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employees to take ownership of knowledge
accretion, while the latter provides a platform for
senior management to share their expertise.
Enablers, such as the ‘One Tata Motors’ culture,
leverage interdepartmental synergies.
Therefore,
greater opportunities to learn from and contribute
to the organisation are created. Combined with
a rearticulated compensation philosophy and
reworked variable pay plan, these initiatives ensure
that Tata Motors remains performance-oriented and
talent-driven.
To drive and support our business growth, we have
increased our total workforce to nearly 23,000 people
at Jaguar Land Rover. We recruited over 6,200 Salaried,
Hourly and Agency workers during the course of the
year (including the highest ever intake of over 330
graduate trainees).
Jaguar Land Rover is recognised
as a preferred employer in the UK.
Increasing
numbers of International Service assignments have
commenced to support global operations, and a
new National Sales Company has been established
in China.
Tata Motors believes in a progressive people
culture. We ensure that a judicious mix of people
is maintained in our workforce. This is achieved
through hiring multi-skilled people both from within
the automobile industry and from other sectors.
In addition, a regular and consistent recruitment
programme at engineering and management
institutes ensures a steady stream of high quality
people getting inducted to fuel the growth plans.
We also have ongoing partnerships with Industrial
Training Institutes, besides our own professional
training centres, to recruit shop-floor workforce.
A clearly defined HR strategy is based on the
premise that people drive annual performance
,
(a short-term goal), and also strengthen long-term
organisational objectives. Programmes like mini-
assessments and the Fast Track Selection Scheme
(FTSS) ensure that talent is spotted early and given an
opportunity to mature into leaders.
Capability development, spearheaded by the Tata
Motors Academy, has enabled knowledge-sharing
through initiatives, such as Learning Management
Systems (LMS) and iTeach. The former allows
The Tata Motors Group employs over 59,000
people. Our people are as diverse as our
organisation, because they come from various
nationalities and ethnicities, have a wide range
of skill sets, knowledge and experience levels.
This diversity facilitates debate, dialogue
and fresh perspectives, and ingrains a lateral
thinkingmindset across the organisation.
Developing
talent
26
Sixty - Seventh
Annual Repor t 11-12