This document provides an overview of HR practices at Tata Group, one of India's largest conglomerates. It discusses Tata's training and development programs which aim to groom managers into leaders through cross-functional exposure and mobility. Major programs include Tata Administrative Service and Tata Management Training Centre, which provides over 250 programs annually conducted by in-house and external faculty. The training focuses on improving organizational performance through skills development, attitudinal changes, and developing learning organizations.
Hyundai is a South Korean automotive manufacturer founded in 1967. It operates the world's largest car manufacturing plant and sells over 4 million vehicles worldwide annually.
Hyundai aims to retain and develop talent through its human resources department, which focuses on employment, performance management, compensation and benefits, and human resources development. The department helps achieve organizational objectives and regulatory compliance through strategic workforce planning and performance analysis.
Hyundai develops human resources plans by understanding its strategy, identifying critical issues through SWOT and skills analyses, and implementing evaluated action plans to support the company's mission and address gaps. This strategic approach to human resources management has contributed to Hyundai's success competing globally.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
TRAININGg & DEVELOPMENT at tata group and tata motorsUsha Bhadoria
The document discusses training and development practices at Tata Group. It explains that Tata aims to develop leaders within the company through various programs, including the Tata Management Training Centre (TMTC) and Tata Administrative Services (TAS). TMTC provides over 250 training programs annually using internal and external faculty to develop skills. TAS is a 12-month leadership development program that provides cross-functional experience through assignments. Tata Motors also runs extensive training initiatives, including skill development programs, to train 40,000 people in automotive skills over three years.
Talent management refers to anticipating an organization's human capital needs and planning to meet those needs. It involves attracting, selecting, developing, and retaining skilled employees. The key aspects of talent management include talent planning, acquiring talent through attracting and selecting, developing talent through training and career development, and retaining talent with competitive pay and benefits. Talent management benefits both employees through career growth and job satisfaction, and organizations by enhancing productivity and retaining top talent.
The Adidas Group pursues a three-pillar human resources strategy to support its mission of being the global leader in sporting goods. The three pillars are: 1) creating an engaging work environment that stimulates team spirit and passion, 2) expanding a performance-based culture with strong leadership, and 3) becoming an "employer of choice". Key aspects of the strategy include developing employees' skills and talents, rewarding high performance, and maintaining a diverse and motivated workforce. The HR department aims to align all human resources initiatives with Adidas' business culture and values.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
The document discusses human resource management (HRM), defining it as acquiring, training, appraising, and compensating employees, both individually and as a group. It notes that HRM covers all employee levels and categories and is a continuous process involving both line managers and staff functions. The document also mentions proper utilization of employees, motivation, selective hiring, training programs, and maintaining a good working environment. It discusses an executive selection scheme and project-based training program.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
Hyundai is a South Korean automotive manufacturer founded in 1967. It operates the world's largest car manufacturing plant and sells over 4 million vehicles worldwide annually.
Hyundai aims to retain and develop talent through its human resources department, which focuses on employment, performance management, compensation and benefits, and human resources development. The department helps achieve organizational objectives and regulatory compliance through strategic workforce planning and performance analysis.
Hyundai develops human resources plans by understanding its strategy, identifying critical issues through SWOT and skills analyses, and implementing evaluated action plans to support the company's mission and address gaps. This strategic approach to human resources management has contributed to Hyundai's success competing globally.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
TRAININGg & DEVELOPMENT at tata group and tata motorsUsha Bhadoria
The document discusses training and development practices at Tata Group. It explains that Tata aims to develop leaders within the company through various programs, including the Tata Management Training Centre (TMTC) and Tata Administrative Services (TAS). TMTC provides over 250 training programs annually using internal and external faculty to develop skills. TAS is a 12-month leadership development program that provides cross-functional experience through assignments. Tata Motors also runs extensive training initiatives, including skill development programs, to train 40,000 people in automotive skills over three years.
Talent management refers to anticipating an organization's human capital needs and planning to meet those needs. It involves attracting, selecting, developing, and retaining skilled employees. The key aspects of talent management include talent planning, acquiring talent through attracting and selecting, developing talent through training and career development, and retaining talent with competitive pay and benefits. Talent management benefits both employees through career growth and job satisfaction, and organizations by enhancing productivity and retaining top talent.
