Case Presentation On:

Evaluating Learning and

Development at
Tata Motors
Submitted By:
Kalipada Jagaddeb, Sujith Kumar, Venkatesh Ammu,
Swathi, Sidhya Brat Dash
EDHRM BATCH-2016, Group-5

Can any of you guess who is this?

Eyes of Janus
Evaluating Learning and Development
at
Tata Motors

Agenda for Today

Introduction

Criteria for Evaluating TMAs performance

Business Context

Human Capital Strategy

TMA to enable Human Capital Strategy

Tata Motors Academy Leadership University.

Main criteria for evaluating TMAs performance:
Number and quality of internal specialists TMA could
attract as faculty for its programs (Employees as
Faculty)
Self Learning and Career Development Culture
created by TMAs interventions, especially through its
E-Learning Programmes
The impact of TMA programs on leadership
development and performance management

Organization Context

Established in pre-independence India, Tata Motors Ltd (then known as

Tata Engineering and Locomotive Company Limited or TELCO)
USD 32.5 billion annual Turnover (2011/12)
1954 firs commercial vehicle launched in collaboration with DaimlerBenz AG
Employee Strength 49000
Major strength is customer orientation reflect in 3500 distributors and
service centers
Enthusiastic in introducing locally innovative products to cater to the
emerging needs of the community
4 R & D Centers in India; one each in South Korea, Spain and the
United Kingdom
Growth of the company in terms of size, product range and countries of
operation had significantly increased the complexity of its activities.

The Human Capital Strategy

The Objective of Human Capital Strategy was to create a culture of
high performance through a program called ACES
Four tenets of ACES were:
Accountability: Take Personal ownership for results yours, your
teams and Tata Motors
Customer and Product Focus: Create vehicles that customers
aspire to buy, build brands they are proud to own, and deliver and
unmatched ownership experience
Excellence: Desire to be on the winning team, not middle of the
pack. Encourage the organization to stretch
Speed: Act swiftly and decisively to achieve results

3 Planks of Human Capital Strategy:

Organizational Renewal

Customer centric Organization Re-design

High Engagement Culture
Seamless Integration
Powerful Employer Brand
Organizational Enablers

Organizational Enablers
Performance & rewards
Management to inculcate meritocracy & high performance culture
Reinforce One Tata Motors Culture
Simple & I T enabled People Processes

Talent and Leadership

Strategic Talent Management and Leadership Development
Learning & Capability Development

TATA MOTORS ACADEMY

Was conceived in 2011

as a Corporate
university to realize
Human Capital Strategy

Guiding principles of TMA:TMA articulated & enforced 8 guiding principles, with a view of
addressing the L & D concerns of all the stake holders, both internal &
external.
These guiding principles are outlined as follows: Alignment to business strategy
Leadership involvement in TMA
Efficiency in training delivery
Training effectiveness
Appropriate L & D investment
Broad based learning opportunities
Competency of the L & D
Measurement of training outcomes

Guiding principles of TMA:1.

Alignment to business strategy:-

Targeted 2nd position in passenger car segment & to continue dominance in the
commercial vehicle segment.
Learning Advisory Council was made, constituting business executives, training was to
be driven by business rather than HR or L&D.
Manufacturing COE identified top 5 areas of improvement in terms of product quality,
and introduced a new program, autonova tx(Technical excellence) which has, as on
2012, trained 3297 employees
.
TMA, for getting feedback on the training effectiveness, developed CIRO(context, input,
reaction & outcome) format.

Guiding principles of TMA:2.Leadership involvement TMA:The TMA introduced the concept iteach. This program developed internal
trainers & SMEs. (introduced rewards for trainers)
This program became flagship program in TMA & by 2012, 300 employees
were certifies as iteach trainers.
With retirement of over 3500 junior to mid level managers in next 5 years,
iteach program will be useful for disseminating knowledge.

Guiding principles of TMA:3.Efficiency in Training Delivery:The TMA brought a shift in its approach in tracking the training efficiency
data. This data revealed the following:
i.
ii.
iii.

The number of training programs delivered

No of participants
Cost per participants etc.

Centrally driven program focused on global leadership management

development & other induction programs.

Guiding principles of TMA:4.Training effectiveness:L & D team used five standard criteria to measure the training effectiveness;
i.
ii.
iii.
iv.
v.

Delivery quality
Knowledge gain
Application to job
Business impact &
Creation of values

The objectiveness of this measurement was to link training effectiveness with

the tangible performance improvements & business outcomes.

Guiding principles of TMA:5. Appropriate L&D Investment:TML had substantially increased their investment in the L&D programs from
2010.The investments were done in a prioritized manner, with full utilization of
internally available resources.
6. Broad based learning opportunities:TMA explored & adopted other than conventional classroom coaching.
COPMP (community of project management practitioners), a platform was
created to facilitate e-learning all across the Tata Motor facilities. A huge portal
consisting of 3000 online courses, 18000 e-books thousands of videos helped
employees to bridge the gap.

Guiding principles of TMA:-

7. Competency of the L & D team:From its conceptualization in2010,by2013,a full-fledged L&Dteam was
available in TMA, that can dovetail, the objectives of TMA with the vision of
Tata Motors.
8. Measurement of training outcomes:TMA, under CTO, Vikram Bector developed internal metrics, to gauge the
training effectiveness at the group & individuals (See Exhibit 8,9,10).

SIX DISCIPLINES(6-Ds) OF BREAKTHROUGH

LEARNING
Define Business Outcomes: business success through improved performance
Design the complete experience training as ongoing process
Deliver for application: make it easier to transfer work
Drive follow through: Programme design to ensure that learning is transferred
Deploy active support: Performance support in learning transfer efforts
Document results: Evaluation and Measuring business outcomes

Conclusion

Fewer programs relevant to business than doing large number of programs.

60 to 70% programmes were technical and functional programmes

Autonova TX (technical excellence) program within the Manufacturing Excellence

COE. Developed by business and L & D teams for Top 5 Areas of Product
Improvement in commercial vehicle segment.

Robust Feedback mechanism based on context, input, reaction and outcome

(CIRO).

Feedback tracked on content, implementation, opportunity to apply and trainer

feedback. Testing before and after classroom sessions.

Iteach flagship program in 2011 Leaders as Teachers.

3500 mid-to senior-level employees retiring within the next five years tacit
knowledge to be disseminated and retained.

Online Community of Project Management Practitioners (COPMP)

Conclusion

TMA conducted an internal survey, that re-assured the

management that L&D progress is in the right path &
making positive progress.
74% of the participants responded that learning programs
had developed their competencies & 79% strongly agreed
that TMA provided ample opportunities to learn & grow.