Case Study Analysis

EYES OF JANUS: EVALUATING LEARNING

AND DEVELOPMENT AT TATA MOTORS
Subject: Human Resource Management
Case Description:
Tata Motors, a leading automobile manufacturer in India, pro-actively responded to the
changing competitive environment and redesigned its human capital strategy. As part of the
new strategy, huge investments were made in revamping the learning and development
function for Tata Motors employees. Multiple initiatives were launched to promote a learning
culture, which also earned the company international recognition in the learning and
development community. The challenge for Tata Motors is to evaluate the effectiveness of
these initiatives in terms of their relative advantages and their ability to develop a learning
culture in the organization. Effectively capturing and measuring these parameters is crucial
for justifying future investments in learning and development

Company History:
1. Established in 1945 as Tata Engineering and Locomotive Company Ltd.
2. First commercial vehicle in 1954.
3. Listed in NSE in 2004.
4. TML established itself as multinational by 2010(TATA Motors Limited)

Strength:
 Wide range of products
 Customer Oriented
 Wide network of 3,500 distributers & service centres
 Introduces Local Innovative products to cater the emerging needs of the community.
 Annual turnover of 32.5 billion USD in 2011-12

Vision of change:
 2000-01: Cumulative losses
 2001-02: Sharp rise in profits
 Transformation strategy: disruptive innovation
1. TATA Indica
2. TATA Ace
 NPI (New product Information)
1. TGR: Things Gone Right
2. TGW: Things Gone Wrong

Drawbacks:
 Modest acceptance in international market.
 2007-08: TML's profits declined.
 2008-09: Did not report any losses in global financial crisis
 2009-10: Regained back its profits.

Tata Motor Academy:

 Corporate university to realise the Human Capital Strategy.
 Established in 2011 in Mumbai.
 Catered to the "learning" needs of employees, shareholders, and dealers.
  Structured in Six CENTRES Of EXCELLENCE(COEs).

Learning Programs:
 Functional and Technical
 Management Programs
 Mandatory Programs
 Global Leadership Program

Six Disciplines of Learning:

 Define
 Design
 Deliver
 Drive
 Deploy
 Document
Guiding Principles of TMA:
 Alignment to business strategy
 Leadership involvement in TMA
 Efficiency in Training Delivery
 Training effectiveness
 Appropriate L&D investment
 Broad basing learning opportunities
 competency of L&D team
 Measurement of training outcomes

Alignment to Business Strategy:

 Training was driven by business rather than sole responsibility of HR or L&D
 Robust feedback tracking mechanism based on "context, input, reaction and outcome"
(CIRO).
 Larger to fewer relevant training programs.

Leadership Involvement in TMA:

 Follows a culture of "leaders as teachers".
 "iteach" program-2011
 "Train the trainer" program: builds rigour and competency.

Efficiency in Training Delivery:

 Efficiency": indicator of activity levels & investment in L&D
 TMA-online: e-learning courses
 Centralized & decentralized approach
Training effectiveness:
1. Criteria for effective training:
 Delivery quality
 Knowledge gain
 Application to job
 Business impact
 Value
2. Key performance indicators:
 Business impact data
 Learning impact calculator