The Adidas Group pursues a three-pillar human resources strategy to support its mission of being the global leader in sporting goods. The three pillars are: 1) creating an engaging work environment that stimulates team spirit and passion, 2) expanding a performance-based culture with strong leadership, and 3) becoming an "employer of choice". Key aspects of the strategy include developing employees' skills and talents, rewarding high performance, and maintaining a diverse and motivated workforce. The HR department aims to align all human resources initiatives with Adidas' business culture and values.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
The document discusses human resource management (HRM), defining it as acquiring, training, appraising, and compensating employees, both individually and as a group. It notes that HRM covers all employee levels and categories and is a continuous process involving both line managers and staff functions. The document also mentions proper utilization of employees, motivation, selective hiring, training programs, and maintaining a good working environment. It discusses an executive selection scheme and project-based training program.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
Group No. 2 presented on HR and strategy at Tata Power. Key points include:
- Tata Power has ambitious plans to grow capacity to 25 GW by 2017 through diverse projects in India and other countries.
- The company focuses on customer centricity and developing a culture of pride, ownership, and fun through programs like Leher and Laser.
- Tata Power provides extensive training and development programs and unique benefits and practices like priority for employees' children.
- HR faces challenges in managing growth, change, and a diverse workforce while building capabilities and standardizing practices. Decentralization and flexibility are recommended.
Organisational Structure and Elements of Infosys, HUL and Maruti SuzukiIndranilMondal19
The document discusses the organizational structures of several companies. It provides details on:
1) Infosys' previous functional structure and its recent realignment into a matrix structure to be more agile and attract young talent.
2) HUL's functional structure and how it ensures skill development, decision making clarity, and accountability.
3) Maruti Suzuki's shift from a functional to a project-based structure after industrial unrest, with direct reporting to directors and cross-functional teams focused on goals.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Group 8 presented on Google's people operations or HR department. They discussed how Google uses data analytics to make people decisions rather than relationships. Key practices include using algorithms to predict retention, hiring, and performance. People analytics teams conduct experiments through the PiLab to determine the most effective rewards and workplace designs that promote collaboration, learning, and innovation. Google also calculates the value of top performers and uses data to solve diversity issues. Overall, the presentation showed how Google's focus on people management through analytics has helped drive their business success.
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
This document discusses training and development for international human resource management. It covers how expatriates can train host country nationals, how international assignments provide management development, and components of effective pre-departure training like cultural awareness programs and language training. It also addresses how developing international staff through assignments benefits multinationals by fostering innovation, organizational learning, and shared values.
Training and development of international staffVirda Azmi
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
The document discusses talent management practices at Coca-Cola. It covers Coca-Cola's global talent management strategy, recruitment processes, employee engagement initiatives, methods for identifying high potential employees, and employer branding efforts. It also includes insights from employee interviews and Glassdoor reviews. The presentation aims to provide an overview of Coca-Cola's approach to attracting, developing, and retaining top talent on a global scale.
Hindustan Unilever Limited is India's largest FMCG company founded in 1933 with over 35 brands in 20 categories. It has about 18,000 employees and net sales of over 338 billion INR in 2016-2017. Best practices include career break policy, maternity and paternity support, and performance appraisal using 360 degree feedback. Areas for improvement include limited job advancement, hierarchical culture, and lower pay for researchers compared to other companies.
Nestle is the world's largest food and beverage company present in 191 countries with over 2000 brands. Best practices include policies on employment, total rewards focusing on fixed pay, benefits and development, and talent management. Flexibility and reduced hierarchy also aim to improve communication
HR Policy and HR Practices of Tata MotorsPavanJadhav33
This Presentation is about HR policies of Tata Motors.
HUMAN RESOURCE PRACTICES IN TATA.
Tata Group believe that people are there greatest asset and they adopt best practices to ensure healthy employee relations, employee growth and development as well as work satisfaction.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
This document summarizes a summer training report presentation on performance appraisal systems at Hindustan Antibiotics Limited. The presentation was given by Divya Singh, an MBA student who studied the company's performance appraisal process, collected employee feedback, identified issues, and provided suggestions. Key findings included that the system was effective but could be improved by reducing errors, providing more training and feedback sessions, and increasing transparency. Suggestions included making the process more objective, ensuring proper communication of appraisal results, and eliminating rating biases.
