PROJECT REPORT

ON

HUMAN RESOURCE
(TALENT MANAGEMENT)
TCS
SUBMITTED TO:

Prof Vidya M Iyer

SUBMITTED BY:

SWET
A Kr.PANDEY (20090218)

NIDH
I (20090135)

REN
U SINGH (20090207)

SHR
ADDHA BADHURIA(20090156)
 Acknowledgement

We would like to express our sincere gratitude to Prof. Vidya M Iyer for her
guidance which helped us sail smoothly through this project,without her it would
have been a tough task to attain.

Team:-

Sweta Kr Pandey

Nidhi

Renu Singh

Shraddha Badhuria
 TALENT MANAGEMENT

Talent management implies recognizing a person's inherent skills, traits,

personality and offering him a matching job. Every person has a unique talent that
suits a particular job profile and any other position will cause discomfort. It is the
job of the Management, particularly the HR Department, to place candidates with
prudence and caution. A wrong fit will result in further hiring, re-training and other
wasteful activities.

Most Large companies have talked about talent management also referred to as
workforce management, but few, if any, have effectively defined and executed a
fully integrated plan. Talent management, once a phrase with meaning is now a
muddled statement that carries a different definition based on who you ask.

Approaching talent management from a comprehensive view point, companies will

be able to analyse, plan, forecast and execute business plans based on accurate
workforce and market data. Roles and responsibilities will be well defined and
performance measures are designed to reward employees that contribute to the
overall well being of the company. Employees are trained or hired for
competencies determined by workforce analytics and gap analysis. Training and
development complementary to succession planning are aligned to current and
future organisational demands and goals.Data, reporting, analysis and forecasting
will monitor performance and model scenarios will aid management in their
decision making processes.
 TCS

(TATA CONSULTANCY SERVICES)

About TCS

Established in 1968, Tata Consultancy Services has grown to its current position
as the largest IT services firm in Asia based on its record of outstanding service,
collaborative partnerships, innovation, and corporate responsibility.

They are part of the Tata Group, founded by Jamsetji Tata in 1868 and one of
India’s most respected institutions today.

Mission reflects the Tata Group's longstanding commitment to providing

excellence:

“To help customers achieve their business objectives by providing innovative,

best-in-class consulting, IT solutions and services. To make it a joy for all
stakeholders to work with us.”

Vision is to be one of the top 10 global companies by the year 2010.

Values are Leading change, Integrity, Respect for the individual, Excellence,
Learning and sharing.
A brief history:-

Tata Consultancy Services was established in the year 1968 and is a pioneer in the
Indian IT industry. Despite unfavorable government regulations like the License
Raj the company succeeded in establishing the Indian IT Industry.

It began as the "Tata Computer Centre", a division of the Tata Group whose main
business was to provide computer services to other group companies. F C Kohli
was the first general manager. JRD Tata was the first chairman, followed by Nani
Palkhivala.

One of TCS' first assignments was to provide punch card services to a sister
concern, Tata Steel (then TISCO). It later bagged the country's first software
project, the Inter-Branch Reconciliation System (IBRS) for the Central Bank of
India. It also provided bureau services to Unit Trust of India, thus becoming one of
the first companies to offer BPO services
 TCS

INDUSTRY: SOFTWARE

FOUNDED: 1968

HEADQUARTERS:MUMBAI(INDIA)

KEY PEOPLE:Ratan Tata (Chairman)

S Ramadorai (Vice Chairman)
N chandrasekharan (CEO & MD)
S Mahalingam (Executive Director & CFO)
Phiroz Vandrevala (Executive Director & Head,Global
corporate Affairs)
Ajoy Mukherjee (VP & Head, Global Human Resource)
Branches in India:

TCS has development centres and/or regional offices in the following Indian cities:
Ahmedabad, Bangalore, Bhubaneswar, Chennai, Coimbatore, Delhi, Gandhinagar,
Goa, Gurgaon, Guwahati, Hyderabad,Jaipur, Jamshedpur, kochi, Kolkata,
Lucknow, Mumbai, Noida, Pune, Thiruvananthapuram.

Africa: South Africa, Morocco

Asia (outside India): Bahrain, China, Hong Kong, Indonesia, Israel, Japan,
Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, UAE

Australia: Australia

Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Ireland,

Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland,
United Kingdom

North America: Canada, Mexico, USA

South America: Argentina, Brazil, Chile, Colombia, Ecuador, Uruguay

TCS EMPLOYES :-
TCS operates in a highly competitive environment and have one of the highest
retention rates in the industry. It was also awarded the Best Employer Award by
Dataquest in India in 2007. In 2007 itself , Tata Consultancy Services (TCS) one
among the leading global information technology consulting, services and business
process outsourcing organisations, had over 62,000 employees worldwide and had
aggressive plans to raise its head count further.
TCS gave utmost importance to its human resource functions and considered
recruitment as an ongoing process. TCS employed directly from campus as well as
had off-campus recruitments. The company has been investing more than 6 per
cent of its annual revenues in training, learning and development. In 1997, it set up
a state-of-the-art training centre, ‘Techno Park’ at Thiruvananthapuram which
offered training to new recruits and TCS staffers at various levels. ‘Techno Park’
provided the employees with three kinds of training programmes- technology,
attitudes and management. TCS had a Manpower Allocation Task Committee
(MATC) which determined the career path for employees.

