JUNE 2011

MITM

HRM ASSIGNMENT ON TATA INDUSTRIES

SUBMITTED BY:

SUBMITTED TO:

ANKIT MUNDRA (A) PROF. CHARUL JAIN ANKITA SHRIVASTAVA (A) KRATIKA SAHU (A) NIHARIKA AGRAWAL (B) PHOOLCHAND BHADE (B) RITIKA PARASHAR (B) SARVESH PATEL (C)

ASSIGNMENT-1 HUMAN RESOURCE ACQUISITION PROCESS

THEORY

ACQUISITION PROCESS:  JOB ANALYSIS  RECRUITMENT  SELECTION

JOB ANALYSIS: Job analysis refers to the process of collecting information about job. Job Analysis is the procedure through which we determine the duties of the positions to be staffed and the characteristics of people who should be hired for them. The analysis produces information on job requirements; this information is then used for developing job descriptions and job specifications (i.e. job’s human requirements, or what kind of people to hire for the job).  PROCESS OF JOB ANALYSIS: • Strategic Choice • Gather Information • Process Information • Job description • Job specification RECRUITMENT : Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment.

 RECRUITMENT PROCESS:

 Manpower planning:

Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:

Analyzing the current manpower inventory:

Before a manager makes forecast of future manpower, the current manpower status has to be analyzed. For this the following things have to be noted1. Type of organization 2. Number of departments 3. Number and quantity of such departments 4. Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting.

Making future manpower forecasts : Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units.

The Manpower forecasting techniques commonly employed by the organizations are as follows: i. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. ii. Trend Analysis: Manpower needs can be projected through extrapolation (Projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. iv. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements.
 Developing employment programs : Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. 

Design training programs: These will be based upon extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers

SELECTION : Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job

SELECTION PROCESS

 Screening of Applications :

Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization.  Selection Tests :

Some organizations only have general check up of applicants to find out the major physical problems which may come in the way of effective discharge of duties.  Approval by appropriate Authority : On the basis of the above steps. even functional heads concerned may be approving authority. suitable candidates are recommended for selection by the selection committee or personnel department. or other persons of prominence who may be aware of the candidate’s behavior and ability. etc. For example. The usual referees may be previous employers. others place it relatively early in the process. Intelligence test. interest. The practice of physical examination varies a great deal both in terms of coverage and timings. It also provides opportunity to give relevant information about the organization to the candidates. for top level managers.Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview. they become the permanent employees of the organization.  Interview : Selection tests are normally followed by personnel interview of the candidates. in the case of campus selection. Personality test. Selection tests normally supplement the information provided in the application forms. Aptitude test. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates.  Checking of References : Many organizations ask the candidate to provide the names from whom more information about the candidates can be solicited. Types of selection tests areas follows: Achievement test. persons associated with the educational institutions from where the candidates have received education. Such information may be related to character. During this period. This latter course is generally followed when there is high demand for physical fitness.  Physical Examination : Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. Board of directors may be approving authority. and when they complete this period successfully. the candidates are placed on their jobs initially on probation period may range from three months to two years. interview of preliminary nature can be conducted before the selection the selection tests. etc. Such forms may contain factual information about candidates. which cannot be known by application forms. for lower levels.. In the context of timings also. working. In many cases. some organizations locate the physical examination near the end of the selection process. Interest test. personality. The basic idea here is to find out overall suitability of candidates for the jobs. preliminary interview is held for short listing the candidate’s process of selection. When the approval is received. Selection tests may give information about their aptitude. etc. . the candidates are informed about their selection and asked to report for duty to specified persons. they are observed keenly.  Placement : After all the formalities are completed. Thus.

besides India. through its UK-based subsidiary Tetley. Two-thirds of the equity of Tata Sons. with delivery centers in the US. medical research. Tata Motors. the Tata promoter company.TATA INDUSTRIES COMPANY PROFILE INTRODUCTION OF TATA GROUP Tata group believes in leadership with trust. There are 28 publicly listed Tata enterprises and they have a combined market capitalization of some $60 billion.MATERIALS. Tata Tea.335. UK. Tata companies have always believed in returning wealth to the society they serve. taken together was $ 70. and they employ around 357. The trusts also provide aid and assistance to non-government organizations working in the areas of education. Indian Hotels and Tata Communications. is held by philanthropic trusts that have created national institutions for science and technology. Tata Steel became the sixth largest steel maker in the world after it acquired Corus. The total revenue of Tata Companies. Tata company operates in 7 business sectors : COMMUNICATION AND INFORMATION TECHNOLOGY. Hungary. TCS is a leading global software company.8 billion (aroundRs. Tata’s early years were inspired by the spirit of nationalism.334 crores) in 2008-09 with 64.CONSUMER PRODUCTS AND CHEMICALS. Tata Tea is the second largest branded tea company in the world. Tata Power. Tata Chemicals is the world’s second largest manufacturer of soda ash and Tata Communications is one of the world’s largest wholesale voice carriers. Tata companies also extend social welfare activities to communities around their industrial . Uruguay and China. Tata Consultancy Services (TCS). Every Tata company or enterprise operates independently. Founded by Jamsetji Tata in 1868. Tata Chemicals.7% of this coming from business outside India. healthcare and livelihoods. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover.SERVICES. Brazil. to whom it is answerable.ENGINEERING.000 people worldwide. The major Tata companies are Tata Steel. They are by and large. social studies and the performing arts. based in India and have significant international operations. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics.ENERGY. and a shareholder base of 3. Each of these companies has its own board of directors and shareholders.5 million.

