Development of Human Resource at Tata Steel

8/12/2019 Development of Human Resource at Tata Steel

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ADISSERTATION PROJECT REPORT

ON

TATA STEEL LTD.TOPIC

DEVELOPMENT OFHUMAN RESOURCE

UNDER THEGUIDANCE OF:

K. PALANI

SUBMITTED BY

AMULYA KUMAR BEHERAENROLLMENT NO : 288/09

Roll No: 10MBA002NICE ANGUL

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TO WHOM IT MAY CONCERN

This is to certify that Amulya Kuma B!"! a , a student of DDCE,

Sambalpur University, Orissa, undertook a project titled

"#E$ELO%MENT O& HUMAN RE'OURCE a( TATA 'TEEL

!e has successfully completed the project under my uidance at Tata

Steel !e is a sincere and hard # $orkin student $ith pleasant manners

%Subhendu Shah&!ead, !'DT(DC)

Tata Steel (ana ement Development Centre *amshedpur + - ..-, /ndia

Tel 0- 123 4445513 4-54+05 6a7 0- 123 4445513

'e istered Office +.mbay !ouse 45 !omi (ody Street (umbai 5....-

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#ECLARATION

/ hereby declare that the 8roject 9ork Entitled is an ori inal and

bonafide $ork done by me This 8roject is bein submitted in partial

fulfillment for the re:uirement for a$ard of De ree of " Ma)(! o*

Bu)+,!)) A-m+,+)( a(+o, .M B A " from ##CE 'am al u

U,+3! )+(y

The content of this report is based on the information collected by me

durin my tenure at " HR #+3+)+o,4 Ta(a '(!!l L(- , *amshedpur, based

on year $ise ;nnual 'eport

Dateehera

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ACKNOWLE#GEMENT

/ have pleasure to e7press my sincere ratitude and appreciation to Sbhendu

Shah (Head, HRD, TATA STEEL) for the full support, help and uidance, he had

e7tended to me durin the trainin period and for the necessary materials he

provided me for makin the project report

/ am particularly indebted to K. Palani for providin me the valuable uidance,

$hich enabled me to carry on the study successfully

/ feel deep re ards to other faculty of ?/CE $ho ave me encoura ement,

$hich enabled me to reach at this sta e

;t last but not least / $ould like to convey my heartiest thanks to all the

respondents for their cooperation

;mulya =umar >ehera

Enrollment ?o < [email protected]

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CERTI&ICATE O& GUI#E

This is to certify that Amulya Kuma B!"! a bearing the Enrollment No. [email protected]

is a bonafide student of DDCE, Sambalpur University. He has conducted the pro ect on

"#E$ELO%MENT O& HUMAN RE'OURCE a( TATA 'TEEL " under my guidance as

per the partial fulfillment of the re!uirement of the degree of ".#.$.

To the best of my %no&ledge she has &or% sincerely to being this report.

= 8alani

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E5AMINER6' CERTI&ICATE

This pro ect is submitted by $mulya 'umar #ehera of "#$ bearing the

(oll No. )*"#$**+ under DDCE, Sambalpur University and for&arded for

evaluation.

nternal E-aminer E-ternal E-aminer

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CERTIFICATE OF APPROVAL

T"+) +) (o C! (+*y ("a( ("! % o7! ( E,(+(l!-:DEVELOPMENT OF HUMAN RESOURCE #$ TATA STEEL

Submitted by Amulya Kumar Behera Enr. No +//0*12, Sambalpur University, #urla

to&ards partial fulfillment of the re!uirements for the a&ard of the degree of "aster of

#usiness $dministration "#$2 is a bona fide record of the &or% carried out by him under

the able guidance of K. Palani , 3aculty, N CE, $ngul.

$pproval of the Center Director2

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CONTENT'

ntroduction

Training $nd Development Concepts

4ision

$bout Tata Steel

Suggestions

Conclusion

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CHAPTER-1

INTRODUCTION:

$t the da&n of +)st century, the predominance of brainpo&er as value and gro&th created at

global level has been &idely accepted. The shifting sands of time have underscored theimportance of brain po&er as the prime driver of value creation.

$ny one can cut costs. The !uestion is can you cut costs and create value at the same

time5 t6s an urgent !uestion today, particularly &hen it comes to an organi7ation6s

&or%force. Ho& can companies achieve necessary reduction and yet maintain, or can

improve productivity levels5 Ho& can they %eep their people focused and engaged Today the

pressure to effect critical change !uic%ly is never restlessness than ever. $s a result

8innovating9 creating ne& products, ne& services, ne& &ays of turning out goods more

cheaply have become more urgent concern for the corporations every&here. This has led

companies to rely more on employee6s creativity and s%ills thereby stressing more stress on

employee6s brainpo&er. There is a greater recognition that distinctive competencies are

obtained through rightly developed employees6 s%ills, distinctive organi7ation culture,

management process and system. The fact that employee today is achieving competitive

advantage has led the emergence of strategic H(", &here H( functions as a strategic partner

is foundation of company strategy as &ell as implementation of these strategies through the

activities li%e recruitments , and re&arding personnel.

The challenge of improving performance for better value created results becomes

even greater in tough economic times. The solution is an approach to performance

improvement that focuses on the &or%force vital to business success and financial results.

Thus, training and development of human resources has been recogni7ed an important

cost for the development of organi7ation by both management and &or%ers. Training is meant

for improvement of competence and capabilities of employees. t helps in development of

effective &or% habits, methods of &or% and thereby improves ob performance, !uality of

products and so on. Training and development provides employees a broader outloo% on life

emerging from the sprit of self:reliance, dignity and self:esteem that develop out of it. To the

management it does not merely means improved production, but e!uips them &ith capacity

for production cordial and healthy (

Training ; Development has therefore become a ma or activity and significant part of

company cost in today6s age.

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TRAINING & DEVELOPMENT < Training is an organi7ed procedure by &hich people

learn %no&ledge and ac!uire the s%ills they need for definite purpose. This training is rooted

in the learning process and learning is that human process by &hich s%ills, %no&ledge, habits

and attitude are ac!uires and utili7ed in such a &ay that behavior is modified. n this &ay the

genesis of training can be traced to the da&n of civili7ation &here men taught their younger

generations the art of ma%ing tools and &eapons. The gradual development of training to the

present stage.

A) RATIONALE OF THE STUDY

(apid technological and scientific developments have deep impact on the business

performance. This has in a &ay force a number of ndian organi7ations to implement high:

tech and innovative training practice to increase their organi7ation6s adaptability to global

scenario.

=f late a variety of programmers including sensitivity and creativity, leadership

development etc have been e-tensively developed to help managers because more genuine

and effective thin%ing of solutions to organi7ational and business problems. The emphasis of

training programmers is moving to&ards upgrading decision ma%ing s%ills so that managers

&ill be able to reach to move rational conclusions and thus ma%e a great contribution to&ards

organi7ation6s profitability. nstances of training intended to provide impetus in the area of

research and invention &ill also be seen.

The present research &or% is an understudy conducted at Tate "anagement

Development Centre, Tata ron and Steel Company to study the management development

practices in the organi7ation. This &or% highlights the improving trends in the training policy

formulation of T SC= over past fe& years and the future areas of development.

SCOPE OF THE STUDY

>eople differ in their abilities and aptitudes. These differences are natural to a great

e-tent and cannot be eliminated even by giving the same basic education and training. There

&ill be some differences in the !uality and !uantity of &or% done by different employeeseven on the same ob. Therefore, it is important for the management to %no& these

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differences so that the employees having better abilities may be re&arded and the &rong

placements of the employees may be rectified through transfers.

"anagers are largely made, not born. This is significant step in management literature

and forms the basis of numerous development programs. These programmes are imparted in

order to enhance the ability of employees to advance in the company or to accomplish

additional ob responsibilities "D>6s thus ensure that the organi7ation has the re!uired

managerial talent to face the present and future challenges &ith confidence.

$s a student of "#$ H(2, choose "anagement Development >rogrammes as the

topic of my dissertation in T$T$ STEE? for t&o reasons.

). &as very attracted to this organi7ation &hich is one of the pioneers in the steel

industry and is the $sia6s best integrated steel plant .

+. &as interested in %no&ing more about the development programs being imported

by the organi7ation thereby helping it to &ith stand and proper in this highly

competitive environment.

!) O!"ECTIVE OF THE STUDY

The follo&ing ob ectives &ere selected on a priority basis for the study in T$T$ STEE?.

). To study the various training and development process in Tata Steel.

+. To study and analy7e the "D>6s at Tata Steel "anagement development centre.

