SUMMER TRAINING REPORT

ON

HUMAN RESOURCE SUB FUNCTIONS

Submitted in partial fulfillment of the requirement for the

award of the degree of
MASTER of BUSINESS ADMINISTRATION
SUBMITTED TO: SUBMITTED BY:

DR. DAMINI SAINI JUHI AGARWAL

INSTITUTE OF MANAGEMENT SCIENCES MBA (HR&IR)

LUCKNOW IIIrd SEMESTER

ROLL NUMBER- 180013170045

INSTITUTE OF MANAGEMENT SCIENCES

LUCKNOW
2017-2019
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2
 DECLARATION

I Juhi Agarwal, student of MBA (HR&IR), 3 rd semester, have personally worked on the project
entitled ‘’ HUMAN RESOURCE SUB FUNCTIONS”. The data mentioned in this report is
obtained through genuine work done by me. The data obtained from other sources have been
duly acknowledged. The conclusions and suggestions embodied in this project has not been
submitted to any other University or Institute for the award of any degree.

JUHI AGARWAL

MBA (HR&IR)

ENROLL. NO. 180013170045

3
 ACKNOWLEDGEMENT

Summer Training is vital part of an MBA (Master of Business Administration) course, both as a
link, between theory and actual industrial practices as well as an opportunity for hands on
experience in corporate environment. I therefore, consider myself fortunate to receive my
training in an esteemed organization viz. Tata Consultancy Services (TCS). Yet an opportunity
could not have been utilized without the guidance and support of many individuals who although
held various positions, but were equally instrumental for successful completion of my summer
training.

I would like to take this opportunity to express my humble gratitude to Ms. Prerna Agarwal –
Regional HR Head – Lucknow, for her as well as the support and guidance of the whole HR
team.

In addition, I would also like to express my gratitude to the respected faculty of IMS, who gave
me their valuable inputs and directions that rendered success to the project.

JUHI AGARWAL

MBA (HR&IR)

ENROLL. NO. 180013170045

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 PREFACE

To achieve partial and concrete results, it is necessary that theoretical knowledge must be
supplemented with the practical environment.

Keeping this view in mind, I have completed my project report regarding the various human
resource functions at TATA CONSULTANCY SERVICES (TCS) Lucknow.

By undergoing this report work I have learnt a lot of things which would be really helpful for me
in coming future.

This experience in decision making and practical application of knowledge has contributed
greatly to my growth.

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 EXECUTIVE SUMMARY

The project assigned to me is “HUMAN RESOURCE SUB FUNCTIONS”. It is based on

various activities and work roles I underwent within the different domains of human resource
during the period of my internship with TCS.

This project has been taken with a view to get the knowledge and practical insights on the
various functional areas of human resource in the real corporate world.

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 TABLE OF CONTENTS

1 Declaration 3
2 Acknowledgement 4
3 Preface 5
4 Executive Summary 6
5 Introduction 8
6 Company History 16
7 Human Resource 20
8 Areas Of Business 21
9 Career Growth In TCS 23
10 HR Functions In TCS 24
11 Talent Acquisition Group 25
12 Academic Interface Program 27
13 Talent Development 28
14 Resource Management Group 30

15 Talent Engagement 31
16 Corporate Social Responsibility 36
17 Recommendations 45
18 Conclusion 47
19 Appendices 48
20 Bibliography 50

INTRODUCTION

The global information technology industry surpassed $4.5 trillion in 2017, according to the
research consultancy IDC. If growth expectations materialize in the year ahead, spending will
eclipse the $4.8 trillion mark.

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 The IT industry has been at the forefront, leading the country’s economic transformation and
well-positioning it in the global economy. India accounts for approximately 67 per cent of the
US$ 124-130 billion market and is the world's largest sourcing destination for the information
technology (IT) industry, employing about 10 million workforces. In global sourcing market,
India has the advantage of being cost competitive (providing IT services 3-4 times cheaper than
the US) and this continues to be the mainstay of its USP.

 Tech industry employment includes technical positions, such as software developers or network
administrators, as well as non-technical positions, such as sales, marketing, and HR. 

This sector, thus, has a huge manpower requirement and the attrition rate is also on the higher
side. Hence, the role of HR department is crucial and critical for an organization’s success in this
sector.

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 FOUNDATION – 1868-1931

1868

The foundation of what would grow to become the Tata group was laid in 1868 by Jamsetji
Nusserwanji Tata – then a 29-year-old who had learned the ropes of business while working in
his father’s banking firm – when he established a trading company in Bombay.

A visionary entrepreneur, an avowed nationalist and a committed philanthropist, Jamsetji Tata

helped pave the path to industrialization in India by seeding pioneering businesses in sectors
such as steel, energy, textiles and hospitality.

1877

Empress Mills, a textiles venture set up in Nagpur in central India in 1877, was the first of the
big industrial projects undertaken by the Tata group. Jamsetji Tata was by this time, though,
already gripped by what would the three great ideas of his life: setting up an iron and steel
company, generating hydroelectric power and creating an institution that would tutor Indians in
the sciences.

None of these ideas would come to fruition while Jamsetji Tata lived, but they were realized in
full measure by those who followed him.

1892

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In 1892, Jamsetji Tata established the JN Tata Endowment to encourage Indian scholars to take
up higher studies. It was the first of a multitude of philanthropic initiatives by the Tata group.
Over generations, members of the Tata family have bequeathed much of their personal wealth to
the many trusts they have created.

