Flow of presentation

• Synopsis – Profile & SWOT.

• HR Policies
• Restructuring & OD Interventions.
• Post Organizational Change
scenario.
 Synopsis
• Tata Consultancy Services Limited (TCS) is an Indian IT services,
business solutions and outsourcing company headquartered
in Mumbai, India. TCS is one of the largest private
sector employers in India with a core strength 226,000
individuals. TCS has turned into the second-largest employer. It
is the largest provider of information technology in Asia and
second largest provider of business process outsourcing services
in India. As a brand, TCS is the 76th Most Trusted Brand
according to The Brand Trust Report, 2011.
• TCS has offices in over 100 countries with more than 150
branches across the globe and is a subsidiary of textiles and
manufacturing.
SWOT ANALYSIS
• 226,000+ working professionals
• 12.8% attrition rate(industry best) compared to
nearest competitor Infosys which has 15.4%
• 70% of investment is for human capital

• How does it keep pleasing employees year

after year?
 REALIGNMENT IN THE
ORGANISATION STRUCTURE

In 2008, the company went through an internal restructuring

exercise that executives claim would bring about agility to the
organization.
The new structure, defines the organization into five ISUs :-
1.industry solutions group (ISG)
2. major markets group (MMG)
3.new growth market group (NMG)
4.strategic initiative group (SIG)
5. organization infrastructure group (OIG)
These groups would be headed by a director, reporting directly to
the COO
The Five ISU's explained:

 INDUSTRY SOLUTION GROUP:

The isu’s had multiple units dedicated to all the verticals that
the company has presence in. All the existing clients will come
under this group.

 MARKET SOLUTION GROUP:

IT focus on geographies of the US, UK and Europe. The unit will
be responsible for getting prospective and new client wins.

 NEW GROWTH MARKET GROUP:

IT have three different units focusing on- India, APAC
and emerging markets. These three units will own end-
to-end responsibility from client wins to maintaining
long-term relations.
STRATEGIC INITIATIVE GROUP:
It have three important units. First, is the TCS financial
solutions unit, which was announced in the first quarter of
this financial year. Second, small and medium enterprises
business solutions and finally, a new unit for platform BPO
solutions.

ORGANISATION INFRASTUCTURE GROUPS:

IT have four units, which will look into issue like process
excellence, technology excellence, shared services group
and resource management group. Each of these will again
have individuals of proven capabilities and expertise.
 EFFECTS OF RESTRUCTURING
 Earlier, middle-level employees in TCS did not have the
bandwidth to be a part of the leadership team. With this new
structure there’s an opportunity not to be lost in this huge
company.
 Today With almost 262,752 employees in 103 countries, TCS
is the biggest Asian software and IT services company and a
leader in off shoring.
 It is breaking all sorts of revenue records for Indian
companies.
 It serves seven of the Fortune 500 top-ten companies.
• In the years 1998-99, TCS had grown into the largest
Indian software company.
• Racing towards achieving its vision of being global top
ten.
• On time delivery,
• Premier position in the industry in terms of revenues,
• Focus on training programs,
• Quality initiatives,
• STRENGTHS
Use of good technical tools and procedures and
• Encouragement of individual excellence in performance.
 Diagnosed Problems
• Mounting revenue pressures.
• Selectivity in projects.
• Focus on specialization.
• Efforts on Experimentation & Innovation.
• Rewards and Recognitions.
• Inter group co-ordination & knowledge
sharing.
• Branding and PR.
 Alignment and Attunement
Integrating and balancing out the four voices:
Voice of Shareholders
Voice of Employee
Voice of Customer
Voice of Technology
 VOS
HORIZONTAL ALIGNMENT:
1 The Process of Creating
Values
VOT 2 2
3
1 3 4 3 1

3
2
2
VOC
1

VERTCAL ATTUNEMENT :
The Process of Creating
VOE Energy
 Different strokes for different folks
A
T
T Mitigate :
Star Employees : R Retention /
1. Solid PROs
I Recruitment
PERFORMANCE

Invest & Encourage Convert to

Power T Policies
Change Agents I
EDUCATE O
N

EDUCATE
Welcome Invest to classify
Attrition
1. Can be Changed
Change
2. Can’t be changed

CHANGE Welcome
Attrition
POTENTIAL
The Harvard Model of HRM followed by TCS
 Training and Development
• The primary motive of this consulting firm is to make its employees
knowledgeable about the on going practices in their respective domains.

