TCS modified its hiring approach in 2009 to emphasize just-in-time hiring to develop a more varied workforce. TCS recruits new graduates, experienced professionals through various sources, and works to increase hiring of underrepresented groups. TCS also invests heavily in training and developing employees through various leadership programs, and prioritizes employee engagement, health, and recognition to retain top talent.

1. TALENT MANAGEMENT
PRACTICES AT TCS
Mounika Kalvakunta
2001212
PGDM D-section

2. RECRUITMENT, SELECTION AND
RETENTION
 TCS modified their hiring approach in February 2009, emphasizing on just-in-time hiring
or real-time talent management.
 TCS first hired engineers to satisfy its business requirements. However, in order to
develop and boost its scalability, the firm realized that it needed a more varied crew in
terms of intellectual, social, and cultural environment.
 The company's ability to attract people in sufficient numbers and successfully scale up the
talent acquisition process has been a vital component in sustainingTCS' growth trajectory.
Experienced professionals are hired through internet job boards, headhunters, recruiting
firms, and employee referral programmes. Other sources of skilled expertise include
strategic activities like as mergers and acquisitions and in-sourcing.

3. RECRUITMENT, SELECTION AND
RETENTION
 On-campus recruiting of fresh engineering graduates is a critical component ofTCS' talent
acquisition strategy, hence the business is investing in developing strong partnerships
with universities across the world.
 Efforts are undertaken on a regular basis to incorporate differently-abled people into the
workforce. Efforts are also being made to enhance recruitment of people from
underserved groups in society.
 TCS proactively creates an environment of inclusion to attract and retain women. Special
initiatives are also taken to strengthen cultural orientation of employees and help drive
"One TCS Culture" across the organization.A learning module has been created
specifically for managers to enable them to work with diverse teams.

4. TRAINING AND DEVELOPMENT
 TCS investing in interactive classrooms, video-based training, and social media-enabled
social learning has revolutionised the learning eco-system.TCS has made 'Anytime-
Anywhere' learning a reality.
 Its relentless pursuit of connecting with employees on a regular basis, communicating in
an open and transparent manner, and providing opportunities to learn and grow within
the organisation has yielded desired results, as evidenced by its employees' high retention
rates and motivation and engagement levels.
 A healthy leadership pipeline is maintained through a tiered structure of 'LEADERSHIP
DEVELOPMENT PROGRAMS (LDP),' which focuses on strengthening behavioural,
business, and people capabilities. Potential leaders are recognised and developed via
LDPs, and they are given demanding tasks to help them develop their leadership skills.
TCS has partnered with internationally known coaching organisations to give coaching
assistance to its executives.

5. EMPLOYEE ENGANGEMENT
 TCS Maitree, which was created in February 2002, aims to foster a sense of community among
TCS associates and their families by sponsoring social activities and events.
 TCS Maitree programmes nurture and spread volunteer-driven, meaningful activities for
employees and their families.TCS Human Resources directs, leads, and facilitates all such
associate involvement initiatives and programmes relating to Corporate Sustainability.
 Employee retention and motivation are considerably aided by tighter involvement with
workers and by cultivating a sense of community via shared activities outside of work.The
organisation actively supports and encourages workers to participate in athletic and sports
events at the national, regional, and local levels.
 The emphasis on wellness onTCS campuses manifests itself in a variety of activities including
as yoga, aerobics, tennis, badminton coaching, cricket, and football contests.
 A highly adaptable and transparent internal social networking tool supports the organization's
culture of open communication. It allows workers to openly express their emotions, discuss
ideas, and participate to the success of the firm.

6. REWARDS AND RECOGNITIONS
 Employee health and safety are critical considerations. Fit4Life, health awareness classes,
quarterly medical check-ups, workplace gymnasiums, and a 24x7 'Employee Assistance
Programme' are just a few of the major activities implemented by the Company to promote
health awareness.
 The company has developed a performance-driven workplace in which innovation is
encouraged, performance is acknowledged, and individuals are encouraged to reach their full
potential.
 TCS's reward and recognition culture is assisted by 'TCS Gems,' a worldwide award and
recognition platform with well-defined criteria and methods to improve performance.To
guarantee that its compensation and incentives plan stays competitive, the Company engaged
in several compensation surveys in India and other countries.
 The performance and career management processes ofTCS are fully globalised. Digitized
systems have been enhanced and new 'Career Hub' has been launched for streamlining the
process of recording aspirations, identifying high potentials, mentoring and tracking career
movement of employees.

7. THANKYOU