RESEARCH REPORT

ON

“TALENT MANAGEMENT”

Submitted for the partial fulfillment of the requirement

For the Degree of

Master In Business Administration In International Business

Submitted to: Submitted by:

 DECLARATION

This is to declare that I, (Roll No.) student of MBA, 4 thsemester, have personally worked on the
research entitled “Recruitment and selection process in Talent Management in Tata Motors.
The data mentioned in this report were obtained during genuine work done and collected by me.
The data obtained from other sources have been duly acknowledged. The result embodied in this
project has not been submitted to any other University or Institute for the award of any degree.

Date:

Place: Lucknow (Roll No.)

 ACKNOWLEDGEMENT

I am highly obliged to Dr , for granting me permission to carry out my internship on

“Recruitment and selection process” at Talent Management in Tata Motors

Heartfelt thanks to my Course director, Dr. for his guidance. I simply feel myself blessed being
provided with an academic director like him.

I find immense pleasure in expressing my indebtedness and gratitude to Mr. , for having received
much help and assistance.

Last but not the least I would like thank my family and friends for their support without which
this research would not have been successful.
 PREFACE

For a management student, research report plays an important role during his study. Research
provides a corporate or real world platform to learn practically. MBA degree without any
research or corporate world experience is just like food without salt. So research provides a great
learning experience about management concepts and its applications.

This project entitled Recruitment and selection process in Talent Management in Tata
Motors aimed at studying the recruitment of employee of any organization are very important
functions because these decide the most suitable manpower which steers the industry to its
desired goals.

This project was undertaken as a part of the curriculum of MBA course, which is compulsory for
each student to have the research in any organization to their respective specialization, as to gain
first-hand knowledge of the organization. This exposure enables the trainees to learn effective
and efficient ways and means to solve the real problems faced by the organization and also to
understand its dynamics.
 EXECUTIVE SUMMARY

I respect to the allotted period, I have formed relationship with the organization as researcher
but informally it is a sacred place for me as it’s my first practical exposure to an organization to
know and get aware to an organizational real practical stressful environment.

Although I am student of M.B.A Lucknow. It is a two year full time degree courses. So
far this research is scheduled for fourth semester syllabi as a separate topic to be asked in detail
in viva-voice conducted by external So far I have completed 4nd semester examination. Thus
study will provided me a better opportunity to survive in cut throat competition with a
prosperous existence. I have tried my best to gain out of well framed circumstances & with the
help of experienced personnel who helped me out so for become possible to them. As being a
very confidential functioning many things are there which can’t be known but on the basis of
gathered information and certain hints, the project has been formed. It may have something
missing but I have tried to present all things what I have received. Although this report has been
got checked by different personnel but after that if there is some shortcomings I expect it to be
rectified. So the whole study bifurcated in different parts. Certain observations & suggestions
also have been stated which if possible to be reviewed.
 CONTENTS

1. INTRODUCTION

2. INDUSTRY PROFILE

3. COMPANY PROFILE

4. OBJECTIVE OF STUDY

5. RESEARCH METHODOLOGY

6. DATA ANALYSIS AND INTERPRETATION

7. FINDING

8. RECOMMENDATION

9. LIMITATION

10. CONCLUSION

11. BIBLIOGRAPHY

12. ANNEXURE
INTRODUCTION
 INTRODUCTION TO TALENT MANAGEMENT

This chapter presents an Introduction to Talent Management practices followed in

the Indian IT and BPO industry, Meaning and definition of Talent Management, concept
of talent DNA model. Also, the focus and the importance of talent management along with
the conceptual aspects like talent management strategies in global era, importance of
organization culture, role of Performance Management System in the organizations in
relation to talent, work life balance and its application, retention management and its
strategies are mentioned in this chapter.

Talent Management: An Introduction

In today‘s challenging business environment of going global and competition

becoming intense, organizations have mounting pressure to perform better than before.
Over the years, creation and preservation of knowledge has become a key tool in
accelerating competitiveness and enhancing organizational capabilities to respond to
market changes (Bryan, 2004)1, wherein employees‘ skills and personalities are
appropriately deployed to optimize performance, is a critical and difficult task.
Furthermore, identifying and developing executives who have leadership potential, like
every other vital strategic function, is a demanding process that is equal parts of Arts and
Science (Judy Klein and Stephen A. Miles, 2003)2.

To carry out this mission, organizations should develop and deploy talented people
who can articulate the passion and vision of their organizations. Though operating
excellence, technical competence, marketing savvy, energy and drive are always
important, talent-intensive organizations also require soft skills that facilitate execution
across departments.

Not only Software and BPO Companies, no organization can rest in peace under
the assumption that once they have recruited the employee in place, their job is done. The
real challenge that is faced by these industries is not hiring the right person for the right
job, neither their Performance Management System, nor their Work Climate nor Culture,
but in retaining the employee. It is proven beyond argument that it is the people who make
 or break the organization. Managing the talent of key employees is critical to achieve the
success in long-term by any organization.

Talent management involves individual and organizational development in

response to a changing and complex operating environment. It includes the creation and
maintenance of a supportive, people oriented organization culture.

Meaning of Talent Management

The term Talent Management is being used to describe sound and integrated
human resource practices with the objectives of attracting and retaining the right
individuals, for the right positions, at the right time. Organizations are run by people, and
the talent of these people will determine the success of organizations. So, talent
management is management‘s main priority (Michaels, Handfield-jones, H. & Axelrod,
2002)3. Today‘s businesses face increased global competition, shifting markets, and
unforeseen events. No wonder they are finding it more difficult than ever to attract,
develop, and retain the skilled workers they need (McCauley & Wakefield, 2006) 4. Talent
management is ―a conscious and deliberate approach undertaken to attract, develop and
retain people with the aptitude and abilities to meet current and future organizational
needs‖ (Derek Stokley)5.

Talent management, also known as Human Capital Management, is the process of

recruiting, managing, assessing, developing, and maintaining an organization‘s most
important resource – i.e. its people (Bhatla, 2007)6. Talent management initiatives must
involve dialogue and engagement with business in order to hire, retain and develop the
talent that is needed to achieve the business goals. (HR Focus, 2008)7. Talent management
involves individual and organizational development in response to a changing and
complex operating environment. It includes the creation and maintenance of a supportive
and people oriented organization culture.
 Talent Management refers to identifying the employee talent and utilizing it
effectively and retaining the same talent to compete with similar organizations. Talent is a
competitive advantage. According to (Christonel, 2002)8, ―New Value Systems will
converge and reinforce each other, creating a company capable of winning big.‖ Most
of the organizations fail to identify the suitable candidates at the first place, and in case
they do identify they fail to retain them.

As per knowledge infusion, ―talent management‖ is defined as ―the integrated

process of ensuring that an organization has a continuous supply of highly productive
individuals in the right job at the right time‖.

Need for Talent Management

Talent Management is on HR professionals‘ minds these days, as HR works to

obtain, retain and develop manpower. For talent management to be effective, what is
important is to hire employees who seem to be the best fit in the organization.
Organizations are taking steps to manage talent most effectively and also to develop their
own employer brand. These brands simplify decision-making and communicate the value
they create for their customers. Likewise, employees also identify themselves with certain
organizations (Shravanthi and Sumanth, 2008)9 especially in the light of forecasted labour
shortage. Organizations that formally decide to "manage their talent" undertake a strategic
analysis of their current HR processes. This is to ensure that a co-ordinated, performance
oriented approach is adopted.

Quite often, of late organizations are adopting a Talent Management approach and
are focusing on co-coordinating and integrating various aspects, such as:

Recruitment, Retention, Employee development, Leadership and "high potential

employee" development, Performance management, Workforce planning and
Culture.
 The Researcher found from the present study that, there is a tremendous change in
human resources in the past decades. The reasons behind are the changes in technology
and global economic environment. Even though organizations are aware of the need for
human talent they were neglecting it all these years without giving comprehensive
outlook.

The novel Economy is a different place from the aged one and requires a shift in
value systems to become accustomed. To deal with this changing world the present age
bracket needs to be aware of its contributions, developments and ability to manage both
the present and future.

Therefore, it is important for the organizations to develop adequate and

appropriate plans and put in efforts to attract the best pool of available candidates, and
also to nurture and retain the current employees.

Talent Management Models

Researcher found in the study that, to manage talent effectively, organizations have
to follow certain models which help them in smooth functioning. The following are the
two models identified in the study which are explained in detail:

1. DNA model

2. Peter Cappelli‘s Model

Talent management is a continuous process that plans talent needs, attracts the
very best talent, speeds time to productivity, retains the highest performers, and enables
talent mobility across the organization. In order to successfully balance the notion of
talent supply with business demand, there must be a match between capabilities and
needs.
 Knowledge infusion was approached to different talent management centers on the
concept of ―talent DNA‖. In order to successfully balance the notion of talent supply with
business demand, knowledge infusion breaks down the talent DNA model into three parts.

