Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
Infosys has several talent management practices to attract, recruit, train, engage, and reward employees. They collaborate with educational institutions to attract talent. The recruitment process evaluates candidates' aptitude, analytical skills, teamwork, and ability to learn. Training programs help employees adapt and develop new skills. Infosys engages employees through social events and community involvement. They also offer customized rewards and health benefits to retain top talent.
Tata Consultancy Services (TCS) has rigorous recruitment and talent management practices. In 2006, TCS launched "Ignite" to boost its talent pool by hiring and training non-technical graduates. TCS also modified its hiring approach in 2009 to emphasize just-in-time hiring and maintains an up-to-date database of employee skills to identify individuals suited for projects. TCS's talent management solution called CHROMA offers personalized learning and an end-to-end learning management system. Succession planning at TCS involves methodical selection of leadership teams at different practices and geographies.
Talent management at TCS focuses on attracting, developing, and retaining employees. They make large investments in digital learning platforms to help employees acquire new skills. TCS has designed an inclusive learning pyramid with programs for employees at all levels. They also offer multiple platforms to help employees manage their careers, such as Career Hub for career guidance and mentoring, and Inspire for grooming high-potential employees. TCS is committed to diversity and inclusion, providing equal opportunities regardless of attributes, and accommodating differently abled associates. They employ various software tools to engage employees and improve work-life balance.
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
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.
Align skills with digital age requirements
Gain real-time talent insights
Optimize employee engagement
Practices of TCS
like Planning, Marketing, Culture, Development
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.
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.
Infosys has several talent management practices to attract, recruit, train, engage, and reward employees. They collaborate with educational institutions to attract talent. The recruitment process evaluates candidates' aptitude, analytical skills, teamwork, and ability to learn. Training programs help employees adapt and develop new skills. Infosys engages employees through social events and community involvement. They also offer customized rewards and health benefits to retain top talent.
Tata Consultancy Services (TCS) has rigorous recruitment and talent management practices. In 2006, TCS launched "Ignite" to boost its talent pool by hiring and training non-technical graduates. TCS also modified its hiring approach in 2009 to emphasize just-in-time hiring and maintains an up-to-date database of employee skills to identify individuals suited for projects. TCS's talent management solution called CHROMA offers personalized learning and an end-to-end learning management system. Succession planning at TCS involves methodical selection of leadership teams at different practices and geographies.
Talent management at TCS focuses on attracting, developing, and retaining employees. They make large investments in digital learning platforms to help employees acquire new skills. TCS has designed an inclusive learning pyramid with programs for employees at all levels. They also offer multiple platforms to help employees manage their careers, such as Career Hub for career guidance and mentoring, and Inspire for grooming high-potential employees. TCS is committed to diversity and inclusion, providing equal opportunities regardless of attributes, and accommodating differently abled associates. They employ various software tools to engage employees and improve work-life balance.
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
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.
Align skills with digital age requirements
Gain real-time talent insights
Optimize employee engagement
Practices of TCS
like Planning, Marketing, Culture, Development
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.
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.
The document discusses ITC Limited's human resource development strategies, including attracting and developing top talent through training programs. ITC focuses on leadership development, skills training, and creating a responsive culture. Key talent management strategies include recruitment from top campuses, investments in learning and development, and encouraging local employment.
TCS is India's leading IT and BPO services company, with people being its most significant asset. TCS has implemented various talent management practices over time, including launching programs to boost its talent pool like Ignite in 2006 and the Academic Interface Program. More recently, TCS introduced CHROMATM, its AI-based talent management solution, to help align skills with digital requirements, gain talent insights, and optimize engagement. During the pandemic, TCS focused on reimagining talent processes through virtual recruiting and onboarding, as well as learning and development opportunities, to create a strong culture and sense of belonging.