Tata Teleservices has received a pan-India license to operate GSM telecom services. technologists at DOCOMO have defined industry benchmarks like 3G technology. TTSL's CDMA brand. TATA DOCOMO has also set up a 'Business and Technology Cooperation Committee. comprising of senior personnel from both companies. will work closely with the Tata Teleservices Limited management and provide know-how on helping the company develop its GSM business.edge technologies and services. while most of the rest of the industry is only beginning to talk of LTE technology and its possible applications. DOCOMO. as also products and services like the i-modeTM. Over the years. The combined development-related expenditure of the trusts and the companies amounts to around 4 per cent of the net profits of all the Tata companies taken together TATA DOCOMO TATA DOCOMO is Tata Teleservices Limited's (TTSL) telecom service on the GSM platform-arising out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. both in terms of services and handset designs. particularly integrating services at the platform stage. DOCOMO is also a global leader in the VAS (Value-Added Services) space. along with Tata Teleservices (Maharashtra) Ltd. under the brand TATA DOCOMO and has also been allotted spectrum in 18 telecom Circles. DOCOMO has already started conducting LTE trials in physical geographies. The launch of the TATA DOCOMO brand marks a significant milestone in the Indian telecom landscape. Incorporated in 1996. as it stands to redefine the very face of telecoms in India. The committee is responsible for the identification of key areas where the two companies will work together. Tokyo-based NTT DOCOMO is one of the world's leading mobile operators-in the Japanese market. Despite being a late entrant.units. TTSL and has already rolled out its services in various circles. not just inside laboratories. Today. NTT DOCOMO has played a major role in the evolution of mobile telecommunications through its development of cutting. the world's leading mobile operator. serves over 37 . Tata Teleservices Limited. The Tata Group-NTT DOCOMO partnership will see offerings such as these being introduced in the Indian market under the TATA DOCOMO brand. Tata Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. has already established its presence and is the fastest-growing pan-India operator. Tata Indicom. mobile payment and a plethora of lifestyleenhancing applications. the company is clearly the preferred mobile phone service provider in Japan with a 50 per cent market share. Today.

K. HUSSAIN Designation:Director Company: Tata Sons Ltd. N.000 towns and villages across the country offering a wide range of telephony services including Mobile Services.million customers in more than 320. MUKUND GOVIND RAJAN Designation:MD . S. MR. RAMACHANDRA Designation:Director. MR. SRINATH Designation: CEO & MD Company:Tata Communications Ltd. Company : Tata Teleservices Ltd. HIERARCHY PYRAMID OF TATA DOCOMO BOARD OF DIRECTORS MR. MR. CHAUKAR Designation:Managing Director Company: Tata Industries Ltd MR. A. TATA Designation:Chairman Company: Tata Teleservices Ltd. Public Booth Telephony and Wire-line Services. N. I. ANIL KUMAR SARDANA Designation :Managing Director Company : Tata Teleservices Limited MR. DR. RATAN N. Wireless Desktop Phones.

The recruitment process is the most visible and dynamic way of organization’s objective and image outside. MR. INC RECRUITMENT & SELECTION PROCESS AT TATA TELESERVICES (TATA DOCOMO)  RECRUITMENT POLICY • The actualize the organizational vision of providing “Trusted services to 100 million chappy customers by 2011”. INC.Company: Tata Teleservices Maharashtra Ltd. KAZUTO TSUBOUCHI Designation: Executive Vice President Chief Financial Officer Company: NTT Docomo. MR TOSHINARI KUNIEDA Designation: Senior Vice President Managing Director Global Business Division Company: NTT Docomo. MR. • OBJECTIVES .Acquring and retraining high quality talent is the key to an organizations success. INC. KIYOSHI TOKUHIRO Designation: Senior Vice President Managing Director of Network Department Company: NTT Docomo. The recruitment strategy of TTSL adopted for the same will mirror our corporate image and enhance its brand value.

Initiative and Speed S . knowledge and attitude to deliver business results today and tomorrow  RECRUITMENT STRATEGY While hiring a TTSLite.• • • • • • Systematically hire competent HR inline with HR strategies derieved from business goals. NGOs facilitation.Walk Ins. future growth plans and evolving roles and responsibilities of employees to keep pace with changing dynamics of the organisation. Adopt a continuous and conscious practice of exploring newer channels for sourcing the best talent in a cost effective manner.  Hiring Plan . Direct Recruitment.Result Orientation I . Each function defines its manpower requirements based on the strategic objectives set down for achieving the annual business objectives for the function. Data bank. News Paper Ads. Referral from Tata ecosystem. Employee Referrals. skill set. Implement merit based hiring practices that provides equal opportunity to all. with a view to enable career growth for them.Passion for achievement SOURCING STRATEGIES The following sources will be used for identifying the potential Human Resources for TTSL: Recruitment consultants. The finance function analyses the cost incurred in the hiring of manpower. Provide opportunities to employees to apply for vacant positions in the company through internal job-postings.Self Confidence P . Internal Resume Database. Voluntary application. Voluntary referrals from professional Agencies.Customer Focus R . Campus Recruitment. they look for the following attributes:C . etc  INITIATION OF RECRUITMENT  Manpower Budget The organization’s business plans for the fiscal year originates from the long term business objectives of TTSL. Job portals. Hire HR with values similar to those advocated by the organisation to ensure the right organisational fit. Hire “CRISP” talent with requisite competence. Corporate HR with circle HR discusses the manpower requirement with the heads of each function to rationalize the manpower to control additions and cost.