These trusts today control 66 percent of the shares of Tata Sons, the holding company of the
group, and they support an assortment of causes, institutions and individuals.

1903

The most dazzling of the Tata enterprises that came into being during Jamsetji Tata’s lifetime
was the Taj Mahal Hotel in Bombay, which opened for business in 1903. Legend has it that
Jamsetji Tata set his mind on building it after being denied entry into one of the city's fancy
hotels for being an Indian. Today, the Taj Group of Hotels is a byword for luxury and quality,
with standout properties across the world.

1904

Following Jamsetji Tata’s death, in Germany in 1904, the chairmanship of the Tata group passed
to the elder of his two sons, Sir Dorab Tata, who accomplished the daunting task of turning his
father’s extraordinary ideas into reality.

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Sir Dorab was the force behind the setting up, in 1907, of the Tata Iron and Steel Company.
Seven years later, India's first iron and steel plant, in Jamshedpur in the eastern part of the
country, started production. In 1915, the Tata group broke new ground once again, this time by
generating hydroelectric power from a site near Bombay.

1911

In 1911, seven years after his death, Jamsetji Tata’s long-cherished dream of establishing an
institution where Indians could cultivate their scientific temper was realized. The Indian Institute
of Science, set up in Bangalore, would nurture some of the brightest minds in India.

It was the first of a clutch of centre of learning and research that would come up with the
substantial and steadfast support of the Tata group.

1912

Tata companies presently employ over 660,000 people worldwide. Taking good care of this large
family is a priority for the Group, and it has a tradition to stay true to while doing so. Tata Steel
introduced eight-hour working days in 1912, well before it became statutory in much of the
West, and the first Tata provident fund scheme was started in 1920 (governmental regulation on
this came into force in 1952). The Tata townships, and the facilities they have, are another
example of the manner in which the Group extends itself to care for its employees.

CONSOLIDATION: 1932-1989

CHANGE OF GUARD

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By the time of Sir Dorab Tata’s death in 1932, the Tata group had consolidated its businesses
while also getting in new areas, notably insurance and the production of soaps, detergents and
cooking oil.

Sir Dorab was succeeded as chairman of the Group by Sir Nowroji Saklatwala. In 1938,
following Sir Nowroji’s demise, 34-year-old JRD Tata (left) was appointed as the new chairman.
He would lead the Tata group for the next 53 years - with wisdom, foresight and a rare grace that
touched everyone he met.

JRD’S PASSION

The first of JRD Tata’s big moves in business was born of a childhood fascination for flying. In
1929, he became one of the first Indians to be granted a commercial pilot's license.

In 1932, Tata Aviation Service, the forerunner to Tata Airlines and Air India, India’s national
carrier, took to the skies. The maiden flight in the history of Indian aviation took off from Drigh
Road in Karachi, now in Pakistan, with JRD Tata at the controls of a Puss Moth. In 1953, the
Indian government nationalized Air India.

NEW BEGINNINGS

During the more than five decades that JRD Tata was at the helm, the Tata group expanded
regularly into new spheres of business. The more prominent of these ventures were Tata
Chemicals (1939), Tata Motors and Tata Industries (both 1945), Voltas (1954), Tata Tea [(1962)

12
now known as Tata Global Beverages], Tata Consultancy Services (1968) and Titan Industries
(1984).

The post-independence era in India, right up to the early 1990s, was a time of tight government
controls on business, but despite this the Tata group managed to grow considerably.

EXPANSION – 1990 ONWARDS

THE LEGACY CONTINUES

The beginning of the 1990s ushered in plenty of change in Indian business. Economic reforms
opened up many sectors, signaling increased competition and the arrival of foreign companies.
JRD Tata’s death, in 1993, symbolized the end of an era in more ways than one.

Ratan Tata, who took over as chairman in 1991, guided the Tata group in a fast-changing
business environment where old rules did not apply and new realities were taking hold.

Mr Tata retired as Chairman of Tata Sons on December 28, 2012.

New Horizons

The Tata group has, over the past decade-and-a-half, changed more than ever before in its long
and illustrious history. Rejuvenating existing businesses, entering new ones, manufacturing
breakthrough products and expanding into foreign markets are among the initiatives the Group
has undertaken with vigor during this period.

In 1996, Tata Teleservices was set up to tap into India’s burgeoning telecom market; in 1998, the
Indica, India’s first indigenously made car, was successfully launched; in 2002, the Group
acquired VSNL, India’s top international telecom service provider; in 2004, Tata Consultancy
Services went public in the largest private sector initial public offering in the Indian stock
market; and, in 2008, the trailblazing Tata Nano was unveiled.

UNITED WHOLE

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The Tata group is now more cohesive and united than it has ever been. This is no accident;
rather, it is the outcome of a set of policies that have been emphasized and reinforced by former
chairman Ratan Tata and the Group Corporate Centre, the top decision-making body in the
Group. There’s more to the new-world Tata.

The pursuit of business excellence has become the norm and there is a focus on innovation. What
have not changed are the group’s emphasis on ethical business practices and its commitment to
the communities in which it operates.

GLOBAL GOALS

The new millennium has seen Tata companies looking beyond Indian shores for growth
opportunities and a global footprint. Acquisitions of foreign enterprises have been one way of
doing this.

