HR policies of TATA

7/29/2019 HR policies of TATA

1/17

7/29/2019 HR policies of TATA

2/17

PERSONNEL POLICY

Policy is man made rule of predetermined course ofaction that is established to guide the performance of

work towards the organization objectives

Why do we need personnel policy?

7/29/2019 HR policies of TATA

3/17

JAMSHEDJI NUSSERWANJI TATA

The Founder of the Tata group

Establishment of Textile Mill in

1870s

Vision towards organization

Vision towards employee

FIVE CORE VALUE

Understanding, Excellence, Unity, Responsibility,

Group HR mandate

7/29/2019 HR policies of TATA

4/17

BUSINESS EXPANSION

INFORMATION

SYSTEM &

COMMUNICATION

TATA GROUP

ENGINEERING CHEMICAL

CONSUMERTATA

ENERGYMATERIAL SERVICE

7/29/2019 HR policies of TATA

5/17

RESTRUCTURMENT OF BUSINESS

Entry of Ratan Tata in 1991

Consolidated the group in the

fields of IT & Telecom

Major task of Tata Motors & Tata Steel

Crafting group strategy plan

Importance ofTata Brand Equity Restructuring strategy of Ratan Tata

7/29/2019 HR policies of TATA

6/17

PROBLEMS

Could not maintain the premium status in among

their companies

Dropped profit margins

(12% to 8 % in year 1999 -2000 )

Returned on invested capital fell from 18% to 11%

Reason behind this situation

Company focused on turnover

instead of profitability

7/29/2019 HR policies of TATA

7/17

HR Issue

Manager in the group perceived to lack generalmanagement expertise

Conflict between junior & middle management

Moving into different territories

Airlines Tele

communic

ation

Passenger

car

7/29/2019 HR policies of TATA

8/17

POLICIES TO OVERCOME

HR REVAMP

We want to attract good people, retain the better

people & advance the best people

Formed Tata Management Training Centre (TMTC)

Division of HR function

7/29/2019 HR policies of TATA

9/17

HR FUNCTION

FirstGroupCorporate mgt

Development

Performance mgt

Potential assessment

Succession planning

Group mobility

Compensation

structure

Work level

development

Second

GroupSelection process

For top threevacancies

ThirdGroupTraining of TATA

group employees& TMTC also

7/29/2019 HR policies of TATA

10/17

GROUP HR INITIATIVES

The Leadership Development Program

The Business Excellence Model (TBEM)

Brock bank Model

Balanced Scored

HR Gurukul

Domestic Management Program

7/29/2019 HR policies of TATA

11/17

LEADERSHIP DEVELOPMENT

PROGRAM

TLP

TATA LEADERSHIP ETHOS

Identify the potential leader with the help of

ENERGY MATRIX

7/29/2019 HR policies of TATA

12/17

TATA BUSINESS EXCELLENCE

MODEL

OBJECTIVE

RESPONSIBILTY OF TQMS

4A APPROACHES

Assurance Assistance

Assessment JRD QV

7/29/2019 HR policies of TATA

13/17

BALANCED SCORE CARD

7/29/2019 HR policies of TATA

14/17

BROCKBANK MODEL

The most important challenge that any companyfaces is that of aspiration and desire to perform

better - Dr. Brockbank

Financial Performance Complex Portfolio

7/29/2019 HR policies of TATA

15/17

TATA HR GURUKUL

The Gurukul was created to enable all Tatamanagers to develop critical HR skills, to leverage

the competitive advantages of their businesses

through appropriate HR practices The Gurukul programmed is linked with other Tata

Group HR initiatives like the Tata Business

Excellence Model (TBEM), the Balanced Scorecardand the Wayne Brock bank model.

7/29/2019 HR policies of TATA

16/17

The programmed specializes in the application of HR

principles, organizational design, performance management,employee relations, community relations, HR strategy and

change management. It also focuses on some other key areas

like learning, education, careers and staffing

HR Gurukul aims at maximizing the business impact of HR.

Participants are expected to learn to analyze compensation

survey data, mapping a business process, mapping

competencies, carrying out role analysis, handling changemanagement issues and managing separation at the work place

7/29/2019 HR policies of TATA

17/17

DOMESTIC MANAGEMENT

PROGRAM The TATA group believed in order to achieve good employee,the family played a key role. This prompted the launch of thedomestic management program (DMP). Was introduced in 1996 ,Tata steel helped families, particularly wives of employees tomanage change caused by their spouses increased corporateresponsibilities.

TATA STEEL to merge the small families into the big familyhad a positive impact on the employees And their families. Thesuccess of the DMP it was implemented across more groupcompanies.

TATA STEEL to merge the small families into the big family had a positive impact on the employees and their families. Itvoluntary retirement scheme (VRS) to painlessly reduce itsworkforce by people. And also Tata steel of the vision projected

by the management.