Tata Consultancy Services (TCS) was founded in 1968 and is headquartered in Mumbai, India. The document discusses TCS's human resource practices, including manpower planning, recruitment, learning and development, performance reviews, and retention strategies. It states that good HR practices increase operational efficiency, employee engagement and satisfaction, and information sharing. They also improve leadership development, data integrity, and allow the company to take advantage of employees' interests in career growth. The conclusion is that companies must consider employees important assets and that TCS can gain a competitive advantage by motivating employees and providing development opportunities.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
Wipro was founded in 1945 as a vegetable oil company in India. It was led from a young age by Azim Premji, who transformed it into a consumer goods and later, IT company. It entered software development in the 1980s. Core values of intensity to win, acting with sensitivity, and unyielding integrity guide Wipro. The document outlines Wipro's HR practices including recruitment, training, performance management, compensation, and welfare benefits. It emphasizes the importance of values in the company's success.
Human resource practices in l&t (presentation on Larsen & toubro)manas agrawal
Larsen & Toubro (L&T) is an Indian multinational engaged in engineering, construction, and manufacturing which was founded in 1938 in Mumbai by two Danish engineers. L&T has grown to be one of the largest and most respected private sector companies in India with a global presence and offers diverse business services including construction, power, shipbuilding, infrastructure development, and more. The company has over 40,000 employees worldwide and is known for its innovativeness, financial performance, talent management practices, and quality of products and services.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
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.
Wipro provides various internal and external people management policies and programs. Internally, Wipro offers 30 days annual leave, 5 days of paid sick leave annually, training and development programs, recognition programs, educational opportunities, benefits like loans and stock options. Externally, Wipro ensures equal opportunity employment and aims to provide an enjoyable work experience through a balanced culture allowing both formal and casual dress, feedback systems, and HR services and technologies. Wipro was also the first Indian company to launch environment friendly "Greenware" computers in 2007.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
Tata Steel Group is a Fortune 500 company and one of the top ten global steel producers with over 28 million tons of annual steel capacity. It employs over 81,000 people globally and generated $1.3 billion in revenue in 2011-2012. Despite economic challenges, Tata Steel focused on keeping employees motivated through initiatives like talent development, leadership training, and cross-functional movement of executives worldwide.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
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.
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
The document discusses ITC Limited's human resource development strategies, including attracting and developing top talent through training programs. ITC focuses on leadership development, skills training, and creating a responsive culture. Key talent management strategies include recruitment from top campuses, investments in learning and development, and encouraging local employment.
TCS is India's leading IT and BPO services company, with people being its most significant asset. TCS has implemented various talent management practices over time, including launching programs to boost its talent pool like Ignite in 2006 and the Academic Interface Program. More recently, TCS introduced CHROMATM, its AI-based talent management solution, to help align skills with digital requirements, gain talent insights, and optimize engagement. During the pandemic, TCS focused on reimagining talent processes through virtual recruiting and onboarding, as well as learning and development opportunities, to create a strong culture and sense of belonging.
Tata Consultancy Services (TCS) was founded in 1968 and is headquartered in Mumbai, India. The document discusses TCS's human resource practices, including manpower planning, recruitment, learning and development, performance reviews, and retention strategies. It states that good HR practices increase operational efficiency, employee engagement and satisfaction, and information sharing. They also improve leadership development, data integrity, and allow the company to take advantage of employees' interests in career growth. The conclusion is that companies must consider employees important assets and that TCS can gain a competitive advantage by motivating employees and providing development opportunities.
MBA HR PROJECT REPORT ON TRAINING AND DEVELOPMENTSalim Palayi
The document is a project report on studying the effectiveness of training and development at Veekesy Polymers Pvt Ltd. It includes an introduction outlining the objectives and scope of the study. It also includes chapters on the industrial profile of the footwear industry, company profile of Veekesy Polymers, theoretical concepts of training and development, data analysis and interpretations from a study conducted, and conclusions. The report aims to analyze the training methods used, assess effectiveness, understand employee satisfaction with training, and identify need for further training.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
Wipro was founded in 1945 as a vegetable oil company in India. It was led from a young age by Azim Premji, who transformed it into a consumer goods and later, IT company. It entered software development in the 1980s. Core values of intensity to win, acting with sensitivity, and unyielding integrity guide Wipro. The document outlines Wipro's HR practices including recruitment, training, performance management, compensation, and welfare benefits. It emphasizes the importance of values in the company's success.