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
M3 CSR - Implementing CSR HR to Maximize European CSR SME Potential.pptxcaniceconsulting
This document provides guidance on implementing a CSR HR strategy to drive cultural change in small and medium enterprises (SMEs). It outlines a 5-step approach: 1) Develop a vision, mission and values statement that integrates CSR. HR can help develop and update these statements to embed CSR. 2) Create an employee code of conduct to communicate standards. 3) Integrate CSR into workplace planning, recruitment and communications. 4) Provide CSR orientation, training and skills development. 5) Foster ongoing CSR change management. The document emphasizes HR's key role in successfully implementing CSR strategies and integrating CSR into the company's culture through policies, training and employee engagement. It provides examples of how CSR can be communicated and implemented at different levels of
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
Group No. 2 presented on HR and strategy at Tata Power. Key points include:
- Tata Power has ambitious plans to grow capacity to 25 GW by 2017 through diverse projects in India and other countries.
- The company focuses on customer centricity and developing a culture of pride, ownership, and fun through programs like Leher and Laser.
- Tata Power provides extensive training and development programs and unique benefits and practices like priority for employees' children.
- HR faces challenges in managing growth, change, and a diverse workforce while building capabilities and standardizing practices. Decentralization and flexibility are recommended.
Organisational Structure and Elements of Infosys, HUL and Maruti SuzukiIndranilMondal19
The document discusses the organizational structures of several companies. It provides details on:
1) Infosys' previous functional structure and its recent realignment into a matrix structure to be more agile and attract young talent.
2) HUL's functional structure and how it ensures skill development, decision making clarity, and accountability.
3) Maruti Suzuki's shift from a functional to a project-based structure after industrial unrest, with direct reporting to directors and cross-functional teams focused on goals.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Group 8 presented on Google's people operations or HR department. They discussed how Google uses data analytics to make people decisions rather than relationships. Key practices include using algorithms to predict retention, hiring, and performance. People analytics teams conduct experiments through the PiLab to determine the most effective rewards and workplace designs that promote collaboration, learning, and innovation. Google also calculates the value of top performers and uses data to solve diversity issues. Overall, the presentation showed how Google's focus on people management through analytics has helped drive their business success.
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
This document discusses training and development for international human resource management. It covers how expatriates can train host country nationals, how international assignments provide management development, and components of effective pre-departure training like cultural awareness programs and language training. It also addresses how developing international staff through assignments benefits multinationals by fostering innovation, organizational learning, and shared values.
Training and development of international staffVirda Azmi
The document discusses providing training and development to international staff being sent to Japan, China, South Korea, and Singapore. It covers the need for cross-cultural training to facilitate expatriate adjustment. It also outlines a 5-phase process for designing effective cross-cultural training programs: 1) Identifying assignment type, 2) Conducting a needs analysis, 3) Establishing goals and measures, 4) Developing and delivering the program, 5) Evaluating the program. Key cultural differences across the countries in areas like management style, business structure, teams, and communication style are also summarized.
The document discusses talent management practices at Coca-Cola. It covers Coca-Cola's global talent management strategy, recruitment processes, employee engagement initiatives, methods for identifying high potential employees, and employer branding efforts. It also includes insights from employee interviews and Glassdoor reviews. The presentation aims to provide an overview of Coca-Cola's approach to attracting, developing, and retaining top talent on a global scale.
Hindustan Unilever Limited is India's largest FMCG company founded in 1933 with over 35 brands in 20 categories. It has about 18,000 employees and net sales of over 338 billion INR in 2016-2017. Best practices include career break policy, maternity and paternity support, and performance appraisal using 360 degree feedback. Areas for improvement include limited job advancement, hierarchical culture, and lower pay for researchers compared to other companies.
Nestle is the world's largest food and beverage company present in 191 countries with over 2000 brands. Best practices include policies on employment, total rewards focusing on fixed pay, benefits and development, and talent management. Flexibility and reduced hierarchy also aim to improve communication
HR Policy and HR Practices of Tata MotorsPavanJadhav33
This Presentation is about HR policies of Tata Motors.
HUMAN RESOURCE PRACTICES IN TATA.
Tata Group believe that people are there greatest asset and they adopt best practices to ensure healthy employee relations, employee growth and development as well as work satisfaction.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
This document summarizes a summer training report presentation on performance appraisal systems at Hindustan Antibiotics Limited. The presentation was given by Divya Singh, an MBA student who studied the company's performance appraisal process, collected employee feedback, identified issues, and provided suggestions. Key findings included that the system was effective but could be improved by reducing errors, providing more training and feedback sessions, and increasing transparency. Suggestions included making the process more objective, ensuring proper communication of appraisal results, and eliminating rating biases.
