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    Group 6 HRM Eyes of Janus Evaluating L-D TML

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    Raghavendra Naduvinamani
    - Tata Motors established the Tata Motors Academy (TMA) in early 2011 to transform Tata Motors into a world-class learning and development destination for top talent. - The Chief HR Officer outlined three main criteria for evaluating TMA's performance: the number and quality of internal specialist faculty, its impact on self-learning and career development culture, and its impact on leadership development and performance evaluation. - In closing a budget meeting, the CHRO questioned whether the "eyes of Janus" at TMA should only look forward to new initiatives, or also look back to evaluate past performance and make improvements.

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    Group 6 HRM Eyes of Janus Evaluating L-D TML

    Uploaded by

    Raghavendra Naduvinamani
    2K views17 pages
    - Tata Motors established the Tata Motors Academy (TMA) in early 2011 to transform Tata Motors into a world-class learning and development destination for top talent. - The Chief HR Officer outlined three main criteria for evaluating TMA's performance: the number and quality of internal specialist faculty, its impact on self-learning and career development culture, and its impact on leadership development and performance evaluation. - In closing a budget meeting, the CHRO questioned whether the "eyes of Janus" at TMA should only look forward to new initiatives, or also look back to evaluate past performance and make improvements.

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    HRM Eyes of Janus

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    - Tata Motors established the Tata Motors Academy (TMA) in early 2011 to transform Tata Motors into a world-class learning and development destination for top talent. - The Chief HR Officer outlined three main criteria for evaluating TMA's performance: the number and quality of internal specialist faculty, its impact on self-learning and career development culture, and its impact on leadership development and performance evaluation. - In closing a budget meeting, the CHRO questioned whether the "eyes of Janus" at TMA should only look forward to new initiatives, or also look back to evaluate past performance and make improvements.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    2K views17 pages

    Group 6 HRM Eyes of Janus Evaluating L-D TML

    Uploaded by

    Raghavendra Naduvinamani
    - Tata Motors established the Tata Motors Academy (TMA) in early 2011 to transform Tata Motors into a world-class learning and development destination for top talent. - The Chief HR Officer outlined three main criteria for evaluating TMA's performance: the number and quality of internal specialist faculty, its impact on self-learning and career development culture, and its impact on leadership development and performance evaluation. - In closing a budget meeting, the CHRO questioned whether the "eyes of Janus" at TMA should only look forward to new initiatives, or also look back to evaluate past performance and make improvements.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 17

    Eyes of Janus

    EVALUATING LEARNING AND DEVELOPMENT AT


    TATA MOTORS

    PRESENTED BY: GROUP 6: EMP 2018 OCT BATCH


    HEEMANSHI, UMANG, SANDEEP, PRASHANT, AKSHAY & AVINASH
    Tata Motors Journey
    1945 : incorporated as TELCO

    1954 : Launched First Commercial Vehicle with Daimler-Benz


    AG

    1969: Separated from Daimler Benz

    1998: Launched India’s first Passenger Car Indica

    2010: Became MNC. Listed in NYSE since 2004

    2011-12: Annual Turnover pf USD 32.5 Billion


    COMPETITIVE MARKET STRATEGY

    Learning and
    Development Team
    (L&D)
    Transform
    Established
    TML to Setup R&D Developing
    Tata Motors
    world class centres (4 in and
    Academy
    destination India and 3 Retaining
    (TMA) early
    for top in Abroad) talent
    in 2011
    talent
    CHRO’s 3 Main Criteria for TMA
    performance Evaluation

    Impact of TMA on
    The Number and
    Self Learning and Leadership
    Quality of Internal
    career development development and
    Specialist TMA could
    culture creation performance
    attaract as faculty
    evaluation
    Should the eyes of Janus only look
    forward or it is time that eyes also open
    and look back?”
    Gajendra Chandel: Tata Motors Chief Human Resources Officer (CHRO)
    during budget meeting while closing the review said:-

    “You know in roman mythology, Janus, The God of Beginning and


    Transitions, was reputed to be blessed with two set of eyes, one set
    looking forward and other set looking backward. Today, Tata Motors HR
    and L&D team epitomise the change and beginning of new era. So ladies
    and gentleman, the question for the Tata Motors Learning and
    Development team is : Should the eyes of Janus only look forward or
    it is time that eyes also open and look back?”
    Eyes of Janus : GOD of Beginning and
    Transition(Gates and Doors)
    Mission and Vision Statement