@. To study the attitude of both the participants as &ell as their immediate superiors.

A. To study the e-tent of effectiveness of the "D> at Tata Steel.

B. To e-amine the necessities for changes in the e-isting pattern of training.

. To recommend necessary change0 modifications for ma%ing the training system

more ob ective as &ell as effective for fulfillment of organi7ational goals

. To dra& conclusion based on general feedbac% and opinion survey of the trained

management personnel.

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C) RESEARCH & METHODOLOGY

$ (esearch is purely and simple the frame&or% or plan for a study that guides the

collection and analysis of data. $ research is a blueprint that is follo&ed in completing a

study. t is a scientific in!uiry. t is a process leading to discovery of facts, ho& they are

related etc... $ scientific in!uiry leads to gro&th of %no&ledge. (esearch is a systematic

in!uiry and has three essential characteristics i.e. #$% '(i * a''+,a' & '#n(in+i( .

"ethodology has an important bearing on the collection of reliable information as

&ell as on the outcome of the study. The categori7ation of the proposed investigation into

certain type of research, a corresponding method or methods designed for it and appropriate

techni!ues for collecting and analy7ing data are together %no&n as M ( #/#l#0 #

R 2 a,'

(esearch design is a complete outline of the conduct of the proposed research study. t

is a comprehensive statement on the problem and scope of the study.

The purpose of underta%ing it, the population and location to be covered for collecting

information, the hypothesis formulated for the study and finally the methodology to be

employed in it.

The methodology aspect in a dissertation &or% has got special importance as it helps

in empirical investigation. This study represents an e-planatory cum descriptive research

design.

The universe of this study companies of respondents &ho are the officers of impact

level or ?@ T= ?B. They had ta%en training at T"DC in the month of "ay to =ctober +*)).

The immediate superiors of the respondents have also been included in the study

The methodology adopted in conducting this study is.

A) DATA COLLECTION:

#oth primary and secondary data &ere collected for the study. >rimary data &as

collected through Fuestionnaire, ntervie& ; observation &hereas secondary data &ascollected from the secondary source.

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i2 PRIMARY DATA G The primary data collection includes the vie&s of both

trainees and their immediate superior &hich &as collected through separate

!uestionnaires. The trainers &ere intervie&s personally to get the re!uired

information. The !uestionnaires &ere distributed to the respective trainees as

&ell as the immediate superiors from various departments. Each of the

respondents &as intervie&ed personally during the survey.

Each !uestionnaire &as a structured one containing !uestions &hich are of

multiple choice type having a li%er scaling method or the five point scaling

techni!ue. The toll for analysis used &as ms e-cel.

ii2 SECONDARY DATA G Secondary data &as collected from the organi7ations

very o&n information centers. Data collected related to the history and

development of Tata Steel, ra& materials section, products manufactured,

vision,mission,strategic goals as &ell as the latest technology innovations.

These data &ere collected from the official files. Documents, periodicals,

?iterature and brochures present in various departments in the organi7ation.

nformation &as also collected regarding the history and functioning of

management development centre.

!) SELECTION OF SAMPLE G The study adopted a random ; udgment sampling

method. The sample included )** participants and )** immediate superiors. t also includes

)+ trainers. The participant is &ere basically of the officers level ranging from supervisors to

assistant managers. The selected respondents &ere from the follo&ing departments.

To&ns division

Tata or%s

Tata Iro&th Shop

Tubes division

$ccounts division

nformation technology services

Engineering and pro ects

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These respondents &ere chosen on the basis of the follo&ing programmes they had

underta%en at T"DC. These programmes are the follo&ing.

$ssertiveness training "S ord

"S =ffice

"S E-cel

#usiness Eti!uette

>ersonality plus

"anagement development programme

Creativity &or%shop

Effective oral and &ritten communication

Effective presentation s%ills

Effective supervision

#asic leadership s%ills

3inance for non:finance e-ecutive

Iroup dynamics for a dynamic group nterpersonal relationship s%ills

STE>

(einventing yourself

Time management and delegation s%ills

Stress management

Conflict management #usiness process outsourcing

Ethics coordinators &or%shop

Negotiation s%ills.

C) PRESENTATION & ANALYSIS OF DATA G The data collected &as classified for

presentation. t involved preparation of tables, graphs and diagrams to compare and study the

relationship among variables. The presentation of data facilitates the analysis of data by

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applying statistical tools that further helps in interpretation of data n order to analysis the

data simple statistical tools li%e percentage, average and mean score &ere calculated. Some

!uestions &ere ran%ed.

D) E3PECTED CONTRI!UTION FROM THE STUDY G

). To suggest innovative practices in training ; development 0 "D> activities in Tata Steel.

+. To suggest remedial measures in the e-isting mechanism on training ; development and

its evaluation if any.

E) LIMITATION OF THE STUDY

The various limitations these &ere e-perienced during the research &or% are enumerated

belo&G

). =ne of the ma or problems faced during the survey &as lac% of transportation

facilities due to &hich it became difficult to cover certain department.

+. Time &as a ma or constraint in collecting detailed data on the general &or%ing of the

organi7ation and carrying out research &or% in particular.

@. $ number of participants included in the sample &ere from ra& materials section for

e-ample est #o%aro collieries, &ho &ere out of reach

A. ith the recent organi7ational restructuring at Tata Steel a number of participants

&ere no longer employees. Therefore, they had to be e-cluded from our survey.

B. The busy schedule of the e-ecutives did not give them enough time to do full ustice

to the researcher6s schedule.

Ho&ever despite these limitations, the over&helming co:operation and response of the

employees in providing the much needed information enabled the researcher to ma%e the

best out of the available data.

PLAN OF THE STUDY 44 CHAPTERISATION

Chapter-I G The importance of study, ob ective of the study, scope of the study, also the

methodology adopted to derive inferences has also been dealt in this chapter.

Chapter- II G This chapter deals &ith the concepts and theoretical aspects of "D>6s in

business organi7ation.

Chapter- III < This chapter describes the organi7ational profile of Tata Steel

Chapter- IV G This chapter covers the functioning of "D> in Tata Steel for the year +*))

Chapter-V: This chapter deals &ith the analysis of the opinion of the employees &ho haveattend various "D>6s in T"DC

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Chapter-VI G This chapter discusses about the conclusion of the study and suggestions.

JJJJJJ

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CHAPTER-5

INTRODUCTION: ith the increase of globali7ation and economic liberali7ation,

organi7ations the &orld over have started facing challenge to cope &ith the increased

competition, demand and e-pectations. These changing demands are being placed onorgani7ation and their conse!uent streamlining has created both ne& challenges and other

parado-es. 8>eople are our greatest assets 8is on the lips of many leaders . Ket the

development budget is often the first target. hen lagging economics need to be revived. $s

>eter Drun%er points outG 3or the first time in human history, it really does matter &hether or

not people lean9. There is a greater need these days for devising more effective &ay of

delivering value to the organi7ation by &ay of developing people. The fact that human

competency development of organi7ations is &ell: recogni7ed no&. 3or real development to

ta%e place, organi7ations need to chec% &hether they have the tight people in the place &ith

right competencies, %no&ledge, e-perience and capabilities necessary for both current and

future responsibilities. These call for &ell < planned Human (esources Development

Strategic and polices. 4arious mechanisms, &hich help the organi7ation in facilitating and

managing their H(D functions. Training g is one of the &idely used mechanisms of H(D that

helps the organi7ation to get the most from their H(, by developing a result oriented culture

through the organi7ation.

Training plays an important role in the development of an organi7ation. This is vital

for every organi7ation to cope &ith the changes &hich occur in the mar%et economy from

time to time also helps to enhance their s%ills, adapt latest technology and complete &ith the

best companies.

n an organi7ation, learning occurs at individuals, groups and organi7ational levels.

Training processes are scrutini7ed and aligned &ith organi7ational goals. Training and

development is an important part of a system intended to develop the intellectual capital and

manage the organi7ational %no&ledge. Training promotes retaining and motivating the staff.

Today, the training managers have to practically solve the performance related problems

besides conducting training programs.

The main function of training is to close the gap bet&een the desired and the actual

ob performance. The need for !uality training programs increased due to the fact that the

highly competitive business environment is thro&ing up ne& and challenging obs,

practically everyday. Training need analysis is an important plan% is the gamut of training. t

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should be designed, offered and conducted for a particular purpose to meet a specific

ob ective and to fulfill an identified need.