Be brief. Have the following details:      Summary of TTSL’s business Level/Title and location of position Position code for each job Job specifications in terms of skills . Thus.e. experience profile. and the same gets changed on changes in business plans during the course of the year. For this an advertisement copy should be prepared jointly and been approved by both the hiring function and HR. d.This source is used for hiring for M5 & above levels.experience and qualification required Closing date of applications . precise and consistent with job specifications and the selection criteria.Following this. It must specify the e-mail address/fax number/address where applicants can send their CVs. The manpower budget is reviewed if any revision in business plan takes palace. there may be a change in the manpower needs projected initially. Meet the criteria set by the company for release in the print media. All advertisements to be approved and ratified by Corporate HR & Corporate MARCOM prior to release. there may be some other drivers of recruitment i. These prerequisites for a position are translated into job descriptions Job Descriptions (JDs) describe the work performed. The advertisement should: a. Reorganization/Restructuring which arises from merger. Either TTSL or the vendor can release an advertisement for vacancies. Attract the interest of potential and suitable applicants. Since potential candidates are first introduced to the company through advertisements. There is no carry forward of budgeted manpower from one year to another year. b. acquisition or expansion can stimulate a need for recruitment. this helps in building a positive image. • Advertisements Placing advertisements in the newspaper is a method of recruiting external applicants. JDs give an understanding of the tasks performed and the type of qualification required to perform them. skill. When TTSL releases the advertisement .  Drivers of Recruitment In addition to the budgeted requirement for manpower. c. the hiring plan for entire year is charted out. responsibilities involved. to be used in specific cases such as walk in’s. location and function. This plan lays down the Number of employees to be hired on a monthly basis at each level. special positions etc.  Job Descriptions A key input for recruitment is an inventory of all skill sets and competency levels for existing positions in all functions.

 Screening Its purpose is to evaluate the application and eliminate applicants whose profiles do not match the job requirements. the next step is to evaluate applicants experience and qualifications and make a selection. Monster etc.  Evaluation of candidate The candidate interviewed are evaluated against the various parameters indicated in the Interview Assessment Sheet which has to be filled-in and signed by all members of the interview panel. corp – TA will maintain an annual matrix of usage of these portals by circle & will also circulate usage on a quarterly basis.  Knowledge & Aptitude Test – for campus It is conducted for all trainees and laterals recruits in the level of M6 & M8 through a testing agency of repute decided and finalized from corporate office. PROCESS REVIEW . Should be used to get CV’s for closing positions at the level of M2 to M8. After finalizing a date and time. All open positions which are to be put on TTSL website will be done so on approval of Corporate – TA head SELECTION PROCESS Having received the applications.  Short-listing of CVs The CVs received from various sources are screened by the HR function within 7 day of commencement of sourcing activity. short-listed candidates are invited for an interview. The result of test will be criteria for short listing / screening candidates for the purpose of interview.  Psychometric Test: This test is done to find out the “CRISP” fit. Times job. Job Portals Leading job portals like Naukri.  Interview This is powerful technique used to assess the capabilities/skills of the candidate and to understand the softer aspects that a difficult to measure from resumes.  TTSL Website   Open positions up to M2 level should be put on the TTSL website for seeking profile from interested applicants from external world.

 TTSL prefer internal source of recruitment because employees in the organization get the opportunity within the organization. /candidate. Total expense for verification is 30. • • .  Sourcing efficiency analysis through Quality Metrics: • 8% of candidates hired from Internal Job postings • 12% from CV database • 4% from off role employees • 76% of candidates hired from employee referral. It takes 1200 Rs.  Effectiveness of recruitment process analyzed through Quality Metrics: • Submittal efficiency of TTSL recruitment process is 83. (TTSL) has a clearly stated Recruitment & Selection Policy.e. FINDINGS FROM THE STUDY  Tata Teleservices Ltd.33%.  The number of estimated new hires in recruitment 2010 is 25.000 in 2010. The offer efficiencies is 100% i. it has better growth prospects. So employee referral scheme is most prominent in this recruitment season. all the selected people accept the offers.  Effectiveness of Recruitment process analyzed through Cost Metrics: • TTSL outsourced a company called Authbridge for verification/ reference check of its new hires. Any deviation from the sequence laid down in this manual should be recorded. It seems that they are doing well Interview efficiency is 10%. A periodic process review is to be undertaken to rationalize processes and to minimize the deviations in actual activities as compared to the norms.All the processes that form part of the recruitment cycle need to be monitored on a regular basis.  Referral rate at TTSL is 76%. A process review is undertaken both at the Circle level and the corporate level.

Only 4% employees are hired in marketing department. they prefer advertisement and recruitment consultants.  Department based analysis: • • • 96 % employees are hired in sales department.  Provide medical tests reimbursement to the employees RECOMMENDATIONS  The interview efficiency of TTSL’s Recruitment & Selection Process is 10%.  Top 3 recruiting challenges are as follows :• • • Quality recruitment Retention of newly hired candidates Hiring of senior level management employees  Provide travel entitlement for outstation candidates who are appearing for the interview. selecting 1 out of 6 candidates) interview efficiency so they should investigate their process. it shows that higher number of vacancies found at middle level in this recruitment season. 12% of total CTC at M3A & above level. So take care about this efficiency. . The referral amount increases with the increase in the management level at which employee gets selected. There is no hiring in any other department.  If a candidate hired through employee referral scheme in return employee would get some referral amount.  Management level based analysis: • 16% candidates hired at higher level management.  Gender based analysis: • 88% male candidates are selected in recruitment 2010. It may be possible that recruiters are overly selective.  The cost of recruitment consultants is approx.• Other cost associated with this recruitment 2010 is Referral amount paid to the employees because 19 out of 25 new hires through employee referral. which is less than the optimum (16%. • But 80% candidates hired at middle level management.  To hire higher level management. • 4% candidates hired at lower level management. 8% of total CTC at M3 & below levels and approx. • 12 % female candidates are selected.

