CHAPTER 7: - ANALYSIS OF HR POLICIES AND ETHICAL

CODE OF CONDUCT BETWEEN TCS AND ACCENTURE –

COMPANY ‘S HR POLICIES: -

Small business owners should make sure that they address the following basic human
resource issues when putting together their personnel policies:

 Equal Employment Opportunity policies

 Employee classifications
 Overtime compensation
 Meal periods and break periods
 Workdays, paydays, and pay advances
 Payroll deductions
 Vacation policies
 Holidays
 Sick days and personal leave (for bereavement, jury duty, voting, etc.)
 Performance improvement
 Termination policies
ADVANTAGES OF HR POLICIES: -

 Communication with employees. –

A well written and thoughtfully presented human resource policy manual can establish the
tone that a new business person wishes to maintain within his or her business. Such a policy
also serves to disseminating information about what employees may expect from the
company as well as what the employer expects from the employees regarding work
performance and behaviour while on the job.

 Communication with managers and supervisors. –

Formal policies can be helpful to managers and other supervisory personnel faced with
hiring, promotion, and reward decisions concerning people who work under them.

 Time Savings. :-

Prudent and comprehensive human resource management policies can save companies
significant amounts of management time that can then be spent on other business activities,
such as new product development, competitive analysis, marketing campaigns, etc.

 Curbing litigation: -

Members of the legal and business communities agree that organizations can do a lot to cut
off legal threats from disgruntled current or ex-employees simply by creating--and applying--
a fair and comprehensive set of personnel policies.

ETHICAL CODE OF CONDUCT: -

A code of ethics and professional conduct outlines the ethical principles that govern decisions
and behaviour at a company or organization. They give general outlines of how employees
should behave, as well as specific guidance for handling issues like harassment, safety, and
conflicts of interest.

CODE OF ETHICS: -

1. Be inclusive: -

We welcome and support people of all backgrounds and identities. This includes, but is not
limited to members of any sexual orientation, gender identity and expression, race, ethnicity,
culture, national origin, social and economic class, educational level, colour, immigration
status, sex, age, size, family status, political belief, religion, and mental and physical ability.

2. Be considerate: -

We all depend on each other to produce the best work we can as a company. Your decisions
will affect clients and colleagues, and you should take those consequences into account when
making decisions.

3. Be respectful: -.

We won't all agree all the time, but disagreement is no excuse for disrespectful behaviour.
We will all experience frustration from time to time, but we cannot allow that frustration
become personal attacks. An environment where people feel uncomfortable or threatened is
not a productive or creative one.

4. Choose your words carefully

Always down conduct yourself professionally. Be kind to others. Do not insult or put others.
Harassment and exclusionary behaviour aren't acceptable. This includes, but is not limited
to:

 Threats of violence.
 Discriminatory jokes and language.
 Sharing sexually explicit or violent material via electronic devices or other means.
 Personal insults, especially those using racist or sexist terms.
 Unwelcome sexual attention.
 Advocating for, or encouraging, any of the above behavior.

5. Don't harass

In general, if someone asks you to stop something, then stop. When we disagree, try to
understand why. Differences of opinion and disagreements are mostly unavoidable. What is
important is that we resolve disagreements and differing views constructively.

6. Make differences into strengths

We can find strength in diversity. Different people have different perspectives on issues, and
that can be valuable for solving problems or generating new ideas. Being unable to
understand why someone holds a viewpoint doesn’t mean that they’re wrong. Don’t forget
that we all make mistakes, and blaming each other doesn’t get us anywhere.

PROFESSIONAL CONDUCT: -

1. The work environment.

Employees should act with integrity, comply with laws, maintain a professional work
environment and comply with company policies. They should treat customers, colleagues,
and partners ethically at all times.
2. Conflicts of interest.

A company's reputation depends on the actions and integrity of its employees. It is essential
that they avoid relationships and activities that hurt, or appears to hurt, their ability to make
objective and fair decisions.

3. Protecting company assets.

Employees should always act to protect company assets, including physical, intellectual, and
electronic or digital properties.

4. Anti-bribery and corruption.

A company's integrity is essential for maintaining trustworthiness and reputation. Employees

should always do their work fairly, honestly, and legally.

5. Attendance and punctuality.

Employees are expected to be regular and punctual in attendance. This means being in the
office, ready to work, at starting time each day. Absenteeism and tardiness burden other
employees and the company.

6. Dress code.

A professional appearance is important when employees work with customers or potential

customers. Employees should be well groomed and dressed appropriately for the business
and for their position.