The first big acquisition was by Tata Tea of Tetley back in 2000. In 2004, Tata Motors acquired
the heavy vehicles unit of Daewoo Motors, South Korea; in 2005, Tata Steel acquired the
Singapore-based NatSteel and Tata Chemicals secured a controlling stake in Brunner Mond
Group, UK. The largest acquisition happened in 2007, when Tata Steel acquired Corus, the
Anglo-Dutch giant, in a landmark deal, and in 2008 Tata Motors added the Jaguar and Land
Rover brands to its stable.

FUTURE SENSE

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The words of former group chairman “Ratan Tata” sum it up best:

“One hundred years from now, I expect the Tatas to be much bigger, of course, than it is now.
More importantly, I hope the group comes to be regarded as being the best in India — best in the
manner in which we operate, best in the products we deliver and best in our value system and
ethics”.

"Having said that, I hope that a hundred years from now we will spread our wings far beyond
India, that we become a global group, operating in many countries, an Indian business
conglomerate that is at home in the world, carrying the same sense of trust that we do today."

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 COMPANY HISTORY

Tata Consultancy Services Ltd is a leading global IT services consulting and business solutions
organization. The company offers a range of IT services outsourcing and business solutions.
They also offer IT infrastructure services business process outsourcing services engineering and
industrial services global consulting and asset leveraged solutions. The company is a part of Tata
Group one of India's most respected business conglomerates and most respected brands. They are
headquartered in Mumbai.

Tata Consultancy Services Ltd was incorporated in the year 1968. Tata Sons Ltd established the
company as division to service their electronic data processing (EDP) requirements and provide
management consulting services. In the year 1971 they started their first international
assignment. The company pioneered the global delivery model for IT services with their first
offshore client in 1974.In the year 1981 the company set up India's first IT R&D division the
Tata Research Design and Development Centre at Pune. In August 9 2004 the company became
a publicly listed company.

In 2015, the company was ranked as the 57th leading brand in the US by Brand Finance. During
the year the company announced Premier Partnership with Adobe for Digital Marketing
Solutions and Services. The company also announced Global Strategic Partnership with FICO
during the year under review. In 2017 TCS China was set up as a joint venture with the Chinese
government and other partners.

MISSION

“To help customers achieve their business objectives by providing innovative, best-in-class
consulting, IT solutions and services and to make it a joy for all stakeholders to work with us.”

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 VALUE SYSTEM

The value that governs TCS and its employees constitutes its ethical value system. It tells each
employee that these are the values they should stick to and must be incorporated in their personal
and professional conduct throughout their career with TCS. Following are the TCS values:

 Leading change
 Respect for individual
 Integrity
 Excellence
 Learning and sharing

LEADERSHIP

 N.Chandrasekaran - Chairman (Non-Independent, Non-Executive)

Natarajan Chandrasekaran 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.

 Rajesh Gopinathan- Chief Executive Officer & Managing Director

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Rajesh Gopinathan is the Chief Executive Officer and Managing Director of Tata Consultancy
Services (TCS), a leading global IT solutions and consulting firm. He was elevated to the role of
Chief Executive Officer in February 2017 after serving as the Chief Financial Officer since 2013.

According to J. Rajagopal, Executive Vice-President & Global Head, Consulting

Tata Consultancy Services (TCS) did not become an Indian multinational company overnight.
The company embraced certain critical qualities that have made its journey so far very
transformational. J. Rajagopal, executive vice-president & global head, consulting, TCS reveals
what these qualities are:

Growth: 
In TCS, less than 25 per cent growth is not considered good enough. In the last 10 years, barring
a few instances, the company has delivered high levels of growth almost every quarter. "To
sustain this growth, we recruit 30,000 to 40,000 employees every year by visiting 500
engineering colleges," Rajagopal said. The company's growth does not just come from USA or
Europe. It has also ventured into other markets. It has 11,000 employees in Latin America and 11
offices across 11 cities. Of late, it has enhanced its focus on emerging markets.

Customer focus: 

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"We will do anything for our customers. When GE wanted us to move to China we did. Same is
the case with Latin America. One of our customers requested and we obliged," said Rajagopal.
The company also constantly moves up the value chain in line with customer needs.

Innovation:
TCS was the first IT company to set up research laboratories. It struck alliances with various
universities across the world. It also reached out to start-ups to set up co-innovation networks
globally. This has enabled it embrace innovation when it comes to business models, processes
etc.

Quality: 
With India not known for its manufacturing prowess, TCS from the beginning instilled a high
level of rigor when it came to quality. "There are over 25 metrics that we use to evaluate our
performance ," Rajagopal said.

Learning: 
Learning is a continuous process within the company. "We never shy away from learning,
especially from our global customers. We learnt a lot from GE," he added.

Culture: 
The culture across TCS has always been entrepreneurial. This helped it retain talent. The culture
involved being flexible to customer needs, maintaining a high level of ethics and execution to
perfection.
It is these characteristics that helped the company widen its lead when it came to the leadership
position among its Indian peers and will help TCS as it takes on global giants such as IBM and
Accenture.

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 HUMAN RESOURCE

TCS operate on a global scale, with diverse talent base of over 400,875
associates (including subsidiaries) representing 143 nationalities, across 46 countries as of 30-
Jun-2018. It is one of the largest employers of women with 35.6% women employees.

