Group 1 Abhishek Banerjee - C004 Shwetank Sharma - D Disari De - E09 Ekta Gulechha - E15 Vatsala Gupta - E17

Recruitment & Selection Workforce Diversity Talent Management

Career Planning
Training & Development Leadership Development Employer Branding

*
Industry
Revenue Listings/Rankings
Steel $24.6 billion BSE, NSE, Fortune 500 global 81,622 Arcelor Mittal, Essar Steel, JSW, SAIL & Visa Steel

Employees
Competitors

*
Performance culture committed to targets Safety and social responsibility Continuous improvement Openness Transparency HR Recruitment Practices: Opportunities for employee wards Lateral Recruitment Group Migration Policy Career opportunities for down the line people Campus Selection - B schools, T Schools Shadow recruitment for niche senior talent

asset through both high and low demand Tata Steel Management Trainee Programme and the Corus Graduate Programme

Diversity
Gender and other diversities of Work Force

TATA Belief

Its TATA belief that businesses should provide and maintain equal opportunities irrespective of caste, creed, gender, race, religion, disability or sexual orientation.

TATA Steel Policies

The core principles enshrined in the policy, and now applied across the Tata Steel Group worldwide are: Equality of opportunity, Continuing personal development Fairness and Mutual trust and teamwork

Woman Empowerment

There are a number of initiatives for women which work under the umbrella of SWATI, the women empowerment cell of Tata Steel. We have self-development programs such as Pehchan, Empowering Women Managers to Succeed

*
Credentials: TATA Steel

Ranked as a Best Employer in the Aon Hewitt Best Employer Study 2011
The Best Company at the CII National Work Skill Competition

In a survey done by Fortune India in collaboration with the Hay Group, the company received the highest score in Talent Management among Indias 50 most admired companies

*
Managing Talent: Why So Important? TATA HR Speaks What if you could attract your competitors best employee for few extra bucks? Sounds easier than done! Attracting high-worth individuals from the competitors is not everyones cup of tea. Targeting them and finally hiring them is the test of your competencies experience, personal traits and brain application. This is where the strategic approach plays an important role.

The concept is not restricted to recruiting the right candidate at the right time but it extends to exploring the hidden and unusual qualities of your employees and developing and nurturing them to get the desired results. Hiring the best talent from the industry may be a big concern for the organizations today but retaining them and most importantly, transitioning them according to the culture of the organization and getting the best out of them is a much bigger concern.

Requirement Forecasting across Departments

Requirement Mapping for Green field and Brown field projects

Recruitment of candidates from various campuses and experienced professionals

Training and allocating different roles based on requirement and expertise

Introduced job rotation based on interest and requirement for retaining the best talents

*
Primary Emphasis
Primary focus is on quality of Talent which is achievable only if there is a robust talent acquisition in place

TATA Code of conduct is the backbone of nurturing a new talent in to the TATA family

New Introduction

MT-Geologist, MTAdministration, Fire and safety professional campus scheme Diligence process for senior level recruitment

*
What TATA believes

In order to maximize the learning opportunities for the employees, robust processes have been put in place pertaining to job rotation and career planning

These processes also help raise and retain the technical capabilities within the organization by ensuring development of officers through planned rotation to keep meaningful longevity in each position so that the executive develops deeper functional capability

* Career Planning
Movement of executives between Tata Steel India, Tata Steel Europe, NatSteel and Tata Steel Thailand to enable the cross pollination of ideas and practices and also provide executives with a global experience. The Management Trainee Program has been re-designed to include special modules of six months each in the areas of TQM, engineering and projects, and safety.

High performing employees are given a chance to pursue MBA or higher education, those who are willing to become a part of TAS they are examined and given a change to enter managerial positions

Internal development given more emphasis

Directed Learning Initiative

Knowledge Management + Best Practices

On The Job Learning focus with maximum utilization

*
Tata Steel Management Development Center Shavak Nanavati Technical Institute

70:20:10

Programs
The Aim is for Tata Steel to have a rich career experience at Tata Steel and ensure that they continue on their career growth path

EDGE

Job Rotation

*
The basic idea behind this program is for the Managers to take responsibility and ownership for developing his/her own subordinates This also helps in instituting systems so that employees are trained, coached and mentored in a systematic manner

70% of Learning and Development takes place from real life and on-the job experiences, tasks and problem solving 20% of Learning and Development takes place through coaching, mentoring, discussions, guidance by superiors/experts 10% of the learning comes from formal Class Room Training