7. General harassment and sexual harassment.

This company is committed to providing a work environment free of discrimination and

unlawful harassment. Actions, words, jokes, or comments based on an individual’s sex, race,
ethnicity, age, religion, or any other legally protected characteristic are not tolerated.
 COMPARATIVE ANALYSIS: -

HR POLICIES: -

TRAINING AND DEVELOPMENT

TATA CONSULTANCY SERVICES (TCS)

Grooming the managers of today into the leaders of tomorrow — that’s the broad objective of
the Tata groups leadership development programs and training processes.

The groups high-value, superior-quality training interventions are targeted at maximizing the
potential of its pool of managers

This is done by encouraging their cross-functional exposure and by making cross-company

mobility an integral aspect of all leadership development efforts.
The Tata groups commitment to enhance the knowledge and leadership quotient of its people
has resulted in the establishment of various Development and Training Programs such as
TAS and TMTC.

 Tata Management Training Centre-

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.

 TMTC objectives include: -

• Improvement of organizational performance through dissemination of the latest knowledge

and skills among practicing managers.

• Facilitation of attitudinal and behavioural changes.

• Facilitation of solutions for organizational issues• Development of learning organizations•

Training methodology.

Offering around 250 programmes a year, conducted by in house senior faculty from
academics and business, supported by experts from the best of Indian and international B
schools’ It uses over 120 external faculty, from the world’s premier institutions and
universities, including IIMs, 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.

 Major practice areas include:

 Finance, Ethics Leadership and Organization Markets and Customers Strategy and
Innovation Leadership development programmes include: Tata Group Strategic Leadership
seminar Tata Group Executive Leadership seminar Tata Group e-Merging Leaders
seminar
A Unique self-paced program is conducted named TATA –

Harvard Manage Mentor self-paced e-learning program by Harvard Manage Mentor, in

association with Harvard Business School Publishing, providing 44different programmes for
Tata employees. E-learning programmes include: Live e-classroom Live video broadcast
and Self-paced e-learning programmes.

TAS (Tata Administrative Services) This managerial development program was conceived by
JRD Tata, the late chairman of the Tata group, in the 1950s.The idea was to select and groom
young managers, provide them opportunities for professional growth, and make them part of
a talent pool that could be tapped by companies across the Tata organization.

• TAS, essentially a training program, is perhaps the only employment brand in Indian
business that consciously recruits for lifelong mobility across companies, industries and
functions, in order to impart that macro view of business which is critical in preparing young
professionals for general management.

• To grow and renew the Tata talent pool continuously, TAS recruits young postgraduates
from leading business schools each year and puts them through an intensive 12-month
program.

The TAS manager has India’s largest business house, with the widest range of industries and
functions around which to plan and build a lifetime career of professional and personal
growth.

TATA VALUES: -

The TAS recruitment process at campuses strives to associate the Tata brand with values
such as integrity, excellence and nation building, while highlighting the groups
entrepreneurial spirit

TAS has been recast in recent years, with an increased focus on facilitating mobility across
group companies. Over the past three years, concentrated communication, consistent
engagement and competitive compensation packages have helped TAS regain and strengthen
its position as an attractive employment destination for top talent.

 Training Module: -

• The training module consists of four cross-functional, cross-business and cross-located

assignments. --These include three business shifts of 15 weeks duration in sales and
marketing, manufacturing and operations, corporate strategy, finance and human resources. A
seven-week rural assignment exposes the trainees to community work and rural India,
helping in still in them a true picture of the life of ordinary Indians.

 • Another facet of the module is the mentorship programme for TAS managers placed within
group companies. This was initiated to create a platform for the personal and professional
development of TAS managers post placement. Additionally, TAS managers are then taken.

ACCENTURE: -

Rahul Varma is chief learning officer at Accenture, where he is responsible for global
learning and talent development. He oversees an annual training budget of more than $840
million and leads teams around the world that deliver award-winning work to drive strategic
learning, onboarding and integration, career development, career transitions, and performance
management for the company's more than 370,000 employees.
How does Accenture define talent development?

It's the end-to-end experience each employee needs to grow their career and reach their full
potential. Talent development encompasses onboarding, career direction, career transitions,
ongoing performance coaching, and learning.

How has the definition of talent development?

Accenture has moved from being HR process-centric to being employee experience-centric,

resulting in better integration across the different aspects of talent development and more
engaged employees.

What are the three most important components of talent development at

Accenture?

 world-class onboarding
 time away to learn and learning all the time
 performance.

RECRUITMENT AND SELECTION: -

TATA CONSULTANCY SERVICES

Recruitment Process:

TCS conducts 4 rounds to select freshers as Assistant System Engineer in their organisation.