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
M3 CSR - Implementing CSR HR to Maximize European CSR SME Potential.pptxcaniceconsulting
This document provides guidance on implementing a CSR HR strategy to drive cultural change in small and medium enterprises (SMEs). It outlines a 5-step approach: 1) Develop a vision, mission and values statement that integrates CSR. HR can help develop and update these statements to embed CSR. 2) Create an employee code of conduct to communicate standards. 3) Integrate CSR into workplace planning, recruitment and communications. 4) Provide CSR orientation, training and skills development. 5) Foster ongoing CSR change management. The document emphasizes HR's key role in successfully implementing CSR strategies and integrating CSR into the company's culture through policies, training and employee engagement. It provides examples of how CSR can be communicated and implemented at different levels of
it is about training and development of employees in tata groups. it is all about how they trained hired candidate in their organisation. this ppt is helpful for mba an mcom students.. it is related to human resource management
M3 CSR - Implementing CSR HR to Maximize European CSR SME Potential.pptxcaniceconsulting
This module provides guidance on implementing a CSR HR strategy focused on employee engagement and CSR integration. It outlines a 5-step process: 1) Develop a vision, mission and values statement that integrates CSR; 2) Establish employee codes of conduct; 3) Integrate CSR into workplace planning and recruitment; 4) Provide CSR orientation, training and competency development; 5) Foster CSR change management. The document emphasizes that HR plays a key role in cultural change management and integrating CSR objectives throughout the company. It provides examples of how to develop CSR strategies and programs focused on employees, such as apprenticeship and education programs.
This document is a project report on studying talent management at A.C. Patil College of Engineering, Management Studies and Research. It includes an introduction, acknowledgements, executive summary, table of contents, and initial chapters on the history and importance of talent management. The executive summary discusses how talent management can improve employee engagement, retention, productivity, and culture to help identify future leadership. It also outlines the report's chapter structure.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Tata's HR philosophy focuses on attracting, retaining, and advancing good employees. For example, Tata Main Hospital's philosophy is to "attract good people, retain the better people and advance the best people". Having a clearly defined HR philosophy is important for organizations to avoid inconsistent practices and instead promote behaviors aligned with organizational goals. The Tata Group develops philosophies considering factors like interpersonal relationships and decision making. For example, the Taj Group's "People Philosophy" covers all aspects of an employee's career from induction to retirement.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
It's a research paper on Talent Management and its impact which was presented and published on INCON Viii (international conference on ongoing research in management & IT )
Introduction to Human Resource DevelopmentMohammed Umair
This document provides an overview of human resource development (HRD) at Infosys, a global technology company. It discusses key aspects of HRD including definitions, features, objectives, and the relationship between HRD and personnel management. Examples of HRD practices at various companies like Toyota and Wipro are also presented. The need for HRD is explained in terms of preparing employees for changing job requirements and developing organizational capabilities. Finally, the document outlines how HRD systems can contribute to individual, interpersonal, and organizational development dimensions.
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
Sharpen focus on connecting and integrating people, work and platform - Makar...Anil Kaushik
Technology will touch literally all the elements of a typical employee lifecycle. Self - service will be the basic tenet of organisational working and to that extent, transactional activities like managing routine data, transactions and controls will be eliminated. Employees will be expected to take significant responsibility for their own learning and development. HR Professional will have to manage shorter and fragmented employee life cycle.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
The document discusses human resource development (HRD) practices in public sector milk processing organizations in Western Maharashtra, India. It finds that HRD practices are very weak and need strengthening. It recommends a model called the "Raj-Shankar" model to improve HRD practices in six key areas: 1) updating HRD policies, 2) appointing professional management, 3) creating an HRD department, 4) empowering HRD managers, 5) increasing awareness of HRD activities, and 6) continuously evaluating and improving HRD. The conclusion is that HRD practices require strengthening to help the organizations better compete globally.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning and development, succession planning, and compensation to align them with business goals.
3) Developing a talent management strategy requires integrating existing HR functions, using competency management, and maturing software solutions to link all talent processes.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning, succession planning, and other processes to ensure an organization has the right people with the right skills.
3) Implementing a talent management strategy requires integrating HR functions, using competency frameworks, and maturing software solutions.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. 1
RVS INSTITUTE OF MANAGEMENT
STUDIES AND RESEARCH
A MINI PROJECT
ON HUMAN RESOURSE MANAGEMENT
( TOPIC : HR Practices in TATA Groups )
Submitted to, submitted by,
Ms.juliet mam Likhin Shyam(Leader)
Deepu
Aloshy
Vishnu
Badusha
Dhanas V Haridas
2. 2
ACKNOWLEDGEMENT
We express our sincere gratitude to Prof. Ms.juliete mam, Dept. of
management of studies and research, RVS IMSR, Bharathiyar
University, India, for the stimulating guidance, continuous
encouragement and supervision throughout the course of present
work.