*
Aim is to eliminate drudgery and make job more exciting Helps in raising and retaining technical nous

The job roles are made more meaningful The expectation is to increase the longevity of the employee

*
Align the activities and behaviours of individuals with company's corporate objectives and values Develop the capabilities of employees to enhance performance of individuals or organization Culture enabling process - empowerment, credibility, values Supporting a culture of excellent superior-subordinate relationship

*
*Effectiveness of leadership

measured against the behavioural attributes identified through a systematic process of interviewing senior managers and group discussions with others *Leaders are evaluated, rewarded and recognised for their ability to behave as leaders in addition to their capability to achieve results

Visionary dimension Enables people to envision the future, to empower them and energise them to the level of superior performance

Architectural dimension Supports in designing and creating structure, processes, policies, systems, strategies and measures that support and enhance superior performance

*
Drive for results Learning, Innovation & Excellence Vision & Purpose

Problem solving & Decision Making Business Acumen Corporate and social responsibility
Business

Results Interpersonal effectiveness Customer First Coaching, Mentoring & Development Managing Change People

Model with 3 interrelated clusters of 10 competencies

* HR initiative to incorporate creating

leadership skills in the middle level management

Combat crisis

* Objective: To attain immediate

action in case of crisis by

Internal

External

the constant readiness to act

People related failure

Crisis of reputation

*
* Conducted at Tata Management and Training Center (TMTC)
* To incorporate specific and focused modules that demonstrate the
methods to cope job challenges

* Subsequent to the training, managers are put across geographies and

functions to cope up with varied business circumstances

* These training initiatives

aimed at enhancing the functional expertise and enforcing leadership thinking

Making employees the visionaries of the corporate objective is the key to evolve managers as leaders

* To promote hardworking young people to higher

positions on the basis of performance, rather than seniority

* Focuses on Leadership & Human resources aspect of

TBEM

* PEP aimed at adopting the best people practices

* Variable compensation * Absence of hierarchy * Performance based payment * Teamwork

PEP

Organizational structure

Performance Management System

Introduce more flexibilty in decision making

Encourage teamwork amongst managers & workforce

Transparent accountability

Identify & Reward strong performers

Offer development opportunity to each employee

*
* Tata Administrative Services(TAS) - 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 group * Management development centre. Set up in association with XLRI, it provides need-based training for its management cadre. The company also sends key executives to leading institutes abroad for advanced training

*
Encourage. Motivate. Engage.

*
Alignment

Empowerment

Assignment

Workforce

Pride

Engagement

*Pillars of Organizational Culture

C Customer-focus R Responsibility for Results I Initiative with Speed S Self-confidence P Passion for Achievement

Motivate & Encourage Employees

*
1. Robust Performance Management Scheme
Top down cascade of business goals - revenue, profit maximisation / cost optimisation, cash flow, customer satisfaction & employee engagement Compensation in line with the market benchmark

2. Rewards & Recognition

Spotlight (for on-the-spot recognition), Star of the Month, Super Stars for achievers, Customer First Reward and Valuable Reward Institutionalises a culture of openness, transparency and meritocracy

3. Career Progression Policy

Career growth in consonance with performance, merit & potential of employees Building leadership by grooming talent from within

*
4. Trade Unions
A healthy union an asset 86% of the total workforce (non-officers) are represented by 26 independent trade unions across all locations

5. Unique Joint Consultation System

Both management and employee representatives consult each other at all levels A minimum of 56 Joint Departmental Council meetings are held in a year

6. Grievance Handling Mechanism

Well-defined and user-friendly mechanisms Informal Grievance Resolve Mechanism online process called Samaadhan Formal Mechanism 3 stages

*
7. Benefits & Facilities for Employee Welfare
Many firsts in the area of employee welfare Only large steel manufacturing unit in the world to adopt and enforce SA 8000 as a tool to improve workplace standards

8. Employee Health Matters

Continuous preventive health surveillance Wellness@Workplace Initiative

9. Higher Studies Support

Monetary incentives to employees acquiring higher technical qualifications in a related field

*
10. Fun@Workplace
Sports & Cultural Activities Festive Celebrations Contests

11. Personality Development

Gyaan Jyoti Enhance skills through E-learning Gyaan Tarang Training workshops on areas of interest

*
Employee Contact Program: Introduced in 2009

Capture employee concerns on an on-going basis

Create a repository of the above data Analyze concerns to identify need for policy changes Create one to one connect with officers