The attrition rate at TCS in 2006 was 10.6% which was the lowest in the Indian
software and IT industry. But as TCS continued to expand globally, it faced the
challenge of grooming and retaining a diversified talent pool. Also with rising
manpower requirement, TCS was increasingly hiring non-technical science
graduates, which posed a challenge for it to groom and bring them on a common
platform.
Talent management

• Record annual gross addition of 48,595 professionals

• Total employee strength at 143,761 professionals
• Attrition rate at 11 .4 per cent LTM (including BPO)
• 24,885 campus offers made for 2009-10

As per, S Ramadorai, CEO and MD, (on the condition in2008-09):

 “In an unpredictable operating environment, TCS delivered healthy topline
growth of 23 per cent and crossed the $6 billion milestone in revenues. By
focusing on operational efficiencies, collecting cash more efficiently and
driving an enterprise-wide cost control programme, we have improved our
profit margins and continue to generate significant cash-flows. Even after the
recent cash acquisition, we have cash of nearly Rs4,300 crore.
“In addition to total dividend of Rs14 per share, I am delighted to announce
the board of directors have recommended a 1:1 bonus share issue subject to
approval by shareholders,” he said.

He further added that:

“With the macro environment ambiguous, the company remains focused on
improving efficiencies and helping our customers come out of the slowdown with
speed and effectiveness. With significant recurring revenues and investments in
new growth markets of Asia and Latin America yielding results, we continue to
invest in the future by building people competencies and new technologies as well
as solutions for emerging areas like sustainable energy, healthcare and customer
analytics.”

TALENT MANAGEMENT(CURRENT SCENARIO)

As per Ajoy Mukherjee, vice president, head, global human resources:-
“TCS recruited, trained and integrated a record number of over 48,000
professionals, including over 22.000 campus graduates at higher salaries compared
to the FY08 and over 12,500 professionals from the acquisition of Citigroup’s
captive BPO during this fiscal year. This demonstrates our unmatched expertise in
talent development. “Over 1.6 million learning days were invested in developing
competencies during 2008-09; over 22,500 TCSers gained additional technology
certifications and over 1,400 high potential individuals are being trained for future
leadership roles in the company. Our policies to recruit and retain women
professionals continue to bear fruit and the number of women in the company has
risen to 30 per cent of the total workforce,” he added.

At the end of the financial year of 2008-09, TCS’s total employee strength stood at
143,761 with a gross addition of 48,595 employees and a net addition of 32,354
employees. In Q4, gross additions were 17,489 and net additions were 13,418 (of
which 12,897 were added in subsidiaries like TCS Eserve). The utilisation rate in
Q4 was 79.7 per cent (excluding trainees) and 69.4 per cent (including trainees).
TCS continued to maintain the lowest attrition rate in the industry at 11.4 per cent.
Overseas nationals formed 8.3 per cent of the total employee base with employees
from 67 different nationalities. Over 54 per cent of our workforce has more than
three years experience and the average age of an employee is 27.7 years. TCS has
made 24,885 campus offers for 2009-10.

TCS & role of IGNITE

TCS (Tata Consultancy Services), the largest IT service provider in Asia and
among the top 10 in the world will be recruiting between 40,000 and 45,000
people. Although TCS operates in a highly competitive environment, it has one of
the highest retention rates in the industry. It was also awarded the Best Employer
Award by Dataquest in India in 2007.

TCS takes a scientific approach to measuring and piloting new initiatives in talent
management. To build the company's talent portfolio, it conceived Ignite, a small
experiment in the larger context of HR. Starting from the premise that India's talent
shortage is an opportunity, not a crisis, Ignite is a strategic initiative that
reimagines and re-engineers the entire talent value chain.
Historically, TCS recruited engineers to meet its business needs. To increase its
scalability, the company realized it would have to be much more diverse in terms
of its intellectual, social and cultural dimensions. Ignite offers an accelerated
learning program to individuals from nonengineering backgrounds, addressing this
need for diversity.

Launched in December 2006, Ignite began by hiring, training and deploying two
batches of trainees, with 1,100 recruits in total. The success of the program can be
judged by the fact that more than half had competing offers from other companies
but chose to join TCS through Ignite. This year, 1,600 recruits are to be trained;
more than 60 percent are first-generation college graduates, 65 percent are women
and over 60 percent are from rural areas.
• HIRING:-TCS believes that talent was not the preserve of any grouping of
any kind, it was all about developing new cost effective ways of talent
spotting.Working with colleges, alumni and other networks, it developed a
smartform with built in metrics to identify individuals with an aptitude for
programming suitable for a global IT workforce.

• TRANSITIONING:-Successful applicants demonstrate both an aptitude for

programming and a positive attitude. They wait eight months between being
hired and joining the company, during which Ignite's on-boarding process
kicks in to reduce the time taken for recruits to become productive once they
start work. Ignite uses social networking technologies to include families in
the on-boarding process, and parents are invited to visit the training facility
in person.

• TRANSFORMATION:-The new trainees have to learn to adapt to the

present corporate culture. Through the Ignite training the science students
get transformed into software professional .

• LEARNING:-
Ignite takes place in an energizing, purpose-built learning environment. TCS
paid close attention to the architecture of the learning space - the design has
encouraged informal learning, peer-to-peer learning and learning by doing
(in a nine-hour workday, three to four hours are devoted to lectures), as well
as e-learning. Four months are spent in this learning space, with another
three months spent learning on the job as part of trainees' project training.