Written Round

Technical Round

Managerial Round

HR Round

Written Round:

The Written round consists of four sections and the total time allotted is 90 minutes. The four
sections include:

Quantitative Aptitude Test:

The first is the Quantitative Aptitude test where the numerical and the reasoning ability
sections are tested. There are 20 questions that need to be attempted in 40 minutes. There are
2-star questions which have more weight than normal questions and are a bit tricky. There is
negative marking of 1/3rd for the questions other than the star. Important topics include
Number system, Equations, Ratio and Proportion, Percentages, Profit and Loss, Time and
Work, Time speed Distance, Areas and Mensuration, Averages, Permutations and
Combinations, Probability, Plane geometry, Seating Arrangements, Sets, Progressions,
Functions, Series, Coding, Truth and Lie based puzzles.

Programming Language Test:

This round consists of general questions from computer science and programming languages.
It consists of 10 to 12 questions and the time allotted is 20 minutes. It is an MCQ round and
basically consists of basic programming questions.

Coding Round:
This is a technical coding round. It consists of 1 to 2 questions and the time allotted is 20
minutes.

E-mail writing: 

There will be given certain clues/words using which you have to write an e-mail addressing
the scenario. You have to type the e-mail in the space given. The most important thing is you
have to use all the phrases given without missing even a single one. The time allotted is 10
minutes.

Note: Students with more than 8.5 or 80 % respectively have to just appear for the verbal
section i.e., the email writing.
The students with rank under 1000 in CodeVita round 1 will be allowed to skip the written
round and appear directly for interviews.

Technical Round:
The students who clear the written round are called for Technical Interview. There is no hard
& fast rule for which questions will be asked in this round, you can expect questions on any
topic depending on the panel. To clear this round, you should be clear with your basics. You
should be prepared with Data structures and Algorithms, DBMS, Operating System,
Networking, OOPs concepts and a programming language of your choice. Students from
branches other than CS should prepare for the other two subjects related to their branch. CS
students will be expected to write codes in the interview. You may be asked puzzles in this
round.

Managerial Round:
This round includes everything which was in Technical round plus it will be under pressure
and a lot of cross-checking. Doubts will be raised on your answers to check if you can handle
stress or not. Students may or may not be sent to this round depending on the feedback of the
previous round. If the feedback of the previous round was good you may expect to directly
been sent to HR round. Key for this round is to be calm, confident, clear on your thoughts
and to not give up on pressure. If you don’t know the answer you must try to attempt it with
whatever you know.

HR Round:
This is the final round of the recruitment process. The interview panel can question you
anything related to your personality, family, education, hobbies, internships, general
knowledge, basic HR questions like Why should I hire you?, If any problem in relocation etc.
The key here is to be confident about everything you speak.

Interview Experiences:
It is always beneficial if you know what it is to be there at that moment. So, to give you an
advantage, we provide you Interview Experiences of candidates who have been in your
situation earlier. Make the most of it.

Where to Apply?

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 ACCENTURE: -

Recruitment Process:

Accenture conducts 3-4 rounds to select freshers as SDE in their organisation.

 Aptitude test
 Technical interview
 HR interview

ACADEMIC CRITERIA: -

 70 percent or above in B. Tech, Class X and XII.

 No backlogs at the time of interview

Written Round:

The Written round consists of three major sections namely General Aptitude Test, logical
aptitude test and Verbal Ability Test.
Technical Rounds:

The students who clear the written round are called for Technical Interview. There is no hard &
fast rule for which questions will be asked in this round, you can expect questions on any topic
depending on the panel. To clear this round, you should be clear with your basics. You should
be prepared with Data structures and Algorithms, DBMS, Operating System, Networking,
OOPs concepts and a programming language of your choice. Students from branches other than
CS should prepare for other two subjects related to their branch. CS students will be expected
to write codes in the interview. They also ask questions from resume. You may be asked
puzzles in this round.

HR Round:

You can expect HR questions like:

1. Tell me about Yourself

2. Why Accenture?

3. How you see yourself after five years from now?

4. What are your strengths and weaknesses?

5. Questions form resume

6. Questions form Internship/prior project

Interview Experiences

It is always beneficial if you know what it is to be there at that moment. So, to give you an
advantage, we provide you Interview Experiences of candidates who have been in your
situation earlier. Make the most of it.
  Accenture Interview Experience

Where to Apply?

 Accenture Careers
 Accenture Official Website

EMPLOYEE WELLNESS WELFARE SCHEMES: -

TATA CONSULTANCY SERVICES (TCS) :-

Within the human resources organization, there is a role that manages employee wellness and
health to ensure the organization abides by occupational health regulations and creates an
injury-free and disease-free work environment. During this pandemic, the role of Chief
Medical OfficerCMO).