Talent management, on the other hand, focuses on enhancing the potential of

people by developing capacities. Capacities are the basic DNA of an organization and
also of individual potential. In fact, the following appropriately describes the role of talent
management:

2. Peter Cappelli’s Model: A Wide Outlook of Talent Management

Talent management is simply a matter of anticipating the need for human capital,
and then setting out a plan to meet it. In addition to working on effective policies for
recruitment, selection, performance management, recognition and rewards, education and
development and the like, talent management exists to support an organization‘s overall
objectives. Peter Cappelli has proposed a talent-on-demand framework similar to just-in-
time manufacturing for the development of empire. This approach to managing talent uses
four particular principles drawn from operations and supply chain management. They are
as follows:

TABLE No 1

Peter Cappelli’s Model

Principle 1 Principle 2 Principle 3 Principle 4

Make or buy to Adapt to the Improve the Preserve the

Manage Risk Uncertainty in Return on Investment by
Talent Demand Investment in Balancing
developing Employee-
employees Employer
Interests
A deep bunch of This principle Get employees to Talent
talent is tells about share in the development is
expensive. So, managing the costs of a perishable
companies talent demand. development. commodity. To

12
should undershoot Bring employees That might mean reserve the
their estimates of from all the asking them to take investment in
what will be functions together on additional development efforts
needed and plan in an 18-month stretch of as long as possible,
to hire from course that teaches assignments on a balance the
outside to make general voluntary basis. interests of
up for any management skills, Maintain employees and
shortfall. and then send them relationships with employer by having
back to their the former them share in
Firms should be
functions to employees in the advancement
thoughtful about
specialize, instead hope that they decisions. To retain
their precious
of putting them as might return talent,
resources in
Management someday, bringing organizations must
development of
Trainees through a back the elevate talent as a
organization.
investments in their priority throughout
three-year
Talent Management skills. the company by
functional
is an Investment, and developing a sound
program.
not an Entitlement. employee value
proportion.
So, every
organization should
think carefully the

requirement of
talented people.

13
 Therefore, it is important for the organizations to develop adequate and appropriate
plans and put in efforts to attract the best pool of available candidates and the nurture and
retain the current employees.

The Focus of Talent Management

Individuals get motivated by different value propositions. To keep the workforce

motivated, organizations today have to adopt certain practices which are as
follows:

1. Capacity to learn [measured as Learning Quotient (LQ)] Enhancing an

individual‘s capacity to learn improves the person‘s awareness towards his work.

2. Capacity to think [measured as Conceptual Quotient (CQ)] Enhancing an individual‘s

capacity to think helps the person not only learning for a higher level, but also
improves Creativity, Analysis and Judgments.

3. Capacity to relate [measured as Relationship Quotient (RQ)]

Another important capacity for an individual is to be able to relate to his learning

and thoughts. This comprises of Listening, Empathizing and Trusting.

4. Capacity to act [measured as Action Quotient (AQ)]

Action is an individual‘s ability to enact his intentions - ability to organize his time and
resources in order to convert intentions into reality. Implementing includes focus on the
right process. Performing under pressure is another component which talks about
ability to work under any circumstances. Thus, the sphere of influence of talent
management not only focuses on development of individual‘s intrinsic capacities, but
also on culture building, which provides the other elements, listed above for
manifestation of talent into performance.

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 Talent Management Best Practices in Global Era

Every organization struggles hard to meet the global market competition for its
success, and hence the War for Talent. Creating enriching workplace experiences to attract
and retain the high caliber is needed. Therefore, it is important for organizations to moot
retention as first priority and recruitment second place.

There are several key practices to be followed by organizations.

They are as follows.

1. Experience based learning: Most of the organizations define Job Description to their
employees very narrowly and they have no access with others, which makes them boring
and monotony in their work. If the organizations relax them for some time and have
exposure to innovative things, they will give rise to the increased output, as well as
retention.

2. Mentoring: A particular form of relationship is designed to provide personal and

professional support and guidance to an individual, wherein specific issues and ideas can
be discussed and developed. Mentoring is required to a new employee, so that,
organization can avoid job hopping.

3. Business focus: Organizations are linking key business initiatives with talent
management principles to rapidly address new business opportunities and challenges.
After years of paying lip service to the concept, now they have realized that ―their
workforce is their greatest asset‖. By increasing productivity and motivating workforce
behavior, talent management leads to higher levels of organizational performance.

4. The Swift in Workforce: Today‘s greatest challenge lies in aligning the right people
with the right skills and identifying the competencies of the workforce. Organizations

15
need to forecast the current workforce and assist in enabling the execution of business
plans that manage the supply and demand of talent.

5. Developing Business Leaders: Developing leaders with a shared vision can empower
the workforce, whilst instilling organizational values and personal accountability, by
understanding the macroeconomic trends and role of emerging technologies.

6. Employee feedback is an effective tool: Organizations have to emphasize on feedback

from the employee about various aspects of the organizations, e.g. Corporate Culture,
Work Environment, Training Programs, Compensation and Supervision, etc. These
feedback surveys offer invaluable insight into employee attitudes and opinions that can
ultimately affect employee retention.

7. Interaction with management is imperative: For effective talent management

practices, it is essential to involve the top management and practice it at the strategic
level. For e.g., Infosys, where the HR Department is in constant touch with the Board of
Directors about talent development.

8. True value of HR is Return on Investment (ROI): ROI allows calculating of a

payback period. It can be used to revolutionize and transform the human resource function
in order to bring more value throughout the organization. It also helps in comparison of
one department returns with the other department.

9. Create Teams of Businesses with HR and IT employees who ―own‖ and ―manage‖
the talent management processes. These teams stay engaged over a period of years to make
sure that the involved processes are refined, managed, measured and improved.

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Role of IT - ITES in India

The Indian IT Industry has been making a marked shift by offering services in IT
consulting, system integration, remote infrastructure management, network consulting,
KPO and integration processing services.

The IT R&D services currently account for more than 15 percent of the total IT
exports. India‘s strengths have been its large growth potential, increasing outsourcing
trend, large talent pool availability, high quality educational infrastructure, low operating
costs, R&D strengths, and the government initiatives. Around 175 of the Fortune 500
companies have R&D operations in India.

A vast network of state-owned national research laboratories provides world-class

support. The IT-ITES Industry‘s contribution to the Indian GDP had increased from
approximately 1.4 percent in 1998-99 to percent in 2006-07.The IT-ITES industry
includes hardware, peripherals, networking, training, and domestic and export market for
IT services and software and ITES-BPO.

Table 1.3

DIT Fact Sheet and Potential Employment

Generation in Indian IT Industry (Year 2008)

Software and Service Sector 2.2 million

ITES/BPO 1.1 million

Indirect 2-3 million

Hardware Sector

Direct 1.6 million

Indirect 3.2 million

Total Employment Generation - over 9 million.

17
 As per NASSCOM Report, there were already one million professionals
contributing to the growth of IT-ITES industry in 2004-05 and the sector hired an
additional of around 1.5 million personnel in 2006. Further, they hired 2.2 million in
2008. In India, manpower has been the most crucial resource in the IT-ITES industry.
Professionals are the backbone of any organization. As the demand for skilled
professionals is very high, there is a possibility of moving from one job to another, one
organization to another and one country to another.

Comparing with BPOs, the Software Industry is a little better off in managing the
challenge of retaining the talent. But, the employee is always threatened in the
organization by either Perform or Perish.

Many corporate leaders are using assessment tools to find out executives‘
assessment, which reflects on an organization‘s talent. They are as follows:

1. The first dimension measures the organization‘s current and future strategic needs;

2. The second dimension measures the competition; and

3. The third dimension measures the overall talent marketplace.

With the help of these assessments, organizations lay down the foundation for
winning talent strategy. For putting the right people in the right positions at the right time,
they invariably clarify the processes that monitor performance and develop capabilities.
Assessments also allow companies to maximize the value of executive education
programs and creating custom-fit learning strategies for their next generation of corporate
leaders.

Indian BPO are facing an enormous challenge in reducing attrition rate and to
develop innovative Talent Management initiatives. A budding industry needs to draw
parallels and examples from other industry practices to meet with the challenges in the
competitive era.

There are varied reasons for the attrition rate. Some of them are as follows:

18
 a) No Career development

b) Night Shifts

c) Monotonous / boring Job

d) Other reasons.

The Researcher found some important above reasons for high attrition rates, which
are pretty steep and are around 40-50 percent. Currently, it is about 35 percent in non-
voice and 45 percent in voice call centers. About 80 percent of them look for better
careers within the same industry. Agents want to become team leaders. Team leaders want
to become supervisors. Supervisors want the job of CEO.