#y the end of the +) st century, all progressive industrial organi7ations have embedded

H(D along &ith personnel management, industrial relations and labour &elfare. n order to

avoid the mingle ness of various activities and to avoid the operational comple-ities most of

the organi7ations have created separate H(D department to deal &ith the maters, especially

relating to training and development and appraisal.

Fuite often conducting seminars , symposium and other development programmes

may not fulfill the real ob ectives of bringing change in s%ill, %no&ledge, efficiency and

effectiveness of the the people in the organi7ation, rather helps in bridging certain gap in their

behavior &hich is more formal in nature. here as training upgrades the s%ill &hich bring

change in attitude and performance. "odern age change management needs more help of the

training, rather such developmental programs. So "anagement training and development are

t&o ma or functions for gro&th of the organi7ation in micro level and economy in macro

sense,

3unction of the organi7ations large or small re!uires staffing &ith competence

personnel. The public education systems are primarily designed to&ards teaching broad

%no&ledge and s%ills to enable people cope successfully &ith their environment, but they are

not structured to teach specific ab s%ills for positions in particular organi7ations. n this

conte-t there arises the need for training the employees to perform their ob successfully in

the &or% organi7ations. Even those &ho have professional degree from technical or

professional institutes must receive initial training in the form of orientation to the policies,

practical and the method of functioning. $lso rapid changes and development in the

production process have aroused the need of continual retraining of e-perienced &or%ers to

perform ne& and changed obs. Ta%ing into considerations all the aspects, it can be said that

training plays a vital role in every organi7ation.

The terms 8Training9 and 8Development 8are often used synonymously, but there e-ist a thin

line of separation bet&een them. Development is seen as an activity normally associated &ith

managers &ith the future firmly in mind in contrast training has a more immediate concern

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and is associated &ith improvement of %no&ledge and s%ills of non:managerial employees in

their present ob.

TRAINING AND DEVELOPMENT CONCEPTS.

1. T,ainin0 '#n' 6(2.

Training is an organi7ed procedure by &hich people learn %no&ledge and s%ill for

and definite purpose Training is defined differently by various authors.

$ccording to Mi' a l A,72(,#7 8Training is the systematic modification behaviour

through learning which occurs as a result of education, instruction development and planned

experiences

8a n . Ca2i# observed that 8 Training consists of planned programmes designed to

improve performance at the individuals, group and / or organizational levels. Improved

performance in term implies that there have been measurable changes in knowledge, skills,

attitudes and / or social behaviour 9

$ccording to 'enney and (eid 8>lanned training is a deliberate intervention designed to

bring about the necessary learning to improve performance on the ob9

"athis and Lac%son have defined 8Training as a learning process &hereby people ac!uire

s%ills, attitudes or %no&ledge to aid in the achievements and goals9

$ccording to Calhoon 8Training is the process of aiding employees to gain effectiveness in

their present and future &or% 8.

Hence, training can be defined as a planned process by &hich people learn %no&ledge and

s%ills to improve performance on the ob and enable the organi7ation to achieve its goals.

O!"ECTIVES OF TRAINING

). To develop the capacities as &ell as capabilities of the employees by upgrading

their s%ills and %no&ledge.

+. To help employees improve their level of performance on their present ob

assignment.

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@. To enable in employee a&areness and self:consciousness and this helps them to

contribute their best to the organi7ation.

A. To bring about efficiency and effectiveness in organi7ation, &hich helps in

remaining competitive in the mar%et situations5

B. To help employees cope up &ith the rapid technological changes ta%ing place in

the organi7ation.

!ENEFITS OF TRAINING

). Training reduces learning time to achieve acceptable performance targets.

+. t enhances s%ills thereby resulting in increasing in both !uality and !uantity of

production.

@. t helps in the satisfaction of human needs li%e security and ego satisfaction.

A. Trained employees can perform their &or% effectively &ith little supervision.

B. t is useful in solving various operational problems.

. =rgani7ational stability can be maintained be %eeping a reservoir of trained

replacements.

II . DEVELOPMENT CONCEPTS.

Development is a process &hich the employees accomplish not merely s%ills in their

present obs but also competence for prospective assignments of enhanced difficulties and

scope.

The term development can be defined as the nature and direction of change ta%ing

among personal through educational and training process.

$ccording to Dunn ; Stephens, development refers to the organi7ations efforts and

the individuals o&n efforts2 to enhance an individuals ability to advance in his organi7ation,

to perform additional ob duties.

O!"ECTIVES OF DEVELOPMENTS

). Development enables the organi7ation to go ahead &ith its e-pansion programme

by ensuring that as and &hen needed manpo&er both in !ualitative and

!uantitative aspect &ill be available.

+. t ma%es provision for optimum utili7ation of the present and future potential of

all manpo&er resources.

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@. To mould the attitude and behaviour of the &or%force for the improvement of ob

performance.

A. To bring about improvement efficiency and effectiveness in ob performance.

METHOD OF TRAINING AND DEVELOPMENT.

"ethod of training and development in an organi7ation is broadly divided into t&o parts.

$. =n:the: ob training.

#. =ff:the: ob training.

A. ON-THE "O! TRAINING.

t is most common, most &idely accepted a most necessary method of training

employees in the s%ills, essential for ob performance. Trainees in this process are

encrusted by s%illed co:&or%ers, supervisors or special training instructors. They learn

the ob by personal observation, practice as &ell as handling it.

There are vicariates of coaching, internship, $pprenticeship, ob rotation etc.

MERITS:

). The main advantage is that the trainee level on the actual e!uipment in use

and in true environment of his ob.

+. t is highly economical, since no additional facilities are re!uired for

training.

@. The trainee leaves the rules, regulations and procedure by observing their

day:to:day applications.

A. t is most appropriate for teaching the %no&ledge and s%ills that can be

ac!uires in a relatively short period.

!. OFF-THE "O! TRAINING.

=ff:the: ob training simply means that training is not a part of everyday ob

activity. The actual location for training may be in the company classrooms or in places

that are o&ned by the company or in places that are e-ternal to the company.

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4arious off:the: ob training techni!ues includesG lectures, conferences, group discussions,

role playing and case:study etc.

MERITS:

). The best of instructors and planned materials are used for imparting training.

+. t see%s &ider acceptance by the people, as they are more familiar &ith these

methods.

@. This enables conveying information to course of people in a short time.

MANAGEMENT DEVELOPMENT PROGRAMME.

"anagement development programmes are an attempt to improve managerial attitude

for increasing s%ill, the "D>6s purpose to enhance the ability of managers to advance in the

company or to accomplish additional ob responsibilities. "anagement Development

>rogramme &as started by large corporations in the U.S.$ in )1B*6s but since then there has

been gro&ing sophistication in the conte-t of such endeavors.

Dale S. #each Defined "anagement Development as 8 !ystematic process of

training and growth by which individuals gain and apply knowledge, skills, insights and

attitudes to manage work organizations effectively.

$ccording to "ichael $rmstrom 8 "mployee #evelopment often referred to as $uman

%esource #evelopment &$%#' is about the provision of learning, development and training

opportunities in order to improve individual, team and organization as performance.

Koder Defined "anagement Development as a programme of training and planned personnel

development purporting to prepare and aid managers in their present and future obs.

Thus ".D.> is a systematic process of learning and development to gain %no&ledge,

insight and attitude in order to improve individual, team and organi7ational performance.

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O!"ECTIVES OF M.D.P.

The ma or ob ective of ".D.>6S is.

). To enhance the present effectiveness of managers through a planned and

deliberate process of learning &ithin the organi7ation.

+. To identify the potential &ithin managers and nurture them ade!uately.

@. To provide a rich learning e-perience to individuals and thus create &ithin them

capacity to manage and administer the affaires of their organi7ations.

A. To create an ade!uate reserve of managerial talent to meet the present and

anticipated needs of the future.

B. To prevent managerial obsolesce.

. To bring about changes in crucial areas of %no&ledge, attitude, behaviour and

performance.

P,#' /+, # Mana0 7 n( D l#67 n(.

The process of management development includes various se!uential steps. They areG

a. O,0ani9a(i#n 6lannin0 G:

$fter the %ey decision to lunch a management development programme has been

made, the first thing to do is organi7ation planning. The organi7ation structure

must be studied to ascertain &hether activities and functions are grouped properly

&hat the organi7ation &ill consist of five to ten years hence in terms of functions,

departments and e-ecutive positions are analy7ed in this step.

$. P,#0,a77 Ta,0 (in0:-

The group of manager &ho are to be included in the programme must be selected

carefully depending upon the ob ective of the programme.

'. I/ n(i in0 $a2i' , +i, 7 n( # ; 6#2i(i#n2

The re!uirement of the %ey positions should be identified as this helps in the

designing of the development programmes for the managers.

