Tata Steel: Introduction

Tata Steel Limited is an Indian multinational steel-making company based in Jamshedpur,

Jharkhand, and is headquartered in Mumbai, Maharashtra, India. It is a subsidiary of the Tata
Group.

Formerly known as Tata Iron and Steel Company Limited (TISCO), Tata Steel is among the
top steel producing companies in the world with an annual crude steel capacity of 34 million
tons per annum. It is one of the world's most geographically-diversified steel producers, with
operations and commercial presence across the world. The group (excluding SEA operations)
recorded a consolidated turnover of US$19.7 billion in the financial year ending 31 March
2020. It is the second largest steel company in India (measured by domestic production) with
an annual capacity of 13 million tons after SAIL.

Tata Steel operates in 26 countries with key operations in India, Netherlands and United
Kingdom, and employs around 80,500 people.[4] Its largest plant (10 MTPA capacity) is
located in Jamshedpur, Jharkhand. In 2007, Tata Steel acquired the UK-based steel
maker Corus. 

Tata steel training policy

They strongly believe that their people are their greatest asset. They also endeavor to nurture
a culture of diversity, innovation, total quality management and employee care and respect.
As a matter of principle, they believe that diversity within the workforce greatly enhances our
overall capabilities.

In all their global operating locations, they pride themselves on being an equal opportunity
employer and not discriminating on the basis of race, caste, religion, color, ancestry, gender,
marital status, sexual orientation, age, nationality, ethnic origin or disability. Employee
policies and practices are administered in a manner that ensures all decisions relating to
promotion, compensation and any other form of reward and recognition are based entirely on
merit.

They encourage a high-performance culture and support it through various rewards and
recognitions. They strive to ensure a safe, healthy, clean and ergonomic working environment
for our employees, contractors and anyone affected by our activities. They aspire to be the
health and safety benchmark for the global steel industry.
Learn and Grow
Career growth for employees has been a key focus at Tata Steel. To ensure learning and
growth, various training institutes for skill and competency-building have been set up. In
India, they established the Shavak Nanavati Technical Institute (SNTI) in 1921 to impart
technical training. They also instituted the Tata Management Development Centre in 1954 to
impart behavioral and management training. These agencies have been supporting all their
subsidiaries and other industries in the region. Their Vocational Training Institute in
Netherlands has been imparting on-site training for the last 75 years. Known as the Academy,
the institute has become ever-more relevant for Tata Steel in equipping and nurturing the
talent it attracts.

Work-Life Balance
They believe their employees can contribute to their full potential if they lead a happy,
healthy and balanced life. At Tata Steel, an individual is not just an employee, but a member
of the Tata family and a part of the bigger journey that is full of opportunities to discover
his/her true potential. There are innumerable examples of people who have been able to carry
forward their interests here, always being encouraged to lead life in their own unique way.

Quality living are two words that most appropriately describe training life at Tata Steel.
They ensure our employees enjoy a healthy and peaceful family life and also be an active and
engaged member of society.

People are one of the most valued stakeholders for Tata Steel and they have institutionalized
policies that lay the ground for right opportunities for our workforce, while ensuring their
health, safety and well-being. We aim to nurture the future leadership of the Company.

The megatrends shaping up the global workspace are around enhancing employee experience,
learning and innovation, diversity at the workplace and digitalization. Our efforts are to work
towards tapping these trends and leveraging our immense human capital to make the best use
of these emerging trends and add value to the processes and the organization at large.

Tata Steel has been a front-runner in people practices. The impetus now is to take the legacy
forward, while the intent is to bring in new practices and keep ahead of the changing
demography and needs of the future workforce. Safety and health of our employees is our top
priority.
Training evaluation and effectiveness in Tata Steel

Safety is a high priority area in Tata Steel. Several movements towards culture of safety have
been practiced in the company. The Technical Education Advisory Committee guides
employee training in line with strategic goals of the company and its long-term objectives.
The in-house training centres impart majority of the training programs. Tata Steel recognizes
the importance of continuous enhancement of knowledge, skills and capabilities of its
employees and has invested greatly in education, training and development.

At Tata Steel quality programmes are also rolled out in-house by TMTC, XLRI and IIMs for
its officers. Development in managerial competencies and leadership elements, especially for
the officers is now also being addressed through on-the-job assignment, rotation, working in
task forces and committees. At Tata Steel, the employee need identification form is available
with the various departments. Then the concerned employee fills in whatever training he feels
he needs which is approved by the immediate superior and the department head also gives a
list of training needs that he feels is required for the employee. The department HOD then
fills a needs identification form. This form indicates the number of employees who will be
participating in various training programmes from that department. The department HOD
compiles all the individual employee need identification forms and then fills up the group
needs identification form. All the HODs send their forms to the training department. The
training department compiles all the forms and prepares a final document consisting of the
various training programmes and the number of people will attend these programmes from
the various departments. The training calendar is thereafter prepared. Then the training
programmes are now conducted as per the calendar and recorded into the ‘Training Program
Particulars’ form. This form consists of the list of participants, the venue and the training
department co-coordinator etc. of a particular training programme. In some cases when the
announced programme could not be conducted, the concerned HOD is informed for onward
communication to all the participants. The details are recorded in the ‘Training Program
Cancellation’ record. The training department coordinator is in-charge of the smooth running
of the training programme. He has to ensure that all the participants are present for the
training; all the instructional material is present and ready for use. After the training
programme is over, evaluation of the programme is carried out based on the ‘participant
feedback’ forms received. Corrective action is taken by the training department in case of
programmes where feedback rating is very poor. The results are recorded into the ‘Program
Evaluation’ form. The immediate superior of the employees assess training effectiveness
within a few days of imparting training for all technical programs. Sometimes, the
effectiveness of the training programme is generally assessed by interviewing the employee.
During this, the employee is judged on the parameters such as initiative taken by participant,
relevance of objectives taught and support from supervisor.