 Even though you hires from the external source.The offer efficiency is 100%. it can be too high but 100% means perhaps you are giving too much salary to the new hires or any other factor is associated with it so new hires don’t deny your offer.  . the main source of recruitment is internal but you should have look towards the external world to hire new pool of talent. So that candidates from external world can also work with you.

employment activities like reference check. Various metrics like – quality metrics. These responsibilities include placing the right person in the right job. . HR management is a part of every manager’s responsibilities. and then orienting. This entails establishing the best fit between job requirements and the candidate’s profile. Selection process includes screening. interview and various tests. After recruitment Selection process takes place. Metrics not only help in evaluating the robustness of internal processes but also provide inputs on customer satisfaction and vendor evaluation parameters. cost metrics & Review process is used to find out the effectiveness of recruitment processes. and compensating to improve his or her job performance. training. It is imperative to have an efficient and responsive tracking mechanism to evaluate the impact of recruitment on the top line and bottom line. etc. But they prefer internal source because it gives opportunity to employees within the organization. time metrics. Then offer is made to the candidate if he/she accepts it employee undergone through various pre. medical tests.CONCLUSION The Recruitment and Selection Process is one of the basic HR processes. Tata Teleservices uses two sources of recruitment – internal and external source. Recruitment & Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side.

project management and cultivating interviewing skills. and continuously so. evaluating and enhancing the performance of our employees. The learning process does not stop once the induction phase is complete.ASSIGNMENT-2 HUMAN RESOURCE TRAINING AND DEVELOPMENT CULTURE OF LEARNING AT TATA Living and working at the cutting-edge as we do. every Tata group company sets aside a significant amount of resources to train and develop its people. That is why we lay so much emphasis on training and development at TATA. if anything it gets intensified. Executive development courses are held for staff with supervisory responsibilities. web-enabled performance management system called 'Sonar6'. which evaluates and develops the potential of our employees. it's a must. and senior managers are sponsored for advanced management development programmes in leading institutions. We utilise Sonar6 as a tool for managing performance planning and motivating. and front-line executives in making incisive business presentations. development. or system for performance evaluation and employee development. Non-executive employees are trained in personal and professional effectiveness. No matter the sector it operates in or the industry where it functions. All new recruits at TATA are inducted into the organisation through a structured training programme involving technical training at our staff training college and training in soft skills by a qualified HR team. managerial employees undergo training for management. Sonar6 helps everybody at TATA move ahead that much faster. keeping abreast of new technologies and acquiring new skills is not an option. EMPLOYEE DEVELOPMENT PROGRAMME AT TATA TATA has an online.Training and development are a critical component of our HR creed. This system seeks to establish and . engineers in developing good communication skills. Our HR policy provides for a minimum of six days of training a year for all our employees.

The training objectives for the year 2009-10 were as follows: • Ensure business-oriented quality feedback in external assessment (participation of high performing Tata executives in assessor programmes) Launch new learning management system and web based training programmes. sharpen the assessment skills of assessors to meet the growing and changing needs of assessment within the Tata group. Launch case study and Tata Business Excellence Management (TBEM) Reference Manual 2010 Ensure availability of TBEM Reference Manual 2010 in identified languages Implement the training budget and the training calendar Increase domestic ‘extended arms’ base and develop a similar base across every international entity for internal awareness and certification. The training vertical plays a key role in giving direction to the excellence initiative within the Tata group. • • • • • Highlights .maintain an environment that supports our business processes and ensure that employee performance is evaluated against the achievement of objectives that are aligned to the company's goals. The various programmes aim to develop business excellence champions for the assessment process. Tata Quality Management Services carries a variety of training programmes for Tata managers in India and abroad all through the year.

• • • • • • The road ahead For the year ahead. The number of training programmes increased during the year and they were organised under the categories: assessor training and excellence development. A web-based training programme — a primer for people attending assessor-training programmes — was released on a CD. . The programmes have evolved in a manner that supports the aspirations of overseas companies to participate in TBEM assessments. The excellence development programmes covered important topics like continuous improvements. but good managers too. Enhance training programmes to produce not just good assessors. Training and assessment programmes based on the new integrated TBEM criteria for 2010 rolled out. First on-site training programme on BELP with 28 participants held in Boston.The highlights of the year were: • The international customised training programmes saw improved participation of overseas assessors. Training programmes were taken closer to the participants. US. Number of international training programmes increased to 36 from 23 last year. TBEM awareness for senior leaders and practising business excellence. TQMS conducted training programmes at 17 locations in India and 14 in other countries. Launch a new learning management system. the training team plans to: • • • • Further increase the number of training programmes for overseas assessors. Increase quality trainers.

focused on technical best practice transfer and the value of knowledge networks. At Tata Steel. Tata Steel's Performance Management System has the following aims: Align the activities and behaviour of the workforce with Company values and objectives • Assess the performance of individuals comprehensively and fairly • Develop the capabilities of employees to enhance performance • Develop corporate culture • Enhance line management relationships • . Towards the well-being of employees Tata Steel has put into practice many initiatives. Tata Steel has always extended its support to the cause of employee welfare and development thereby ensuring an enriched life for all its people. there is a continuous effort of staying in touch with employees to ensure that there is the right culture to engage them in consistent performance improvement. Further. There are well-established and effective arrangements at each business location for transparent communication and consultation with Works Councils and Trade Union representatives.Believing that a happy workforce is a productive workforce. events and programmes that have helped to create not only an enduring loyalty amongst employees but also enabled them to have a more fulfilled life. the Company has always registered steady quality improvement and productivity enhancement through dedicated efforts of the Company’s Performance Improvement teams.