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/. E-ecutive $ppraisal G

The process of e-ecutive appraisal helps in identifying the areas in &hich

managers must be developed.

. P, 6a,in0 , 6la' 7 n( in n(#,i 2:

(eplacement inventories based on organi7ational planning forms an initial step

and are the heart of management development. This replacement table implies

preparation and maintenance of an e-ecutive inventory including both resent and

prospective managers.

. P, 6a,in0 In/i i/+al D l#67 n( P,#0,a77 2:

#ased on the e-ecutive appraisal, individual development programmes are

planned. These are designed to develop the hidden potential in managers for

handling future ob assignment efficiently. Development plan must be tailor made

for each individual.

0. P,#0,a77 A/7ini2(,a(i#n.

>roper administration of the programmes helps in ma%ing them successful.

>roper administration includesG

). Creating a climate for learning and applying ne& %no&ledge,

+. >roviding ade!uate infrastructural facilities.

@. Ietting the services of efficient instructors.

A. "a%ing proper evaluations after the programmes.

METHODS AND TECHNI


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5. C#n , n' :

This method permit trainees to thin% about problems, e-press themselves, access

the opinion of others, understand team &or% and develop leadership as &ell as

udgment sub ects commonly used in development conferences includes.

Human relations, supervision, general economic understanding, personnel

administration and allied problems.

=. R#l Pla in0 G

This is another group training method in &hich trainees act out the parts of people

in a realistic management situation. The idea of the e-ercise is to solve the

problem at hand and thereby develop trainee6s s%ills in areas li%e leadership and

delegating.

>. S n2i(i i( T,ainin0 :

This method aims to increase participant6s insight into their behaviour and

behaviour of others by encouraging an open e-pression of feelings. This method

provides face:to:face learning of on going behaviour &ithin a small group and

lac%s structure. The trainer in this method acts as a moderator and facilitates

feedbac% processes.

?. Ca2 S(+/ M ( #/.

n this method the managers are presented &ith a &ritten description of

organi7ational problems to diagnose and solve. The trainees then analy7e the case,

diagnose the problem and present his0her findings and solutions after discussion

&ith other trainees. This is aimed at giving trainees realistic e-perience in

identifying and analy7ing comple- problems in an environment in &hich a trained

teacher can subtly guide their progress.

@. In-$a2; ( M ( #/:

This method involves letter, notes, documents and reports needed to provide on:

the: ob reality of the manager in:bas%et. t helps to develop and measure decision:

ma%ing ability of managers. This method provides realism, fle-ibility, involmentand built:in motivation.

MBA-09 2!


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. !+2in 22 Ga7 2:

This method is a classroom simulation e-ercise in &hich teams of trainees

compete against each other or an environment to achieve given ob ective. The

game is intended to be a close representation of real life conditions. t simulates

interest, involvement and competition among trainees. The games are li%ely to

develop.

3inancial s%ills, !uic%ness of thin%ing and ability to adapt under stressful

situation.

B. Uni ,2i( C#+,2 / :

University coursed provides the benefits of the special teaching and training s%ills

of faculty members and present a broad vie& of economic and political

considerations. Ho&ever, these coursed alone are not ade!uate.

. N#n-0,#+6 M ( #/ G

n addition to the group methods, there are several non:group methods involving

an assessment of each individual6s strength and &ea%nesses. This method includes

counseling, understudies, and special pro ects etc.

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CH$>TE( @Tata steel established in )1* today stands proud as a modern steel plant comparable

&ith any integrated steel plant in the &orld. t o&es its e-istence to the vision of Lamshed i

N... Tata one of the pioneers of industrial development in ndia. t caters the Selenium as a

thriving nimble. Steel enterprise. t has transformed itself to meet the challenges of a highly

competitive global economy. t aims in the ne&, millennium to become a supplier of choice

by delighting its customers &ith services and products.

T SC= &as established on + th $ug )1* &ith an initial capital of (s. + crores &hich

&as subscribed by ndian investors. n )1)) , the )***** tone plant produced its first cast of

iron and in 3ebruary )1)+, it rolled its steel ingots . The plant achieved capacity pro ections

in )1) .

The main strength of Tata Steel lies in the spirit of its employees, present and those of

yester years, &hich has enabled the company to stand through several cycles of economic

upheavals including the do&n turn in the steel industry in the past +:@ years &hich sa& most

other steel corporations go through 8 red phases 8 . 3or the past )* years Tata Steel has

constantly produced &ell over its rated capacity and in the recent mar%et scenario, &hich has

seen a glut of steel products there &as sustained demand for Tata Steel6s output.

The four phases of moderni7ation completed in +** :+**/ have seen an increase in

crude steel from + metric tones per annum currently. This has enabled it to ac!uire the most

modern steel ma%ing facilities in the &orld. Though steel products remain the core of its

business activity, the company also produces 3erro:alloys, tubes, agricultural products, ball

bearing, steel plant e!uipments and rings. Tata Steel invested over (s. ) ** cores in

establishing state:of:the art cold rolling mill capable of leveraging the company6s strength&ell into the future. (ecently, Tata Steel commissioned its ).+ million tones capacity C("

comple- at 8Ilobal Speed and Cost2 currently, the 4th phase of moderni7ation program see%s

to leverage intellectual capacities of its employees. Through better %no&ledge management,

initiating Tata Steel hopes to shift focus from creating ne& physical asset to utili7ing them

&ith ingenuity and a sturdy business sense, The performance ethic initiative proposes a ne&

organi7ational structure that nurtures gro&th business , providing more decision ma%ing

fle-ibility, sets clear accountabilities and encourage high levels of team&or% amongmanagers and unit.

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Tata steels concerted effort to become the lo&est cost producer of steel has yielded

rich individuals. The &orld steel dynamics a reno&ned industrial analyst based in U.S.$ in

their recent report has stated that. Tata Steel 8is a 8&orld class9 steel ma%er, the only in ndia

and one of the fe& companies into eh &orld &ith such a standing

LOCATION

Tata Steel located in Lamshedpur, the burgeoning to&nship names in )1)1 in tribute to

Tata Steel founder, is ndia6s first planned ndustrial City. t is a model for the harmonious co:

e-istence of industry and environment.

L$"SHED>U( 3$CT 3 ?E G

Ieographical locationG South Lhar%hand, Chotanagpur >lateau.

?ongitude G / .)+ E

?atitude G ++.A N

$ttitude G)B1 m above mean sea level at Tatanagar2 1@@ m above mean sea

level Dalura2

(ail&ay station G Tata Nagar

$erodrame G Sonari

Temperature G A .@ M c "a-imum ; /.* "inimum

Total rain fall G )@++ mm

$rea G A s! 'm.

>opulation G A. + lacs

No. of schools G )+) ./* mm

mportant (ivers G Subarnare%ha and 'har%hai

mportant ndustries G Tata Steel, TE?C=, Tinplate co of ndia Tata Tim%en, T(3 ?td. Tata

Electric cos. T$K=, T$T$ CU"" NS, bloc ndia, Lameo , Usha "artin ndustries. Tata

>igments, Tata 'orb, Lamipol, 3US =N Engg, etc.

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VISION 5 1 G

To sei7e the opportunities of tomorro& and create a future that &ill ma%e us an E4$

positive company. To continue to improve the !uality of life of our employees and the

communities &e have.

e aspire to be the global steel industry benchmar% for

4alue Creation and Corporate Citi7enship

=ur 6 #6l , by fostering team &or%, nurturing talent, enhancing leadership capability and

acting &ith pace, pride and passion.=ur # ,, by becoming the supplier of choice, delivering premium products and services,

and creating value &ith our customers.

=ur inn# a(i a66,#a' , by developing leading edge solutions in technology, processes and

products.

=ur '#n/+'( , by providing a safe &or%ing place, respecting the environment, caring for our

communities and demonstrating high ethical standards.

STRATEGY :"anage %no&ledge strategically .

=utsource strategically

Encourage innovations and allo& freedom to fail

E-cel at #E"

Unleash people6s potential and create leaders &ho &ill build the future.

nvest in attractive ne& business

Ensure safety and environmental sustainability

Divest, "erge and $c!uire.

STRATEGIC GOALS:

"ove from commodities to #rands

Eva positive core business

Continue to be the lo&est cost producer of steel

4alue creating partnerships &ith customers and suppliers

Entrusted and happy employees.

Sustainable gro&th.