• It has in place a well-planned induction programme for new recruits, which

includes two months of intensive training at its dedicated training facility.

• The company is also providing employees with Just -in-time training, which is
more reactive in nature and caters to the skills related to platform,
technology, application domain, etc. specific to a project.

• It reinforces the concepts learnt during education/induction training through

on-the-job experience.
 Compensation Management
System
• TCS is reputed to be a world class employer which always cares for its
employees and maintains sound yet flexible HR policies.

• Its pay packages are designed in a way to accommodate for both the basic
and incentive components.

• The package is determined on the basis of the level (recruited for) and the
amount of experience an employee has.

• It is based on the EVA model i.e. Economic Value Added Model.

 Performance Appraisal

• The major objectives of performance appraisal at TCS are:

– Identifying employees for salary increases,
promotion, transfer and lay off or termination of
services.
– Determining training needs for further
improvement in performance.
– Motivating employees by indicating their
performance levels.

• It happens on
– Quarterly Basis: Before confirmation by Speed 3
 Employee Benefits
• Flexible Working Hours

• It has an Adoption Leave Policy benefits which is extended to male

associates also
– This means that associates of both genders are
eligible to three months paid leave after they
adopt a child

• TCS also has other add-ons such as sabbaticals, joining spouse overseas,
part-time or work from home facility, holiday homes across the country
and welfare trust facilitation for higher education

• Also, as employees of the Tata group, associates get discounts on products

and services of other Tata Group companies
Human process
interventions
 Scenario Building Workshops
Internal organization workshop was conducted with
top management for scenario building.
Focused at a larger level, on the “The TCS that can
be”.
Aim:
 To challenge the conventional ways of thinking and to give
shape to the key drivers of change .
 Realistic listening and dialoguing.
 Dissemination and communication of the scenarios with
teams.
 To develop a new language for the organization, consistent
with the envisaged future scenario.
 Contd….
Participants: Representatives of senior management.
Theme of Scenarios: The nature of the struggle the
organization would go through and etched out realistic
possibilities based on present factors.
Factors:
 Wealth creation
 Enhanced productivity factors
 Feeling of being valued
 Resource allocation and team-work
 Membership criteria and norms of the group
 Learning opportunities for individuals and teams
 Professional Excellence:
How do I become a role model and a friend.
Role Enhancement :
How do I take up new responsibilities and set new
directions.
Owing TCS Culture:
How do I influence culture.
Personal Growth :
How do I walk the journey of self discovery and growth.

Employee Involvement :
How do I enable continuous improvement.

Learning :
How do I enable Team learning.
 PROPEL – the case of a large
relationship at tcs
Team alignment initiative.
Aim:
To set up a dialogue among associates to reflect , build and
channel potent restlessness into a convergent blueprint of
responsiveness by redefining desirable role behaviours.
Techno structural
interventions
 Value Cards at the Large Relationship
Devised after the analysis of tensions existing in the four
dimensions as represented by Voice of Customer, Shareholders,
Employee and Technology.
Used to analyze the problems faced by employees, to arrive at
workable solutions to the identified problems, within designated
timeframes.
Helped to effectively capture and track this through the following
steps:
1. The situation summary was charted out.
2. Improvement goals, action plans and owners of each plan were identified.
3. Success measures were identified against the dimensions of Valuing, Strategizing,
Improving, for each actionable, along with timeframe for closure.
4. Impact was analyzed in terms of short term and long-term actions.
Improvements through Measurements/
Initiatives: Excellence
at the large relationship (AEP)

The Account excellence program ( AEP ) at the large

relationship was modelled on the lines of the Malcolm
Baldridge National Quality Award/ Tata Business Excellence
Model.
Touches upon 7 key categories