TCS is building a hyper-connected organization using internal social platforms to ensure

extensive collaboration and engagement among the employees. This acts as a critical driver of
competitive advantage among the 82% digital natives in the employee base. The ability to
provide holistic long term careers based on continuous learning driven by anytime, anywhere,
any device digital learning ecosystem helps to attract and develop the best talent. The ability to
create an ‘experience’ for the employees has helped consistently to have the highest retention
rates in the industry globally.

TCS have been recognized as a Global Top Employer by the Top Employers Institute - one of
eight organizations worldwide to have achieved this status. In its assessment of 1,072 companies
worldwide in 2016, the Top Employers Institute rated TCS as an exceptional performer across
nine core Human Resources (HR) areas:

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V
ID












F
B
P
O
L
Y
R
E
C
U
S
G
A
M
T
N
H
&
Services

Assurance services.
AREAS OF BUSINESS

TCS helps clients optimize business processes for maximum efficiency and galvanize their IT
infrastructure to be both resilient and robust. TCS offers the following solutions:

BI and performance management.

Business process services.
Consulting.
Digital enterprise.
Eco-sustainability services.
Engineering and industrial services.
Enterprise security and risk management.
Enterprise solutions.
iON - small and medium business.
IT infrastructure services.
IT services.
21
 Platform solutions.
 Supply chain management.

Industries
TCS has the depth and breadth of experience and expertise that businesses need to achieve
business goals and succeed amidst fierce competition. TCS helps clients from various industries
solve complex problems, mitigate risks and become operationally excellent. Some of the
industries it serves are:

 Banking and financial services.

 Energy - oil and gas, oil field services and renewable.
 Government.
 Healthcare.
 High tech.
 Insurance.
 Life sciences.
 Manufacturing.
 Media and information services.
 Resources - metals, mining and construction.
 Retail and consumer products.
 Telecom.
 Travel, transportation and hospitality.
 Utilities.

Software 

 Digital software and solutions.

 TCS BaNCS.
 TCS Master Craft.
 TCS technology products.

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Career Growth In TC (Technical)

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 ORGANIZATION STRUCTURE

Human Resource

Global Head

Deputy Global Head

Country Heads

Resource Management Group Compliance Talent Engagement Talent Acquisition Group

Talent Development Corporate Social Responsibility

Zonal Head

Regional Head

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 HUMAN RESOURCE FUNCTIONS IN TCS

The below structure shows the inter relatedness of various human resource functions in Tata
Consultancy Services (taking into account an example of how a candidate who turns into
employee on selection goes through different human resource domains).

TALENT ACQUISITION GROUP ACADEMIC INTERFACE PROGRAM

INDUCTION

ONBOARDING

BACKGROUND CHECK

INITIAL TRAINING PROGRAM TALENT

ENGAGEMENT

RESOURCE MANAGEMENT GROUP

PROJECTS

TALENT DEVELOPMENT CORPORATE SOCIAL RESPONSIBILITY MAITREE

SEPERATION

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 TALENT ACQUISITION GROUP

I. Introduction

Human resource plan is required by the firm which is prepared according to the firm's processes.
Hiring of candidates is the most important task to be done in a procedural manner for selecting
the best candidates among many applicants so that recruitment of right people is being done for
obtaining profits.

In today's management, this is known as identification of talent and acquisition. Companies

have moved from traditional recruitment and practices of selection towards online practices like
interviews over telephone. In face-to-face recruitment, the selection department conducts
personal interviews where salary packages are discussed along with many other important things.

TCS recruitment process is based on hiring policy which includes the mix of fresh and
experienced candidates.

Fresh Candidates - They are recruited and selected from academic institutions where TCS has
links with these institutions which is considered as a critical relationship. Through
communication with placement officers and fairs conducted, a large number of candidates get
attracted to apply.

Experienced Candidates - They are recruited by unit heads through various consultancies and
agencies sourcing candidates and through direct interviews. This recruitment is carried out based
on the requirements needed for a company which is centrally coordinated to hire experienced
professionals.

II. Procedure for registration

The candidates need to through the following procedure to get themselves registered with TCS –

 Apply to TCS portal – nextstep.tcs.com

 CT/DT number generates
 Fill the details
 Submit the application
 Profile is created

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III. Acquiring strategies

According to the requirements, following strategies can be adopted to acquire talent –

 On-campus drives are taken up with the help of ACADEMIC INTERFACE PROGRAM
 Off-campus drives are conducted through NINJA HIRING.
 Third party vendor/ Business associates.

IV. Process of hiring

The process of hiring On-campus includes the following steps-

 Registration of the candidates on TCS portal

 Online examination.
 Three round interview – TECHNICAL ROUND, MANAGERIAL ROUND, HR
ROUND
 OFFER LETTER to the selected candidates

The process of hiring Off-campus is NINJA HIRING, which includes –

 Registration of the candidates

 Online exam through ION on pan India level
 Three round interview of the selected candidates
 Offer/ Joining letter.

MY CONTRIBUTION

On 22 July 2018, placement interviews were held at TCS Lucknow office for the students of
premium engineering institutes like KNIT, IIIT, and more for the post of ASSISTANT
SYSTEM ENGINEERS. My role was of volunteering and coordinating the activities
between the students and the selection panel.

LEARNINGS:

 Gaining new insights of interview and selection process

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  Getting to know new people and challenges faced by them.
 A great chance to learn new and experience the skill set required to be a good
interviewer.
 A great platform to show my employability to the management.