Tata Steel also uses the Kirkpatrick model for measuring training effectiveness, i.e., on the
line of Reaction, Learning, Reinforcement and Outcome. The respective HODs do the
‘Competency Mapping’ for all permanent employees whose work affects quality and
performance. Training need is identified from the gaps found. But evaluation of training is of
no value if training has not been conducted systematically. At Tata Steel, the aim of training
is to provide potential knowledge and skills of trainees to carry out defined tasks and
responsibilities and working systematically and efficiently that develop a systematic way of
performing duties and assigned tasks. Tata Steel well established Human Resource Division
and has invested in the development of a talent pool with number of qualified engineers and a
large skilled work force. The company lays special emphasis on integrity and competence
and regularly monitoring. After providing the training, the right-skilled employees are placed
on the job and feedback on performance is taken from the internal sources. Based on the
requirements specified by internal employees (i.e., the Departmental Chiefs & Heads) and the
existing skill gaps, a new approach of ‘man to position mapping’ has been introduced. For
each position, the skill requirement has been analysed and a specific training programme is
provided for development.

The qualified talent in the non-officer category sought further growth opportunities in line
with the industry growth. Tata Steel also decided to create a new Officer's level (IL-6) to
which its employees could progress. This new level handles transactional jobs where the
majority of the responsibility is routine in nature and this can be performed by Diploma
holders who have some experience in the organization.

Suggestions

Training activities of an organization is measured by number of training programmes

conducted per year or number of training programmes per employee which does reflect
quality of the training programme. In addition to the quantity, quality needs to be taken as a
measure of evaluating training activities of the organization. Theoretically, there should be
proper matching between the training output and expectations from the training which yields
benefits to the organization. When there is a wide gap between the two, effectiveness of the
training programme decreases. This gap is mainly because in many organizations training is
imparted routinely and for the fulfilment of the good figures to come out without proper
assessment of its impact on the organization. It is common that for the execution of a function
nicely attached more significance than evaluating the positive impact of the training
programme. At Tata steel training is considered as an effective tool to assist the organization
for the achievement of the desired objectives. Effective training programme refers to the
process that occurs before, during, and after the programme. The value of training
programmes not only come from individual learning but also from employee interaction and
knowledge sharing. Communication of ideas improve manufacturing, service and
interdepartmental processes. Effective training programme focuses on both the design and the
attitudes of the trainers in the organizational context.

Planned training programme will return values to the organization in terms of increased
productivity, greater organizational stability and flexibility to adapt to changing external
requirements. So, training programme must be systematic and organized on the basis of
organizational and individual levels that means training is an organized procedure for
increasing the knowledge and skill of people for a definite purpose. In order to make the
training programme more effective in improving organizational as well as individual
performance, it is important that perception regarding effectiveness of training be made
positive which can be done by employees’ involvement in training and development related
activities, by creating good learning environment, by providing encouragement in terms of
promotion or increment and by linking training more closely to work practices.

Recommended training method for tata steel

After analyzing the tata steel’s training policy, it is recommended to use these as their
training policies to improve the productivity and positivity in their working
environment

Interactive Training- One of the most effective training methods in the workplace,
interactive training actively involves learners in their own learning experience. This training
can take the form of simulations, scenarios, role plays, quizzes or games.
By practicing their new skills and applying them in realistic work scenarios, learners are not
only more engaged but more likely to retain what they’ve learned, too. However, it can be
time-consuming when done in person, especially when learners require regular feedback from
a content expert.

On-The-Job Training- With on-the-job training, not only are employees actively involved in
learning, but they also participate in real activities that relate to their current or future job.
This is one of the most effective training methods for succession planning.

This type of training can result in rapid learning because employees are thrown into the
proverbial deep end. This experience can be a little too stressful for some employees, let
alone time-consuming, because of the frequent input required.

References

https://www.tatasteellp.com/tcoc/our-employees/

https://www.thehindu.com/business/Industry/tata-steel-announces-new-working-
models-for-employees/article33003837.ece

https://www.slideshare.net/shresthkapoor/training-and-development-programmes-by-
tata-group

https://www.tatasteel.com/

https://en.wikipedia.org/wiki/Tata_Steel