Tatas revamp HR policy

STRATEGY: The idea is to 'modernize' people resources. The Tata Group is on an overdrive to modernise its people. Reason: Companies face bottlenecks if people are not modernised, says R Gopalkrishnan, executive director, Tata Sons. The slew of HR initiatives that the group has launched to achieve this objective include moving senior managers across group companies, creating forums to share best practices, and giving overseas internships to Tata Administrative Service hires in countries like Singapore and Turkey. All such initiatives, Gopaplakrishnan said, were meant to address challenges in four areas: cultural integration, globalising the workforce, developing leaders and managing talent. The company is also looking at a respectful inclusion of its widely diverse workforce, which includes Indians and an overseas workforce. We have also integrated our remuneration structure and aim at providing guidance without being intrusive, says Satish Pradhan, vice president, group HR, Tata Sons Ltd. Hiring foreign interns is one such way by which the company is trying to attain this. According to Pradhan these interns help bring new ideas and new ways of working. At Tata Management Training Centre (TMTC), the company has undertaken research in areas spanning leadership development, innovation and talent management. It has also been pro-active in creation of academic knowledge. For instance, the organisation has partnered with Centre for Creative Leadership to undertake leadership research in areas like bridging cultural boundaries and understanding the leadership gap. Similarly, to enable juniors to gain a practical view of work, the company invites its senior management team to share learnings from their experiences at the workplace in its practitioners as teachers initiative. To develop the leadership potential of its young workforce, Tata firms have launched Young Leaders Development Programmes. The idea is to overcome the challenge of attrition rather than attract people to work for them. The Tatas want to be an employer of choice.

Training & Development

Motorola The quest for success in today's global market demands a shared vision and close cooperation between Motorola, its customers and suppliers. To achieve this, products and services must be the finest in the world. The Mission Statement of Motorola says: "To support Motorola's key goals and initiatives by working with selected customers and suppliers to improve their performance through diagnostic evaluations, customized education and training programs and applications support which range from single interventions to full systems solutions for continuous performance improvement. Motorola is a global leader in providing integrated communications solutions and embedded electronic solutions. Motorola continues to grow at a significant rate with more than 20,000 associates being hired each year. With that growth comes the need for training that gets new hires up and running quickly. Motorola provides training to all its associates worldwide through CD-ROM, Internet Applications, Wireless Data, and a host of other emerging technologies. According to Jeff Oberlin, Director of Motorola University's Department of Emerging Technologies & Human Resources Trends, "The use of CD-ROM, Internet Applications, Wireless Data and a host of other emerging technologies must be fully explored. Our intent is to find those situations where alternative training delivery is the best way to transfer information." Motorola University has taken responsibility for propelling multimedia technologies forward. Following are some of their accomplishments: The Motorola Multimedia Committee (MMC) - To promote the use of alternative learning technologies in Motorola's businesses. Motorola Yesterday, Today, Tomorrow (MYTT) - It is a new history and culture course that teaches through the use of stories. Subscribers receive via e-mail or intranet, two to three episodes per week, of engaging stories from Motorola's past, present or future. Subscriptions are also available via CD-ROM. Introduction to Design for Manufacturability on CD-ROM - This is an introductory course on the design for manufacturability method. This method enables cross-functional teams to create product and process designs that meet customer satisfaction requirements for product quality. The Motorola Career Planning Information on CD-ROM - Corporate HR is designing a multimedia application that runs on desk top computer CD-ROM drives, intranets. The application will present Motorolans with career planning information and tools that will help them define, plan and achieve their career goals. HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows: -

 An intensive 3-week orientation to Motorola culture, values, goals and initiatives. An 18-month training program consisting of at least 3 rotations in at least 3 different sectors. Functional training in at least 3 or more of HR areas. Quarterly training and debriefing sessions. Final placement in the specific business and position in the candidate's country or region or region of origin. The HR 2000 training structure enables Motorola to position multi-skilled, capable human resources management candidates within growing markets, thus, significantly expanding the company's worldwide sphere of influence. As a global corporation, it is critical for Motorola to learn a global approach top management. Through this innovative program, Motorola heads for the future armed with HR leaders trained to handle the myriad challenges of a global marketplace. Infosys Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs. Training New Recruits Infosys conducted a 14.5 week technical training program for all new entrants. The company spent around Rs. 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005, was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms. Training Programs for Employees Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients.