Eyes of Janus-Tata

Motors
Group-14
Anish Ranjan: 2011198
Govind Gupta: 2011245
Kumar Mayank Jha:
2011326
Mayank Saroha: 2011274
Suchitam Tirkey: 2011285
1. TRAINING COULD HELP SOLVE THE CHALLENGES FACED BY TML………….

Highly competitive TML faced a highly competitive business environment. This emphasized high levels
of productivity and standardized processes. Training can help in this by
business
evangelizing best practices within the firm
environment

TML is operating in a variety of different geographies, catering to different

Complex business segments and has a large product range. By introducing training, talent can be
trained quickly to adapt to different business units

Growth and TML is growing at breakneck speed. It would require technical and managerial
expansion talent that can be scaled up to quickly take up advanced responsibilities in the
organization.

Need for Product Product innovation can be improved by training by improving the skillsets of the
innovation employees and allowing them to understand the existing technologies and
process that can be used to create new products.
2. BUILDING CAPABILITY, LEARNING CULTURE AND ENHANCING SKILLSETS
Knowledge Sharing
Knowledge sharing helps the different departments to learn
about the TGR/TGW of other departments. These
TGW/TGRs are systematically mapped, document and made
available which ensures that knowledge expansion of other
departments
Customer & Product Focus
This ensures that employees are inclined towards creating
product that customers aspire to buy, building brand that
customers are proud of and delivering and unmatched
ownership experience
Accountability
Focus on accountability ensures that the employees take
personal ownership for the results of themselves, their
teams and the company as a whole. It helps the company to
nurture a learning culture
Excellence
It helps the employees to be a part of the team that aspire
to become a winning team. It encourages the organization
to look into new disruptive technical competencies to
increase their market share
Alignment
The technical and behavioural competencies building
activities of the company should align with the corporate
objectives of the company such as increase market share or
increase profitability
Agility
Without the willingness to fail early and the creation of a fail-
safe environment, not only are groundbreaking innovations
difficult, but many projects also fail. Scarce resources are
simply wasted. Agile methods can help prevent misallocation
in the organization from the outset.
2. BUILDING CAPABILITY, LEARNING CULTURE AND ENHANCING SKILLSETS
Training Programs Examples from case/ real world

Training programs can help build competencies and skills TMA training programs on Autonova

On-the job pathways for competence building

Companies can staff employees on tasks that build certain Leadership development programs,
skills and competencies. This can be curated as a pathway Shell Graduate program

Certification

Enabling employees to earn external certifications can help CFA certification training by investment
build capabilities
firms
3. E-Learning and COPs inculcate & improve the culture of learning in TML as evident through
the following factors:
• Cross domain sessions to enhance inter-departmental awareness

• Incentivising the learning process of employees

• Qualitative learning experience with elevated credibility

• Increment in personal motive for personality development and upskilling

• Coherent flow of synergy between learner & instructor to produce greater output

Factors for facilitation of COP

and e-learning
Encouraging usage Recognition for
Providing Incentives Senior Leadership Using COP as cross- KPIs related to e-
of COP experts contributing to COP
for participation buy-in divisional resources learning and COP
across projects and e-learning
 4. STRUCTURE OF TMA

• TMA Caters learning needs to all TML Employees & Key Stakeholders
Functional & Management
Technical Skills
• Comprised 60-70% of programs •  Global Leadership, management
• Designed & Customized to local • Leadership & competency development & Induction programs
& regional needs framework of TATA •  Aligned to TATA Leadership practice
 Centralized •  Common to all business units

Mandatory Global • Functional & Technical Skills 

Programs
• Essential & Obligatory for TML
Employees
• New Recruitment Induction,
Compliance Trainings
Leadership •  60-70% of Total Programs
 Decentralized
• Focused on local business units
• Designed for TATA Executives
• Designed Centrally for entire
organization

Training approach by TMA

Programs Offered by TMA
 Global Functional & Mandatory Management
Leadership Technical Programs Skills

TMA Focus on Target Groups

4. ASSESSMENT OF TMA STRUCTURE

Activity based Enables cross-divisional fertilization of ideas by emphasizing

COEs common activities. However, this can hurt responsiveness.
High focus on Managerial skills need to be emphasized as well. In addition,
functional and cross-functional skills need to be emphasized
technical skills

LAC identifies Enables business alignment

need for training

DIFFERENT TMA STRUCTURE

This structure would create a L&D coordinator
TMA account position in the business. This would create
Business Unit
manager pathways for employees in the business unit and
the requirements for this can be conveyed to the
L&D
TMA account manager for the specific business.
coordinator This would enable long-term planning of
competency development
5. It is justified to measure the ROI of Training and Development………
Benefit measurement process
Enables alignment with ROI
Training effect Convert data to
measurement Data collection
Business strategy plan
isolation monetary value

Helps drive higher budget

allocation CIRO process used by TMA
Improvement
Trainers, Business
Enables cost optimization in Reason for materials,
in learner
outcome
terms of number of programs, training outcomes and
programmes improvement
feedback
delivery method etc.

Helps in measurement of
outcomes

Reaction
Context

Output
Input
Understand and optimize the
levers of effectiveness

“That which is measured is improved”