Chief Health Officer (CHO) has come into increased prominence. People in these positions
are internal medicine physician executives with expertise in medical and pharmacy benet
plan design, occupational health, population health, business continuity planning, risk-
mitigation, medical leave of absence, FMLA (USA), medical accommodations, and short
term and long-term disability. In a pandemic situation, organizations rely on the CMO to
make decisions about employee health and well-being and continued utilization based on the
prevailing medical conditions. With their medical background, CMOs are tasked with
analysing data to assess employee wellness and the level of exposure of the organization to
global hazards (like COVID-19) and reporting the findings to external government agencies
as and when required. The CMO team typically uses a reporting application to access three
categories of data (illustrated below) to make informed decisions: basic HCM data, global
pandemic distribution data, and relevant employee medical data and travel history. The
employee wellness analytics data can be categorized into three parts: n Basic human capital
management (HCM) data including demographic and geographical distribution across the
organization to identify specific segments .

 Global pandemic data documented by government disease control agencies and other
statistical organizations from academic institutions can be added to the basic
demographic and geographic data to source the impact of the COVID-19 crisis across
locations, gender and age group. (See Figure 2.) This data gives the CMO or public
health authorities additional insight into employees’ well-being.
 Personal and medical data that can provide additional context to the analysis,
including travel history within the past three months, lifestyle habits, preexisting
medical conditions, family health conditions, travel history of immediate family
members and current location. Since a pandemic analysis requires a lot of voluntarily
shared employee data including information regarding preexisting medical conditions,
this information must be used by the CMO with care and abiding by all privacy laws
applicable to health data. It is a good idea (and should be an organizational best
practice) to store the data in a separate database accessible only by the CMO of ce,
where registered and authorized medical practitioners can run reports to access
employee health and wellness proles. Pandemic Analysis of Employee Health.
Analysis of Employee Health Risk:-

The type of data typically used for wellness analysis, let’s look at an example. The CMO of a
global financial institution needed to provide recommendations for workforce deployment
during the recent coronavirus outbreak. TCS implemented an application to help capture the
voluntary employee travel and health data needed for analysis, along with the HCM data and
pandemic data to identify workforce policies for vulnerable employees related to COVID-19.
With access to this data, the CMO was able to analyse different contributing factors (like
traveling to a hot-spot location of outbreak or vulnerability due to an existing health
condition) that make the employee more vulnerable to infection. At the same time, this
information allowed the CMO to make data driven recommendations and policies ensuring
safe working conditions and remote access-enabled workforce. Geographic risk: The CMO
must rst identify which employees are in high-risk locations. If a CMO categorizes risk
exposure in geographies as “High, Medium and Low” based on the infection rate percentage,
the degree of risk can be associated with the prole of employees operating out of those
geographies. This information can enable additional drill-down to decide on risk mitigation
actions like “stay at home” mandates or “remote work” facilities. Using the geography
hierarchy, the CMO can drill down.

ACCENTURE:-

POLICY STATEMENT:-

Accenture and its employees do not (i) tolerate, engage in or support Human Trafficking,
Forced Labour or Child Labour of any kind through Accenture’s activities, including in its
supply chain, or (ii) assist Accenture clients or any other party in doing so.

 Accenture respects its employees’ rights to agree to terms and conditions of

employment voluntarily without coercion, and freely terminate their employment on
appropriate notice. Accenture may recover a portion of training or other employment
costs incurred by Accenture from certain employees who leave within a defined
period (subject to any local laws and international labor standards). Accenture ensures
that its employees are of legal working age for their position and complies with local
laws for youth employment or student work, such as internships or apprenticeships.
OBLIGATIONS:-

In some countries, local laws impose additional obligations on Accenture regarding

compliance with Human Trafficking, Forced Labour and Child Labour laws which may
include, among other things: -

(I) implementing certain measures (e.g., compliance plans, specific clauses in agreements
with third parties, annual certifications, etc.) when entering into contracts with or in support
of governments.

(ii) making disclosures to the government that Human Trafficking, Forced Labour and Child
Labour are not occurring at Accenture or within Accenture’s supply chain.

(iii) reporting activity to the government that is inconsistent with these laws.

VIOLATIONS OF THIS POLICY AND RAISING CONCERNS:-

Accenture takes this policy very seriously and violations may lead to disciplinary action up
to, and including, termination of employment. While Accenture retains discretion as to how
to respond to any violation of this policy, any disciplinary process will be undertaken in
accordance with all applicable local laws and other legal requirements. If you have a concern
about any issue that you believe (or suspect) may violate any law or violate Accenture’s Code
of Business Ethics or this or any other Accenture policy, you have a right to speak up. You
can always raise any concern, or ask for advice or support, through your line management
(including, for example, your supervisor or an Accenture Leader) or other trusted advisors,
other members of Human Resources, any member of the Legal Group, or the Accenture
Business Ethics Helpline