1. Training &
Development

2. What is Training and Development?
The organizations require development throughout
the ranks in order to survive, while training makes the
organization more effective and efficient in its day-to-
day operations.
 Training is the formal and systematic modification of
behavior through learning which occurs as a result of
education, instruction, development and planned
experience.
 Development is any learning activity, which is
directed towards future needs rather than present
needs and which is concerned more with career growth
than immediate performance.

3. Training is given on four basic
grounds:
 New candidates who join an organization are given training. This
training familiarize them with the organizational
mission, vision, rules and regulations and the working conditions.
 The existing employees are trained to refresh and enhance
their knowledge.
 If any updates take place in technology, training is given to
cope up with those changes. For instance, purchasing a new
equipment, changes in technique of production, computer
impartment. The employees are trained about use of new
equipment and work methods.
 When promotion and career growth becomes important.
Training is given so that employees are prepared to share the
responsibilities of the higher level job.

4. Importance of Training and Development

5. The benefits of training can be
summed up as:
 Improves morale of employees.
 Less supervision.
 Fewer accidents.
 Chances of promotion.
 Increased productivity.

6. Tata Group Founder’s Philosophy - A Legacy …
“In a free enterprise, the
community is not just
another stake holder in
the business but in fact
the very purpose of its
existence.”
Mr. Jamshetji Tata
(1839 – 1904)
Hotels - 1902 Power - 1910 Airlines - 1932 Motors - 1945 IISC - 1911 Steel - 1907
Trusteeship, Integrity, Respect for Individuals, Credibility & Excellence

7. OVERVIEW
• India’s largest business group
• Diverse businesses in 7 sectors
• Operations in over 80 countries
• Products and services exported to 85 countries
• Largest employer in private sector over 450,000
empolyees
• Group revenue for year: 2011-12 $100.09 billion
(around Rs475,721 crore)

9. Training and Development
TATA GROUP
• Grooming the managers of today into the leaders of tomorrow
— that's the broad objective of the Tata group's leadership
development programs and training processes.
• The group's high-value, superior-quality training interventions
are targeted at maximizing the potential of its pool of managers.
This is done by encouraging their cross-functional exposure and
by making cross-company mobility an integral aspect of all
leadership development efforts.

10. The Tata group's commitment to enhance the
knowledge and leadership quotient of its
people has resulted in the establishment of
various Development and Training Programs
such as TAS and TMTC.

11. Tata Management Training
Centre
-Set up by JRD Tata in 1959 with the mission of
creating and grooming leaders for the future.
-It aims to provide training to high performers
within the group and act as a catalyst of change
for Tata executives.

12. TMTC objectives include :
• Improvement of organizational performance
through dissemination of the latest knowledge
and skills among practicing managers.
• Facilitation of attitudinal and behavioral
changes.
• Facilitation of solutions for organizational issues
• Development of learning organizations
• Training methodology

13. o Offering around 250 programmes a year, conducted
by in house senior faculty from academics and
business, supported by experts from the best of
Indian and international B schools.
o It uses over 120 external faculty, from the world’s
premier institutions and universities, including
IIMs, Harvard, Michigan, Wharton, Kellogg, NUS and
Centre for Creative Leadership.
o TMTC started its e-learning programs in 2009.Every
year, more than 4000 Tata Managers and Leaders go
through the training programs.

14. Major practice areas include:
 Finance, Ethics
 Leadership and Organization
 Markets and Customers
 Strategy and Innovation
Leadership development programmes include:
 Tata Group Strategic Leadership seminar
 Tata Group Executive Leadership seminar
 Tata Group e-Merging Leaders seminar

15. A Unique self-paced program is conducted named
'TATA - Harvard Manage Mentor self-paced e-learning
program' by Harvard Manage Mentor, in association
with Harvard Business School Publishing, providing 44
different programmes for Tata employees.
E-learning programmes include:
 Live e-classroom
 Live video broadcast and
 Self-paced e-learning programmes

16. TAS
(Tata Administrative Services)
This managerial development program was conceived by
JRD Tata, the late chairman of the Tata group, in the 1950s.
The idea was to select and groom young managers, provide
them opportunities for professional growth, and make
them part of a talent pool that could be tapped by
companies across the Tata organization.