Mentoring and Coaching 10% . Higher studies: Monetary incentives to employees acquiring higher qualifications in a related field along with study leave. Training needs are identified on the basis of the gap between desired and existing skill levels and training is imparted accordingly. respectively. which continues even after retirement. scholarships etc. water and housing facilities to all employees. Family Benefit Scheme: In the tragic case of a fatality in the Works. The process also provides a managerial tool for reviewing training effectiveness. a monthly pension equal to the amount of the last drawn salary of the deceased is given to the legal heir until the time the deceased would have attained the age of 60. Tata Steel Officers’ Beach Club: All officers of Tata Steel are eligible to be members of the Beach Club that offers holidays in elite hospitality chains. when necessary. are met through external programmes.On-the-job inputs 20% . The Company recently adopted the Toyota concept of the ‘Four Quadrant Method’ across the organisation. The process for addressing training and development needs follows this method: • • • 70% . in which the critical skills required to perform a job are identified and the employees are mapped against those skills by the Positional Training Facilitators. The training and development needs of the workforce are assessed regularly.Classroom training TRAINING FACILITIES Tata Steel has in-house training facilities both for technical and managerial training. through the Technical Training Institute and Tata Management Development Centre (TMDC). TRAINING OPPORTUNITIES At Tata Steel. Housing facilities: Subsidised electricity. Advanced level training requirements. Holiday Homes: Tata Steel has five holiday homes for benefit of employees during vacation. mentors or immediate supervisors. for officers with a Personal Development Plan (PDP) and for non-officers with a Training Needs Survey (TNS). both technical and managerial. the process of training and development is focused on needs and outcomes with the objective of technical and managerial competency building.Conversations.all collapse all SPECIAL BENEFITS PROVIDED TO EMPLOYEES Medical facilities: Free medical facilities for employees and their family. .

caste. The HR Policy and Affirmative Action Policy are monitored by the Ethics Counsellor and supported by an effective grievance redressal mechanism. The Women Empowerment Cell examines and addresses the issues and concerns of female employees and ensures that they do not miss out on any growth opportunity. The Company’s Affirmative Action Policy promotes equal access to its employment and opportunities and all decisions are merit based.DEVELOPING PEOPLE Valuing its people as a great asset. Employees work in clusters of multi-skilled workers and move across and within clusters on improving their skills levels. religion. marital status. Skills Development . ancestry. The objectives of these programmes are: To build individual capability by enhancing managerial and functional competencies which are critical to operations. Tata Steel is committed to their development. • Equal Opportunity Practices Tata Steel is an equal opportunity employer and does not discriminate on the basis of race.Officers Tata Steel Management Development Centre conducts a number of managerial and functional competency based programmes for officers and supervisors. • To build a leadership pipeline in the organisation to prepare the people to meet the challenges of growth. Respect for equal opportunities as set out in the Tata Code of Conduct is followed. . both in order to benefit the individual and to benefit the Company through increased knowledge and skills. service and support functions.Non-officers Skills training is a process that begins at the time of an employee joining the company and continues throughout his or her career. the departments impart on-the-job training. age or nationality. colour. In order to leverage maximum potential of human resource to achieve business objectives the Company recognises that enrichment of people will help retain a motivated workforce in a competitive environment. the Company has introduced e-learning whereby employees can access electronic courses from their departmental e-Learning centres. sex. In order to promote self-directed learning. Tata Steel encourages female employees to advance their career with initiatives dedicated towards personal development and professional advancement. globalisation and change. Skills Development . The Technical Training Institute imparts vocational and basic skills training.

a system of Joint Consultation has been in place in Tata Steel for more than 50 years. On successfully completing the course. which ensures that every employee is able to exercise this right without any fear. Freedom of association and collective bargaining Tata Steel respects the employees’ right to exercise freedom of association and collective bargaining and provides appropriate support for this. an innovative scheme undertaken by Tata Steel in the past few years is the introduction of a Female Trade Apprentice course. Selected candidates are trained in various trades such as fitter. There is an established system of joint working and collective bargaining. these young women are deputed to various departments as required. . Pioneering the concept in India.Apart from the ongoing 'Tejaswini' programme. machinist (metal cutting) and electrician.

The component ‘how’ is important and this can only be improved through communication. Most of it is form filling. how many of us experience this in organization.The common statements made by most subordinates are: ‘what gets measured gets done’ & “The means to an end is as important as end itself” but. The question is. It’s time to reappraise appraisal systems. If appraisal systems have to serve developmental purposes without creating any insecurity or defensiveness we need to learn to treat employees with a shade more dignity.ASSIGNMENT-3 APPRAISING AND IMPROVING PERFPRMANCE Making Appraisal Systems Work Does your Appraisal System Work? Can Appraisal System work as a method of retaining human power and work as a strategy for building culture? Each year. The author in her experience of conducting research and training in this area has found that satisfaction with current appraisal systems in industry is as low as 46% across all industries. Despite widespread attention and resources performance appraisals remain an area with which few managers or employees are satisfied. Appraisal systems require constant rejuvenation and renewal. that we don’t have a good enough system yet or is there an intrinsic problem with performance appraisals. This is one mechanism by which managers get work done by their subordinates and can control them. This means rewarding and recognizing their contributions in a way that is meaningful to them and ensuring that rewards and recognition together results in higher returns on (human) investment.” ----Wayne Brockbank Each year people get into the ritual of form filling and most often they are not happy and wish to quit or present themselves as demotivated and appear cynical about the entire exercise. This is due to attributes such as potential and performance are not being taken into account during the appraisal process and much importance is given to mathematical judgments of a person’s contribution . and yet every company goes through the ritual. employees and their immediate bosses enter into an elaborate gaming exercise called the annual performance appraisal. Is it. when there is so much of cynicism and unhappiness over the whole issue why have it at all? But without it or in its absence it is difficult to get the work done by people. If people are most important aspects – as the cliché goes – it is important to improve corporate performance by motivating them to put in their best efforts.” ----Marcel Proust “Major component of the emerging HR agendas is creation of the cultural mindset. The best way to achieve both objectives – rewards & ROI – is to have . or is it just human nature to dislike or disagree with systems that we already have? “The real voyage of discovery consists not in seeing new landscapes but in having new eyes. The subordinates usually complain that their bosses try and assess their behavior without knowing the constraints under which they work. Thus bosses strive to get better ratings on their own performance by assessing the performance of their subordinates and thus control their behavior.