As seen from the above, BPO Industry indeed has a huge challenge before it and
its approach has to be proactive and it has to develop Innovative Talent Management
Strategies, in other words a satisfied employee knows clearly what is expected from him/
her every day at work. Changing expectations keep people on the edge and creates
unhealthy stress. This creates insecurity and makes the employee feel unsuccessful. An
employee‘s deliverables at work must be communicated to him clearly and thoroughly.
The quality of the supervision an employee receives is critical to its talent retention.

Importance of Organizational Culture in value based Corporate System.

Organizational culture assumes immense significance as a central theme for

attaining competitive advantage. Organizational culture is hypothesized to play a decisive
role in the development of a unique corporate identity, which in turn provides
organizations with the opportunity to leverage their corporate identity to achieve strategic
leadership. Cultural influences have a strong bearing on the character and persona of an
organization. Peters and Waterman (1982)13 have opined that excellent companies focus
on building an enabling corporate culture. Organizational culture is defined as shared
managerial beliefs and assumptions about employee nature and behavior.

19
 Deal and Kennedy (1982)14 define organizational culture as the way things get
done around here. Schein (1990)15 describes it as a set of shared assumptions, values,
beliefs and expectations shared by organization members. Ouchi (1981)16 puts it as a set of
symbols, ceremonies, and myths that communicate the underlying values and beliefs of an
organization.

Robbins (1988)17 indicates that it takes a long time for culture to form and once
established it becomes entrenched. Therefore, the culture of an organization should be
treated as an important influence on employees‘ behavior. Culture conveys important
assumptions and norms governing activities and goals.

Role of Performance Management System in relation to Talent Management System

The Talent Management System (TMS) is an effective tool for creating a

symbiotic relationship between talent and the organization to dramatically accelerate
performance improvements.

Performance management is the process of creating a work environment to

perform to the best of ones abilities. Performance management is a whole-work system
that begins when a job is defined as needed. A performance management system includes
Selection, Job description, setting performance standards, providing effective orientation,
education, and training with on-going coaching and feedback. By conducting quarterly
performance and rewarding people for their contribution to organization also helps in
their career development, coupled with exit interviews to understand WHY valued
employees leave the organization. Infosys has a comprehensive and integrated role-based
performance management system. It is a combination of task and competency evaluation
based on predefined parameters for each role. This system integrates with the reward
systems as well as with the training systems (Farah Naqvi 2009)18.

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Work-life Balance in relation to Talent Management

There is no agreed definition of work-life balance, but it does appear that the
‗right‘ balance for one person may differ from the next.

Work-life balance, in its broadest sense, is defined as a satisfactory level of

involvement or ‗fit‘ between the multiple roles in a person‘s life. A good work-life
balance means something simple - to work to support Life, and not the other way round.

Work-life balance policies can assist employees achieve a balance between their
work and personal commitments. Our work and personal lives change across the life span
with associated responsibilities, and thus the need for work-life balance policies, change
all the time.

Talent Retention as a challenge.

Recruiting the best and talented employees is one of the most important HR
functions. But, the major duty of and challenge for any HR Manager is to retain their
organization‘s high performers.

Especially in this Global era, retaining the Human Resource calls for special skills
and strategies. Hence, retaining employees is the key for any business success. It is a
major challenge for organizations to retain skilled employees once they have been hired
and trained. In addition to reasons like lack of growth opportunities, low pay packages and
inability to adapt to the organization, high turnover has also been identified as a cause for
higher attrition rate. According to studies conducted by US Department of Labor and
Merck (Ken Jacobs, 2007)19, investing in staff is far less expensive than replacing them,
whose estimated cost is about one-and-a-half years of a departing staffer‘s annual salary.

21
Organization of the Thesis

The thesis has been organised as follows:

 The first chapter provides an introduction to the concept of Talent Management and its
need in the organization, talent management models and its role in the organization
with respect to Indian IT and BPO sectors.

 The second chapter reviews various research studies in Talent Management literature
with a focus on Strategies and Challenges and other related attributes like culture,
performance management, and work- life balance and retention management. The
main purpose of this chapter is to identify the gaps in the research based on review of
literature and position the proposed study to address these gaps.

 The third chapter describes the Research methodology adopted for the study.

 The forth chapter presents the statistical results and analysis pertaining to Talent
Management. This chapter tests the hypotheses pertaining to the impact of culture,
performance management, work- life balance and retention on talent management.

 The fifth chapter presents the summary of conclusions, recommendations and

implications of the study.

To conclude, largely, superiors are not so open to a new idea that challenges their
thinking. They may even withhold rewards for exceptional performance. If people do their
jobs much better than expected, they should be rewarded for their performance.

22
COMPANY PROFILE

23
 COMPANY PROFILE

Talent Management in Tata Motors Group (Talent Management in Tata Motors) is a $45 billion
organisation. It is a leading global automobile manufacturing company. Its diverse portfolio
includes an extensive range of cars, sports utility vehicles, trucks, buses and defence vehicles.
Talent Management in Tata Motors is India’s largest and the only original equipment
manufacturer (OEM) offering extensive range of integrated, smart and e-mobility solutions.

Part of the USD100 billion Tata group founded by Jamsetji Tata in 1868, Talent
Management in Tata Motors is among the world’s leading manufacturers of automobiles. We
believe in ‘Connecting aspirations’, by offering innovative mobility solutions that are in line with
customers' aspirations. We are India's largest automobile manufacturer, and we continue to take
the lead in shaping the Indian commercial vehicle landscape, with the introduction of leading-
edge powertrains and electric solutions packaged for power performances and user comfort at the
lowest life-cycle costs. Our new passenger cars and utility vehicles are based on Impact Design
and offer a superior blend of performance, driveability and connectivity.

Our focus on connecting aspirations and our pipeline of tech-enabled products keeps us at the
forefront of the market. We have identified six key mobility drivers that will lead us into the
future – modular architecture, complexity reduction in manufacturing, connected & autonomous
vehicles, clean drivelines, shared mobility, and low total cost of ownership. Our sub-brand
TAMO is an incubating centre of innovation that will spark new mobility solutions through new
technologies, business models and partnerships.

Our mission - across our globally dispersed organisation – is to be passionate in anticipating and
providing the best vehicles and experiences that excite our global customers.

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 CREATING OPPORTUNITIES FOR MILLENNIALS

At Talent Management in Tata Motors, we are firm believers in the talent and aptitude of young
students. It is this belief that has pushed us to nurture these minds to help them grow and
progress in the direction of future industry leaders. We thus, provide these students with the best
opportunities and guidance that they require to make a stand in the industry. To accomplish this,
we have put into place a series of well thought initiatives:

Industry Academia Partnership:

We recognized the inclination of today's audience towards cars that are digital and tech savvy.
Thus began the need to tap into a young, talented sphere of students that would help us bring to
life futuristic cars that are ingrained with AI, AR, VR etc. We introduced the Industry Academia
Partnership that would bring about a perfect collaboration with institutions where fresh, flexible
minds would participate in joint research, knowledge exchange between industry and institution
and live projects that would fuel our future products while simultaneouslyproviding a platform
for learning. Hence, we partnered with Symbiosis International (Deemed University) and IIT
BHU. Thiswould help us maintain our competitive edge in a business landscape that is constantly
changing.

MindRover for Engineering and Business Schools:

In another initiative to identify new talent, we organized 'MindRover' - a unique case study
challenge. This national level competition throws its doors open to students of Engineering and
Business schools who are posed with the challenge of finding innovative and mind blowing
solutions to the existing problems in the automotive industry. Through this competition, we look
for individuals who display an exceptional knowledge of technicality, who pay attention to detail
and have the ability to stand out from the rest. The finalists' teams then receive a PPI (Pre-
Placement Interview) opportunity to be a part of our company while the winners and runners-up
are rewarded with cash prizes.

Summer Internship Program (SIP):

25
We are constantly looking for students who are abounding with big ideas, originality and have a
strong desire to be a part of business projects that have lasting outcomes. We have implemented
the Summer Internship Program (SIP) that offers a two month internship where students from top
notch business schools receive a firsthand experience of a live project. Here, they are able to
apply all their learnings that they gleaned from the classroom to business situations in real time
and thus, be a part of value driven projects.

T-Talk:

To further impart knowledge and give students an insight into the industry's working, we
organized a series of guest lectures along with engineering and management internship programs
called T-Talks. This program dwells and shapes the personality of a student besides providing a
foundation to build a skill set and knowledge base that is essential for the professional world.
This program furthermore fosters and recognizes budding talent and readies these students by
helping them develop their careers. Through the talks held at BIT, Mesra, IIT-BHU and other
reputable institutions, the students were taught the details and particulars that went into building
electric buses. In another session, they learnt how new technologies like IoT and Big Data are
used to create smart vehicles.

Thus, we aim to create a workplace that is conducive to millennials where we provide the right
environment for exceedingly talented individuals and shape them to be leaders of tomorrow.