Human resource practices in l&t (presentation on Larsen & toubro)manas agrawal
Larsen & Toubro (L&T) is an Indian multinational engaged in engineering, construction, and manufacturing which was founded in 1938 in Mumbai by two Danish engineers. L&T has grown to be one of the largest and most respected private sector companies in India with a global presence and offers diverse business services including construction, power, shipbuilding, infrastructure development, and more. The company has over 40,000 employees worldwide and is known for its innovativeness, financial performance, talent management practices, and quality of products and services.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
This document is a project report submitted by Akash Rana for his M.Com degree in 2015-16. The report examines the reward system and strategy of Tata Communications. It includes an introduction, objectives, company profile of Tata Group and Tata Communications, and an index of topics to be covered. The report aims to study various reward systems at Tata Communications, examine the linkage between performance management and rewards, identify gaps in the current system, and suggest measures to improve the reward system to fairly and consistently reward employee performance and value.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
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.
Wipro provides various internal and external people management policies and programs. Internally, Wipro offers 30 days annual leave, 5 days of paid sick leave annually, training and development programs, recognition programs, educational opportunities, benefits like loans and stock options. Externally, Wipro ensures equal opportunity employment and aims to provide an enjoyable work experience through a balanced culture allowing both formal and casual dress, feedback systems, and HR services and technologies. Wipro was also the first Indian company to launch environment friendly "Greenware" computers in 2007.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
Tata Steel Group is a Fortune 500 company and one of the top ten global steel producers with over 28 million tons of annual steel capacity. It employs over 81,000 people globally and generated $1.3 billion in revenue in 2011-2012. Despite economic challenges, Tata Steel focused on keeping employees motivated through initiatives like talent development, leadership training, and cross-functional movement of executives worldwide.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
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.
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
Research on HRM Project for Training and Development in any Industry. Whether Training and Developement Programs in the Organisations are necessary or not? How Training Needs Analysis is done?
TCS has launched an initiative in the UK to address the skill gap in digital careers. They partnered with The Tech Partnership and MyKindaCrowd to create teaching resource packs for schools to educate students about IT career options and requirements. The resource packs aim to inspire more young people to pursue digital skills careers by providing industry insights and guidance on technology roles and education paths. TCS volunteers will also host sessions in schools using the materials to generate enthusiasm for digital careers.
This document discusses job training methods and processes at an IT firm. It begins by introducing the importance of training for employees and businesses. It then provides background on the growth of the IT sector in India and the increased need for training and skills development. The rest of the document discusses various training models, domains, methods, and essential aspects of training in the IT industry. It also includes surveys on effective training delivery methods and the variation of trainer salaries with experience in the IT sector.
This document summarizes a study conducted to measure the impact of training and development programs at SM Express Logistics Pvt Ltd in Mumbai. The study used a system level audit to evaluate existing training programs and identify areas for improvement. The objectives were to understand the types of training programs provided and evaluate their effectiveness. Key findings indicated training programs needed more structure and evaluation. Suggestions included committing more resources to training, linking training to business strategies, and providing ongoing skills development opportunities.
TCS has highly effective talent management practices that have enabled it to attract, develop, and retain top talent. This includes rigorous training programs like the Initial Learning Program and Continuous Learning Program. TCS also focuses on talent diversity and inclusion, with employees from 118 nationalities and a goal of increasing women in the workforce. Additional programs like the Academic Interface Program help build a strong talent pipeline, while the Career Hub and reward recognition tools like TCS Gems aid performance and retention.