MBA-09 29


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VALUES :

Trusteeship

ntegrity

(espect for the individual

Creditability

E-cellence

PRINCIPLES :

?eadership and Team&or%

Strategic 4ision

Customer 3ocus

>artnership &ith sta%eholders

Technology ?eadership

Social (esponsibility

?earning =rgani7ation

Creativity and nnovativeness.

RA8 MATERIALS G The geographical team of the company had e-tensive research pro ect

and located the places from &here crude iron ore can be collected to feed the steel plant.

IRON MINES G Iou "aharani, #adampahar and suleipat in the "ayurbhan district of

=rissa. Noamundi, Lhar%hand, Loda $($ N THE 'eon har district of =rissa.

>(=DUCT " G

Semis

Structure

(ound

Hot rolling strips

ire rods

(olled rings

Commercial !uality pipes

E&a precision bearing

Heavy engineering e!uipment

$gricultural Tools li%e hose, pic%s,cro&bars and sha&ls 3erro "agnesia and 3errochrome

#y products li%e coal ta-, sulphate of ammonia ben7ol and toluene it also offers

comprehensive consultancy and engineering services.

MBA-09 30


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SU!SIDIARY COMPANIES.

Tata (efractoriness ?imited

The Tata >igments ?imited

'alimati nvestment Company ?imitedTata 'orf Engineering Service ?imited

Tata ncorporated

Ste&arts and ?oyds of ndia ?imited

Tata SS? ?imited.

>roduction Statistics Total saleable Steel

+*)*:+*)) A)**

+**1:+*)* @A@*

+**/:+**1 @+ +

+** :+**/ @*B)

+** :+** +1 )

+**B:+** + /@

+**A:+**B + *

?$U(E?S $CH E4ED #K T$T$ STEE? G

The 3 C a&a%ed for outstanding $chievement in 3amily elfare for +** :+**/ has

been conferred on Tata Steel center for family nitiatives C3 2

The "ohta $&ard G =ne of the "anagement tools effectively used by Tata Steel to

bring about cost improvement is value engineering.

The $#C $&ardG The $ssociation of #usiness Communications of ndia in its A* th

$nnual Competition Tata Steel in categories.

The C < E-im $&ard G Tata steel has been a&arded the C E-im a&ard +*** : one

of the most prestigious a&ard for corporate E-cellence.

The Corporate governance a&ard G Tata Steel has &on the National $&ard for

E-cellence in Corporate Iovernance for the year +***

>rime "inister6s $&ard G To the second time Tata Steel has been ad usted ndia6s best

performing steel plant in the country by the "inistry of Steel Iovernment of ndia.

The L(D F4 $&ardG Tata Steel achieved a score of more than ** on ma-imum

mar%s of )***. t is in the first time that a Tata Iroup of Company has &on the L(D

F4 $&ard.

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The Engineering E-port a&ard G Tata Steel has been a&arded the $ll ndia Trophy for

top e-ports in the category of 8 "anufacturing Unit ?$(IE Scale Non:SS 9

The "" $&ardG Tata Steel has been a&arded the corporate E-cellence $&ard by the

ndian nstitute of "aterials "anagement &hich is associated &ith the nternational

3ederation of >urchasing and "aterial "anagement.

The #ritish safety council $&ardG Tata Steel has been conferred &ith the #ritish

Council Safety a&ard. This a&ard is given to organi7ations &ith lo&er than average

accident rate, good safety polices.

E3CELLENCE A8ARDS:

). P,# i( : =perating profit < &as the highest this year at (s. )/*+ corers.

>rofit after tas% >$T2 amounted to (s. [email protected]@ crores registering a gro&th of @) B

over the last year.

+. P,#/+'(i#n E'#n#7i'2. : $ll previous production records &ere surpassed <

capacity utili7ation, production and mar%et leadership. Crude steel production

reached @.B "T as against @.A@ "T in the precious year.

@. Tata steel is emerging as the &orld6s lo&est cost producer of hot rolled coils H(C.

A. Use of petrol: fuel into eh steel ma%ing process has been eliminated completely.

B. ?abor productivity has almost doubled in the last B years.

E-C#77 ,' :

. ith e:procurement., almost B** vendors and &ith e:sales appro-imately )/*

customers are on line.

Tata Steel has created a #+# portal "etal unction. com in collaboration &ith the

Steel $uthority of ndia S$?E2 and 'alyani Steel

E ' + ,

. )BO =3 Tata Steel revenue &as disturbed to the government in +**A:+**B

amounting to (s. )+* /A crores.

MBA-09 32


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/. $s a eb enabled enterpriseG Tata Steel is rapidly lin%ing up &ith customers and

suppliers. The implementation of S$>, an enterprise resources planning soft&are

pac%age has changed the process of conducting business. $n internet drives

system. S$> &ill improve decision ma%ing by ma%ing data available on line and

enabling customers to get information on their orders.

1. 'no&ledge "anagementG The Company has initiated a '"> to systematically

and formally share and transfer learning concepts best practices and other implicit

%no&ledge.

The >E> has streamlined the org. The structuring the hierarchy and the number.

)*. Employee focus Empo&erment G $ perfect )**O total Employee nvolvement in

improvement schemes has been achieved in the amshedpur &or%s Since

Dec.+***

Tata Steel has seen over * years of ndustrial harmony, during &hich not a single

man:hour has been lost.

$ssistance has been given to ) rural schools to encourage rural education and

&omen development

omen and Kouth empo&erment has been underta%en through micro credit

groups and through Domestic "anagement programme

)). Eco ConsciousnessG Tata Steel &ill be contributing over ) la%h saplings to support

the greening of "umbai.

The Tata Steel plant is the only one in the company to be given the S= )A**)

Certificate by the environmental management system.

Noamundi is the only mine is the country to have received the environmental

a&ards from the 3ederation of ndia "inerals ndustries t&ice.

MBA-09 33


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HUMAN RESOURCE MANAGEMENT HRM ) DIVISION .

$ deep and abiding concern for all its employees recogni7ed its people to be the

important asset for the organi7ation. t &as based on this philosophy that late L(D. Tata Steel

instituted the >ersonnel Development into eh company on )1A , the first in an organi7ation in

ndia no& being %no&n as Human (esources "anagement H("2 Division. The H("

division &or%s as the main implementations arm of the company in fulfilling the company6s

mission of strengthening the industrial base through the effective utili7ation of men and

material by means of high technology consistent &ith modern management practice. The

H(" division has its officers and staff located in all the divcisions and locations of the

company.

)2 Tata Steel recogni7es that its people are the primary source of its competitiveness.

+2 t is committed to e!ual employment opportunities for attracting the best available

talent and ensuring a cosmopolitan &or%force.

@2 t &ill pursue management practices designed to enrich the !uality of life of its

employees, develop their potential and ma-imi7e their productivity.

A2 t &ill aim at ensuring transparency, fairness and e!uity in all its dealing &ith its

employees.

H(" Division has +1 employees comprising +A officers, )+B supervisors @B/

&or%men. The employees are located in the companies units at amshedpur in the mines at

Noamundi , Loda, Su%inda #armipal, est #o%aro and Dhanbad in mar%eting offices and

head office . Supervisors and all &or%men are in unioni7ed categories . t does not need to

employ contractor employee e-pect for occasional situations. ts &or%men in canteens are

provided &ith uniforms and undergo statutory medical chec% up for food handlers. Tata Steel

is regulated by statutory la&s of the staff govt and central govt . hile state govt is the

appropriate authority for our Lamshedpur based units. The central govt is the appropriate

authority for mines and collieries.

H(" is a service department but it ta%es cogni7ance of importance of its supplies in order to

save the customers better. The use of modern T enable system has helped a lot Tata Steel in

serving the customers better. The short term and long term H(" plans are formulated

through e-tensive discussion in the form of 4> H("2Ms #alance score card based on &hich

action plans.

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PERSONNEL MANAGEMENT PRACTICES AT TISCO.

1. MAN PO8ER PLANNING G

t is a strategy for the ac!uisition, utili7ation, improvement and preservation of

enterprises human resources. t is the management activity aimed at co:coordinating the

re!uirements for and the availability of different types of employees. t means the right %ind

of people at the right time.

MAN PO8ER PLANNING IN TATA STEEL.

n today6s open economy, the present mar%et position is e-tremely competitive and

lo& demand and lo& prices have eroded Tata Steel6s margins considerably. Tata steel is a

company employing over A/,*** employees and the employee cost becomes a crucial factor

&hich affects the competitiveness. So appropriate rightsi7ing has helped to reduce the &age

bill. $ principal factor &hich can improve the numbers, but also the employee profile and

position of the re!uirement. This &as developed in house at a small percentage of cost of the

system offered by e-ternal agency.