Talent Management in Tata Motors Limited (formerly TELCO, short for Tata Engineering
and Locomotive Company) is an Indian multinational automotive manufacturing company
headquartered in Mumbai, India, and a member of the Tata Group. Its products include passenger
cars, trucks, vans, coaches, buses, sports cars, construction equipment and military vehicles.

Talent Management in Tata Motors has auto manufacturing and assembly plants
in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune in India, as well as in
Argentina, South Africa, Great Britain and Thailand. It has research and development centres in
Pune, Jamshedpur, Lucknow, and Dharwad, India and in South Korea, Great Britain and Spain.
Talent Management in Tata Motors' principal subsidiaries purchased the English premium car
maker Jaguar Land Rover (the maker of Jaguar and Land Rover cars) and the South Korean

26
commercial vehicle manufacturer Tata Daewoo. Talent Management in Tata Motors has a bus-
manufacturing joint venture with Marcopolo S.A. (Tata Marcopolo), a construction-equipment
manufacturing joint venture with Hitachi (Tata Hitachi Construction Machinery), and a joint
venture with Fiat Chrysler which manufactures automotive components and Fiat Chrysler and
Tata branded vehicles.

TATA Tiago

Founded in 1945 as a manufacturer of locomotives, the company manufactured its first

commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969.
Talent Management in Tata Motors entered the passenger vehicle market in 1991 with the launch
of the Tata Sierra, becoming the first Indian manufacturer to achieve the capability of developing
a competitive indigenous automobile.[4] In 1998, Tata launched the first fully indigenous Indian
passenger car, the Indica, and in 2008 launched the Tata Nano, the world's cheapest car. Talent
Management in Tata Motors acquired the South Korean truck manufacturer Daewoo Commercial
Vehicles Company in 2004 and purchasedJaguar Land Rover from Ford in 2008.

Talent Management in Tata Motors is listed on the (BSE) Bombay Stock Exchange, where it is a
constituent of the BSE SENSEX index, the National Stock Exchange of India, and the New York
Stock Exchange. The company is ranked 226th on the Fortune Global 500 list of the world's
biggest corporations as of 2016.[5]

On 17 January 2017, Natarajan Chandrasekaran was appointed chairman of the company.

27
TATA Hexa is a crossover vehicle launched in January 2017. This vehicle is the successor
of TATA Aria.

History

The first-generation(1998–07) Tata Indica; one of the best-selling cars in the history of the Indian
automobile industry

Tata Bolt

Tata entered the commercial vehicle sector in 1954 after forming a joint venture with Daimler-
Benz of Germany. After years of dominating the commercial vehicle market in India, Talent
Management in Tata Motors entered the passenger vehicle market in 1991 by launching the Tata
Sierra, a multi utility vehicle. Tata subsequently launched the Tata Estate (1992; a station

28
wagon design based on the earlier 'TataMobile' (1989), a light commercial vehicle), the Tata
Sumo (1994; LCV) and the Tata Safari (1998; India's first sports utility vehicle).

Tata launched the Indica in 1998, the first fully indigenous Indian passenger car. Although
initially criticized by auto analysts, its excellent fuel economy, powerful engine, and an
aggressive marketing strategy made it one of the best-selling cars in the history of the Indian
automobile industry. A newer version of the car, named Indica V2, was a major improvement
over the previous version and quickly became a mass favourite. Talent Management in Tata
Motors also successfully exported large numbers of the car to South Africa. The success of the
Indica played a key role in the growth of Talent Management in Tata Motors.

In 2004, Talent Management in Tata Motors acquired Daewoo's South Korea-based truck
manufacturing unit, Daewoo Commercial Vehicles Company, later renamed Tata Daewoo.

On 27 September 2004, Talent Management in Tata Motors rang the opening bell at the New
York Stock Exchange to mark the listing of Talent Management in Tata Motors.

In 2005, Talent Management in Tata Motors acquired a 21% controlling stake in the Spanish bus
and coach manufacturer Hispano Carrocera. Talent Management in Tata Motors continued its
market area expansion through the introduction of new products such as buses (Starbus and
Globus, jointly developed with subsidiary Hispano Carrocera) and trucks (Novus, jointly
developed with subsidiary Tata Daewoo).

In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata Marcopolo Bus, to
manufacture fully built buses and coaches.[10]

In 2008, Talent Management in Tata Motors acquired the English car maker Jaguar Land Rover,
manufacturer of the Jaguar and Land Rover from Ford Motor Company.

In May 2009, Tata unveiled the Tata World Truck range jointly developed with Tata Daewoo; the
range went on sale in South Korea, South Africa, the SAARC countries, and the Middle East at
the end of 2009.

Tata acquired full ownership of Hispano Carrocera in 2009.

29
In 2009, its Lucknow plant was awarded the "Best of All" Rajiv Gandhi National Quality Award.

In 2010, Talent Management in Tata Motors acquired an 80% stake in the Italian design and
engineering company Trilix for €1.85 million. The acquisition formed part of the company's plan
to enhance its styling and design capabilities.[18]

In 2012, Talent Management in Tata Motors announced it would invest around ₹6 billion in the
development of Futuristic Infantry Combat Vehicles in collaboration with DRDO.

In 2013, Talent Management in Tata Motors announced it will sell in India, the first vehicle in
the world to run on compressed air (engines designed by the French company MDI) and dubbed
"Mini CAT".

In 2014, Talent Management in Tata Motors introduced first Truck Racing championship in India
"T1 Prima Truck Racing Championship".

On 26 January 2014, the Managing Director Karl Slym was found dead. He fell from the 22nd
floor to the fourth floor of the Shangri-La Hotel in Bangkok, where he was to attend a meeting of
Talent Management in Tata Motors Thailand.

On 2 November 2015, Talent Management in Tata Motors announced Lionel Messi as global
brand ambassador at New Delhi, to promote and endorse passenger vehicles globally.

On 27 December 2016, Talent Management in Tata Motors announced the Bollywood

actor Akshay Kumar as brand ambassador for its commercial vehicles range.

On 9 March 2017, Talent Management in Tata Motors announced that it has signed a
memorandum of understanding with Volkswagen to develop vehicles for India's domestic
market.

Operations

Talent Management in Tata Motors has vehicle assembly operations in India, Great Britain,
South Korea, Thailand, Spain and South Africa. It plans to establish plants in Turkey, Indonesia,
and Eastern Europe.

30
TALENT MANAGEMENT IN TATA MOTORS CARS

Talent Management in Tata Motors Cars

The Tata Prima

Talent Management in Tata Motors Cars is a division of Talent Management in Tata Motors
which produces passenger cars under the Talent Management in Tata Motors marque. Talent
Management in Tata Motors is among the top four passenger vehicle brands in India with
products in the compact, midsize car, and utility vehicle segments. The company's manufacturing
base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar
Pradesh), Pantnagar (Uttarakhand), Dharwad (Karnataka) and Sanand (Gujarat). Tata's
dealership, sales, service, and spare parts network comprises over 3,500 touch points. Talent
Management in Tata Motors has more than 250 dealerships in more than 195 cities across
27 states and four Union Territories of India. It has the third-largest sales and service network
after Maruti Suzuki and Hyundai.

Tata LPT Trucks made at overseas plants

Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,
Russia, and Senegal. Tata has dealerships in 26 countries across 4 continents. Tata is present in
many countries, it has managed to create a large consumer base in the Indian Subcontinent,
namely India, Bangladesh, Bhutan, Sri Lanka and Nepal. Tata is also present in
Italy, Spain, Poland, Romania, Turkey, Chile, South Africa, Oman, Kuwait, Qatar, Saudi Arabia,
United Arab Emirates, Bahrain, Iraq, Syria and Australia.

Tata Daewoo

31
The Tata Prima heavy truck on the roads of Lucknow

Tata Daewoo (officially Tata Daewoo Commercial Vehicle Company and formerly Daewoo
Commercial Vehicle Company) is a commercial vehicle manufacturer headquartered in Gunsan,
Jeollabuk-do, South Korea, and a wholly owned subsidiary of Talent Management in Tata
Motors. It is the second-largest heavy commercial vehicle manufacturer in South Korea and was
acquired by Talent Management in Tata Motors in 2004. The principal reasons behind the
acquisition were to reduce Tata's dependence on the Indian commercial vehicle market (which
was responsible for around 94% of its sales in the MHCV segment and around 84% in the light
commercial vehicle segment) and expand its product portfolio by leveraging on Daewoo's
strengths in the heavy-tonnage sector.

Talent Management in Tata Motors has jointly worked with Tata Daewoo to develop trucks such
as Novus and World Truck and buses including GloBus and StarBus. In 2012, Tata began
developing a new line to manufacture competitive and fuel-efficient commercial vehicles to face
the competition posed by the entry of international brands such as Mercedes-Benz, Volvo, and
Navistar into the Indian market.