Strategic
Planning
Customer
Leadership & Market
Focus

Process
Management
AEP
& Business Measurement
Results

Analysis &
HR Focus Business
Model
Human resource
management
interventions
 Goal Alignment & Balanced
Scorecard
A Teach-Train-Transfer workshop on Goal alignment was
conducted, with help from expert OD consultants:
 To build the context.
 To think through goal setting at TCS with a systems
perspective to goal alignment.
 To explore means of institutionalizing goal-oriented
performance management within the organization.
 Balanced Scorecard
The Balanced Scorecard approach was
proposed, introducing corporate goals, which
touched upon the following:
 Voice of the Shareholder - Financial Goals e.g.
Wealth creation
Vector of Technology – Technology Goals e.g.
Quality, Cost, Delivery dimensions
Voice of the Customer – Customer/ Market Goals
e.g. Customer Satisfaction
Voice of the Employee – Learning & Development
e.g. Employee Satisfaction
 Balanced Scorecard...
Lead to the formulation of career paths in TCS global services,
consulting and products, supported by HR processes, tools and
support staff.
This structure was designed to enable a fair degree of flexibility
in rotating at appropriate levels, provides avenues for
individual growth.
Besides, there was an exercise to bring out new role definitions
in Human Resources (HR), focusing on alignment, energizing
and task facilitation through HR.
Business leaders dialogued to evolve the mission and
expectations and further, to design enablers for continuous
change, team work, and individual growth.
 Darpan - Reflect and Improve
Darpan – Associate Satisfaction Survey for large
relationship.
The Questionnaire to capture associate feedback
across 5 categories:
 Career & Job, Communication, Culture & Pride, Leadership,
Supervisor.
Analysis was done for the overall relationship, as well
as individual Business Units within the relationship.
Results shared with the entire team and actionable
evolved through a series of camps and confluences.
Outcomes From Darpan : The Cultural
Perspective
ASI increase in Darpan 06 & corresponding
increase in CSI.
91 % of the team felt proud of being part of the
relationship.
90% of the team felt that they can see the big
picture - how their contributions add value to
customer.
90% of the team felt that their supervisors are
approachable & enable them to do their job better.
 Other od
interventions
 Initiatives
Summary
Deployed
Reward and Recognition initiative within the relationship.
 Awarded to encourage star performers for each month within
each Business Unit of the relationship.
Nakshaktra Award
The unique feature of this initiative is that even team
members can nominate their peers.

An interaction / mentorship initiative with the lead of the

relationship.
In Touch  Any employee can walk in to meet the lead and discuss out
any problems/ suggestions for improvement in the relationship.

To enhance personality/communication ability of associates

in the relationship .
Toast Master
To help them gain confidence through sessions by certified
Club/Lets Talk
facilitators.
 Initiatives
Summary
Deployed
 Initiated to bring in a spirit of team.
Fun@ Relationship To act as a stress buster.
level There are champions within each unit who drive these fun
activities in the relationship.

The objective was to encourage strategic communication,

To discuss the larger vision and achievements at relationship
Open House/ Town
level with all employees across the Business Units.
halls
Serves as a platform for recognizing good performers and
celebrating milestone achievements.

A senior associate within the relationship takes any new

joinee to the relationship, on a tour of the facility.
The aim of this initiative is to make the new entrant feel
Walk the talk valued.
This is followed by a simple quiz to check the effectiveness
of this initiative.
 Post Org. Change from a culture
perspective
Enhanced value to the customer & employee at Tata Consultancy Services.
PROPEL - encouraged sharing of ownership and empowerment to change, as
also the sharing of best practices across the organization.
Enhanced individual performance, and lead to empowered project teams.
Issue based mentoring was facilitated, with camps and confluences as enabling
frameworks.
Through Scenario building, a collective transformation of dreams and concerns
into response capabilities was envisaged.
Continuous scanning of environment for opportunities and threats was
proactively looked at.
Goal alignment through cascading of Balanced Score Card concept could be
achieved organization wide.
The focus shifted to adding knowledge through delighting every customer.