attitude and knowledge. Reward aims to enhance job performance. 90% in 2003..the right metrics in place to measure employee performance. Purpose of Performance Appraisal Most people feel that appraisal is only a means to give increments and not a tool for development or culture building or a means to help individual build his career path in the organization. If goals are not aligned to all the departments and functions of an organization. The reward system should be strengthened through reorganization of work process and enlarged job responsibilities. Appraisal systems fail if goals & performance metrics are often not clearly defined. Giving feedback should be a continuous process in companies and should not be relegated only to the year end. communications and participatory system. Another flaw in most systems is that giving feedback on employee performance becomes a one-time event. lead completion of some process and allow the individual to use a variety of developed skills and abilities.The system should support the behaviors expected of the employees. transparent and communicated properly it can also contribute to the overall culture and climate in the organization. Intrinsic rewards create a sense of security..The reward systems in hierarchical organization act as a strong motivation to learn those skills that are perceived to lead to promotion. to test that performance influence appraisal results. this will result in lack of ownership of crucial goals across departments. On the other hand. The reward system should be designed to promote the kind of performance needed by an organization . There is some merit in most appraisal systems. The next set of questions pertain to what are the common sets of weaknesses on which employees have to be trained? How to improve the performance of under performers? Most employees in companies want performance driven culture but are not willing to accept lower pay for lower performance. As a measurement process it is an intense emotional process. it must communicate the type of behaviors to be rewarded and the way in which it will be rewarded. If the reward system is objective. why do appraisals continue to be used? • Appraisals provide legal and formal organizational justification for employment decisions to promote outstanding performers • Appraisals are used as criteria to test validation i. Depending on how reward systems are developed. Companies in such situations would not have information on its people for assigning more challenging tasks and new businesses. administered and managed. But performance appraisal has many facets. and it is an organizational intervention. Linkage between Appraisal and Rewards: 81% and 84%. . As said previously appraisal systems also fail as goals and performance metrics are often not clearly defined.The next question is: How can one reduce the subjective element of appraisal system? Appraisal is a tool to build culture (openness & transparency). At Tata Teleservices Appraisal System and its fairness showed 80% in 2001. Not surprisingly. it is a feedback process. At LG. the appraisal system has three parameters – performance. they may cause the culture of an organization to a large extent. but almost all of them appear to be equally flawed. the external purpose of the reward system is to attract a large number of laborers who are skilled and proficient in their respective jobs. Therefore.. it is seen as effective in less than 10% of the organizations that use it. to retain valuable employees and develop the corporate unit. In view of such widespread dissatisfaction.e. It is an exercise in observation and judgment. • Appraisals provide feedback to individual for career development.

• Awareness: is to improve performance. Organizations should provide training. It requires willingness and a commitment to focus on improving performance at the level of the individual or team every day. • Communication: To serve as a two-way channel for communication about roles. • Support: Employees need support to work on their improvement areas.By anonymous Most performance management systems are significantly flawed and don’t deliver the results executives seek. work problems and aspirations. and it provides the basis for future work and development plans. It is like a compass. In reality in most organizations the managers are giving reviews based on their performance which is already over but they are trying to buy the employee loyalty for the next yearObjectives of PA • Motivation: To encourage people to improve their performance and develop their skills. . Feedback to include appreciation and suggestions for improvement. objectives. strategy and objectives.The broad process of performance management requires the following: • Direction: Clarity of vision. Performance Management System The operation may have succeeded.• • Appraisals help in identifying training needs and also establishes objectives for training programs. but the patient died. competence and continuous development. It gives managers with their teams and the individual members of their staff the opportunity to pause after the hurly-burly of everyday life and reflect on the key issue of personal development and performance improvement. contribution. Appraisals help diagnose organizational problems by identifying training needs and by identifying effective and ineffective performers. Performance Reviews The performance review meeting is the basis for assessing the three key elements of performance namely. relationships. one that indicates a person’s actual direction as well as person’s desired direction. • Development: To provide a basis for developing and broadening attributes and competencies relevant both to the current role and any future role the employee may have the potential to carry out. It is a means of ensuring the two-way communication on issues concerning work can take place. This provides focus and channels efforts in the right direction. Feedback should motivate the employee to perform better.. coaching to improve their performance • Rewards: Positive reinforcement is given through rewards and recognition for employees.