ACADEMIC INTERFACE PROGRAM

Academic Interface Program (AIP) has been institutionalized with defined processes,
performance metrics and deployment structure. This has facilitated a robust, high-quality, long-
term relationship between TCS and Academia, leading to a win-win situation for both. 

Various activities covered under Academic Interface Program are –

 Felicitation of meritorious students of associated colleges.

 Board of Studies facilitated by TCS to revise syllabus in associated colleges.
 Drona Deeksha
 Sessions and seminars at colleges
 Internship
 Faculty Development Programs

Academic institutes are key partners in TCS’ talent acquisition strategy, and TCS remains the
preferred employer at leading engineering campuses across India. Campus Commune, or
academic engagement portal that helps students collaborate with their peer groups globally, now
has over one million members registered across 19 countries. TCS uses programming contests
such as TESTimony, EngiNx, GameOn, and CodeVita to spot and hire top talent.

MY CONTRIBUTION

Prepared questionnaire for Drona-Deeksha, for testing the effectiveness of the TCS Associates
out of the session held at TCS office taken up by the professors of premium institutes associated
with TCS on ongoing scenario in IT industry.

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 INDUCTION, ONBOARDING, BACKGROUND CHECK

After the candidate is selected –

 Induction/orientation is done
 They are onboarded
 Background and other checks and formalities are completed.

TALENT DEVELOPMENT

Talent Development mainly concerns itself with -

• Mapping the organizational role to skill sets, competencies and attributes

• Designing and developing training programs to build competencies

• Cross-training across verticals and horizontals

• Widening the talent pool available to cater to changing business needs

• Addressing skill gaps through targeted Learning &Development initiatives

Training programs are categorized into two –

• Initial Learning Program

• Continuous Learning Program

INITIAL LEARNING PROGRAM

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CONTINUOUS LEARNING PROGRAM

This is designed for the growth of associates where learning and sharing is the main value. These
programs come from needs of the project, strategic business, technology and direction of
individual aspirations and access through domains, processes and soft skills. It includes-

 Leadership Development Program(LDP) - This program aims in turning its employees

into future leaders by carefully understanding their potential through branded programs.
 Foreign Language Initiative(FLI) - This helps its employees to communicate properly
with its clients where employees are encouraged to develop on foreign languages and
also emphasizes in improvement of English for effectiveness of communication while
making business deals.
 Workplace Learning - This encourages TCSers by providing all necessary initiatives
required to learn while working. To promote this, TCS has an extensive library where E-
learning courses and online books are available.

MY CONTRIBUTION

As a part of the workforce, I was told to learn different concepts of Pivot Table, Data Analytics,
Powerpoint, Excel ,and many other internal courses designed specifically for the employees of
TCS from their internal learning sites like –

• iEvolve
• Lynda.com

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 • Skill Soft
• Fresco Play,

which was of great importance in enhancing my skills as far as employability is concerned and
also gave a new outlook towards the working of HR in IT industry.

RESOURCE MANAGEMENT GROUP

There are set of people who are there in every organization who manages resources within that
organization. A fresher who joins an organization attends ILP (Initial Learning Program) through
which he/she learns the basic of that organization and the field in which organization is working
in. After ILP, it is the role of RMG to find out the vacancy of all the projects, verticals,
horizontals or modules of that organization and allocate that fresher accordingly.

RMG also allocates existing experienced associate when he/she is released from a particular
project, vertical, horizontal or module.

“RMG is responsible for the movement of human resources within the organization i.e.,
allocating and reallocating them to different projects, and thereby meeting the requirement of the
human resources as and when raised by the projects, through the available talent pool.”

RMG works at two levels –

REGIONAL RESOURCE MANAGEMENT GROUP

INDUSTRIAL SERVICE UNIT RESOURCE

MANAGEMENT GROUP

Every project in TCS is tagged to either –

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 • SWON (Service Work Order Number)
• WON (Work Order Number)

Conclusion

When an employee joins TCS he is one of its resources. TCS works for various clients across the
globe say for example Morgan Stanley, Deutsche Bank, British Airways, Barclays, etc. After
joining TCS, he is tagged to an account, meaning to a particular client for whom he'll be
working. When he is into an account, he is assigned to a project as one account can have many
projects running simultaneously.

To describe briefly, RMG's job is to tag the employee to an account, assign to a project. 

At times when the employee is not working for any particular project, they act as their manager
and it is the responsibility of RMG department to get the employee into a project. They'll find
projects according to the skills and expertise and get the employee absorbed to a project.

TALENT ENGAGEMENT

Employee Engagement underlines the need for a high emotional connect between employees and
the organization which can motivate the employees to deliver their best.

Scope Of Employee Engagement

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 TALENT ENGAGEMENT

Various areas covered in-between Talent Acquisition till the employee is separated from the
organization, where the role of Talent Engagement is imbibed are-

 Induction
 Compensation and benefits
 Transfers and Promotions
 Performance Appraisal
 Grievance Management
 Internal Communications
 Internal Issues
 Mentoring and Counseling sessions
 Leaves
 Employee Welfare
 Separation
 Pulse
 Formal Listening Platforms

Communicating Employee Engagement

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Employee Engagement is communicated in TCS at two (2) different levels. The employee
engagement score is communicated directly through the Pulse Survey by the Tata Consultancy
Services leadership team globally, from the organization to the individual (via the intranet and
from the CEO’s key note speech); however, the definition and engagement initiatives are
communicated indirectly by the employees (individual) and the Human Resources professionals
(workforce) through programmes such as Maitree.

