1. Human Resource
Planning of TATA STEEL
GROUP
By:
Konka Sreekanth
BSMS(GITAM University)
3225113106

2. Human Resource Planning of TATA STEEL
GROUP in 1907, Tata Steel is a Fortune 500 company and among the top ten global steel enterprises, with a crude
 TSG was established
steel capacity of more than 28 million tones' per annum.
 It is one of the world’s most geographically diversified steel producers, with operations in 26 countries and a commercial
presence in some 50 countries.
 It generated a consolidated revenue of 1,329 billion in the financial year 2011-12.
 It employees more then 81000+ employees working globally.
 While the impact of the global economic crisis has been felt in varied degrees across all the geographies in which the Tata Steel
Group (TSG) operates, keeping the employees cheerful and motivated in these trying times has remained the focus of the
Human Resources department. The Group realizes that its employees are the most valuable human capital and that they play a
major role in building the competitive advantage of the Company’s business across the globe.
 As the economic crisis hit the world, Tata Steel Europe (TSE) employees contributed to the ‘Weathering the Storm’ initiatives
to reduce costs and increase value, in the second half of the financial year. The company, the employees and the trade unions
demonstrated the strength of their relationships by working together in the difficult times. Despite the present economic crisis.

3. Contd.…
Recruitment:
• Through 2008-2009, the Tata Steel Group has continued to demonstrate that the recruitment of the best
of talent and the engagement of its employees is an asset through both high and low demand cycles in
the industry.
• The Tata Steel Management Trainee Program and the Corus Graduate Program continue to attract and
offer exciting career options to young engineers who are from amongst the best colleges of the country.
The Group has continued the recruitment of apprentices, graduates and targeted external middle and
senior management staff to meet the current need and prepare the bench strength for future operations.
Training & Development:
• The Group has continued to invest in and improve its managerial and technical capabilities through the
internal development of its own employees across Europe, India and South East Asia.
• To bridge functional skill gaps and to identify candidates for focused learning in line with the current and
future needs of Tata Steel, a scheme called ‘Directed Learning Initiatives’ was introduced in Tata Steel.
The emphasis was to create a pool of experts in different technical areas. Apart from creating
specialists, the policy also focusses on managerial learning which consists of modular programs with tieups with various management institutes.

4. Contd.…
• With a view to augment the technical capabilities of the employees, a pilot program in line with the
Technical Competency Assessment System was introduced in Tata Steel. Based on the results, the
learnings from the program will be introduced to the rest of the organization.
• The Performance Improvement Committee has continued to focus on improving both knowledge
management and the adoption of best practices across the Tata Steel Group. This has benefitted TSE
alongside the other operations of Tata Steel, NatSteel and Tata Steel Thailand.
• During the year, a greater focus was assigned to the ‘On-the-Job Learning’ for executives. This is being
offered through cross functional assignment/taskforce, role enhancement/enrichment and improvement
Initiatives. The executives were also encouraged to undertake special projects arising from their work
assignments which had focused measures and deliverables.
Talent Management & Career Planning
• As part of the global talent management initiatives, the year saw a greater movement of executives
between Tata Steel India, Tata Steel Europe, NatSteel and Tata Steel Thailand to enable the cross
pollination of ideas and practices and also provide executives with a global experience. The Management
Trainee Program has been re-designed to include special modules of six months each in the areas of
TQM, engineering and projects, and safety. This will help the fresh graduate engineers prepare in a better
way, for future assignments.

5. Contd.…
Leadership Development:
• Leadership Development across all levels continues to be the focus across the Tata Steel Group. The Executive
Committee owns the development and succession plans for the top positions. With regards to the next level of
officers, this is done by the respective talent review committees. During the year, the Company continued to
support and send senior executives to world-class leadership development programs at some of the world’s leading
management development institutes.
• A Global Leadership Development Program was also initiated with the objective of shaping future Tata Steel Group
leaders across the globe. This was done to convey to the would be leaders, what it means to be part of the Tata
Group, to build a shared understanding of what needs to be done to be recognized as outstanding in the steel
industry and to create an understanding of what inspiring leadership within the Group needs to be like.
Compensation Management & Better Synergy:
• It is a fundamental principal of the Tata Steel Group that all the employees across the globe are
compensated fairly. Last year, like the previous years, compensation was based on market
benchmarking to ensure that Tata Steel remains an attractive and competitive employer in the market
place. Throughout the year, greater synergy was established between TSE, Tata Steel India and the
South East Asian operations. This included secondment of employees across geographies. The
Performance Improvement Committee has improved both the Knowledge Management and the
Adoption of Best Practices Initiatives across the Tata Steel Group and this has benefitted TSE alongside
the other operations of Tata Steel.