Signature(s) of Students,
Dhanas: Likhin :
Deepu : Aloshy:
CERTIFICATE
I hereby certify that the work which is being presented in the MBA.
Mini project entitled “HR practices of TATA Groups ”, in partial
fulfillment of the requirements for the award of the professional course
and submitted to the Department of management studies and research
is an authentic record of our own work carried out under the
supervision of ms.juliete mam
Signature of Student (S)
DHANAS : DEEPU :
ALOSHY : LIKHIN :
3. 3
TABLE OF CONTENTS
Page no:
Acknowledgement 2
Certificates 2
Table of contents 3
Company Profile 4
Organization Structure 6
HR Practices of TATA 7
Training and Development 12
Employee Safety and Security 15
Compliance 24
4. 4
COMPANY PROFILE
“A promise is promise and I kept my promise”- this is the
historical statement which Mr. RATAN
Tata Group is an Indian Multinational
corporation conglomerate company headquarteredin Mumbai,
Maharashtra, India. It encompasses seven business sectors:
communications and information technology, engineering,
materials, services, energy, consumer products and chemicals.
Tata Group was founded in 1868 by Jamsetji Tata as a trading
company. It has operations in more than 80 countries across six
continents. Tata Group has over 100 operating companies with
each of them operating independently. Out of them 32 are
publicly listed. The major Tata companies are Tata Steel, Tata
Motors, Tata Consultancy Services (TCS), Tata Power, Tata
Chemicals, Tata Global Beverages, Tata Teleservices, Titan
Industries, Tata Communications and Taj Hotels. The combined
market capitalization of all the 32 listed Tata companies was
INR 8.4 Trillion ($ 141.27 billion) as of July 2014. Tata receives
more than 58% of its revenue from outside India.
The Tata Group is owned primarily by various charitable trusts
(established by Jamsetji Tata's sons at his behest) that maintain
a majority stake in the holding company. The current chairman
5. 5
of the Tata group is Cyrus Pallonji Mistry, who took over
from Ratan Tata in 2012. Tata Sons is the promoter of all key
Tata companies and holds the bulk of shareholding in these
companies. The chairman of Tata Sons has traditionally been
the chairman of the Tata group. About 66% of the Equity
(finance) of Tata Sons is held by philanthropic trusts endowed
by members of the Tata family.
The Tata Group and its companies & enterprises is perceived to
be India's best-known global brand within and outside the
country as per an ASSOCHAM survey. The 2009, annual survey
by the Reputation Institute ranked Tata Group as the 11th most
reputable company in the world. The survey included 600
global companies. The Tata Group has helped establish and
finance numerous quality researches, educational and cultural
institutes in India. The group was awarded the Carnegie Medal
of Philanthropy in 2007 in recognition of its long history of
philanthropic activities
7. 7
HR PRACTICES OF TATA
What is human resource management?
It is the procurement, development,compensation,integration
and maintenanceof personnel of an organizationfor the
purpose of contributing towards the accomplishmentof the
organizationsgoalsand objectives
What do you mean by HR practices of a company?
The HR practices of a company shouldhave a definite through
policies….And they should know how to outsource the human
resource of a company
8. 8
Tata Motors has aspirations for a future that will be more
global and more competitive, where customer expectations will
be quite different from what we have seen all these years. It is
a future where our employee demographics will be much
altered from what it is now?
In late 2010 we articulated a five-year human capital strategy
for our company. It is not an HR function strategy but a human
capital strategy, and it has been co-created and coowned by
the leadership. There are near- and long-term agendas. The
past 12 months have not been a particularly As a part of its
vision for transformation, Tata Motors has articulated a human
capital strategy that sets a five-year road map for the
9. 9
company’s HR agenda. Speaking with Sangeeta Menon, the
company’s chief human resources officer, Prabir Jha, looks back
at the company’s HR journey thus far and spells out the
challenges of the future. ‘Employees are our capital and our job
is to grow that’ COVER STORY April 2013 n Tata Review 11 easy
period for the company. So, how we manage costs, productivity
and talent is going to be the near-term HR challenge. The long-
term agenda will be different, given the context of the new
culture that we have envisioned. We have reframed the vision
and mission for Tata Motors and defined the kind of culture we
need to create given the new challenges. Buildingthat culture is
easier said than done because it means that all HR sub-systems
must be reoriented to be in line with the new culture. Culture
reinvention along the ‘Aces’ path (accountability, customer,
excellence and speed) is going to be an HR priority and it will
have a huge change management component. Another focus
area is managing talent and leadership. A company’s success
eventually depends on talent across all levels, with the right
skills, the right engagement and the right kind of diversity. How
10. 10
is the human ‘capital’ approach different from the traditional
human resources approach? Employees are our capital and our
job is to grow that capital. The term human capital signifies that
it is not just the HR function’s job to manage this resource, but
it is the leadership’s job as well. For very long people in many
companies have erroneously believed that human asset
management is part of the HR function’s agenda.