MAITREE

For binding the huge and far-flung family of TCS people together, in the year 2002, Maitree was
introduced under Talent Engagement. It strives to ensure that the unusually large TCS family
stays in touch through-

• Sharing of experiences

• Dissemination of information

• Caring and welfare activities

• Spreading friendship.

• Reducing employee boredom

• Enhancing workplace attachment

• Sense of belongingness

N WIN SESSIONS

D&I - It stands for Diversity and Inclusion. TCS is a global company and thus has diversified
workforce coming from different nationalities, localities, regions, religions, and age groups.
Thus, D&I came into existence.

FIT4LIFE – TCS strongly believes that the health of the employee is very important for the
upliftment of the organization. Thus, various fitness related activities are taken up from time to
time in the organization like –

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  Workstation stretches
 Aerobics classes
 Morning exercises
 Run with leader - Marathon

MY CONTRIBUTION

1. CARA

CARA is an instant query resolution, instant feedback mechanism specifically designed for TCS
employees on various policies like –

 Leaves
 Working Hours
 Salary and Advances
 Gratuity
 Travel Advances

As an intern, I was asked to prepare a mailer for Cara which was required to be send throughout
the branch of TCS Lucknow. The mailer consisted of all the details and the link through which
this facility could be easily accessed by the employees whenever required.

Learning –

 Identifying relevant information out of abundant

 Presenting the information in the best possible manner

2. HR Digest

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HR Digest is a quarterly magazine in form of PowerPoint presentation being prepared across all
the branches of TCS every quarter and circulated throughout the branch to let the employees be
aware of all the happenings with respect to the HR department of that specific branch. Various
sections included in the magazine are-

 Spotlight
 Corporate social responsibility
 Maitree
 Academic interface program
 Editorial
 Write up by employees
 Kudos
 Employee of the month and quarter
 Talent development

Leaning -

 Handled the whole project individually

 From the theme selection to the data editing , handled every responsibility
 Working with PowerPoint and learning its basics and advanced features
 Enhancing concepts on making a presentation more effective.

3. Sessions

Learning from the experiences of people who are already facing the phases of corporate life is a
different experience altogether. Being an intern gave me the opportunity to attend various such
sessions on issues like –

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  Worklife balance
 Time management
 Negotiation skills
 Women empowerment
 Presentation skills and body language

CORPORATE SOCIAL RESPONSIBILITY

According to World Business Council for Sustainable Development (WBCSD) - "Corporate

Social Responsibility is the continuing commitment by business to behave ethically and
contribute to economic development while improving the quality of life of the workforce and
their families as well as of the local community and society at large“.

Tata Consultancy Services (TCS) follows the Tata Group philosophy of building sustainable
businesses that are rooted in the community and demonstrate care for the environment. TCS
follow a ‘basket weave’ methodology, as part of which social, economic, and environmental
issues are addressed both inside TCS as well as outside.

TATA believes that corporate sustainability extends to the triple bottom line of people, planet,
and profit. It has increased the radius of business responsibility beyond immediate benefit to
long-term good, while ensuring the sustainability of the organization. TCS enables an
environment of greater consciousness through a process of collaboration with employees,
suppliers, customers, and the community at large. 

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At TCS, CSR programs seek to create sustainable well-being. The guiding principle is “Impact
through Empowerment”, where outcomes and measureable impacts are delivered through a long
term sustained effort.

TCS seeks to leverage the strength of its global presence and large employee base to transform
the delivery of social programs while using its IT expertise to create agility and efficiency.

TCS demonstrates care for the community through its focus on education & skill development,
health & wellness and environmental sustainability including biodiversity, energy & water
conservation. TCS also seeks to extend support in instances of natural disasters.

Corporate Sustainability (POLICIES IN INDIA)

1.PEOPLE – “LEADING THE CHANGE” through various initiatives like –

 With an intervention in the medical field range from supporting institutions in performing
cutting-edge research to enabling every section of society with information on better
health practices.
 BridgeIT, a collaboration between TCS and the National Confederation of Dalit and
Adivasi Organisations (NACDAOR), an Indian non-governmental organization (NGO)
that works for the betterment of people across the country.
 Tata Consultancy Services (TCS) came up with the Adult Literacy Program (ALP) in the
year 2000. ALP runs on TCS’ proprietary Computer-based Functional Literacy (CBFL)

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 solution, which employs innovative information and communications technology
solutions to promote literacy.
 EMPOWER scheme for the support staff of TCS to make them learn basic English .

2.PLANET – It includes various initiatives like –

 Water conservation plan is based on design efficiency, water treatment, recycling, and
replenishment. To achieve its ambitious goal of achieving water neutrality by 2020, TCS
has implemented water-efficient fixtures at new offices and campuses, ensuring 100%
treatment and recycling of sewage and rainwater harvesting.
 Green infrastructure, green IT, and IT-enabled operational efficiencies support TCS’
energy and carbon management process.
 TCS’ waste management practices are centered around reduction in generation,
segregation at source, and reuse and recycle wherever possible.

3.PROFIT – It involves following initiatives -

 As a leader in the IT space, TCS believes in the transformative power of Digital

solutions, and therefore invest heavily in research and innovation to lead the change.
 TCS reviews its policies and training modules regularly to comply with legislation
relating to corruption and improved norms on business ethics. 
 TCS has established a global policy on the Prevention of Sexual Harassment (POSH) at
the workplace. 
 At the core of TCS’ strategy is customer-centricity and people-friendly philosophy.
 By partnering with established and emerging technology providers, spotting trends early,
and investing ahead of time, TCS has been able to pivot and adapt to technological
changes. 