Tata Hispano

32
Tata Hispano Habit bus at Madrid Airport

Tata Hispano Motors Carrocera, S.A. was a bus and coach manufacturer based in Zaragoza,
Aragon, Spain, and a wholly owned subsidiary of Talent Management in Tata Motors. Tata
Hispano has plants in Zaragoza, Spain, and Casablanca, Morocco. Talent Management in Tata
Motors first acquired a 21% stake in Hispano Carrocera SA in 2005,[9] and purchased the
remaining 79% for an undisclosed sum in 2009, making it a fully owned subsidiary, subsequently
renamed Tata Hispano. In 2013, Tata Hispano ceased production at its Zaragoza plant.

Jaguar Land Rover

The Range Rover Evoque.

Jaguar Land Rover

Jaguar Land Rover PLC is an English premium automaker headquartered in Whitley, Coventry,
Great Britain, and has been a wholly owned subsidiary of Talent Management in Tata Motors
since June 2008, when it was acquired from Ford Motor Company of USA. Its principal activity
is the development, manufacture and sale of Jaguar Cars luxury and sports cars and Land
Rover premium four-wheel-drive vehicles.

Jaguar Land Rover has two design centres and three assembly plants in Great Britain. Under Tata
ownership, Jaguar Land Rover has launched new vehicles including the Range Rover
Evoque, Jaguar F-Type, the Jaguar XF, the Jaguar XE, the Jaguar XJ (X351) the second-
generation Range Rover Sport, the fourth-generation Land Rover Discovery, and the Range
Rover (L405).

TML Drivelines

33
TML Drivelines Ltd. is a wholly owned subsidiary of Talent Management in Tata Motors
engaged in the manufacture of gear boxes and axles for heavy and medium commercial vehicles.
It has production facilities at Jamshedpur and Lucknow. TML Forge division is also a recent
acquisition of TML Drivelines. TML Drivelines was formed through the merger of HV
Transmission and HV Axles .

Tata Technologies

Tata Technologies Limited (TTL) is an 86.91%-owned subsidiary of Talent Management in Tata

Motors which provides design, engineering, and business process outsourcing services to the
automotive industry. It is headquartered in Pune (Hinjewadi) and also has operations
in London, Detroit and Thailand. Its clients include Ford, General Motors, Honda, and Talent
Management in Tata Motors.

The British engineering and design services company Incat International, which specialises in
engineering and design services and product lifecycle management in the automotive, aerospace,
and engineering sectors, is a wholly owned subsidiary of TTL. It was acquired by TTL in August
2005 for ₹4 billion.

European Technical Centre

The Talent Management in Tata Motors European Technical Centre (TMETC) is an automotive
design, engineering, and research company based at Warwick Manufacturing Group (WMG) on
the campus of the University of Warwick in Great Britain. It was established in 2005 and is a
wholly owned subsidiary of Talent Management in Tata Motors. It was the joint developer of the
World Truck.[38]

In September 2013, it was announced that a new National Automotive Innovation Campus would
be built at WMG at Warwick's main campus at a cost of £100 million. The initiative will be a
partnership between Talent Management in Tata Motors, the university, and Jaguar Land Rover,
with £30 million in funding coming from Talent Management in Tata Motors.

Joint ventures

Tata Marcopolo
34
Tata Marcopolo

A Tata Marcopolo bus in use inChandigarh, India

Tata Marcopolo is a bus-manufacturing joint venture between Talent Management in Tata Motors
(51%) and the Brazil-based Marcopolo S.A. (49%). The joint venture manufactures and
assembles fully built buses and coaches targeted at developing mass rapid transportation systems.
It uses technology and expertise in chassis and aggregates from Talent Management in Tata
Motors, and know-how in processes and systems for bodybuilding and bus body design from
Marcopolo. Tata Marcopolo has launched a low-floor city bus which is widely used by transport
corporations in many Indian cities. Its manufacturing facility is based in Dharwad, Karnataka
State, India.

Fiat-Tata

Fiat-Tata is an India-based joint venture between Tata and Fiat Automobiles which produces Fiat
and Tata branded passenger cars, as well as engines and transmissions. Talent Management in
Tata Motors has gained access to Fiat's diesel engine and transmission technology through the
joint venture.

The two companies formerly also had a distribution joint venture through which Fiat products
were sold in India through joint Tata-Fiat dealerships. This distribution arrangement was ended
in March 2013; Fiats have since been distributed in India by Fiat Automobiles India Limited, a
wholly owned subsidiary of Fiat.

Tata Hitachi Construction Machinery

35
Tata Hitachi Construction Machinery is a joint venture between Talent Management in Tata
Motors and Hitachi which manufactures excavators and other construction equipment. It was
previously known as Telcon Construction Solutions.

PRODUCTS

For details of Talent Management in Tata Motors passenger cars, see Talent Management in Tata
Motors Cars. For details of Land Rover products, see Land Rover. For details of Jaguar products,
see Jaguar Cars.

Commercial vehicles

The Tata TL

A Tata 407 water truck

36
A Tata Starbus

Talent Management in Tata Motors trucks in Rajasthan, India

A loaded semi-forward Tata truck

37
TATA Semi-Forward Cab 1210SE Truck

TATA 1210 Series - long running production model

Tata twin-axle lorry in South India

 Tata Ace

 Tata Ace Zip

 Tata Super Ace

38
 Tata TL/Telcoline/207 DI pickup truck

 Tata 407 Ex and Ex2

 Tata 709 Ex

 Tata 807 (Steel cabin chassis, cowl chassis, medium bus chassis, steel cabin + steel body
chassis)

 Tata 809 Ex and Ex2

 Tata 909 Ex and Ex2

 Tata 1109 (Intermediate truck/ LCV bus)

 Tata 1512c (medium bus chassis)

 Tata 1515c/1615 (medium bus chassis)

 Tata 1612c/1616c/1618c (heavy bus chassis)

 Tata 1618c (semilow-floor bus chassis)

 Tata 1623 (rear-engined low-floor bus chassis)

 Tata 1518C (Medium truck) 10 ton

 Tata 1613/1615c (medium truck)

 Tata 1616/1618c (heavy duty truck)

 Tata 2515c/2516c,2518c (heavy duty 10 wheeler truck)

 Tata Starbus (branded buses for city, intercity, school bus, and standard passenger
transportation)

 Tata Divo (Hispano Divo fully built luxury coach)

 Tata CityRide (12- to 20-seater buses for intracity use)

39
  Tata 3015 (heavy truck)

 Tata 3118 (heavy truck) (8×2)

 Tata 3516 (heavy truck)

 Tata 4018 (heavy truck)

 Tata 4923 (ultraheavy truck) (6×4)

 Tata Novus (heavy truck designed by Tata Daewoo)

 Tata Prima (the World Truck designed by Talent Management in Tata Motors and Tata
Daewoo)

 Tata Prima LX (stripped-down version of Tata Prima)

 Tata Prima (Racing Trucks)

 Tata Ultra (ICV Segment)

 Tata Winger - Maxivan

Military vehicles

 Tata LSV (Light Specialist Vehicle)

 Tata Mine Protected Vehicle (4×4)

 Tata 2 Stretcher Ambulance

 Tata 407 Troop Carrier, available in hard top, soft top, 4×4, and 4×2 versions

 Tata LPTA 713 TC (4×4)

 Tata LPT 709 E

 Tata SD 1015 TC (4×4)

40
  Tata LPTA 1615 TC (4×4)

 Tata LPTA 1621 TC (6×6)

 Tata LPTA 1615 TC (4×2)

 Tata Landrover 1515 F

 TATA SUMO 4*4

 Tata Xenon

 Tata 207

Talent Management in Tata Motors proposed overhaul of armoured fighting vehicles and infantry
main combat vehicles in 2015. The inter-ministerial committee was chaired by Secretary in the
Department of Industrial Policy and Promotion (DIPP) approved most of the proposals from the
defense Manufacturing sector in India.

Electric vehicles

Talent Management in Tata Motors has unveiled electric versions of the Tata Indica passenger
car powered by TM4 electric motors and inverters, as well as the Tata Ace commercial vehicle,
both of which run on lithium batteries.

Talent Management in Tata Motors' UK subsidiary, Talent Management in Tata Motors European
Technical Centre, has bought a 50.3% holding in electric vehicle technology firm Miljøbil
Grenland/Innovasjon of Norway for US$1.93 million, which specialises in the development of
innovative solutions for electric vehicles, and plans to launch the electric Indica hatchback in
Europe next year. In September 2010, Talent Management in Tata Motors presented four CNG–
Electric Hybrid low-floored Starbuses to the Delhi Transport Corporation, to be used during
the Commonwealth Games. These were the first environmentally friendly buses to be used for
public transportation in India.

Notable vehicles

41
Tata Nano

Tata Nano is often cited as the world's most affordable car

The Nano was launched in 2009 as a city car intended to appeal as an affordable alternative to
the section of the Indian populace that is primarily the owner of motorcycles and has not bought
their first car. Initially priced at ₹100,000 (US$1,500), the vehicle attracted a lot of attention for
its relatively low price.