But the truth is that while human capital strategy is enabled
and facilitated by the HR function, it is actually owned by
leadership and management across levels. HR is no doubt the
functional expert, but the deployment ultimately lies in the
hands of line managers. The so-called gap between line
managers and HR must end. One cannot be a great line
manager unless one is a great people manager. That’s why the
shift from an HR function strategy to a human capital strategy.
A lot of our HR processes and systems are being revisited
towards this end. Building positive recognition for our Aces
culture rests on our belief in positive psychology. Our ‘Pact’
(performance and coaching tool) initiative is anchored in the
11. 11
philosophy that managers must move away from thinking of
themselves as bosses to thinking of themselves as coaches. We
have workshops and simulations to make sure that line
managers start embracing this approach. The new
individualized compensationpolicy puts a lot of responsibilityin
the hands of line managers. A significant part of our
performance measurement, talent management and
assessment criteria today are about using hardwired HR
processes to support what is really a soft cultural transition.
Finally, we have built high-level branding around various HR
interventions to ensure excitement, passion and ownership.
12. 12
TRAINING AND DEVELOPMENT
New candidateswho join an organization are given
training. This training familiarizes them with the
organizationalmission, vision, rules and regulationsand
the working conditions.
The existing employees are trained to refresh and enhance
their knowledge.
If any updatestake place in technology, training is given to
cope up with those changes. For instance, purchasing new
equipment, changes in technique of production,computer
impartment. The employees are trained about use of new
equipment and work methods.
When promotion and career growth becomes important
training is given so that employees are prepared to share
the responsibilitiesof the higher level job
13. 13
Grooming the managers of today into the leaders of
tomorrow that's the broad objective of the Tata group's
leadershipdevelopment programs and training processes.
The group's high-value, superior-qualitytraining
interventionsare targeted at maximizing the potentialof
its pool of managers. This is done by encouraging their
cross-functional exposure and by making cross-company
mobilityan integral aspect of all leadershipdevelopment
efforts.
14. 14
The Tata group's commitment to enhancethe knowledge
and leadership quotientof its people has resulted in the
establishment of variousDevelopment and Training
Programs such as TAS and TMTC.
Set up by JRD Tata in 1959 with the mission of creating
and grooming leaders for the future.
It aims to provide training to high performers within the
group and act as a catalyst of change for Tata
executives.
OBJECTIVES OF TATA TRAINING CENTRE
Improvement of organizationalperformance through
disseminationof the latest knowledge and skillsamong
practicing managers.
Facilitationof attitudinaland behavioralchanges
Facilitationof solutionsfor organizationalissues
Development of learning organizations
15. 15
Training methodology
Offering around 250 programmes a year, conducted by in
house senior faculty from academicsand business,
supported by experts from the best of Indian and
international Bschools.
It uses over 120 external faculty, from the world’s premier
institutionsand universities, includingIIMs, Harvard,
Michigan,Wharton, Kellogg, NUS and Centre for Creative
Leadership.
TMTC started its e-learning programs in 2009.Every year,
more than 4000 Tata Managers and Leaders go through
the training programs.
16. 16
Major practice areas include:
Finance, Ethics
Leadership and Organization
Markets and Customers
Strategy and Innovation
Leadership development programmeinclude:
Tata Group Strategic Leadership seminar
Tata Group Executive Leadership seminar
Tata Group e-Merging Leaders seminar
17. 17
EMPLOYEE SAFETY AND SECURITY
Safety is of paramountimportance to the Company.All
employees at Tata Motors are provided with safety training as
part of the inductionprogramme. The safety induction
programme is also a critical requirement for contract workforce
before they are inducted into the system. The Company has a
structured safety training agenda on an on-going basisto build
a culture of safety across its workforce.