CHAPTER 9 Training and DevelopmentLEARNING OBJECTIVES· UnderJinElias52
CHAPTER 9: Training and Development
LEARNING OBJECTIVES
· Understand how training and development activities can contribute to an organization’s strategic objectives
· Describe how to conduct a needs assessment as part of a training program
· Explain the different modes of delivery of training and how to maximize transfer of training
· Gain an appreciation for the various levels of evaluation of training and the benefits and limitations of each
· Describe the role of organizational development in promoting change with an organization
· Understand the critical link between training, performance management, and compensation in ensuring the success of training
Using Training to Rebrand Sofitel Hotels
With an increasingly competitive marketplace in the high-end hotel industry, worldwide luxury hotel chain Sofitel embarked on a rebranding program in 2008 to position itself as an exclusive chain that offered its guests a unique experience. To facilitate this, an extensive employee training program was put in place across all 40 countries in which Sofitel operates to make every one of the organization’s 25,000 employees “ambassadors” for the brand. Every employee, from new hires to the most long-term employees, from hourly employee to executives, went through a two-year long onsite training program at the individual hotel site in which the employee works. Training was provided by a corporate training team that traveled from location to location. Training centered on how to create a sense of luxury for customers, empowering employees at all levels with the freedom to make unique and personalized experiences for any guests on the spot. Employees are issued “passports” for their training, which are stamped upon completion of individual training units with stamps rewarded through gift certificates, celebrations, accreditation, and heightened responsibilities. Ongoing monthly training is provided to employees who have successfully completed the initial two-year training. The program has resulted in significant improved guest satisfaction and greatly aided in employee retention.1
If an organization considers its employees to be human assets, training and development represents an ongoing investment in these assets and one of the most significant investments an organization can make. Training involves employees acquiring knowledge and learning skills that they will be able to use immediately; employee development involves learning that will aid the organization and employee later in the employee’s career. Many organizations use the term learning rather than training to emphasize the point that the activities engaged in as part of this developmental process are broad based and involve much more than straightforward acquisition of manual or technical skills.
Learning implies ongoing development and continuously adding to employees’ skills and knowledge to meet the challenges the organization faces from its external environment. A focus on learning, as ...
The principal objective of training and development divisions is to ensure an organization has a skilled and willing workforce. There are four other objectives: help employees achieve personal goals to enhance individual contribution; assist the organization's primary objectives; maintain departmental contributions; and ensure social responsibility. Training plays an increased role in organizations of all types and sizes to bring about desired change. Training investment is directly linked to higher market capitalization. Training is essential to maintain effective manpower planning and the quantity and quality of employees.
The document discusses talent management at Tata Consultancy Services (TCS). It describes TCS's training programs for new and experienced employees. For freshers, TCS has an e-learning module to provide basic IT and soft skills training. For experienced employees, TCS introduces various learning programs covering business strategies, projects, technologies and directions. It also discusses Project Udaan, a joint initiative between the National Skill Development Corporation and TCS to provide 3.5 months of training and job opportunities to 850 youth from Jammu and Kashmir over 5 years. The training covers business and technical skills as well as life skills through innovative methods like games, movies, dance, music and drama.
The document discusses the recruitment and selection process at Compuage Infocom Ltd. It begins with acknowledging those who helped with the project. It then provides the location and contact information for the HR manager. The table of contents outlines the various sections which discuss the objectives of the study, an executive summary, introduction to the organization, the job profiles of recruitment and selection, the recruitment process at Compuage, the selection process, limitations and suggestions. It concludes that recruitment and selection are critical HR processes that aim to identify the perfect employee for the organization.
The document provides an overview of the human resource system and practices at NTPC, India's largest thermal power company. It discusses NTPC's recruitment process, training and development programs, performance appraisal system, employee welfare initiatives, and employee participation efforts. NTPC focuses on competence building, commitment building, culture building and systems building through its integrated HR strategy. It emphasizes training and aims to provide 7 days of training annually per employee. NTPC also prioritizes employee welfare through benefits like healthcare and education.