If used properly it can work as a powerful tool for building culture and help reduce attrition to a large exte . • Checked and verified • Well timed. This influence enables the person to exercise more autonomy. Feedback will be effective if the person who gives the feedback ( counsellor ) makes sure that it is: • Descriptive and not evaluative. positive reinforcement 4. focused on the behaviour of the person and not on the person himself • Data based and specific and not impressionistic • Reinforces positive new behaviour • Suggestive and not prescriptive • Continuous • Mostly personal. Interpersonal feedback is an important input for increasing self awareness. giving data from one’s own experience • Need-based and solicited • Intended to help • Focused on modifiable behaviour • Satisfies needs of both the feedback given and one who receives feedback. Strengths and weaknesses identified have to be supported with examples during the last one year. Communication: Involves both receiving messages (listening) giving messages and giving feedback. There is no perfect system that can be adopted without modifications in any company. Performance counseling focuses on the entire performance (tasks and behaviors) during a particular period rather than on a specific problem. 2. Conclusion While Performance management has become more and more sophisticated in recent decades. Counseling also involves influencing the counselee in several ways. and • Contributes to mutuality and building up relationship There are some organizations which also go for performance audit to check the efficiency. There is some merit in most appraisal systems but which one can be used easily to suit your organization is most important. helping him to become more aware about his strengths and weaknesses. If the dissatisfaction level is less than 70 percent then necessary changes are brought about. effectiveness and compliance of the entire Performance management system. 3.Performance counseling Performance counseling can be defined as the help provided by a manager to his subordinates in analyzing their performance and related job behaviors in order to increase their job effectiveness. Thus appraiser cannot just list it without giving any thought. 5. Counselors do all three things. Always benchmark the best practice but take the best fit. it results in higher mutuality between two persons. It helps in reducing the blind area of a person. 1. If properly used. every system has its own limitations.

The volunteering and community work that have now become a ritual in Tata companies fulfil an important employee objective . Babrala. Mathigiri and elsewhere are epitomes of communal existence 2. Mithapur. The Tata townships in Jamshedpur.Supporting example 1.

Programmes such as TAS and institutions like the Tata Management Training Centre have been revamped and reengineered to reflect the requirements of the present 4.3. The transition from then to now has not eroded what remains a central theme with Tata companies: providing their employees with more than mere jobs .

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JOB EVALUATION: Job evaluation is an attempt to determine the demands or the position of the employee in the job hierarchy. .ASSIGNMENT – 4 MAINTENANCE OF HUMAN RESOURCE MAINTENANCE OF H.the culture & working conditions are so good that motivate their employees to work harder.. India India Mobile network Tata Teleservices (74%) & NTT Docomo (26%) CULTURE OF TATA: Tata is a BPO company & it is become very important to maintain the turn over rate of the organization.R TATA DOCOMO • • • • • • • Type Industry Founded Headquarters Area served Service Parent :::::::Joint Venture Telecommunications November 2008 New Delhi. Tata is very famous for their maintenance of human resource (employees).

. PRELIMINARY REQUIREMENTS OF JOB EVALUATION: Job analysis is done to bring out the facts about the tasks responsibility types of personnel required skill & experience needs etc.Job evaluation finds the relative worth of a job which is very important in a H. To provide a standard procedure to determine the relative worth of each job. To ensure that fair wages is paid to all qualified employees. . • Select the job evaluation method: .R. firm like TATA.Its main aim is to determine the wage rates for diff.“Job evaluation is an effort to determining the relative value of every job in plant to determine what the fair basic wage for such a job should be. for each job • Implement job evaluation . To provide an accurate & fair consideration of all employees.It assesses the job. To provide information for selection placement &training of employees.” -KIMBALL & KIMBALL OBJECTIVES OF JOB EVALUATION: • • • • • To maintain complete & accurate description of each job or occupation. jobs.

” Like: • Commission: Commission is a variable component of compensation package. They are designed to stimulate human effort by rewarding the person over & above the time rated remuneration for improvements in the present or targeted result. It is given on the basis of business generated by the employees. • Maturity curves. INCENTIVES & REWARD SYSTEM “Wages & Incentives are extra financial motivation. . The organization set policies regarding the bonuses. It is a pre fix component.” So the INCENTIVES are: “Monetary benefits paid to workers for their outstanding performance. • Bonuses: Bonuses are given to employees on a pre established goal or criterion. . • Communication with employees: To evaluate the job performance or the wages or incentives it is very important to know about the atmosphere of our organization & its best way is regularly communicate with the employees.Determine the parameters on which you evaluate the job performance of your employees.

• Stock option. Gain sharing incentives plans undertake those employees who give outstanding performance & provide for cost saving measures. it refers to giving out the shares of profits. • Gain sharing. the organization earned.. . These plans are practiced in retail & FMCG sectors. Stock option plans grant to employees the rights to purchase a specific no. of shares of the company’s stock at a guaranteed price (the option price) during a designated time period. Other sectors too implement the plan based on organizational policies. • Profit sharing.Maturity curves incentives plan considers the experience & performance of an employee for giving out the incentives.

annual incentives. Extrinsic Rewards Financial Rewards REWARD SYSTEM Intrinsic Rewards Non Financial Rewards This would improve performance & loyalty to the organization. • Extrinsic rewards: Tangible in nature & are normally under the control of the organization. • Intrinsic rewards: Intangible in nature & are internal to the individual. Ex: bonus. Ex: promotion & bonus. Ex: challenging job & informal recognition • Financial rewards: Those rewards that employee receives in monetary terms. Rewards are those that employee earns as a result of his work. Non financial rewards: • .REWARD SYSTEM : To motivate employees of TATA they use to give rewards to them.

Compensation : Employee generally expects some appreciation in exchange of their work money is considered the most important motivation for employees. Ex: the employee reaps the benefits of a subsidized cafeteria though it is not paid in cash. It is used to help the organization obtain maintain & retain a productive workforce. can be measured in terms of their value of employee. competent & skilled person & to motivate employees TATA had established a fair & equitable administration of wages & salary.To attract qualified.Intangible in nature & are paid in kind. Wages & Salary Administration : Administration of employee compensation is called wage & salary. the goal of compensation management are to design the lowest cost pay structure that will attract motivate & retain competent employees. Motivation Compe nsation Packa ge Employee Retention Need satisfacti on .