+.. RE


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negative process deals &ith finding out the best person from a large number of potential

candidates. There is a separate selection committee constituted at Tata Steel. nstead of a ust

a plain &ritten test intervie&, there is a dependence on the computeri7ed database to

understand the candidates in !uestion and their ottoman in prospective areas ob and

individual mapping is done.

=. INDUCTION* PROMOTION AND DEMOTION:

Ienerally the section &ise induction is made &hen a ne& person comes. Everybody is

Engaged in ta%ing care of the person so that he can stream up to&ards organi7ational goal.

P,#7#(i#n G >romotion is generally done on the basis of the performance record and

seniority.

D 7#(i#n G t is treated as punishment. t is under the disciplinary action to a person to

reduce from upper post to a lo&er post.

>. TRAINING AND DEVELOPMENT G

Training and development from a part of the continuous process of integrating the

organi7ational goals &ith the need of the individuals for gro&th and development. The

training and development activities of Tata Steel are generally carried on by SNT and T"DC

. $n effectiveness of training programmes is my study so both the institutes of training are

discussed.

The ne& technology introduced in training are a greater dependence on the use of

technology for the purpose of training. Usage of C#Ts and internet has commenced

sophisticated e!uipment are no& being used for e!uipment dedicated training. $ lot of

support function are T enabled.

?. ORGANI ATION ENGG* AND "O! DESIGN.

3rom a gut feeling and in&ard loo%ing organi7ation 0 ob design no& &e have an

out&ard and customer oriented organi7ation and ob structures. This has been possible by

understanding the needs of the customer environment at all level to and formulating the

structure.

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@. 8AGE AND SALARY ADMINISTRATION:

(emuneration to be given to the e-ecutives and non:e-ecutives is determined at the

&age and salary committee. There is an online connectivity &ith the $ccounts Department

for communicating the salary details.

. PERFORMANCE APPRAISAL:

The process of performance evaluation is basically done in three steps.

). Self evaluationG Each officer &ill receive a performance evaluation from through his

superior. $fter filling part $ of the form, it is to be sent bac% to the superior for

evaluation.

+. >erformance Evaluation DialogueG The superior, &ho is the evaluator, is re!uired to

schedule discussion &ith the evaluate for performance evaluation. >erformance of the

entire period is to be revie&ed against agreed '(S6s . (atings by functional 0 previous

superior should be completed before this meeting.

@. Superior Evaluation G The evaluator rates individuals '($6s on part b based on $2

ratings given by functional0 previous superior b2 discussion held &ith the evaluate

and c2 his o&n fact based udgment.

The performance in case of individual officers is observed through a company

&ide performance appraisal system. The basic aims are.

a. Enhancing result oriented amongst officers.

b. Differentiating high performances from the rest, thus facilitating

administration of re&ards.

The detailed feedbac% is given to each officer to enable him0her identifies areas for

improvement and thereby supports high performance. 3eedbac% on performance is

also provided to departmental Head through the system of managerial style feedbac%

and peer customer feedbac% @ *2 degree feedbac% for non:officers, the feedbac% is

informal on the ob and need based.

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B.. COMPENSATION SYSTEM .

The officer6s compensation pac%age &as revised in Luly +*** to ta%e care of

their aspirations and %eep them motivated. "any of the allo&ances &ere increased

substantially. The re&ard system &as also changed to enhance its lin%age to

performance. The concepts of performance bonus have been introduced. The

increment system has been charged from fi-ed amount to percentage of basic pay so

that the increase becomes substantial. The types of increment have also been lin%ed

more closely to performance by introducing t&o ne& types of increment.

. 8ELFARE ACTIVITIES AND EMPLOYEE ASSISTANCE .

Type of assistance given to officers of Tata Steel

Canteen facility &ith subsidi7ed food

$menities of rest room, drin%ing &ater and toilets.

Safety and personnel counseling

$ssistance is provided in case of death in terms of benefit to the family

Housing through #ungalo& allotment committee

elcome loan to fresh officer cadre recruits to facilities for basic household

amenities. Those &ishing to go for higher studies are provided study leave

=ld cars0 eeps0ace0>cs are offered to the officers at a confessional rate

$ssistance is provided to the ne&ly recruited non:cadre officers at the time

of oining right from receiving the officer at the station to oining in the

department.

"edical service boo%s for employees.

$ssistance is provided to ESS beneficiaries.

E76l# 8 l a, -5 5

LDC special &elfare grant of an amount of (est. ) la%h in the financial year for

spending on items of common interest falling &ithin the purvie& of LDC6s li%e

programme on eradication of illiteracy, &or%shops on absenteeism , drug and alcohol

MBA-09 3&


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deaddition , training and development programmes !uality a&areness programmes

etc.

The annual fare&ell gifts has been revised from (s. 1B* to (s. )B** for &or%ers and

from (s. )***0: )+**0: to (s. )/** for supervisors. Special leave for the period of actual ourney is given to an employee &ho

accompanies a sic% employee, referred by T"H for treatment outside Lamshedpur.

$ second bridge at "ango has been constructed for people6s benefit.

$ holidy home for employees has been provided at Iangato%

Transportnagar at "ango has been constructed for the people benefit for par%ing of

heavy vehicles.

=ne day special leave &ill be granted to employees &ho donate blood for an ailing

employee0 employee6s family referred by T"H for treatment at a hospital outside

Lamshedpur.

T&o picnic spots have been provided in #hetia >ar%.

$ community hall in the premises of Ulyan . or%ers flats has been provided for the

benefit of the employees and their families.

Upto +) days after the delivery of a child, if the mother of the child is admitted in the

T"H , no charges &ill levied.

T&o recreation clubs are at Iroup&are slope, 'arma and one in #raid have been

provided for the employees.

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8ELFARE FIRSTS

Consistent &ith the 4ision of the 3ounder, Tata Steel has introduced a number of firsts

in the field of labor &elfare, long before their &ere made mandatory through legislation.

Some of these are ntroduced 0 Enforced by la&.

E?3$(E 3 (STS Tisco ?a& "easure

; Ei ht#hour $orkin day -0-4 -05+ 6actories ;ct

> 6ree (edical ;id -0-2 -05+ Employees State

C Creation of 9elfare Dept -0-3 -05+ 6actories ;ct

D Schoolin of 9elfare Dept -0-3 #

E 6ormation of $orks committee for handlincomplaints and rievances -000 #/ndustrial Dispute

;ct

6 Aeave $ith pay -04. -05+ 6actories ;ct

B 9orker s 8rovident 6und -04. -024 6actories ;ct

! 9orkmen s ;ccident Compensation Scheme -04. -045 9orkmen sCompensation ;ct

/f Technical /nstitute for trainin of apprentices,craftsmen and en ineerin raduates -04- -01- ;pprentices ;ct

* (aternity benefits -04+ -051 ;pprentices ;ct

= 8rofit sharin bonus -0 5 -012 >onus ;ct

A 'etirin benefits -0 3 -034 8ayment Bratuity ;ct

( E7# ratia payment for road accident $hilecomin to or returnin from duty -030 #

? Social ;udit -0+. # 6irst in /ndia

O 8ension Scheme -0+0 #

8 Cout to ether function $ith returnin employeeson -st of every month -000 #

: *oy#ride to the retirin employees 4..- #

1 . GRIEVANCE REDRESAL SYSTEM:

Structured three tier Irievance processing machinery e-ists &ith sectional heads and

departmental heads being the first t&o levels and the third level in the Ponal or%s

committee &hich is a oint body of the union management. The aim is to have grievance

settles in less cycle time. There e-ists informal grievance machinery &herein the H(0 (

MBA-09 0


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e-ecutives at the shop floor directly interact &ith the employees and settle their grievance

informally.

Sta e One Brievance from ?o - ;ppeal to Sectional head

/f not satisfied

Sta e t$o Brievance from ?o 4 ;ppeal to Departmental !ead

/f not satisfied

Sta e three Brievance from ?o ;ppeal to Chairman, onal $orks committee ?onfactory employees $orks committee

11. DISCIPLINARY ACTION:

f a person is found guilty of misconduct the disciplinary actions are ta%en according

to standing orders. Tata Code of Conduct !uantifies the essence of decorum to be follo&ed

voluntarily by the employees. To spread the message across the organi7ation, forum li%e LDC

is also used. Disciplinary steps against employees, &ho have transgressed the code values of

the organi7ation, have been ta%en through the mechanism of Ethics counselor and Ethics co:

coordinator.

15. RETIREMENT G

t is generally at the age of * many retirement benefits are provided to the employees

at the time of retirement.