Learning and Development at workplace: Changing Paradigms, Emerging Trends24x7 Learning
E-learning continues to grow in popularity in India, however its use as a tool for learning and development is still at a nascent stage compared to developed nations like the US and UK. Indian companies have made significant progress integrating technology-based learning with talent development. There is increased focus on management training to help managers evolve their skills and lead across cultures. Online education in India is gaining popularity through MOOCs and online courses offered by educational institutions and companies.
The document provides an overview of training and development at Infosys. It discusses:
- Infosys was rated the world's best in employee training and development for three consecutive years by the ASTD.
- Infosys established the Global Education Centre in 2005, one of the largest corporate training centers in the world, to provide generic, technical, and soft skills training to new hires over 14.5 weeks.
- The training center had a capacity to train around 15,000 new hires per year across various technology areas.
- Training at Infosys is divided into programs for band B and C employees, focusing on areas like induction, process training, quality certification, leadership,
Training and development programs are divided into three categories: training, development, and education. Training involves acquiring skills to perform one's current job, development enables learning for future growth but not related to a specific job, and education involves training for a different job. Training focuses on near-term skills for the current role, development supports long-term career growth, and education qualifies individuals for different future roles. Effective training and development programs can improve productivity, quality, versatility, and job satisfaction while reducing costs from accidents and turnover. However, such programs require resources and take employees away from their regular work.
The document discusses the importance of an effective onboarding process, suggesting organizations provide ample information about their workplace and culture on their website and during the interview process. A strategic onboarding program should focus on engaging new employees to orient them to their job and the company's goals and culture. The onboarding process should begin before the employee's first day so they are well prepared to be productive when they start.
Study , analyze & evaluate training & development imparted by nis sparta at r...iqbal0090
This document provides a project report on training and development practices at Reliance Communication conducted by NIS Sparta between June to August 2008. It includes an introduction to the topic, objectives of the study, research methodology used involving questionnaires, data analysis and findings. The report finds that training is effective in improving employee performance and helps motivate employees. It provides suggestions like maintaining proper training records and selecting effective trainers. The conclusion is that training is crucial for developing human resources to meet business challenges.
Robert L. Mathis I John H. Jackson I Sean R. Valentine .docxSUBHI7
Robert L. Mathis I John H. Jackson I Sean R. Valentine
Book reference
Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2014). Human resource management (14th
ed.). Stamford, CT: Cengage Learning.
258
Training Human
Resources
learning Objectives
After you have read this chapter, you should be able to:
1 Define training and discuss why a strategic approach is
important.
2 Identify three types of analyses used to determine training
needs.
3 Specify how to design and evaluate an orientation program.
4 Explain different means of internal and external training
delivery.
5 Describe the importance of e-learning as part of current
training efforts.
6 Provide an example for each of the four levels of training
evaluation.
.. HEADLINE
Tuition
Reimbursement for
New Skills Training
A mazon.com started a program that allows full-time employees to enroll in college courses of their choice. The
policy, called the Amazon Career Course
Program, was developed to enhance workers'
skills and provide individuals the opportunity
to study in academic areas that suit their per-
sonal preferences. The company pays for 95% of tuition, textbooks, and asso-
ciated fees up-front for enrollment in accredited programs that provide
occupational certificates and associate degrees. Amazon will pay for both tradi-
tional on-campus classes and online distance courses, but individuals must be
employed by Amazon on an hourly basis in the United States and have worked
a total of three consecutive years to sign up for tuition reimbursement.
In addition, Amazon will only provide financial support to individuals who
enroll in courses that prepare them to work in high-demand, well-compensated
fields such as medical technology, computer design, and aircraft repair. Paying
for expenses up-front opens doors for Amazon workers who cannot afford the
tuition, books, and fees associated with getting an education.