KM focuses on processes such as acquiring. artificial intelligence and knowledge base management systems (KBMS) Computer-supported collaborative work (groupware) Library and information science Technical writing Document management Decision support systems Semantic networks Relational and object databases Simulation Organizational science object-oriented information modeling electronic publishing technology. Knowledge Management may be viewed in terms of: o o o People – how do you increase the ability of an individual in the organisation to influence others with their knowledge Processes – Its approach varies from organization to organization. There is no limit on the number of processes Technology – It needs to be chosen only after all the requirements of a knowledge management initiative have been established. and the World Wide Web.ASSIGNMENT-5 KNOWLEDGE AND INTERNATIONAL HRM KNOWLEDGE MANAGEMENT Knowledge Management (KM) refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge. OR o o o Culture –The biggest enabler of successful knowledge-driven organizations is the establishment of a knowledge-focused culture Structure – the business processes and organisational structures that facilitate knowledge sharing Technology – a crucial enabler rather than the solution. creating and sharing knowledge and the cultural and technical foundations that support them. help-desk technolog . What Is Knowledge Management Related To? Knowledge management draws from a wide range of disciplines and technologies: • • • • • • • • • • • • • Cognitive science Expert systems. hypertext.

while others are more difficult to quantify. companies uncover the most opportunities — and ultimately derive the most value — from intellectual rather than physical assets. To get the most value from a company's intellectual assets. In today's information-driven economy. KM is meaningless at best and harmful at worst. without an overarching business context. Consequently. Yet better collaboration is not an end in itself.• • full-text search and retrieva performance support systems The Value of Knowledge Management Some benefits of KM correlate directly to bottom-line savings. an effective KM program should help a company do one or more of the following: • • • • • • Foster innovation by encouraging the free flow of ideas Improve decision making Improve customer service by streamlining response time Boost revenues by getting products and services to market faster Enhance employee retention rates by recognizing the value of employees' knowledge and rewarding them for it Streamline operations and reduce costs by eliminating redundant or unnecessary processes KM Objectives The graph below shows the results of a recent IDC study in which corporations cited various objectives for knowledge management efforts. KM practitioners maintain that knowledge must be shared and serve as the foundation for collaboration. .

New methods and tools will be developed for KM driven E-intelligence and innovation . Information systems will evolve into artificial intelligence systems that use intelligent agents to customize and filter relevant information. knowledge aware enterprise management systems. KM and E-learning will converge into knowledge collaboration portals that will efficiently transfer knowledge in an interdisciplinary and cross functional environment.Technologies That Support Knowledge Management The following diagram reflects the main technologies that currently support knowledge management systems The Future of Knowledge Management In the next several years ad-hoc software will develop into comprehensive.

network with retired employees and develop employee skills for better externalization of knowledge and integration with the customer’s knowledge. FUTURE OF KM IN TATA In the future . KM Initiatives at Tata Steel The KM program at Tata Steel was started in 1999. The index tallied the points achieved through participation in the KM program. . the company formed "knowledge communities". The aim of the program was to tap the abundant knowledge base in the form of tacit knowledge and explicit knowledge that was lying unused. where all the employees shared their experiences and knowledge. The company based its new performance assessment program on the participation of each individual employee in the KM program through the introduction of a "KM index". Tata Steel developed a "KM index" to evaluate the performance of individual employee in the KM initiative.KNOWLEDGE MANAGEMENT IN TATA In the late 1990s. as well as the organization as a whole. One year after the knowledge repository was formed. as the growth driver of the company KM was also expected to be an important source of competitive advantage for Tata Steel. giving the employees a benchmark for their participation. In 2001. which was a platform for like-minded people to meet and share their experiences. rather than physical assets. Tata Steel was early to recognize the significance of KM for the success of a company. divisions. Later. Tata Steel began to introduce knowledge management initiatives in the company. It started with a small group of people from within the organization. The group formed a "knowledge repository". and make it available for use across the company. It made it compulsory for all its employees to participate actively in its KM program. devices an intellectual capital index. tata steel plans to link e-learning with the KM repository and KM communities. it linked performance evaluation to KM and used a balanced scorecard to monitor the performance of individual employees. in KM. Tata Steel's management expected KM to play a key role in establishing intellectual assets.

INTERNATIONAL HRM INTRODUCTION International HRM refers to human resource management practices that deals with managing a diversity of workforce from all around the world. allocation. utilization and motivation of human resources in international business. International Human Resource Management refers to:  The management of human resources in global corporations  The management of expatriate employees  The comparison of human resource management (HRM) practices in a variety of different countries. Approach to IHRM  Corporate international strategy       Political and legal concerns Level of development in foreign locations Technology and the nature of the product Organizational life cycle Age and history of the subsidiary Organizational and national cultural differences Classifying Employees  Host Country National (HCN)  Third Country National (TCN)  Parent Country National (PCN) The Influence of Managing and Staffing Approaches  Ethnocentric approach  PCN’s usually staff important positions at headquarters and subsidiaries  Polycentric approach  HCN’s generally work in foreign subsidiaries  PCN’s manage headquarters positions The Influence of Managing and Staffing Approaches  Regiocentric approach  PCN’s and managers from the region—either HCN’s or TCN’s—staff regional headquarters positions  HCN's primarily staff local subsidiaries  Geocentric approach  Chooses the most suitable person for a position . IHRM is the procurement.

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 . politics. Cases Portray a real-life situation in business or personal life to illustrate some aspect of living or working in the host culture. geography. INTERNATIONAL HRM IN TATA HR Philosophy  Caring. traditions. 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 cooperatives  The Tata Motors Grihini Social Welfare Society caters to employees' women dependents' HR Policies  Executive Selection Scheme (ESS) . including customs. show respect. every day behaviors. economy. and other general information about the host country and region.Cross-Cultural Training Methods Cultural Briefings Explain the major aspects of the host country culture. Area Briefings Explain the history.