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.

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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

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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 :

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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

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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

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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

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ORGANIZATION STRUCTURE

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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

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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

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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

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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

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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.

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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

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 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.

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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

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 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.

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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

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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

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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.

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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

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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

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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

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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.

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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

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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

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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

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 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

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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

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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

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is to respect all obligationsof confidentialityto all stakeholders
unless discharged from such obligationsby requirements of the
law or other principles of this code