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    HRM

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    Arihant Jain
    Tata Motors established the Tata Motors Academy (TMA) in 2011 to develop employees and respond to a changing competitive environment. TMA was initially a 14-day residential program but was later redesigned. It focuses on manufacturing, innovation, training and behavior. TMA received recognition as the best learning organization in Asia from 2011-2012. However, Tata Motors needs to measure the return on investment of TMA's initiatives by tracking metrics like employee retention, sales, efficiency and impacts on objectives.

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    HRM

    Uploaded by

    Arihant Jain
    234 views2 pages
    Tata Motors established the Tata Motors Academy (TMA) in 2011 to develop employees and respond to a changing competitive environment. TMA was initially a 14-day residential program but was later redesigned. It focuses on manufacturing, innovation, training and behavior. TMA received recognition as the best learning organization in Asia from 2011-2012. However, Tata Motors needs to measure the return on investment of TMA's initiatives by tracking metrics like employee retention, sales, efficiency and impacts on objectives.

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    HRM

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    Tata Motors established the Tata Motors Academy (TMA) in 2011 to develop employees and respond to a changing competitive environment. TMA was initially a 14-day residential program but was later redesigned. It focuses on manufacturing, innovation, training and behavior. TMA received recognition as the best learning organization in Asia from 2011-2012. However, Tata Motors needs to measure the return on investment of TMA's initiatives by tracking metrics like employee retention, sales, efficiency and impacts on objectives.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    234 views2 pages

    HRM

    Uploaded by

    Arihant Jain
    Tata Motors established the Tata Motors Academy (TMA) in 2011 to develop employees and respond to a changing competitive environment. TMA was initially a 14-day residential program but was later redesigned. It focuses on manufacturing, innovation, training and behavior. TMA received recognition as the best learning organization in Asia from 2011-2012. However, Tata Motors needs to measure the return on investment of TMA's initiatives by tracking metrics like employee retention, sales, efficiency and impacts on objectives.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    Eyes of Janus: Evaluating Learning and

    Development at TATA Motors

    CASE BACKGROUND
    Tata Motors was established in 1945 and is the oldest and largest
    automobile company in India.
    In 2010, CHRO spearheaded the development and adoption of TMLs
    human capital strategy which aimed at creating a culture of high
    performance through a program called ACES(Accountability, Customer
    and Product Focus, Excellence, Speed)
    To respond to changing competitive environment and to redesign
    human capital strategy, launch of TATA MOTORS ACADEMY (TMA) in
    2011 and also introduced a NPI group to establish knowledge sharing
    mechanisms.
    TMA was initially launched as 14 day residential program, but was later
    drastically redesigned.
    TMA had Six centers of excellence: manufacturing; excellence and
    innovation; operator training; commercial training; dealer
    training; corporate training; and behavior training

    RECOGNITION FOR TMA


    Best Learning Organization-Asia (2011-2012)
    Appreciation from the Assistant General Management of the Auto
    Products Unit
    79% of the employees agreed that TMA provided ample opportunities
    to learn and grow, and 74% of the employees agreed that TMA
    increased their work competency.

    PROBLEM STATEMENT
    To measure and quantify the return on investment of key initiatives of
    TMA and report it on an ongoing basis.
    Eyes of Janus: Evaluating Learning and
    Development at TATA Motors
    CASE SOLUTION & RECOMMENDATIONS
    Various metrics can be used to effectively measure the return on investment
    on TMA such as:

    Employee retention
    Sales
    Increase in operational efficiency
    Quantifiable impacts on business objectives etc.

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