The Company believes in continual learning of its employees
and has institutionalized a continual learning model for skill up
gradation, especially at the shop-floor level. The learning and
development needs of management cadre employees are met
through the Company’s L&D structure which includes various
training delivery mechanisms.
The Tata Motors Group employsover 59,000 people. Our
people are as diverse as our organisation,because they come
from variousnationalitiesand ethnicities, have a wide range of
skill sets, knowledge and experience levels. This diversity
18. 18
facilitatesdebate, dialogueand fresh perspectives, and ingrains
a lateral thinkingmindset across the organisation.
Tata Motors believes in
a progressive peopleculture. We ensure that a judiciousmix of
people is maintainedin our workforce. This is achieved through
hiring multi-skilledpeople both from within the automobile
industry and from other sectors. In addition,a regular and
consistent recruitment programme at engineering and
management institutes ensures a steady stream of high quality
people getting inductedto fuel the growth plans. We also have
ongoing partnerships with Industrial TrainingInstitutes, besides
our own professional training centres, to recruit shop-floor
workforce.
A clearly defined HR strategy
is based on the premise that people drive annual performance,
(a short-term goal), and also strengthen long-term
organisational objectives. Programmes like mini-assessments
and the Fast Track Selection Scheme (FTSS) ensure that talent is
spotted early and given an opportunity to mature into leaders.
19. 19
Capability development,
spearheaded by the Tata Motors Academy, has enabled
knowledge-sharing through initiatives, such as Learning
Management Systems (LMS) and iTech. The former allows
employees to take ownership of knowledge accretion, while
the latter provides a platform for senior management to share
their expertise.
Enablers, such as the 'One Tata Motors' culture, leverage
interdepartmental synergies. Therefore, greater opportunities
to learn from and contribute to the organisation are created.
Combined with a rearticulated compensation philosophy and
reworked variable pay plan, these initiatives ensure that Tata
Motors remains performance-oriented and talent-driven.
To drive and support our
business growth, we have increased our total workforce to
nearly 23,000 people at Jaguar Land Rover. We recruited over
6,200 Salaried, Hourly and Agency workers during the course of
the year (including the highest ever intake of over 330 graduate
trainees). Jaguar Land Rover is recognised as a preferred
20. 20
employer in the UK. Increasing numbers of InternationalService
assignments have commenced to support global operations,
and a new National Sales Company has been established in
China.
We work hard to retain our
talented staff, and during the year our employee turnover rate
remained low at 1.8% for the salaried population and 0.9% for
the hourly population. Relationships with employees and their
representatives remain positive and constructive, with no
strikes. The 2011-12 Employee Engagement Survey was
extended to all hourly paid employees for the first time this
year, and employee satisfaction rates for salaried employees
rose to an all-time high of 65%, from 57% in the previous year.
An extended working week was introduced, with 58% of
salaried staff opting to extend their working hours.
Human resources planning is a process that identifies current
and future human resources needs for an organization to
achieve its goals. Human resources planning should serve as a
link between human resources management and the overall
21. 21
strategic plan of an organization. Aging worker populations in
most western countries and growing demands for qualified
workers in developing economies have underscored the
importance of effective Human Resources Planning.
As defined by Bulla and Scott, human resource planning is ‘the
process for ensuring that the human resource requirements of
an organization are identified and plans are made for satisfying
those requirements’. Reilly defined workforce planning as: ‘A
process in which an organization attempts to estimate the
demand for labour and evaluate the size, nature and sources of
supply which will be required to meet the demand. Human
resource planning includes creating an employer brand,
retention strategy, absence management strategy, flexibility
strategy, talent management strategy.
Strategic HRM defines the
organization’s intentions and plans on how its business goals
should be achieved through people. It is based on three
propositions: first, that human capital is a major source of
22. 22
competitive advantage; second, that it is people who
implement the strategic plan; and, third, that a systematic
approachshould be adapted to defining where the organization
wants to go and how it should get there. Strategic HRM is a
process that involves the use of overarching approaches to the
development of HR strategies, which are integrated vertically
with the business strategy and horizontally with another.
These strategies define intentions and
plans related to overall organizational considerations, such as
organizational effectiveness, and to more specific aspects of
people management, such as resourcing, learning and
development, reward and employee relations.