Tata Ace

Tata Ace was India's first mini truck

Tata Ace, India's first indigenously developed sub-one-ton minitruck, was launched in May 2005.
The minitruck was a huge success in India with auto analysts claiming that Ace had changed the
dynamics of the light commercial vehicle (LCV) market in the country by creating a new market
segment termed the small commercial vehicle segment. Ace rapidly emerged as the first choice
for transporters and single truck owners for city and rural transport. By October 2005, LCV sales
of Talent Management in Tata Motors had grown by 36.6% to 28,537 units due to the rising
demand for Ace. The Ace was built with a load body produced by Autoline Industries. By 2005,
Autoline was producing 300 load bodies per day for Talent Management in Tata Motors.
42
Ace is still a top seller for TML with 500,000 units sold by June 2010. In 2011, Talent
Management in Tata Motors invested Rs 1000 crore in Dharwad Plant, Karnataka, with the
capacity of 90,000 units annually and launched two models of 0.5-T capacity as Tata Ace Zip,
Magic Iris.

Ace has also been exported to several Asian, European, South American, and African countries
and all-electric models are sold throughPolaris Industries' Global Electric Motorcars division.
[53]
In Sri Lanka, it is sold through Diesel and Motor Engineering (DIMO) PLC under the name
of DIMO Batta.

Tata 407

The Tata 407 is a light commercial vehicle (LCV) that has sold over 500,000 units since its
launch in 1986 In India, this vehicle dominates market share of the LCV category, accounting for
close to 75% of LCV sales.

TALENT MANAGEMENT IN TATA MOTORS

The largest passenger automobile and commercial vehicle manufacturing company of India
Talent Management in Tata Motors Limited, was formerly called TELCO (TATA Engineering
and Locomotive Company), has its headquarters in Bombay, now Mumbai, India. Established in
1945, listed on the New York Stock Exchange in 2004 has created Rs. 320 billion wealth and was
one of the top

10 wealth creators in India, with manufacturing facilities in the towns of Jamshedpur, Lucknow,
and Pune. This company was founded by Jamshetji Tata and is run by Ratan Tata under the
flagship company known as Tata and sons group. He commands 22000 employees working in
three plants as well as other regional and zonal offices across the length and breadth of India.

43
Tata motor’s passenger cars still need to reach acceptable international requirements. The
company commands an imposing 65% share of the domestic commercial vehicle market and is
trying to modernize this segment. The financial business of Talent Management in Tata Motors
was separated into a subsidiary company in sep. 2006, where it recorded a strong financial
performance during the last 5 year period. From year 2005-2009, the profits of the company
went up at a CAGR of 36.4%, to attain Rs. 331, 525 million in 2008from Rs. 95, 731 Million in
2003. By floating two rights issues at the end of Sep 2009 Talent Management in Tata Motors
Ltd expected to raise Rs 4, 150 crores. They are offering one ordinary share valued at Rs. 340
every six shares expecting to net Rs. 2.90 Crores, the so called “A” share would have different
voting and dividend rights, for every such 6 shares held at a face value of 305 would raise Rs.
1.960 Crores, these proceed would be utilized for an early repayment of the short term funding of
2.3 Billion $ (Rs. 10,189 Crores) Borrowed for Acquisition of jaguar and Land Rover from their
principle “The Ford Motor Company’s”.

As TALENT MANAGEMENT IN TATA MOTORS is regarded as one of the best fuel efficient
cars. Hence I conducted a study on the consumer perception about small cars. Firstly, I took three
brands of small cars; Zen estilo,

Indica and Santro for a comparative study of small car segment.

Later I went through the process of filling the questionnaires, to know exactly what the
customer’s of small cars perceived about their cars. Talent Management in Tata Motors were
established on September 1, 1945, originally for the manufacture of Steam Locomotives at
Jamshedpur.

All the cars taken for the sample showed that the consumers perceived them as almost same in
all the attributes like safety, comfort and luxury. But, at the end the research was limited due to
small sample size, small sample area and time constraints.

44
TELCO (TATA Engineering and Locomotive Company)

 Multinational Corporation.

 Headquarters in Mumbai.

 India's largest passenger automobile and commercial vehicle manufacturing company.

 World's 19th largest automaker.

 Sales: 19,654.41cr.

 Stock price: Rs. 347

In 1969 Talent Management in Tata Motors had become an independent producer of Medium
Commercial Vehicles. It had also developed the capability of designing, testing and
manufacturing such vehicles.

Leading commercial vehicle manufacturer and has significant presence in the multi-utility and
passenger car segments.

45
With the Launch of Tata Indica, a Euro 2 compliant vehicle is the country’s first indigenously
designed, developed and manufactured passenger car.

With the launch of Tata nano, Tata has penetrated the market to its extreme by making a car
available for Rs. 132000 only. This is the cheapest car in India till date and with the
announcement of its diesel variant it has made potential buyers to eagerly wait for it.

Markets

With manufacturing operations in the UK, South Korea, Thailand, South Africa, Indonesia,
Austria and Slovakia, our international footprint has expanded through joint ventures like the
strategic alliance with Fiat and Brazil-based Marcopolo.

46
OVERVIEW

With over 8.5 million Tata branded vehicles plying globally, Talent Management in Tata Motors
is among the select companies in the world to offer an extensive portfolio to its consumers. We
have expanded our international footprint through exports since 1961. In passenger vehicles, the
company has a strong presence in the hatchback and the sedan segment, going up to SUVs and
MUVs. In commercial vehicles, Talent Management in Tata Motors offers a wide spectrum of
vehicles that are customized for local conditions and meet the highest standards for quality,
safety, environment norms and user comfort. Today, the Talent Management in Tata Motors
group is present in over 175 countries, with a worldwide network comprising over 6,600 touch
points. Talent Management in Tata Motors has R&D centres in UK, Italy, India and South Korea.
With vast global experience, the company brings deep understanding of customer expectations
from diverse markets, and is well positioned to cater to ever changing automotive norms and
consumer trends across the globe

Leadership

Our Management Team comprises eminent industry experts who bring a wealth of knowledge
that help in strategic decision making towards improving operations and performance

Mr. N Chandrasekaran

Non-Executive Director and Chairman

Natarajan Chandrasekaran (53) is Chairman of the Board of

Tata Sons, the holding company and promoter of more than
100 Tata operating companies with aggregate annual
revenues of more than US $100 billion. He joined the Board
of Tata Sons in October 2016 and was appointed Chairman in
January 2017.

Chandra also chairs the Boards of several group operating companies, including Tata Steel,
Talent Management in Tata Motors, Tata Power, Indian Hotels, and Tata Consultancy Services
(TCS) – of which he was Chief Executive from 2009-17.

47
The Tata group companies include 29 publicly-listed corporations with a combined market
capitalization that exceeded US $120 billion at the start of 2017.

His appointment as Chairman followed a 30-year business career at TCS, which he joined from
university. Chandra rose through the ranks at TCS to become CEO and Managing Director of the
leading global IT solution and consulting firm.

Under his leadership, TCS generated total revenues of US $16.5 billion in 2015-16 and
consolidated its position as the largest private sector employer in India and the country’s most
valuable company. TCS has also been placed among the “Big 4” most valuable IT services
brands worldwide, ranked as one of the World’s Most Innovative Companies byForbes and
recognized as a Global Top Employer by the Top Employers Institute across 24 countries.

Chandra embedded a culture of customer-focus and innovation at TCS.

In addition to his professional career at Tata, Chandra was also appointed as a Director on the
Board of India’s central bank, the Reserve Bank of India, in 2016. He has also served as the
Chairperson of the Information and Communication Technology Industry Governors at the World
Economic Forum, Davos in 2015-16.

Chandra is an active member of India’s bilateral business forums including USA, UK, Australia
and Japan. He served as the chairman of NASSCOM, the apex trade body for IT services firms in
India in 2012-13.

His business leadership has been recognized by several corporate and community organizations,
and he has received numerous awards, including:

 - Business Leader of the Year at the ET Awards for Corporate Excellence 2016;

- CNBC TV 18 – 'Indian Business Icon', 2014;

- CNN-IBN Indian of the Year 2014 (business category);

 - Best CEO for 2013 and 2014 by Business Today; and,

 - Best CEO 2010-15 Institutional Investor’s Annual All-Asia Executive Team rankings;

48
Chandra has been awarded several honorary doctorates by leading universities in India and
internationally. He attended the Regional Engineering College, Trichy, Tamil Nadu, where he
completed a Masters degree in Computer Applications before joining TCS in 1987.

Chandra is an avid photographer, and a passionate long-distance marathon runner. In April 2017
he ran the London Marathon thereafter completing the World Marathon Majors. The World
Major Marathons include the marathons in New York, Boston, Chicago, Berlin, Tokyo &
London.