17. • TAS, essentially a training program, is perhaps the only
employment brand in Indian business that consciously recruits for
lifelong mobility across companies, industries and functions, in
order to impart that macro view of business which is critical in
preparing young professionals for general management.
• To grow and renew the Tata talent pool continuously, TAS recruits
young postgraduates from leading business schools each year and
puts them through an intensive 12-month program.
• The TAS manager has India's largest business house, with the
widest range of industries and functions around which to plan and
build a lifetime career of professional and personal growth.

18. TATA VALUES
• The TAS recruitment process at campuses strives to associate the
Tata brand with values such as integrity, excellence and nation
building, while highlighting the group's entrepreneurial spirit.
• TAS has been recast in recent years, with an increased focus on
facilitating mobility across group companies. Over the past three
years, concentrated communication, consistent engagement and
competitive compensation packages have helped TAS regain and
strengthen its position as an attractive employment destination for
top talent.

19. Training Module
• The training module consists of four cross-functional,
cross-business and cross-located assignments.
--These include three business shifts of 15 weeks
duration in sales and marketing, manufacturing and
operations, corporate strategy, finance and human
resources.
• A seven-week rural assignment exposes the trainees to
community work and rural India, helping instill in them a
true picture of the life of ordinary Indians.

20. • Another facet of the module is the mentorship
programme for TAS managers placed within group
companies. This was initiated to create a platform for
the personal and professional development of TAS
managers post placement. Additionally, TAS managers
are then taken through a development plan that lasts
five years.
• The program's one-year training module, renamed
'group orientation and learning' (GOAL), emphasizes
on structured orientation through classroom inputs
and field visits. It builds TAS trainees' perspective on
the seven core sectors of the Tata group, its current
and future challenges, and its drive to become a truly
global organization.

21. The Second Career Internship Program (SCIP) is aimed at
professional women who have taken a career break and
are looking to return to the job market.
This pioneering program was launched on International
Women's Day in March 2008. In 2012, the application
process was taken online, making it more convenient and
accessible. Using this facility, Tata companies can post
projects throughout the year and aspirants can log onto
www.tatasecondcareer.com to view, select and apply for
live business projects online, just like any other job
portal.

22. The criteria for women seeking to sign up for the program are:
• professional qualification in management / accountancy / law / IT /
design or engineering
• a minimum of four years of work experience;
• a career break of one year (minimum) to eight years (maximum)
due to personal commitments.
A dedicated SCIP team has been put in place to ensure a timely and
transparent appointment process. SCIP projects are allotted based on
the area of expertise of the applicant, following a rigorous selection
process.

23. The Human Resource Development Program (HRDP) was initiated in
2006 in recognition of the corporate leadership and specialist roles
that HR managers are required to fulfill.
• Each year HRDP recruits the best talent from premier Indian
business schools and Tata companies, based on their
performance, interest and capabilities, and trains them for a year
with rotations through sub-functions such as recruitment and
sourcing, performance management system, training and
development, etc. The program ensures accelerated long-term
growth through customized as well as certified training and
development during this period.

24. HRDP Process….
• All HRDP managers are selected by senior HR and business
executives in Tata companies after undergoing a rigorous three-
stage process of filtering, post which they are placed on a
project-basis at Tata companies for three-month periods.
• Managers undergo three rotational shifts in core HR functions.
They also undergo a community development period, where
they work with the Tata trusts on assignments in the domain of
corporate sustainability for eight weeks.
• Managers are then placed with a Tata company on a full-time
basis after completion of the four rotational stints.

25.  The Tata Business Leadership Award (TBLA), initiated in
2004, is an annual business school event organized by the
Tata group. It offers students from selected business schools
a unique opportunity to compete with the brightest and
display their business acumen.
 The award underlines the commitment of the Tata group to
promote and encourage future leaders. It is also an
endeavor to create awareness among management students
about the Tata brand.

26.  The students (in teams of three to four)
are given a strategic problem or situation
relevant to the group. They have to make
a presentation to senior managers in the
group and defend their case study. The
defense is evaluated on parameters such
as creativity, clarity, relevance and
business value.
 Preliminary rounds are held on campus
and chaired by a panel consisting of a
cross section of senior Tata managers.
The final defense presentation, held at
the Tata Management Training Centre in
Pune, is seen by Tata leaders and others.

27. THANK YOU..