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HR and StrategyPresented by: Group No. 2 (SUGA)Suraj BansalUjjwal ChandGyan BasyalAvinash Bhandari
Tata Power• 1st company to invest in 4000 MW thermal plant• Ambitious plan of 25 Gigawatt( 25,000 MW) by2017• Diverse micr...
Tata Power Value chain: from coal tocustomer
HR and Strategy• Sense of pride and ownership -> commitment• Make it fun• Co-create
HR and Strategy• Customercentricity– Understand customer value addition, service anddealing with customer• People, culture...
HR Practices at Tata Power• EEO Organization• Employee development programs1. Tata Reflections2. Manager Assimilation Prog...
Cont..6. Executive MBA program (ACE)7. Tata Group level leadership developmentprogram: High performing officers8. Technica...
Unique benefits to employees• For employees who serve the Company for a long time, itspolicy on gratuity payment gives hig...
Unique HR practices• Systematic process of sourcing resumes through TataPower website• Internal advertisements of all posi...
HR Challenges• Managing growth (strategy and structure)• Global coordination and control• Managing organizational change (...
Recommendations• Decentralize the organizational structure• Maintain flexibility• Invest on potential employees• Standardi...
References• http://www.tata.com/company/articles/inside.aspx?artid=2p50qBF46cY%3D• http://www.tata.com/article.aspx?artid=...
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Hr strategy at tata power

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Hr strategy at tata power

  1. 1. HR and StrategyPresented by: Group No. 2 (SUGA)Suraj BansalUjjwal ChandGyan BasyalAvinash Bhandari
  2. 2. Tata Power• 1st company to invest in 4000 MW thermal plant• Ambitious plan of 25 Gigawatt( 25,000 MW) by2017• Diverse micro and mega project• Invested various countries such as Nepal, Bhutan,Australia etc• Various sustainability plan• 38th rank for the best workplaces by Great Placeto Work Institute’
  3. 3. Tata Power Value chain: from coal tocustomer
  4. 4. HR and Strategy• Sense of pride and ownership -> commitment• Make it fun• Co-create
  5. 5. HR and Strategy• Customercentricity– Understand customer value addition, service anddealing with customer• People, culture and organization– 30% of current force joined in last three years– Role of HR : strategic business partner• Organisational Transformation (OT)– Leher– Laser (Learn Apply Share Enjoy and Reflect)– MD taking feedback on his leadership behavior
  6. 6. HR Practices at Tata Power• EEO Organization• Employee development programs1. Tata Reflections2. Manager Assimilation Program3. Cross Functional Teams4. FUSION5. STEP
  7. 7. Cont..6. Executive MBA program (ACE)7. Tata Group level leadership developmentprogram: High performing officers8. Technical training on simulators9. E-learning initiatives are available for allemployees (Gyan Jyoti)10. National and International Conferences11. Career Maps are developed
  8. 8. Unique benefits to employees• For employees who serve the Company for a long time, itspolicy on gratuity payment gives higher benefit comparedto the Act.• Sick leave encashment given to employees on retirement.• Post retirement medical benefit facility is provided to allemployees.• Various facilities like accommodation, transport , guesthouse, medical facilities are provided to employees.• For employees in remote areas, special allowance is given.• High Merit employees’ children are helped with highereducation facilities.• Employment opportunities are provided for employees’children.
  9. 9. Unique HR practices• Systematic process of sourcing resumes through TataPower website• Internal advertisements of all positions up-to mid-level within the Company, followed by within theTata Group, before moving to external sourcing• Periodical special drive for employee’s children• Recruitment Effective Analysis: verify the success ofrecent recruitments• New Employee Induction programs like HELLO(Helping Employees Launch and Learn in theOrganization) and NEST (Nurturing Engagement withSatisfaction and Trust)
  10. 10. HR Challenges• Managing growth (strategy and structure)• Global coordination and control• Managing organizational change (autocratic toparticipative , bureaucratic to empowered workforce,present to future oriented)• Building capabilities for customercentricity• Changing line managers into HR managers• Coping with speedy career promotion and talentmanagement• Standardizing business model to ease employee mobility• Managing business partners• Managing workforce diversity and embracing inclusion• Tracing out the inefficiencies
  11. 11. Recommendations• Decentralize the organizational structure• Maintain flexibility• Invest on potential employees• Standardize the HR practices• Streamline the business model• Focus on large projects and talent poolrequired for that
  12. 12. References• http://www.tata.com/company/articles/inside.aspx?artid=2p50qBF46cY%3D• http://www.tata.com/article.aspx?artid=rSzUxGNe57U%3D• July 11, 2012 | Business Line• Sustainability report.pdf

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