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CORPORATE OVERVIEW
PEOPLE DRIVE US
At TML, our strategies are fuelled by our
people. Employee welfare, health and
happiness are the key focus areas of our
business. We believe that nurturing a
high-performance culture is an imperative.
Our priority is worker safety and we follow
globally recognised standards to ensure safe
working conditions for our employees and
contract workers.
ORGANISATIONAL EFFECTIVENESS
After embarking on our transformation
journey and coining our Mission, Vision
and Values, we prepared our corporate
Balanced Score Card (BSC), which was
translated into an Annual Business
Plan. Based on this our Company’s Key
Performance Indicators (KPIs) have been
subsequently cascaded to BU/ Functions
and eventually to employees' Goal Sheet.
At TML, we initiated an organisation
effectiveness (OE) project as a
companywide major transformation
exercise, aiming to create a leaner
organisation and enhance efficiency.
We employed Accenture to study the
current structure, strategy and people,
and benchmark against the world’s most
competitive companies.
The most significant change in the
structure was the creation of a new vertical
called Product Line function within
the CV and PV business, aiming to have an
end-to-end P&L responsibility with an entire
value chain of business.
RECRUITMENT
TML has put in place a structured
recruitment process to hire workforce in
both white and blue-collar categories.
Operational initiatives for pre-recruitment
and post-recruitment are outsourced to
a Recruitment Process Outsourcing (RPO)
Partner. We ensure that Tata Motors brand is
built as an employer at campuses through
systematic periodic interventions.
NEW PERFORMANCE
MANAGEMENT SYSTEM
For embracing a high-performance
culture and achieving the vision we have
set, our new leadership and performance
management system, LOOP was
institutionalised.
LOOP is the foundation of a transformation
journey and comprises three primary
pillars: a) Objective setting based on
corporate and business unit and balanced
score card; b) Integrated performance and
leadership behaviour appraisal wherein
performance is measured vis-à-vis target
achievement and leadership behaviour;
c) Performance based reward system,
which takes into account TML’s and the
individual’s performance.
CAPACITY BUILDING
As part of this restructuring, the
upgraded product and technology
roadmaps have been used to arrive at future
capability requirement and accordingly
competency gaps have been identified.
A Product Leadership Academy framework
has been put in place to address the
competency needs across divisions.
The training models encompass knowledge
and capability enhancement, management
development programmes and
Fundamental Skills Training, catering to
training needs across levels.
Average training person hours at TML
Category of employment
Training person hours
Males Females
Total
Average
Senior management
47010
1341 48351
46.81
Middle management
399812 26690 426502
53.87
Junior management
121405 10888 132293
43.53
Non-management
(permanent blue-collar workforce)
88327
941 89267
6.36