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 Daimler-
Benz 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. The number of training programs delivered

ii. No of participants
iii. 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. Delivery quality
ii. Knowledge gain
iii. Application to job
iv. Business impact &
v. 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.