The motivation to provide such a program is driven by the notion that Ama-
zon can help employees plan and train for their future professional pursuits.
Amazon also wanted to provide an innovative program to employees when
many ot her companies were scaling back on benefits, thus enhancing the firm's
ability to effectively recruit and keep good talent. Indeed, career advancement is
a key concern of employees and has a place in both attraction and retention.
The program can also foster the idea that Amazon cares about employee
well-being because individuals get to choose the job skills they would like to
acquire or develop. However, companies should also consider the costs asso-
ciated with tuition reimbursement and the possible resulting turnover and
make sure such a program will work for them.1
259
260 SECTI ON 3
Training
Process whereby people
acquire capabi lities to
perform jobs.
W Define trai ning and
discuss why a strategic
approach is important.
Training, Development, ...
Similar to Talent Management practices of TCS (20)
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
2. Recruitment
and Selection
process
TCS follows a very tough process of recruitment people in their company. TCS
changed its hiring strategy and started focusing on just -in-time hiring or real-
time talent management. To build a quality talent pool.
They strongly believe that the quality of resources working in the company
therefore they are very careful in selection of people. They evaluate people
based on their attitude and technical expertise process.
The main sources of recruitment are:
1. Internal promotion and internal introductions
2.Careers officers
3.University
4.Agencies for the unemployed
5.Advertising
3. Learning and
Development
The Company continued to invest in its associates' skills and
capabilities in order to improve its human capital.
Investing in interactive classrooms, video-based training, and
social media-enabled social learning has revolutionized the
learning eco-system.
Through an extensive initial learning programme, new recruits
from colleges are prepared to be IT professionals.
TCS has made 'Anytime-Anywhere' learning a reality. It has
ushered in a new era of learning and development known as
next-gen learning and development (L&D).
At the time of assessments, high performers are identified and
their development is tracked. Then, to ensure that a high-
performing worker does not simply move in a tight hierarchical
structure, these high-performing employees are continually
shifted across projects, practices, and locations.
4. Performance
management
TCS conducts two appraisals:
1.At the end of the year
2.At the end of a project
Appraisals are based on Balanced score carḍ , which tracks the
achievement of employees on the basis of targets at four levels.
1.Financial – It quantifies the employee’s contribution in terms of
revenue growth , cost reduction, improved asset utilization and
so on
2.Customer – It looks at the differentiating value proposition
offered by the employee
3.Internal – It refers to the employee’s contribution in creating an
sustaining value.
4.Learning and growth – Development of employee
5. Compensation
and benefits
Employee
Retention
The primary concept behind the determination of compensation policy is the
Economic Value Added (EVA) Model. Fixed and variable pay components were
determined.
The variable part was arrived after considering Business unit EVA , Individual
performance EVA , Corporate EVA.
Recognition of employee contribution was a major tool. Enjoying the work ,
Job rotation, Expression of appreciation, Bigger desk, note of thanks and
challenging work assignments were the important ones.
Individual and group incentives were created to increase team-work, reduce
supervision , shorter training time etc.
TCS continued to maintain the lowest attrition rate in the industry at 10.6 per
cent. MUMBAI: The country's largest software exporter Tata Consultancy
Services (TCS) on Monday said it has maintained its position as the "employer
of choice" with the best retention rate in the industry.
6. Succession
Planning
TCS has a methodical approach to succession planning. TCS
leadership development programmes are organised by 'practises'
(sector verticals or services) and 'geographies' (for marketing).
At each 'practice' and 'geography,' top management is involved in
the selection of leadership teams.
The organization also maintains a 'Think Tank,' which is made up of
people from senior management and one level below. These
individuals are carefully chosen for their strategic perspective, as
well as their technological and domain expertise.
This 'Think Tank' is extremely important in succession planning.
This is, in fact, a different method for developing and nurturing
leaders.