MAJOR CSR INITIATIVES ( LUCKNOW OFFICE)

BridgeIT

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 MY CONTRIBUTION

1. Visit to Sarthak Foundation

Sarthak Foundation is a not for profit organization working to provide quality education to the
underprivileged children.

Purpose – July is marked as “TATA SUSTAINIBILITY MONTH”, thus, visiting Sarthak was
one of the initiative under it.

Activity - Best out of waste using newspapers , unused plastic bottles, and many other products
which were waste for the society.

Objective –

 To promote clean and green environment

 To instill a ‘we’ feeling among the children
2. Empower

Empower is the corporate level initiative of TCS for the employees who are the support staff of
the group so as to provide them with the basic level English language and increase their
functional level English communication as the company is a global company and there are
delegates from the foreign counterparts as well.

Objective –

 To make them learn basic English

 To help them communicate in English
 To instill a level of confidence in the staff
 To make them up-to-date with the latest trends

My contribution –

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As an intern I was allotted the work to prepare the content which has to be included in the book
for Empower scheme. The contents were given as lead by the organization and the rest of the
work has to be done on MsWord , which took around a month to finish off with the first set
which was then sent for approval to the higher authorities.

3. Plantation Drive

This was also under TATA SUSTAINABILITY MONTH , where with the collaboration of an
NGO- ASHA PARIVAR ,we went to the slum areas for planting trees and distributing LED
lights to the needy people.

Benefits –

 it was an altogether different experience of corporate world

 the objective was to create awareness of clean and green environment
 got to learn the spirit of community welfare

4. Adult Literacy Program

Under the ALP initiative, TECHNICAL TRAINING OF TRAINERS (TTT), was organized in
coordination with HUMANA NGO , in TCS Lucknow office , where I was one of the volunteer
looking after the working of the whole initiative to run smoothly.

Purpose-

 Training of the master trainers

 Computer based literacy tool initiative
 Session on value system of TCS
 Session on computer tool and its usage and basic excel features.

Benefits –

 Handling the whole process of coordination

 Problem solving and communication with the trainers
 Assessment of people attending that session

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 5. Insight and Launchpad initiative

This is a regional level initiative taken up by TCS Lucknow , which is certification courses in
C++ and Python languages through association and tie ups with schools, so as to provide the
students with the basic knowledge of it as well as to provide appreciation and recognition to
them through merit certificates which can add value to their future employability level.

My contribution-

 Given a list of all the prominent schools

 Was asked to call them up and explain the purpose and objective of the initiative
 Calling the schools and interacting with the Principal
 Prepared the database on excel of all the details gathered from the schools

6. IT Employability Scheme

TCS leverages its leadership in the IT space to run innovative programs that address access to
education and skilling challenges facing the community at large. Its solutions in the skilling field
include BPS Employability Training, a 100-hour program that has provided well-rounded
education to over 66,000 youngsters from marginalized communities so far, and IT
Employability Training, which has trained nearly 2,400 students from rural engineering and
science colleges in technical and business skills and general aptitude.

MY CONTRIBUTION-
 Allocating associates on the basis of their interest areas to different groups
 Remote training to aspirants through whatsapp and email
 Interacting with the aspirants on daily basis to solve their issues
 Providing data and facts for preparation to the aspirants.

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 7. Visit to Sanatkada

Introduction

The idea of having such a space in Lucknow is how Sanatkada was started (Sanat- Craft and
Kada- Home) in 2006, where organized groups of craftspeople from Rajasthan, Gujarat,
Uttaranchal, Andhra Pradesh, Assam, Delhi, Madhya Pradesh, Orissa, Kashmir, Himachal
Pradesh, Bihar, Karnataka, West Bengal, and various parts of Uttar Pradesh ( Bijnor, Varanasi,
Bhadhoi, Farrukhabad, Chitrakoot, Lucknow, Rampur, Mathura and Noida) have directly sold
their products. These groups have worked over years to revive and restore the traditional crafts of
their area while providing a sustainable livelihood to the artisans. They have woven traditional
skills in contemporary designs to cater to the markets in the major cities.

Over the years we have organized exhibitions across the country with a view to reach out to
more number of customers. Thus while being able to cater to the urban buyer we have been able
to provide markets and livelihood to those making these products.

Sanatkada in short is an effort to bring forth the hidden talent and the art spread across the
country to the end user while ensuring that the artisans are not exploited.

Purpose of the visit –

 To conduct need analysis

 To conduct sessions for skill enhancement
 To identify action plan for getting success
 To cater to the promotional requirements
 To identify the drawbacks and problems
 To identify key benefit factors.

Areas covered –

 Customer experience

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  Marketing and sales
 Branding
 Publicity and promotions
 Quality assessment
 Database management

Methodology –

A questionnaire was prepared keeping different sections of all the areas covered. The employees
(4 to 5) of Sanatkada store were asked those questions randomly and answers given by them
were noted down on sheets of paper. The analysis of those questions was done manually and
suggestions and conclusions were drawn out of it . On the basis of that action plan was
formulated to be followed for helping them out.

