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    TCS

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    Ritubatra26
    The document discusses human resource practices at the Information Resource Centre (IRC) at Tata Consultancy Services (TCS). It describes how the IRC underwent leadership changes in 2004 and established goals, strategies, and workforce systems using a Balanced Scorecard approach to improve performance. Key aspects included establishing a leadership team, building employee competencies through training, implementing performance reviews, and empowering employees through technology, communication, and decision-making. The result was that both customers and the IRC benefited, with the IRC transforming from a cost center to an important knowledge center for the organization.

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    TCS

    Uploaded by

    Ritubatra26
    86 views14 pages
    The document discusses human resource practices at the Information Resource Centre (IRC) at Tata Consultancy Services (TCS). It describes how the IRC underwent leadership changes in 2004 and established goals, strategies, and workforce systems using a Balanced Scorecard approach to improve performance. Key aspects included establishing a leadership team, building employee competencies through training, implementing performance reviews, and empowering employees through technology, communication, and decision-making. The result was that both customers and the IRC benefited, with the IRC transforming from a cost center to an important knowledge center for the organization.

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    HR services

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    TCS.PPTX

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    The document discusses human resource practices at the Information Resource Centre (IRC) at Tata Consultancy Services (TCS). It describes how the IRC underwent leadership changes in 2004 and established goals, strategies, and workforce systems using a Balanced Scorecard approach to improve performance. Key aspects included establishing a leadership team, building employee competencies through training, implementing performance reviews, and empowering employees through technology, communication, and decision-making. The result was that both customers and the IRC benefited, with the IRC transforming from a cost center to an important knowledge center for the organization.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    86 views14 pages

    TCS

    Uploaded by

    Ritubatra26
    The document discusses human resource practices at the Information Resource Centre (IRC) at Tata Consultancy Services (TCS). It describes how the IRC underwent leadership changes in 2004 and established goals, strategies, and workforce systems using a Balanced Scorecard approach to improve performance. Key aspects included establishing a leadership team, building employee competencies through training, implementing performance reviews, and empowering employees through technology, communication, and decision-making. The result was that both customers and the IRC benefited, with the IRC transforming from a cost center to an important knowledge center for the organization.

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    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    Content

    Recognizing what builds Value Attention to Human Resource (HR) Practices The IRC in TCS Today Leadership Team at TCS Building the Talent Pool Establishing Goals & Strategies The IRC Balanced Score Card Workforce systems Empowerment Performance Management as a Motivator A Double Benefit

    A vital component of an Information Resource Centre is its people Service systems and processes are conceived and implemented by people to benefit people In TCS, the Library or Information Resource Centre (IRC) underwent a change in Leadership in 2004 A well-equipped workforce with definable processes, goals and a holistic vision developed for sustainability

    Need for structured practices and a strong team to build a good service line

    Integrating disparate branch units to leverage from the others strength and collaborate effectively Transition into a closely knit network with common objectives and goals

    Formation of a Leadership Team with defined responsibilities to strategize and evaluate opportunities
    Clarity in role definitions and professional competencies Learning and development of competencies for improved services

    The IRC in TCS Today

    A specialized, technical information centre, focusing on information services in alignment with the organizations business needs

    Large team strength comprising 100+ qualified IRC professionals

    Professional competency built through continuous learning and development of skill and expertise

    Leadership Team at TCS


    Leadership in TCS begins with the organizations senior management who architects the vision, mission and values of the organization
    The Global IRC Head reports to the Global HR Head of the organization Leadership team within the IRC unit comprises Global IRC Head, Senior Branch IRC heads and Corporate Process Champions Annual leadership summit LEXICON held to review the unit performance, exchange thoughts and plan future action Empowerment and succession plans in place

    Building the Talent Pool

    National level recruitment test and interview is held each year

    Choosing the right staff

    Opportunities

    IRC network offers opportunities for associates to move laterally and hierarchically

    Induction program held to ensure smooth transition into the IRC system

    Establishing Goals & Strategies

    Strategy deployment through the application of Balanced Scorecard (BSC) - a framework to establish targets and enable measurements of activities Standards are aligned to strategy through the BSC targets for Financials, Customer Service, Internal Processes and Learning & Development. The BSC defines goals that are required to achieve the strategic objectives of IRC.

    The IRC Balanced Score Card


    Perspective
    Financial Management

    Objective
    Improve financial management by effectively utilizing the budget, optimizing and increasing electronic resources Focus towards customer requirements through interactions and ensure customer satisfaction Ensure high quality services and support processes

    Key Performance Areas


    Compliance to budget, resource mobilization Achieve optimization of Library resources (Consolidate organizational needs; share resources: use special offers / discounts etc.) High Associate Satisfaction Index (ASI) rating in surveys Customer feedback mechanism - analysis and action plans. Interact with Heads / Leads of Business Units/ Corporate Functions to understand requirement Compliance to IRC Service Level Agreements (SLAs) Deploy and share best practices Development of information resources and technical collection as per business needs Packaging of value added services like information alerts / bulletins and creation of market intelligent services Promotion and marketing of IRC services Automation, deployment of tools and technologies Standardization of internal processes and documents

    Customer Satisfaction

    Internal Process

    Learning & Growth

    Maximize human capital performance and ensure a healthy professional growth

    Role based qualitative learning through internal & external trainings, workshops, seminars, professional programs, etc. Paper publication / presentations at seminars and conferences 9

    Workforce systems

    Interactions, Meetings, Corporate briefings Roles are assigned to associates based on competencies Structured role-based career path

    Workforce optimization

    10

    Empowerment
    Empowerment through Information & Communication IRC associates are empowered to explore customer requirements Quarterly meetings Empowerment through Professional Development

    Empowerment through Technology Fitted with state of the art technology to provide services that are efficient and effective Service Level Agreements (SLA) in place

    Empowerment through Decision Making

    Management

    Attending

    Approval Committee

    learning courses, conferences, seminars IRC Newsletter LEaD provides platform for contribution of ideas

    Quarterly briefings from Global IRC Head

    Branch IRC Heads, Corporate Process Champions and Leads

    11

    Performance Management as a Motivator


    System of metrics developed to assess performance

    Evaluation done twice a year - feedback mechanism facilitates discussions between appraiser and appraisee

    Promotions considered for higher role

    Service excellence and best performance rewarded

    12

    A Double Benefit

    Both beneficiary (i.e. the stakeholders) and benefactor (i.e. the IRC unit) gained from the transformation and the streamlining of HR practices

    The IRC has transformed itself from a cost centre to a knowledge centre and moved up the value chain as an important resource of the organization

    13

    Thank You

    14

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