HR Examples

OPENING VIGNETTES
Tata Consulting Services (TCS) is a truly global company. It has

28,000 software engineers drawn from 32 countries. TCS adopts a unique system of hiring people. It starts its human resource sourcing right
at the .college level. The software leader sends more than 50 senior
executives to interact with academic institutions. At these institutions, TCS funds many events like conferences, seminars, gets involved in improving curriculam, establishes fellowships and exchanges expertise through visiting faculty programmes. To top all these is the annual retreat with over a hundred top academics in Thiruvananthapuram, the training hub of TCS.
TCS also built computer science department at lIT, Kanpur.

Similarly, it sponsored the entire M. Tech programme at IIT Bombay. IIT Madras too has a TCS sponsored programme in mathematical modeling.
TCS extends its relationships to several universities abroad
as well. It has sponsored projects at MIT, Harward, the Kellogg

School, Carnegie Mellon, University of Waterloo and institutions in Japan, Australia, China and Singapore. All the spadework being
done, TCS finds it easy to hire the best talent in campus

recruitments. WIPRO, another software leader, has excellent human
resource policies and practices. One such is the way a potential

job-hopper is handled. Exit interviews are held when people quit WIPRO. Reasons why people leave WIPRO are ascertained and
interestingly, the company helps them find placements in other

firms with a guarantee that the doors of WIPRO would always be kept open to those willing to come back, and a few did come back.
Toyota is one company which has benefited immensely from employee suggestions scheme. The company's suggestions scheme, operational for decades now, nets almost 2,00,000 suggestions per year, that is 33 suggestions per employee every year. Interestingly, 95% of these are implemented. That makes about 5,000 improvements per day. Employee suggestions helped British Airways cut its costs by 4.5 million. HSBC saved upto Rs 50 lakh per annum just by adopting a single useful suggestion made by an employee. Gujarat Narmada Fertiliser received 5,000 suggestions over five years, with savings of Rs 65 lakh per annum.
It's been almost a year now but, Raj Shetty, 45, still winces with guilt when he looks back. One of the top executives at a Delhi based firm, last year he almost quit. A tempting offer from a rival firm, boredom with the company where he had worked for 12 years, dilly-dallying with promises by his bosses and a burning desire to do something different and exciting-all of it pushed him to seeking a new job. He collected his offer letter and resigned.
That was perhaps the easiest part. Then followed almost a week of drama, emotional blackmail sweetened with sky-high promise, and a series of meetings with the promoter telling him how valuable he was. "For nights I just could not sleep," he recalls. On one hand was the guilt of accepting the offer letter and declining it leading to moral-ethical dilemmas. On the other, suddenly he could see many down-sides of ditching his old employer. It meant leaving a comfortable work environment with colleagues and bosses who respected him, all that "bundled with an enticing job offer "I knew I had spoiled my relationship with him (the prospective boss) for life yet I decided to stay back." he says. Emotions, dilemmas and some hindsight wincing-that's the view from the other side. But for Indians reeling under such 'No show'executives accepting offer letter and not showing up-it's all about worsening talent war, lost time, bad ethics and often a business plan gone haywire. As a result, desperate employers in a ramp-up mode are creating plenty of Shettys in corporate India today.
On October 3, 2003, Anant Dalvi and Akhter Khan,
who worked as contract workers in the Tata Electric

Company until they were laid off in 1996, doused themselves with kerosene and set themselves ablaze even as their coworkers protested before the company's offices. While Dalvi died on the spot, Khan died a few days later. The Tata Electric Company said they were no longer on their payroll and were not permanent workers.
The Tata Hydro Company's Employees Union had taken up their case and filed a petition in the Labour Court
before their contracts were terminated. The court directed the

company not to terminate their services without following due process of law. Despite this, their services were terminated
on June 30, 1996. The company union promised the workers

that they would renegotiate. Yet on the night before they killed themselves when Khan and Dalvi spoke to the union leader, Kailash Shinde, they were told that nothing more could be done for them. It is this that led them to take their
lives.
Dalvi had been in service as a peon for 17 years and Khan had been employed as a rigger for 19 years. Their services were not regularized. They were on contract with a service break of two or three days. Such workers draw salaries much lower than those of permanent
employees.
Welcome to the
exciting field of Human Resource Management.

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OPENING VIGNETTES

Tata Consulting Services (TCS) is a truly global company. It has

TCS also built computer science department at lIT, Kanpur.

TCS extends its relationships to several universities abroad

as well. It has sponsored projects at MIT, Harward, the Kellogg

done, TCS finds it easy to hire the best talent in campus

resource policies and practices. One such is the way a potential

interestingly, the company helps them find placements in other

On October 3, 2003, Anant Dalvi and Akhter Khan,

who worked as contract workers in the Tata Electric

before their contracts were terminated. The court directed the

on June 30, 1996. The company union promised the workers

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