INDUSTRIAL RELATION SCENARIO:

The main function of ( is dealing &ith the union to ade!uately meet the

organi7ations need of higher productivity from the unioni7ed &or%force. Loint consultations

and all the H(0 ( e-ecutives in the departments provide the support and maintain the morals

and discipline of the &or%force. "anpo&er proposals are prepared for sending to the union

and finali7ed after discussions &ith the union. The final is sanction is processed by the

establishment and it is also involved in dealing &ith policy issues. The system of oint

consultation bet&een union and management &as established )1B . t has sound and structure

@ tier processes involves in management and union officials from departmental level to top

levels of union and management.

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There are no stri%es or loc% outs at Tata Steel for the last five years. So the industrial

relations at Tata Steel is very harmonious and cordial for the past the several decades. There

have been ne& technologies introduced in the field of (. The human resources planning

system has developed data base related to profile of employee blend and rules related !uery

site to respond !uic%ly to any type of customer.

T,a/ Uni#ni27: There is only a union in Tosco &hich is called as Tate &or%ers Union. ts

president is (.#.# Singh. The union helps to maintain communal harmony and that there are

no differences of this %ind. The aim of the union is that it ensures the companies gro&ths ho&

it should remain profitable and both &or%ers and company should benefit from it. The union

believe in the sense of mutual trust. n )1+ the management agreed to ma%e Tata &or%ers

union the sole bargaining agent. That %ept Tata Steel a&ay from industrial disputes. t also

ages that changes have to be made its only after consultation "r. (.#.# Singh believes in

establishing training systems for employees, the e-ecutive committee, office bearers so that

the &or%ers are of &orld class !uality. &e also have to &or% on changing the mind set as &e

need to be more effective in moderni7ation of the mind.

"r. (.#.# Singh : >resident of Tata or%ers Union.

"r. D.'.Singh: Ieneral secretary

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8ORKERS PARTICIPATION IN MANAGEMENT

The &or%ers tas% active participation in management . So a positive &or% culture and

participative style of management in T SC= has resulted in the development of a committed

and motivated &or% force, &hich is ever ready to meet the challenges. The members

participate in various forces organi7ed by H( deptt. ?i%e !uality circles etc.

ORGANISATIONAL LEARNING AND DEVELOPMENT G

"a or policy decision in the area of H( is ta%en by the H(D committee of &hich the

"D is the chairman, 4> H("2 the member and chief =? ; D2 the members secretary. $ll

divisions of the company are represented in this committee. t meets once in t&o months to

ensure the necessary changes made in the H( practices to %eep it aligned &ith the changing

needs the H( implementation and organi7ational learning business e-cellence sub council

and H(0 ( #E subcounciles represented by all the department in the H(" and helps to

maintain proper coordination among them. The H(" plays a %ey role in the competitiveness

is to get more productivity from its &or%force. f their productivity increase and fi-ed man

po&er costs are reduced, it &ill affect the bottom line i.e. leading to improvement in s%ill,

competence and attitude &hich &ill ma%e it a high performance team. The ">> is done by

H(" Department.

Ne& organi7ation structure has developed due to the man po&er planning. So after

delivering no& there are only five levels as compared to )@ earlier. So &ider span of control,

merging of functions and more accountability. So formal delegation of po&ers through

various levels . >eople are free to act &ithin this defined delegated authority. These five levels

are called as impact levels.

N=

mpact level

mpact level

mpact level 4

mpact level 4

mpact level 4

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Tate Steel in order to build a strong organi7ation &ith &orld class people processes

#enchmar%ing against global best practices as &ell as feedbac% from &ithin the organi7ation

has indicated a need for more transparent policies performance management system and

people development.

>E initiative see%s to fulfill these needs. t indents to redesign the current

organi7ational structures and its processes to create a high performing organi7ation of

motivated and energi7ed managers. $ll the changes &ill be effective only if there is a radical

change in the mindset of the organi7ation. So the performance ethics programme >E>2 &as

started &hose main initiative see%s to create a high performing and gro&ing organi7ation by

focusing on our people and processes. So ne& organi7ation structure nurtures gro&th

business provides more decision ma%ing fle-ibility and amount ability high level of

team&or% among managers and unit second.

The core elements of >E> are the ne& performance management system >"S2 and

people dev. >olicies.

>"S sets %ey result area '($2. The %ey result areas are the clear measures of

performance and targets and regulari7e performance revie&s &hereas the ne& set of H(

policy &ill foster a meritocracies system that identifies re&ards and nurtures strong

performers and provides dev. =pportunities for every one. >E unit &or%ing on strategic

business unit based org. &ill ensure increased accountability and freedom in decision ma%ing.

$im of >E> < To transform Tata steel into a high performing and gro&ing

organi7ation.

Elements of >E>

$2 R 2(,+'(+, ( O,0ani2a(i#n $ :

). Creating a faster decision ma%ing S#U based organi7ational structure.

+. Enriching obs &ith greater accountability, autonomy and span of control

@. Staffing each position &ith the officer6s best suited to it.

#2... S(, n0( n ( HRM 2 2( 7 $ .

). nstitutionali7e tailored developed programme for officers

+. >lan career path

@. $lign '($6s &ith business strategy at all levels

A. Compensation and re&ards lin%ed to performance.

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Cl+2( , M anin0

n order to promote fle-ibility, co:operation and collaboration, team &or%, career

gro&th and increased productivity at &or%men level, cluster manning had bee initiated some

years bac%. This has no& been implemented in BO of the departments company &ide

covering over *O of employees. This process has reduced, the numbers of layers and

enriched the obs of individuals by providing multi schilling and multi tas%ing opportunities

that enable the implementation of cluster manning there is a ma-imum of @ levels e-isting in

co%e plant Q + as compared to / in an older department li%e co%e plant Q C(" has been

staffed since its inception on the principle of cluster manning.

E,0#n#7i'2: Ergonomics is the since that see%s to adapt &or% of the &or%ing conditions to

suit the &or%er. Tata steel has already made considerable head &ay in propagating the

concept &ithin the company. The company6s officers in important production department

have been involved in creating more ergonomically organi7ed &or% areas Fuality circles in

the company have also been included in the effort and several such issues have been

resolved . The ergonomic committee under the leadership of "r. Dipan%ar Sengupta has no&

formulated a chatter, &hich &ill provide strategic direction and guidance for such initiatives

and promote greater consciousness at all levels of employees.

STRATEGY PLANNING G The business environment and future aspirations of the

company are the %ey departments of H( strategy formulation &ith the mantra of 8 change9

H( has adopted an ambitious rightsi7ing approach &hich has till date resulted in manpo&er,

reduction of over @*O even production increased by over B*O in the same period. >roduct

mar%et change necessitated appropriate recruitment and training practices to be put in place

&ell before the commissioning of the state of the art C(" seeing the crucial and important

role of H( a comprehensive H( assessment for the entire emppany under the banner of

performance ethic programme >E2 $S (ECENT?K C=NC?UDEED . The talent revie&,

the total operation performance and the need of %no&ledge &or%ers is also essential. The H(

strategy aims to fulfill these basic premises.

). here to target its products and services in terms of

a2 Customer segments "anagement employees2

b2 >roduct segments Training programmes, ( initiatives, ne& policies.

c2 "ar%et segments Hiring of infrastructure, "ar%eting training programme2

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+. Ho& to target its products and services in terms of

a2 4alue proposition 'no&ledge enhancement , "odern H( practices 2

b2 >artner relationships "oue6s training contracts , &age agreements2

c2 (elationship &ith sta%e holders =ther institutes employee6s &ards campuses2

Impr !eme"t Strate#y

T# a,/2 #enchmar% targets2

Uni!ue resources G $ppropriate manpo&er by industry standards #enchmar% G

Nipponstall +B,***2

High labour productivity #enchmar%G Nippon steel ++**2 core competencies

dentification for each ob as done in >E> and pro ected as best practice by "C'ENP E2

#est in industry H( practices.

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CRITERIA &OR %ER&ORMANCE E5CELLENCE I'TING

'l No Ca(!;o +!) +(!m) o+,( 3alu!)

1 L!a-! )"+ -4.

1 1 Or ani ational Aeadership +.

1 2 8ublic responsibility and citi enship 5.

2 '( a(!;+ la,,+,; +2

2 1 Strate y development 5.

2 2 Strate y deployment 52

< Cu)(om! a,- ma =!( *o u) +2

< 1 Customer and market kno$led e 5.< 2 Customer relations and satisfaction 52

> I,*o ma(+o, a,- A,aly)+) 0.