Conclusion –

 Need to change the locational set up

 Number of employees need to be increased
 Employees are good at customer dealing
 There needs to be improvement with respect to creating impact on customer
 Brand image needs to be focused on
 Employees are familiar with the concept but they lack communication skills
 Lack of team skills
 Lack of profits
 No customer feedback taken and analyzed
 Focus is only on women accessories

Suggestions –

 Increase in range of products other than only women.

 Creating more awareness
 Regular and frequent advertisements
 Skill development of the employees is required

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  Customer database management needs to be analyzed
 Explore more opportunities within lucknow as it is the home city
 Advertise well during seasons and social events
 Methods of conducting customer feedback collection and analysis

Action plan –

After due analysis and discussion over the responses recorded from the employees of Sanatkada,
the conclusions and suggestions were drawn out , and on the basis of that action plan was
formulated having three main areas to be looked upon –

 Behavioral sessions – It includes focusing on - Communication Skills, Team Skills,

Time Management, Display Management, Work Division Skills.
 Professional sessions- It includes – Presentation Skills, Business Planning, Marketing
Strategy Formulation, Catalog Designing, Brand Management.
 Technical sessions - It includes – Excel, MsPowerPoint, Database Management, Social
Media Management

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 RECOMMENDATIONS

Considering all the work done within two months in different functional areas of HR department,
following are some of the points which can be recommended to make the whole process more
effective and efficient –

  The company should focus to work on satisfaction of senior employees as it is seen that
fresher’s are given vital importance in this industry while the seniors are given much
attention. This is resulting in losing senior staff which is not good for the company's
growth as the most experienced employees who work with enough knowledge and skills
are moving out of the company. 

 It is also observed that in case of new joiners, when there are lack of projects to be
assigned to the employees, they are kept on bench for a long period which is a waste of
time for the employees as their experience is not taken into account while on bench until
and unless they are forwarded to work over project.

 While recruiting candidates, it is recommended for the recruiting officers to test on their
group skills because employees are required to work in groups sharing and gaining
knowledge in and from the group. Therefore, group discussions must be included as one
of the phase during recruitment process.

 TCS should not select a large number of candidates because in the recent years many
selected employees are on bench or either not given the joining date.

 IT is advisable to the company to be more strict in usage of language. People coming

from different cultures tend to communicate using their own language which would be a
barrier to others who do not understand those languages.

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 The Economic Value Added model practiced by TCS suffered from criticism during the
starting years of its implementation because it is mainly concentrated over return on
investments that would result in the restricted growth of TCS.

 TCS should work more on training its employees prior working. The starters need more
extensive training because some of the concepts required during project are completely
new and the freshers do not have enough knowledge on those concepts to work on. 

 The management is strict towards junior employees in terms of following dress code.
Juniors are regularly checked if they are maintaining the prescribed dress code and if not
they are penalized whereas the senior employees are not checked and they behave liberal
even if they do not follow rules. This should be taken care of as measure of equality.

 Although there is a huge emphasis on sharing information by promoting portals, the

employees should be even more told about the outcome and benefits of sharing and
exchanging information. 

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 CONCLUSIONS

Considering TCS with respect to human resource management, the company is doing good and
is making huge efforts in delivering various methods and processes in increasing growth of the
organization.

TCS is working great on providing satisfaction of job to its employees but it should be keen in
understanding the following facts as well –

 Senior officers are not very happy for continuing to work.

 It should be taken care that only selective candidates capable of the position to be filled
should be offered the job.
 TCS must make the rules strict for the use of language as regional language use is still
being practiced.
 Pay must be higher to encourage employees to work without worries
 Training importance must be delivered effectively.
 Treatment of every TCS associate should be the same
 Employees should be told the importance of information sharing.

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 APPENDICES

OPEN ENDED QUESTIONNAIRE FOR SANATKADA –

SALES

Q1. What is your ongoing sales pattern-plotting?

Q2. How the sales number could be improved?

Q3. What all factors impact the sales figure of Sanatkada?

Q4. How the profits are utilized?

BRANDING

Q5. How customers perceive Sanatkada?

Q6. Are you satisfied with the existing image? How it can be improved?

Q7. Do you think there is enough awareness about Sanatkada? How it can be improved?

QUALITY

Q8. Why customers should come to Sanatkada? USP?

Q9. Some products are sold more, why?

Q10. Some products are returned, why?

Q11. Some products are not sold , why?

Q12. How the quality of the products could be improved?

Q13. Are we giving feedback to the manufacturers?

CUSTOMER INTERACTION

Q14. Do you record customer responses/feedback? How?

Q15. Do you analyze customer responses/feedback? How?

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Q16. Have you introduced any change in the existing strategy based upon the
responses/feedback? How?

Q17. How do you give experience to the customer? Feeling/Trying the product?

Q18. Do you provide any post sale services to the customers?

Q19. Do we analyze our customer base? What is the frequency/outcome?

Q20. How do we engage customers?

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 BIBLIOGRAPHY

The data has been taken from the following sources –

Websites –

 https://www.business-standard.com/company/tcs-5400/information/company-history
 https://www.tcs.com/about-us#type=overlay&page=/discover-tcs/about-us/overlays/our-
talent-overlay
 http://www.tata.com/article/inside/o6Fue6j!$$$$!k9Q=/TLYVr3YPkMU=
 http://www.insidehr.com.au/the-tcs-recipe-for-csr-success/
 https://www.quora.com/Who-are-RMG-what-is-their-role-in-company

Various books and magazines were also referred.

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