23. 23
COMPLIANCE IN TATA MOTORS
The Companyexpects all Directors to exercise good judgment,
to ensure the interests, safety and welfare of customers,
employees, and other stakeholdersand to maintaina
cooperative, efficient, positive, harmoniousand productive
work environmentand business organization. The Directors
while discharging duties of their office must act honestly and
with due diligence. They are expected to act with that amount
of utmost care and prudence, which an ordinary person is
expected to take in his/her own business. These standardsneed
to be appliedwhile working in the premises of the Company, at
offsite locationswhere the business is being conducted
whether in Indiaor abroad, at Company-sponsoredbusiness
and social events, or at any other place where they act as
representatives of the Company
Adherence to the highest standardsof honest and ethical
conduct, includingproper and ethical procedures in
dealingwith actual or apparent conflicts of interest
between personal and professional relationships.
Full, fair, accurate, timely and meaningfuldisclosures in
the periodic reports required to be filed by the Company
24. 24
with government and regulatory agencies .Compliance
with applicablelaws, rules and regulations.
To address misuse or misapplication ofthe Company's
assets and resources
The highest level of confidentialityandfair dealing within
and outside the Company
25. 25
CORPORATE GOVERNANCE OF TATA WITH CERTAIN RULES
In TATA the corporate governance is managed very well with
certain rules which are given below and there are some people
assigned to address the issue, so overall the corporate
governance in TATA is in very sound position as their
disclosures during annualreport or quarterly report and very
clear to the share-holders and investors also, providedtheir
codes of ethics are also very strong.
1. Any employee/businessassociate who becomes aware of a
suspected wrongful conduct is encouraged to send his/her
observations/concrete facts to the Direct Touch Team either
through phone or written communicationcomplete with
related evidence (to the extent possible) without fear of
reprisal or retaliationof any kind.
2. The information on suspected wrongful conduct is such
informationwhich the Employees/businessassociates in good
faith, believe, evidences:
A violationof any law or regulation,includingbut not
limited to corruption, bribery, theft, fraud, coercion and
willful omission
Pass back of Commissions/benefits or conflict of interest
26. 26
Procurement frauds
Mismanagement, Gross wastage or misappropriationof
company funds/assets
Manipulation ofCompany data/records
Stealing cash/company assets; leaking confidentialor
proprietary information
Unofficial use of Company’smaterial/humanassets
Activities violatingCompany policies includingCode of
Ethics and Conduct
A substantialand specific danger to publichealth and
safety
An abuse of authority
An act of discriminationor sexual harassment
28. 28
THE CODE OF ETHICS IN TATA MOTORS
Commitment to ethicalprofessional conduct is a MUST for
every employee at TATA- in all of its businesses/ units/
subsidiaries. The code is intendedto serve as a basis for ethical
decision making in the conduct of professional work.
Contribute to society and human well-being this principle
concerning the quality of life of all people affirms an obligation
to protect fundamentalhuman rights and to respect the
diversity of all cultures. So employee in TATA attempts to
ensure that the products of their efforts will be used in socially
responsible ways, will meet social needs and will avoid harmful
effects to healthand welfare of others. In additionto a safe
social environment, human well-being includes a safe natural
environment. Therefore, all who are accountablefor the
design, development,manufacture and promotionof TATA
products, must be alert to, and make others aware of, any
potentialdamage to the localor globalenvironment. Avoid
harm to others "Harm" means injury or negative consequences,
such as loss of property, property damage or unwanted health
and environmentalimpacts. Thisprinciple prohibitsuse of men,
material and technology in ways that result in harm to our
consumers, employees and the general public. Well-intended
actions, includingthose that accomplish assigned duties, may
29. 29
lead to harm unexpectedly. In such an event, the responsible
person or persons are obligatedto undo or mitigate the
negative consequences as much as possible.
Be honest and trustworthy:
Honesty is an essential component of trust. Without trust an
organizationcannot function effectively. So they are expected
not to make deliberatelyfalse or deceptive claims about their
products/systems, but instead provide full disclosure of all
pertinent limitationsand problems be fair and take action not
to discriminate. The values of equality,tolerance, respect for
others, and the principlesof equaljustice govern this
imperative. Discriminationon the basis of race, sex, religion,
age, disability,nationalorigin,or other such factors is an
explicit violationof this code. Practice integrity in our inter-
personal relationships.In their relationshipswith colleagues, all
should treat them with respect and in good faith; in the same
way we ourselves would expect them to treat us. The principle
to be adopted to guard against loose talk or in its worst form-
character assassination- is not to say anything behindone’s
back and never utter something, which cannot be put in
writing. Honor confidentialitythe principleof honesty extends
to issues of confidentialityof information.The ethicalconcern
30. 30
is to respect all obligationsof confidentialityto all stakeholders
unless discharged from such obligationsby requirements of the
law or other principles of this code