> 1 (easurement and analysis of or anisational performance 2.

> 2 /nformation mana ement 5.

? Huma, !)ou !) *o u) +2

? 1 9ork systems 2

? 2 Employee education , trainin and development 42

? < Employee $ell bein and satisfaction 42

@ % o !)) ma,a;!m!,( +2

@ 1 8roduct and service processes -2

@ 2 >usiness processes 42

@ < Support process -2

Bu)+,!)) !)ul() 52.

1 Customer focused results -42

2 6inancial and market results -42

< !uman resource results +.

> Or ani ational effectiveness results -4.

Tata Steel achieved a score of more than 1.. on ma7imum marks of-... /t is for the first a Tata Broup company has $on the *'D Fa$ard

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"RD


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Supplier deptt approaches the customer deptt in order to understand customer

re!uirements. t &ould then identify %ey parameters reflecting those

re!uirements.

>arameters identified in the "=U6s shall become part of the units scored 0'>" under the strategic goal 8 $chieve &ord class status in services and

products9

Copies of signed "=U6s shall reach the office of the Sr. D" by )B th "arch

+**B

C. IMPROVEMENT PRO"ECTS

mprovement pro ects includes F >,4E,#">,T=>,S>C,Tas%forces F >," >

&or% simplification, S$> implementation #$;H studies.

$ll improvement pro ects shall be identified through $FU >. $ll these

pro ects should have direct lin%age &ith the department0 FSC %ey performance

measures.

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CHAPTER->T raining and development is the corner stone of sound management as it ma%e

employees more productive and effective. t moulds the employee6s attitude and helps them

achieve a better cooperation &ith the company and greater loyalty to it.

There are many advantages of Training and Development li%e increase in productivity,

improvement in !uality, fulfillment of organi7ational goals, improved organi7ational climate,

improvement in health and safety, prevention of obsolesce and above all professional gro&th

of employees.

TRAINING SYSTEM AT TATA STEEL

Training is really an investment. $n investment is an outlay of money usually for income or profit. e invest in stoc%s, bonds and real estate for the purpose of reali7ing a

gain. e measure our success as investors by the amount of our gain. nvestments that go

do&n in value are considered as loss.

The measure of the training program6s !uality is its effectiveness. Training is effective

to the degree that it produces the desired behaviour in the population being trained. n

concrete terms, total !uality occurs &hen each participant is able to use the %no&ledge ands%ills taught in the program to bring about a desired result on the ob.

#asically the training programmes at Tata Steel are imparted by t&o different training

departments.

). Shiva Nanavati Technical nstitute SNT 2

+. Tisco management development centre T"DC2

). S a a; Nana a(i T ' ni'al In2(i(+( SNTI 2 G t is basically the technical

institute &hich gives training to all the employees. They have a structured method

of determining the level of satisfaction based on the services that they render to

the employees as &ell as other departments. $ special position of training

e-ecutive has been created in order to ma%e it easy for the customers to ta%e

training. $fter the implementation of cluster manning in different departments the

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load of training &ent up considerable and consideration of all activities regarding

cluster training became very important &hich &as organi7ed in a customer

friendly &ay. $NT also conducts a number of safety related training programmes

for all the employees of Tata Steel. SNT conforms to S= 1**)G)11A )2 after

benchmar%ing SNT this been got.

$(E$ >$($"ETE( SC=(E

Training effectiveness SNT nde- A.

Training "andays "andays )+./

So &e can say SNT &hich caters to training needs of all our cadre recruits and

employees &ith modern training e!uipment. $ library is also there &hich is managed by the

information department.

D li , 6,#' 22 # T,ainin0 an/ D l#67 n( .

#oth snit ; T"DC have elaborate systems procedures through S= 1**) $ND TS

)@**A:+ for the delivery of Training and Development

Some of the note&orthy initiatives in this direction, are Training needs Survey TNS2,

dentification of officer6s training needs through performance $ppraisal, close co:ordination

&ith all the department &ith respect to identification of their specific needs and scheduling

e-clusive programmes, publication of the program directory, regular analysis of feedbac%,

implements of computeri7ed Training nformation "anagement Systems T "S2 etc.depicts

the delivery process of Training and development.

t &as found SNT 0 T"DC coordinator for liaison &ith customer department &as not

fully functional and effective hence a ne& group of training manager has been induced under

>E> programmes. These training managers are attached to respective E Cs to implement and

monitor training and development activities.

The training information and management system T "S to ensure on line nomination

and up%eep the training records.

The training activities conducted at T SC= are detailed under.

a) P+,6#2 # T,ainin0 G Training is aimed at development of motivated and

talented &or%force for achievement of the business goals of the company and for effective use of manpo&er.

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$) S;ill +6 0,a/a(i#n G $chieving the targeted level of productivity calls for a

high level of s%ill and efficiency. $ccordingly s%ill development programmes are

$imed at improving efficiency and competence of the &or%men.

') M+l(i S;illin0 G #asic s%ills on allied trade li%e &elding, crane operation,

#ra7ing, hydraulics are imported to the employees 3resher are given training in

Different sections during their training period basically at T"DC.

/) A/a6(a$ili( (# M#/ ,n A/ an' 7 n( G n vie& of the restructuring

programmes li%e pep, talent revie&, training plans etc. at T SC= are toned to align

&ith this trends.

EMPLOYEE EDUCATION* TRAINING AND DEVELOPMENT AT TATA STEEL .

H( comprises of H(0 (, H( mplementation and organi7ational learning and

development. Each of these departments is e-pected to ma%e a shift from an 8administrative

agent6 to a 8business partner6. The first step to&ards ma%ing this shift is staffing Mbusiness

partner6. The first step to&ards ma%ing this shift is staffing the positions &ith persons &ho

have the right aptitudes and provise them &ith e-tensive training and development. >ost >E>,

the staffing decisions have been made carefully %eeping in mind the mined for the H(

managers to understand and support business. To start &ith, a good percentage of positions in

H( implementation have been staffed &ith line managers &ho have an attitude for H( &ith

the balance positions being staffed &ith H( managers &ho have a flare for business. The best

form of learning is on the ob &ith philosophy, the t&o groups of people on H(

implementation are being udiciously mi-ed to &or% in terms to that the people from line and

H( bac%grounds share their %no&ledge &ith each other. Teams are also being created by

dra&ing members from all three departments listed above to provide greater learning and

cross fertili7ation.

Employee %no&ledge and s%ills are perceived as in increasingly important

determinant of business success H( guidelines from "D6s scorecard and H(" #usiness

E-cellence Council provide direction for employee development and training, &ith lin%ages

to overall goals of the company and individuals imparting the right training to %eep the

employees up to date &ith innovations ta%ing place in the various areas of H( li%e

recruitment, compensation , training, development etc. is vie&ed as critical to the success of H( . The importance of continuously enhancing the %no&ledge, s%ill and capacities of its

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employees therefore cannot be overemphasi7ed and therefore training is started right from the

identification of a ma or initiative. 3or instance &hen it is decided to introduce a @ * degree

feedbac% process or a variable pay plan, the concerned individuals &ho are e-pected to

deliver on these are sent on relevant training programmes. Since all these initiatives

themselves are introduced in line &ith the strategic goals of the company balancing short and

long:term needs2 the employee development training plans are also aligned to the goals of the

company.

n order to meet the long:term ob ectives of the division, the training function has

been identified as a %ey driver. The training needs of the officers are identified at the

beginning of the financial year and training is provided line &ith the business ob ectives of

H( to ensure that the right s%ills are ac!uired H( also conducts several %no&ledge sharing

meeting such asG

4>6s communication meetings.

>ersonnel e-ecutives meetings.

=fficer6s dialogue &ith senior management of H(.

4>6S meetings &ith young e-ecutives.

4>6s meetings &ith the lady officers H( chat sessions &ith 4>.

$ll training and development &ill henceforth be directed to&ards building competencies

and domain %no&ledge that is necessary for the business. The training and development

needs &ill again flo& from the talent revie&s &here individual career and development plans

&ould be debated. H( plays a %ey role in ensuring that the company6s training and education

programme are designed %eeping in mind the career progression needs of all categories of

employees. 3or high performing e-ecutives there is a &ide range of in house, e-ternal and

foreign programmes. The cluster managing process, positional training and the trade test

system address career gro&th of unioni7ed &or% force.

'ey development needs of a person are the ability to &or% in higher position than &here

he is &or%ing at present, to learn the latest technological and managerial advancements ta%ing

place in his area of &or% and improved performance on his o&n ob. To cater t

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