Q.1) Is training a solution for the challenges faced by TML?

The challenge for TML was:

• The growth of the company in terms of size, product range and countries of
operation had significantly increased the complexity of its activities.
• To be internationally competitive
• Adapt to fast changing technology and challenges in quality standards of the
industry.
• Focus on developing and retaining talent
• Too come out of loss and become profitable again
• Getting employees updated, upskilled and equipped with the necessary
competencies to face the challenge on increasing competition.
• Make TML a world class destination for best-in-class talent.

TML is one of the companies that can use internal talents to create content and help others
gain relevant knowledge. This is one of the ways to map progress, increase competition, and
provide sufficient opportunities for learning and growth.

If the firm wanted to ensure that its growth strategy could be realised, it needed to keep its
staff informed, up-skilled, and equipped with the essential skills. This will enable them to
cope with increasing competition and adapt to changing business conditions. As a result, the
most important approach was to train the workers.

Q.2) How can organizations build employee capability, enhance skill sets and build a
learning culture?

To build employee capability and enhance employee skill sets and build learning culture,
organizations can do the following:

• Reward continuous learning

• Lead by example
• Meaningful Feedback
• On board curious people
• Organise Training session
• Encourage knowledge sharing
• Develop soft skills of employees
• Make learning a core organisational value
• Provide opportunities to involve
• ESOPs for certain employees
Q.3) Can e-learning and Communities of practice help build a learning culture? What are
the factors that can facilitate this?

Communities of practice can form inside and across roles and departments in an open
organization. When they do, they can help dissolve organizational silos by providing safe
spaces for practitioners to come together as a community and work on a domain the
members enjoy.

• Have a clear objective or purpose in mind.

• Establish a corporate learning community of practice plan or infrastructure.
• Be aware of the experience and knowledge each member brings to the table.
• Hold an introductory meeting for all members.
• Connect on social media platforms to encourage learning.
• Hold regular brainstorming and learning sessions.

Q.4) What is your assessment of the way TMA was built and the way programs are being
delivered? Is there a better way for doing this?

TATA Motors made a wise decision by conceiving TMA as a separate organisation. It took
into account the learning demands of all stakeholders, allowing it to expand its reach and
involvement.

The entity's structure is sound, including everything from functional and technical talents to
global leadership abilities.

The Academy was structured in six centres of excellence (COEs).

1. Manufacturing Excellence and Innovation
2. Operator Training
3. Commercial Training
4. Dealer Training
5. Corporate Training
6. Behavioural Training

Understanding how TMA performed on the guiding principles while highlighting what they
did in the short and long term to ensure sustainability is one way to analyse the TMA and
also the performance of the programmes that are being provided. The university also
redesigns its curriculum over time, which is essential in today's fast-paced world. The
corporation also made good use of its internal skills.

Better ways of doing it:

• Despite having other parties involved throughout the process, nearly half of the
training was done internally, leading us to believe that the programme would have
had a higher success rate if the mix of internal and external training was tied to the
overall programme charter.
 • Organization appeared to be weaker on the feedback side, After the program's
outstanding accomplishment, it does not appear to be taking any steps ahead to
incorporate new material or behavioural interventions.
• Could have incorporated better programs for the blue-collar workforce.
• Individual and group counselling sessions to better understand individual needs and
issues

Q. 5) Is it justified to measure ROI on training given the difficulties in quantifying training

benefits?

Yes, it is justified to measure ROI on training. This is so because of various reasons.

• The return on investment (ROI) represents the real results obtained by the company
as a result of performing trainings and learning programmes.
• Only qualitative outcomes are shown in surveys and feedbacks, not quantitative
results. We need some quantifiable feature or measurement to justify the
expenditure in trainings in order to measure this.
• ROI in training will eventually help us to steer the company in the right direction
• ROI should be measure to know the direction of the company and the advantage it
has shown on the financial sheets.

Q. 6) How do you measure the ROI for the various initiatives undertaken by TMA?

• Profits from training programmes and the costs associated with those training
programmes can be utilised to calculate the ROI for TMA's activities.
• Organising a test for all the people trained, which will include both theory and
practical.
• Taking feedback from the workers who underwent training.
• Another technique to evaluate the ROI for initiatives is to determine the average
cost of an employee per hour and the number of hours saved as a result of training.
The value of the time saved might then be utilised to calculate the return on
investment for those initiatives.