management practices for maintain industrial relations by Tata Group. About Tata , employee satisfaction, first strike. HR policies

1. U N D E R T H E G U I D E N C E O F : - D r . J Y O T I D A S H O R A
B Y : - V A N S H I T A R A T H O R E , B B A 5 t h S E M , S C H O O L O F
M A N A G E M E N T S T U D I E S , S A N G A M U N I V E R S I T Y
A c c r e d i t e d B y N A A C
T O P I C
M a n a g e m e n t P r a c t i c e s F o r M a i n t a i n i n g
I n d u s t r i a l R e l a t i o n s
B y
Tata Group
U N D E R T H E G U I D E N C E O F : - D r . J Y O T I D A S H O R A
P R E P A R E D B Y : - V A N S H I T A R AT H O R E , B B A 5 t h S E M E S T E R ,
S C H O O L O F M A N A G E M E N T S T U D I E S

3. About Tata Group
• Founded in 1868, the Tata Group of Companies is one of India's oldest
business empires. It is operating in more than 100 countries
across six continents with 2,46,000 employees. The company has a
shareholder base of over two million and market capitalization of
over $57.7 billion. Headquartered in Mumbai, Tata Group is operating
several primary business sectors including chemicals, consumer
products, energy information systems, materials, services, etc.
• The company's mission is 'To bring enhancement in the quality of life in
the communities', it is serving on global level with long-term
stakeholder value creation based on Leadership with Trust. Tata Sons
are the principal investor and promoter of the holding
companies. Sixty-six percent of the equity share capital of Tata Sons
is held by philanthropic trusts that support education, livelihood
generation, health, art, and culture.

4. Why do people love working in Tata?
• The company has extensively invested in improving it's
employees' work life balance, so that the employee doesn't
get overwhelmed about unresolved matter be it at home or
work. Tata Group of companies are believed to conduct
business that does not involve corruption or illegal means for
larger gains.
Why do people trust Tata?
• The profits of the group's companies enable the trusts to
address wider societal issues. The Tata brand's distinction is
the trust of society earned by the values by which the Tata
group and its companies operate. The Tata group earned this
trust by consistency in its values through good and difficult
times.

5. The first strike in Tata company?
On 23 September 1983, a few hundred employees of
the Taj (Bombay) expressed their unhappiness by setting
fire to a few sofas in the lobby, breaking furniture and
shouting anti-management slogans. Soon after, the then
chairman of the company, J.R.D. Tata, called an emergency
meeting. He first expressed his deep anguish and then
asked them to share with him their analysis of the situation.
The explanations given by his colleagues ranged from, “It is
good to have such bloodletting from time to time" to “There is
a dissident element that has been misled by external union
leaders to believe they can wrest leadership from the existing
union"

6. Their analysis of the situation was different. Of the 724
striking employees, over 90% were from departments
such as laundry, maintenance, kitchen stewarding and
housekeeping, who were hardly ever visited in their
work place by the top management. They felt that the
recognized union was a management-foisted one. A
non-representative union and a near absent internal
communication channel to express their just grievances
had led to their aggressive outburst. Such situations,
when allowed to fester for long, almost always throw up
a Spartacus to lead them, as any student of history
should know.

7. Building on this axiomatic principle of
JRD’s, they went about solving the problem
and within a few years, enjoyed the very
best of employer-employee relations in all
of their hotels. Unauthorized absenteeism
reduced to less than 2%, every hotel had its
own separate union (some with political
links), complemented by a human
resources (HR) team that provided an
effective, internal channel for grievance
anticipation and counselling. Employee
attrition reduced and customer satisfaction
improved, with significant impact on both
top line and bottom line.

8. Current HR management
practices of Tata group

9. • Paid family or care leave beyond
parental leave
• Take two: Second Career programme
01
EMPLOYEE SUPPORT
PROGRAMME

10. Eligible officers are entitled to maternity
leave with full pay for a total period of 26
weeks.
Child care leave: Tata group provides
there employees childcare leave(CCL) of
15 days every year.
Take two: Second Career programme
It is platform that enables women who
have taken a career break to return to the
corporate world on there terms.
Like: where they work, on what project
they want at the pace they want.
Paid family or care leave
beyond parental leave

11. 02 Recent HR based practices by tata group for
maintain best industrial relations.
• Co-creation
• Gyankosh
• Youth power confluence
• Increase in employee engagement score in fy20
• Leadership competency model-aspire-motivate
perform (AMP)

12. • Co- creation
• Of HR policies based on regular crystallization of
feedback from employees.
• Gyankosh
• An E-learning platform for all there employees to
enable them to learn at their own pace.
• Youth power confluence
• For new entrants to showcase their talents and
accomplishment to fuel their growth in the
company first of it’s kind.
• Increase in employee engagement score in
FY20.
• Leadership competency- model- aspire
motivate perform(AMP).
• It is a model to create a future ready workforce.
A BRIGHT,
CONNECTED
FUTURE

13. HR practices for better industrial
relation by Tata group.
• Introduction of a globally benchmark employee
engagement programme.
• Introduction of performance rating based salary
review and quality link variable payment for
supervisory category of employee.
• Development of comprehensive training
programme to impart and continuously upgrade
the industry specific skill.
• Code of conduct an fair business practices.

14. Employee Engagement Survey
• They also conduct an annual employee
engagement survey (ESS) to gain a clear
understanding of various aspects of there
workforce functioning, the engagement level and
areas of improvement in work environment.
• The ESS 2020 was conducted by a reputed
external partner, Kin centric and focused on
understanding the role of three key stakeholders
in influencing the work experience- the manager,
the senior leadership and the HR.
• The survey saw a record participation rate of
98% and increase in the overall engagement
score by significant 9%.

15. THANK
YOU!
F O R S P E N D I N G Y O U R T I M E .
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