EYE OF JANUS:

EVALUATING
LEARNING AND
DEVELOPMENT
AT
TATA MOTORS
GROUP 5
1. Col MK Singh
2. Col YS Mann
3. Lt Col Harbir Singh
4. Col Anup Singh
5. Col Ashwini
6. Capt KK Sharma
7. Lt Col Egy Joseph
8. Wg Cdr Mazumdar
 JANUS
In ancient Roman religion
and myth, Janus
(pronounced ˈjaː.nus) is
the god of beginnings,
gates, transitions, time,
duality, doorways,
passages, and endings.
He is usually depicted as
having two faces, since he
looks to the future and to
the past.
Tata Motors Group (Tata Motors) is a $45 billion
organization. It is a leading global automobile
manufacturing company. Its diverse portfolio includes an
extensive range of cars, sports utility vehicles, trucks,
buses and defence vehicles. Tata Motors is India’s
largest and the only original equipment manufacturer
(OEM) offering extensive range of integrated, smart and
e-mobility solutions
 VISION OF CHANGE

 In 2001 domestic market for automobiles exploded due to higher growth

rates, greater disposable income , low interest rates and easier
financing arrangements however TML witnessed sharp fall in profits.
 While the company overcame this crisis and recorded sharp rise in
profits by 2001/02 , it petered out into another phase of stagnation by
2006/07.
 To move out of the red and sustain the profitability required a
fundamental transformation. TML embarked on a transformational
strategy of disruptive innovation to create new segments with
Innovative product by envisioning the future consumer demand.
 TML also introduced the “ New Product Introduction” group to establish
knowledge sharing mechanism. TGR/TGW(things gone right/things
gone wrong) template was prepared to share the team’s learning from
all important projects
 The company’s vision of growth seemed feasible only if the organization
looked at getting their employees upskilled and equipped with
necessary competencies to face challenges of increasing competition
and dynamic business conditions.
 What is Training and Development?

 The organizations require development throughout the

ranks in order to survive, while training makes the
organization more effective and efficient in its day-today
operations.

 Training is the formal and systematic modification of

behavior through learning which occurs as a result of
education, instruction, development and planned
experience.

 Development is any learning activity, which is directed

towards future needs rather than present needs and
which is concerned more with career growth than
immediate performance.
HUMAN CAPITAL
STRATEGY
 The objective of human capital
strategy was to create a culture of high
performance through the program
called ACES. The four tenets of ACES
were
-- Accountability
-- Customer and Product focus
-- Excellence
-- Speed

 The three planks of human capital

strategy were
-- Talent and Leadership
-- Organizational Renewal
-- Organizational Enablers
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 TATA MOTORS ACADEMY
 TMA was offered in four broad area:-

- Functional and Technical skills.

- Management skills.
- Mandatory programs.
- Global leadership skills.

 TMA was structured into six centers of excellence focusing on target groups and types of
activity:-

- Manufacturing Excellence
& Innovation
- Commercial Training
- Operator Training Some further divided into sub-centers
- Dealer Training Learning support services provided
- Corporate Training common services to the COE’s
- Behavioural Training

 60 to 70 percent of TMA’s program focused on functional and technical capabilities and were
customized to local needs by the L&D team.
 GUIDING PRINCIPLE OF TMA

 Alignment to business strategy

 Leadership involvement in TMA
 Efficiency in training delivery
 Training effectiveness
 Appropriate L&D investment
 Broad-basing learning opportunities
 Competency of learning & development team
 Measurement of training outcomes
RECOGNITION
 TML was recognized as the “BEST LEARNING
ORGANIZATION –ASIA(2011-12) at the Best learning
organization seminar and awards ceremony.
 Tata was awarded Golden Peacock National Training
Award in 2007-08 and in 2013-14

PRESENT CHALLENGES
 Remain focused in mastering few activities.
 Avoid multiple initiatives without adequate resources.
 Ability to demonstrate the ROI on investment of key
initiatives.
CONCLUSION
THANK YOU