    MISSION
    To be passionate
    in anticipating VISION
    and providing the Most Admired
    best vehicle and by Our customers ,
    experience that Employees , Business
    excite our Partners and
    customers Shareholders for the
    globally experience and value
    they enjoy from
    being with us
    TGR/TGW: Disruptive Innovation Stages

    Data Documentatio Sharing to


    Collection n Projects

    Gateway Presenatation
    Project review
    Approval to Divsional
    to Leadership
    Review Meeting

    Posted at
    Company
    Intranet
    New Product Initiative ( NPI): Launch
    of Indica

    Challenges
    • Cost Minimisation
    • Meeting Regulatory and Safety
    Requirement
    • High fuel efficiency, durability and low
    maintenance cost
    • Very short period of time for production
    Human Capital Strategy (ACES)
    A – Accountability C – Customer
    • Take Personal • Create Vehicle that
    Ownership of Project Custonmer aspire to
    buy

    E- Exccellence S – Speed
    • Desire to be in • Act Swiftly and
    winning team not decisively to achieve
    middle of pack. result
    Human capital Strategy – 3 Planks

     Talent and
    Leadership
     Organisational
    Renewal
     Organisational
    Enablers
    Tata Motors Academy (TMA)
     Conceived as a corporate university incorporating guiding principles of ACES to live the cultural values.
     Caters learning need of all employees, dealers, vendors & contract employees.

     4 Broad areas :
    I. Functional and Technical skills
    II. Management Skills
    III. Mandatory programs – Induction, Compliance trainings
    IV. Global Leadership Skills

     Centres of Excellence (COE)


    I. Manufacturing Excellence & Innovation
    II. Operator Training
    III. Commercial Training
    IV. Dealer Training
    V. Corporate Training
    VI. Behavioural Training
    Tata Motors Academy (TMA)
     6 Months long Executive Development Program (EDP) on global leadership – Offered to all
    employees promoted to Executive Grade.
     Redesigned from conventional classroom training to mix of classroom training, e-learnings on-
    field internships & cross functional teachings
     Six Disciplines of learning approach (6D):
    1. Define
    2. Design
    3. Deliver
    4. Drive
    5. Deploy
    6. Document
     Alignment of programs with the company’s needs & operating schedules.
     Emphasis on company-specific & practise oriented issues by having more internal faculty &
    Field based internships.
     Facilitates interaction among various departments to create better understanding of one
    another & a feeling of “One Team-One Vision.
    Guiding Principles of TMA
    1. Alignment to Business 3. Efficiency in Training
    Strategy
    With a clear market leadership vision, it Delivery
    TML had brought about a shift in focus
    was imperative that all learning from the volume of training conducted
    investments work to help achieve this to ensuring the efficient delivery of
    desired end result. To ensure this, TML training programs. It started focusing on
    created a governance structure through a quality over quantity.
    Learning Advisory Council (LAC).

    2. Leadership Involvement in 4. Training


    TMA
    TML hoped to enhance the involvement of Effectiveness
    Effectiveness measures were indicators
    its own leaders in the learning process by of how impactful the learning programs
    creating a culture of “leaders as were and whether they were likely to
    teachers”. With this idea, TML launched improve business performance.
    the ‘iteach’ flagship program in 2011.
    Guiding Principles of TMA
    5. Appropriate L&D Investment 7. Competency of the L&D
    TML had substantially increased Team
    To deliver on the promise and vision of
    investment in L&D from 2010 onwards. It TMA, it was imperative to develop a high-
    had invested in dedicated training calibre L&D team that delivered on
    infrastructure across locations, and in quality and was available in the required
    increasing the number of certified quantity. TMA made significant
    trainers and facilitators. investments for this.
    6. Broad-basing Learning 8. Measurement of
    Opportunities Training Outcomes
    Extending beyond conventional TMA team struggled to develop metrics
    classroom training, TML launched several that could evaluate training effectiveness
    initiatives for building a culture of at the group and individual levels, though
    learning within the org. such as it was easy to see the outcomes at the
    establishing knowledge portals, creating organization level.
    e-learning modules etc.
    THANK YOU
    Q& A
    Challenges in 2013-14 and after

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