Born in 1963, Chandra lives in Mumbai, with his wife Lalitha. Their son, Pranav, is at university

Mr. Nasser Munjee

Non-Executive, Independent Director

Mr. Nasser Munjee served with HDFC for over 20 years at various
positions including as its Executive Director. He was the Managing
Director of Infrastructure Development Finance Co. Ltd. (IDFC)
up to March 2004. Presently he is the Chairman of Development
Credit Bank (DCB) since June 2005 and is also on the Board of
various Multinational Companies and Trusts.

Mr. Munjee is a Technical Advisor on the World Bank-Public Private Partnership Infrastructure
and Advisory Fund. Mr. Munjee holds a Bachelor's degree and a Master's degree from the
London School of Economics, UK.

Mr. Munjee is Independent Director of the Company since June 27, 2008.

49
Mr. Vinesh K Jairath

Non-Executive, Independent Director

Mr. Jairath served as the Principal Secretary (Industries),

Government of Maharashtra and has over 25 years of experience
in public administration, rural development, poverty alleviation,
infrastructure, finance, industry, urban development,
environmental management and a touch of the private sector
occupying various important positions in the Government of
India and the State Government of Maharashtra.

Mr. Jairath holds Bachelor of Arts Degree in Public Administration and Bachelor of Laws
Degree, both, from the Punjab University, Masters in Economics from the University of
Manchester, UK and joined Indian Administrative Service in 1982.

Mr. Jairath is Independent Director of the Company since March 31, 2009.

Dr. Ralf Speth

Non-Executive Director

Dr. Ralf Speth was appointed to the post of Chief Executive

Officer at Jaguar Land Rover on February 18, 2010. He is on the
Board of Jaguar Land Rover Automobile PLC, UK. Having served
BMW for 20 years, Dr. Speth joined Ford Motor Company's
Premier Automotive Group as Director of Production, Quality and
Product Planning. Dr. Speth earned a degree in Engineering from Rosenheim University,
Germany and is a Doctorate of Engineering in Mechanical Engineering and Business
Administration from Warwick University.

Dr. Speth is Director of the Company since November 10, 2010.

50
 Ms. Falguni S Nayar

Non-Executive, Independent Director

Ms. Falguni Nayar has spent over 19 years with Kotak Mahindra
Bank with the last 6 years as Managing Director and CEO of Kotak
Investment Bank. She is currently the founder and CEO of
Nykaa.com, an online shopping website for beauty and wellness
products and also offers an online magazine, expert advice and
virtual makeover tools.

Ms. Nayar was recognised as the 'Top Business Woman' by Business Today in 2009 and 2011
and has received the FICCI Ladies Organisation award for ‘Top Woman Achiever’ in the field of
banking in 2008.

She holds a B.Com degree from the Mumbai University and a PGDM from IIM, Ahmedabad.

Ms. Nayar is Independent Director of the Company since May 29, 2013.

Mr. O P Bhatts

Non-Executive, Independent Director

Mr. O P Bhatt is a graduate in Science and a post graduate in English Literature (Gold Medallist).
In his last assignment, from July 1, 2006 to March 31, 2011, he was the Chairman, State Bank
Group, which includes State Bank of India, India's largest commercial bank; five associate banks
in India; five overseas banks; SBI Life, the country's largest private life insurer; SBI Capital
Markets, India's leading investment bank; SBI Fund Management; and other subsidiaries
spanning diverse activities; from general insurance to custodial services. Mr. Bhatt led SBI
during challenging times. Under his leadership, SBI rose on the global list rankings of Fortune
500.

Mr. Bhatt has served as Chairman of Indian Banks' Association, the apex body of Indian banks.
He also served as India's economic diplomacy as government's nominee on the India-US CEO
Forum, Indo-French CEO Forum and Indo-Russia CEO Forum, forging links with a cross section

51
of the world's business leaders. He serves as an Independent Director on Boards of several
companies.

Mr. Bhatt is Independent Director of the Company since May 9, 2017.

52
OBJECTIVE OF THE STUDY

53
 OBJECTIVE OF THE STUDY

The main objectives of this project are:

 To study the recruitment procedure of employee used at Talent Management in Tata Motors

 To analyze the effectiveness of this very important function in terms of development of the
organization and the individual.

The business report covers two main areas of the organization strategy for recruitment and
selection. These areas are the recruitment processes and selection processes. Encompasses those
two areas are the specific steps that are used to implement the organization recruitment and
selection process. All steps were assessed and issues were found in the following:

 Recruitment process

 Employment agencies

 Vacancy promotion

 Selection process

 Interview structure

 Interview environment

 Orientation

 Timing of orientation

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RESEARCH METHODOLOGY

55
 RESEARCH METHODOLOGY

This Research involves the collection of primary data through survey approach because data is to
be collected only by meeting people of different age groups, different segments and different
working groups who are interested in doing work for earning money. Survey helps to know that
which type of persons’ profile has been more interested in earning money.

Approached people through various means. We did cold calling, targeted on various segments.
Invited people for COPs, a meeting that talks about the career opportunity being provided and
the benefits that employee can avail once he starts with his work.

We mainly approached people ones who seemed to be on a look out for a job.

Once people are short listed and recruited, we follow a series of procedures through which they
are finally selected. The procedure is known as the selection process explained in detail.

RESEARCH INSTRUMENT

The research instrument used here for collecting primary data is questionnaire. This has provided
flexibility in substantial Information from diversified people. This survey helped to know that
how people be an employee in a organisation.

SAMPLING PLAN:

 Sampling unit: 30

(Qualified people of age above 18 yr )

 Sample size : 30

 Sampling Procedure

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 Random sampling

 Big sample size helps in getting more reliable result & information about the
respondents preferences for being as an employee.

CONTACT METHOD:

Following contact methods through which information was gathered:

 In depth interview

IN-DEPTH INTERVIEW:

After collecting the data I made an appointment with respondents for their detailed
interview to check whether the candidate have zeal to earn money by making relationship
with customers. Their qualification and work experience was also checked.

DATA COLLECTION:

 Primary Data: Data collected through market survey and cold calling.

 Secondary Data: Data collected from magazines, yellow pages and from
other indirect sources.

Primary Data:

For collecting data I directly approached to persons of different profile with

questionnaire. With the help of pilot I took the relevant information out of them.

Primary data is the kind of data, which is collected by the investigator himself for the purpose of
the specific study. The data such collected is original in character. The advantages of this method
of collections authentic.

57
For Primary data we did Market surveys where we approached people through questionnaire,
used posters & banners (many people came enquiring & we got questionnaires filled on which
calls were made later, we also did cold calling on random numbers telling people about the
career opportunity & those that seemed interested were called to the office for formal meeting.
The method of sampling was the random convenient sampling method.

MARKET SURVEY

We carried out various surveys where we approached people and offered them a service
opportunity that Talent Management in Tata Motorswas offering. We approached people who
appeared, and showed interest in Talent Management in Tata MotorsTheir name & contact
numbers were taken & later on they were called and invited for a COP (Career Opportunity
Path), at the office premises.

The various places where surveys were conducted:

At the above places, we approached people with a questionnaire taking their information.
Through that we also asked if they were satisfied with their current earnings. Also since how
many years was a person residing in Lucknow All this helps in judging who will be a better
person to approach first and who fulfills the criteria we were looking out for the most.

SECONDARY DATA: First I segmented the market of candidates of required profile

for being as an employee . Then I took data containing their information from other
sources.

These data was taken When an investigator uses the data that has been already collected by
others is called secondary data. The secondary data could be collected from journals, Reports,
internet and various publications. The advantages of the secondary data can be it is economical,
both in terms of money and time spent.

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For secondary data we used various sources like, CA’s directory, Yellow pages, references & also
data from various internet sites like naukri.com, monster.com where there are few free resumes
available. We were also given data by our respective B.A.’s to work on.

59
DATA ANALYSIS AND
INTERPRETATION

60
 DATA ANALYSIS AND INTERPRETATION

The data gathered was analyzed qualitatively. The analysis was aimed to figure the ideal type of
employees to make the distribution chain more effective. Data getting from questionnaire
categorized into four category as:

 People who were interested in doing job & not satisfied with their earning.

 People who were interested in doing job & satisfied with their earning.

 People who were not interested in doing job & satisfied with their earning.

 People who were not interested in doing job & not satisfied with their
earning.

All the data taken from the survey classified into three segment. Findings changes according to
profile.

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 DATA ANALYSIS AND INTERPRETATION

FINDING 1

Reasons of being Employee with Talent Management in Tata Motors

Income 14%

Career progression 14%

Recognition 5%

Flexibility 3%

All the above 64%

Interpretation:

Since the above finding shows that most of the employee with Talent Management in Tata
Motors have a mix reason for being an employee so, the dominating feature will be that one
which forms the major portion of the mix reaction Thus, Talent Management in Tata Motors is
able to satisfy the two major desires of its employee s those are money and growth.

