager is from its home country.
Its Australia operation also during 2006-2008 was headed by a Host Country National
• However all HR positions are taken by host country nationals.
• TCS intends to manage a ratio of (80:20) among local employees and expatriate in
its overseas location. Besides, in emerging economies like china and Japan,
Argentina etc. it is focusing on recruiting local people as to head the operation where
it is facing stiff challenges in terms of customer acquisition due to huge cultural
barrier and lack of local knowledge.
• Currently 30% of the workforce working in TCS Japan is locally hired.

38
Fig 14

39
Recruitment Process

• TCS goes for campus placement in various Universities in USA & also holds career
fair at those places.
• Else lateral hiring is done on demand basis.
Jobs posted on website  apply online application screening called upon for
interview May be telephonic or face2face interview or both If found eligible,
job offer verification joining
• In most of the countries where it is operating, TCS has adopted a indirect
recruitment process via its web-site where one can submits his resume. However, it is
gradually starting on-campus recruitment process in places like UK, Australia, USA
etc.
• However, TCS looks for those candidates who have excellent academic record
throughout means having at least 65% of mark or equivalent CGPA at all important
level of academic career.
• TCS on campus recruitment policy is meant for hiring resources for both technical
as well as managerial role.
• In TCS, Fresher to lateral employee ratio stands at 60:40. So, it is evident that a
large pool of TCS employee base is fresh graduates. That is why TCS has a robust
training and development program worldwide to leverage the potential of fresh
recruits.
• As at March 31, 2009 women constituted 30% of the Company’s workforce (28% as
at March 31, 2008), however in TCS USA percentage of women workforce stands at
around 35%, marginally higher than the global proportion.
• In last financial year, There were net additions during the year of 1,479 non-Indian
nationals and TCS is focused on adding to its global knowledge workforce and
integrating these professionals into its workforce. Concurrently, a strong talent
localisation initiative was being driven by Ramadorai, as the number of non-Indian
employees rapidly increased to stand at over 10,000 at the end of 2008-09, including
1,200 people in China and over 6,000 people in Latin America, creating a
multinational, multi-cultural global organisation.

40
 Fig 15 Recruitment Process

Human resource development in 2017

The Company is responding to the evolving needs of the Digital era by leveraging
Digital technologies to enhance the scale, quality and experience of our Talent
Acquisition, Talent Engagement and Talent Development programs.

In FY 2017, TCS hired 78,912 employees across the world. The Company’s
onboarding platforms give new employees a consistent, world-class integration
experience. Our diversity initiatives are showing good progress. The Company has
employees from 130 nationalities and is one of the largest employers of women, who
constitute 34.7% of our global workforce. The Company had 387,223 employees
across 55 countries, as on March 31, 2017.

TCS’ Digital Learning platform is helping the Company reskill the global workforce
quickly, and at scale. The Company’s various employee engagement platforms and
initiatives have resulted in a vibrant, productive and enjoyable work environment. A
structured approach to career development, leadership development, internal job
41
rotations, and mentoring helps employees grow their careers and realize their
potential.

Programs like Fit4life, Safety First, Employee Assistance Program, and Purpose4Life
are part of the total employee experience, helping to promote individual wellness
while balancing the needs of work, family and society. PULSE, the Company’s
employee satisfaction survey, provides critical insights into the needs of the
workforce and forms the basis of refining organizational policies and programs.

Through all these initiatives, the Company continues to remain the industry
benchmark for Talent Retention. Attrition in FY 2017 reduced to 10.5% in IT
Services and to 11.5% on an overall basis.

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CHAPTER 5
FINDINGS

43
Conclusion

Considering TCS with respect to human resource management, the company is doing
good in practicing Pfeffer's seven practices and the company is making huge efforts in
delivering various methods and processes in increasing growth of the organization.

TCS is working great on providing satisfaction of job to its employees but it should be
keen in understanding the fact that senior officers are not very happy for continuing to
work. It should be taken care that only selective candidates capable of the position to
be filled should be offered the job. TCS must make the rules strict for the use of
language as regional language use is still being practiced. Pay must be higher to
encourage employees to work without worries and training importance must be
delivered effectively. Treatment of every TCS should be the same and employees
should be told the importance of information sharing.

Recommendation

The first and foremost recommendation for TCS is to change its vision statement. In
our humble opinion it is short sighted. TCS needs to have a vision that will show its
leadership qualities and long term thinking. Adapt to recession, but don’t ignore the
new ecosystem. In all likelihood, the economy will worsen before it picks up again in
late 2009. All service provider swill feel this, albeit not equally; providers’ response
at this critical time will set the vendor landscape for the coming years. Based on
current situation, TCS strategists can adapt their positioning and direction, paying
particular focus to the following issues to ensure long-term market success:

44
 Expect to see the landscape continue to consolidate. Clients will seek to cut
costs and focus on fewer provider relationships as the economy worsens. TCS
should take this opportunity to improve your market positioning.

 Ensure marketing articulates your value proposition to all stakeholders

concerned. In a recession, marketing can work as a differentiator.

 Service providers like TCS need to create specific value propositions aimed
directly at the relevant stakeholders — and in the new tech ecosystem, these
relevant stakeholders must include business executives, not just IT
personnel

 Don’t be influenced solely by short-term shareholder pressure. The recession

is at the top of everyone’s agenda right now, but those providers that take a
long-term view will use this time to prepare for the fundamental changes in
industry dynamics that will emerge. Those providers prepared for the new
ecosystem will be the ones to flourish once the dark clouds of economic
turmoil have lifted.

 ‘Do not put all eggs in one basket’

 TCS must provide diverse services to refrain from being over-dependent and
increasing exposure to the vulnerabilities of few sectors (BFSI) /geographies
(USA).

 Provide more high-end services in value chain (3rd Wave in IT)

 There is a move required from ADM (Application Development and

maintenance) to value added services, BPO to Consulting and Package
Implementation, etc.

 TCS should shift focus from Low cost advantage to high quality
services commanding a premium being the pioneer in the industry

45
 Consolidation and strategic acquisitions are essential for future growth
of revenues. We feel that a big wave of consolidation in IT industry has
just started.
 The HP-EDS merger (one of the biggest ever merger in this industry)
is testimony to this. TCS should gear up for such opportunities which
are strategic fit for them

46
 BIBLIOGRAPHY

 www.tcs.com
 www.wikipedia.com
 www.nasscom.in
 www.mit.gov.in
 www.economictimes.com
 http://www.yuvajobs.com/company/tcs/index.asp
 http://kolkatablogs.blogspot.com/2006/12/tcs-culture-and-
training.html
 http://economictimes.indiatimes.com/Infotech/ITeS/UK-legal-firm-
LG-staffs-rail-against-TCS/articleshow/4223180.cms
 http://infotech.indiatimes.com/articleshow/msid-153973,prtpage-
1.cms
 http://hotviews.blogspot.com/2009/01/tcs-brings-touch-of-india-to-
brazil.html
 http://www.tcs.com/news_events/press_releases/Pages/TataConsultanc
yServicesTCSannouncesexpansionofitsGlobalNetworkDeliveryModel
withanewcenterinMexico.aspx
 Indo Asian News Service.
 Customer Case Study, Tata Consultancy Services.

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