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FINDING 2

Annual Business Provide by employee

0-35000 5%
35000-70000 14%
MORE THAN 70000 81%

Interpretation:

A majority of employee s are able to deliver a good results and giving good figures. About 81%
are giving business more than Rs. 70,000 a year but it is not last it needs some proper attention to
develop it more.

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Findings 3

Reasons of Liking with Talent Management in Tata Motors

Integrity 27%

Good Working Environment 11%

Customer-friendly policies 32%

Can work all over the country 30%

Interpretation:

The finding is able to tell that the Employee Liking Talent Management in Tata Motors because
in Talent Management in Tata Motors. Customer friendly policy and can work all over the
country. Its benefit of the Employee s and for the company.

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Findings 4

Working Environment

Very Good 5%

Good 32%

Average 39%

Poor 24%

Interpretation:

The finding shows the most Employee Perceptions for the Talent Management in Tata Motors
Good working environment and somebody are says very good environment. It is benefits for the
company then they can provide the better facility for the Employees.

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Findings 5

Durations of Working with Talent Management in Tata Motors

0-1 yrs 41%

1-2 yrs 42%

2-3 yrs 14%

More than 3 yrs 3%

Interpretation:

In the Talent Management in Tata Motors maximum Employees are working between one to two
years. The findings show the employee’s growth in the company.

1. People interested in joining Talent Management in Tata Motors

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yes 45%

no 24%

cant say 31%

Interpretation:

Above graph shows 45% respondent said that they interested in joining Talent Management in
Tata Motors, 24% not interested, but 31% can't said.

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2 . Age group of the employee

Year

15-18 0%

19-25 36%

26-30 30%

31-40 26%

More than 40 8%

Interpretation:

Above graph shows that max no of employee s are at the age group of 19 to 25 year.

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 5. What is your last academic qualification?

12th 24%

Graduate 52%

Post Graduate 8%

MBA 16%

C.A Nil

Interpretation:

Above graph shows 24% last academic qualification is 12th, 52% graduate, 8% post graduate,
16% MBA.

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 6. Are you satisfied with Talent Management in Tata Motors?

Yes 85%

No 15%

Interpretation

Above graph shows 85% respondent satisfied with Talent Management in Tata Motors but 15%
not satisfied.

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7. What inspire you for hard working?

Motivational session 28%

Joint field visit 12%

Commission incentive and reward 70%

Analysis:

Above graph shows 28% respondent said that they inspire for hard working is Motivational
session, 12% joint field visit, and 60% are commission, incentive and reward.

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FINDINGS

72
 FINDINGS

The data shows that to recuiting a employee varies according to person’s profile. Most of
the unemployed person want to get a job with salary.

Unemployed don’t have any kind of job. They just want to do something which can give them a
position in corporate world. Since the work profile of an employee is to interacting with the
people and convincing them for purchasing.

Private employees whose salary within Rs 15,000, are highly interested to become an employee.
They just want to make money. Age also matters here, most of the private employee who were
showing their interest. Hence they have the higher percentage among all the employee.

The Talent Management in Tata Motorsa multinational concern is busy in recruiting and
selecting employees tactfully, skillfully and with expertise. In view of the competition, especially
in the private sector, the Talent Management in Tata Motors Makes efficient sales team effort
with expertise to create excellent customer relationship management with great online support
and personal contacts.

The Talent Management in Tata Motors is one of the most prominent companies with expertise
and experience. Employee are extensively trained in understanding customers needs with a
dedicated work force behind it, the Talent Management in Tata Motors success story is a result of
the unique vision of the company.

Hence, recruitment of employees is one of the most important jobs. Inefficient employees are
burden for the company. Hence only the capable people who have desire to earn and work hard
are selected.

The intensive market research shows that most of the respondents are showing their interest in
Talent Management in Tata Motors. They are looking for high commission slab and marvelous
career growth path.

During my research report I took the help of the above described things. Consequently I became
able to recruit maximum employee.

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RECOMMENDATION AND
SUGGESTION

74
 RECOMMENDATION AND SUGGESTION

New following suggested techniques & their implementation

 Market survey for doing job in fastest growing sector, conducted in different region in
Lucknow

 New flexible tele-calling script based on data collected by survey. It changes

according to person’s profile.

 Full exhibition of posters showing the benefits of being a employee.

 Presentation to visitors has done one by one.

 Advertisement in print media.

 SMS to mobile holders about job.

 New designed posters and banners.

 References

 Sticking the banners within the office and outside the office which shows the extra
benefit for becoming employee of Talent Management in Tata Motors

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 Utilization of following sources for attracting more people towards
Talent Management in Tata Motors

Print Media: Advertisements were given out in the classifieds section of the leading
Newspapers like Hindustan Times and Times of India stating the opportunity available and
interested people were asked to send in their resumes.

SMS: No’s of the probable prospects were taken from the classifieds sections and a SMS was
sent to them starting the opportunity.

References: We also took References from the people we interviewed regarding whom they
thought would be the best suited and willing to work and we then contacted them.

Posters & Banners: We had got posters printed stating the carrier opportunity available and
posters were put up at strategic places We also had got Banners made stating the opportunity
available to have an earning and stood at strategic places like bus stops and public places. To
increase the job satisfaction level of the employee the company should concentrate 'mainly on
the commission, incentive and reward structure rather then the motivation session and joint field
visit.

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LIMITATIONS

77
 LIMITATIONS

 Most of the result that is spelt out has been of qualitative aspect.

 Research had to be cut short because of limited time and working hours.

 Sample size was restricted by the guide to 30, which might lead to improper findings from
the date gathered.

These 8 weeks at Talent Management in Tata Motors have taught me a great deal. Since it was
my first experience of working, I initially had my inhibitions but all of them went away very
soon.

Interacting with people, knowing their ideas & way of thinking had been quiet interesting. I now
have a slightly better understanding about people & how they behave. I met a number of people
& each of them was so different.

I have learnt a lot about the art of communication after interacting with different sets of people.

I also have better knowledge about the Talent Management in Tata Motors & its working.

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CONCLUSIONS

79
 CONCLUSIONS

The today’s scenario signals that there is a lot of potential for the growth of technology as the
people are becoming more & more Concerned about the safety & security of themselves & their
loved ones This increasing awareness & concern about the need for cement requires the presence
of expert people who can guide & advice people be an employee in Talent Management in Tata
Motors& suggest them the products that fits their needs perfectly. An Employee is the one who
can take up this responsibility & help people in this It will not only be beneficial for the society
but it will also give him an opportunity to grow, to earn & achieve self-satisfaction. And with a
backup of a reputed company like Talent Management in Tata Motors , there seems no barrier in
achieving this. In the end, I would like to say that it was an amazing learning experience to be a
part of Talent Management in Tata Motors

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BIBLIOGRAPHY

81
 BIBLIOGRAPHY

Books

 MAMORIA C.B personnel management ,2000, Himalaya publishing house, New Delhi

 Prof P.C Tripathi ,Human Recourse Development , Himalaya publishing house, New
Delhi

 P.SUBA RAO Essentials Of Human Recourse Management And Industrial Relations

 R.S. DWIVEDI Managing Human Recourse

 Human Recourse week Magazine

 Kotler Philip, “Marketing Management” Eleventh Edition.

Websites :-

 www.google.com

 Information Brochure of Talent Management in Tata Motors

 Product Manuals of Talent Management in Tata Motors

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 QUESTIONNAIRE FOR EMPLOYEE

1. Personal Information

Name:

Sex: M/ F

Adders:..................................................………………………………..

Material status:

(a) Single...........

(b) Married.................

Age group.. . ... . . .. (a) 15-18 (b) 19-25 (c) 26-30 (d) 31-40

(e) more than 40

2. What is your last academic qualification?

12th ( ), Graduate ( ), Post Graduate ( )

Others___________________________

3. Are you joined in this job in Talent Management in Tata Motors

Yes ( ), No ( )

5. At present you are working in job

Yes ( ), No ( )

6. If you are doing any other job?

Yes ( ), No ( )

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7. Are you preferred job in S.S. Developer?

Yes ( ), No ( )

8. Are you satisfied about commission and incentive structure of Talent Management in
Tata Motors ?

Yes ( ), No ( )

9. What inspire you for hard working?

A. Motivational session ()

B. Joint field visit ()

C. Commission, incentive and reward ()

11. Do you think that achieving of target and amount was easy for you?

Yes ( ), No ( )

1. If yes, then what factor made it easy?

A. Your own network and capability ( )

B. Market Demand ()

12. What are the things you like in your organization?

a. For commission and Incentive Structure

b. For Job Opportunity

c. For Good Working Environment and Management Support

d. For Good Reputation of Talent Management in Tata Motors

84