Tata Motors Executive Summary

CH 1.1: COMPANY PROFILE

Tata Teleservices Limited is an Indian broadband and telecommunications service provider based in Mumbai, Maharashtra, India. It is a subsidiary of the Tata Group, an Indian conglomerate. Incorporated in 1996, Tata Teleservices Limited was the pioneer of the CDMA 1x technology platform in India, embarking on a growth path after the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. Over the last few years, the company has launched significant services CDMA mobile operations in January 2005 under the brand name Tata Indicom, market-defining wireless mobile broadband services under the brand name Tata Photon in 2008 and 2G GSM services under the brand

• Excellence: Highest possible standards in quality of goods and services.

• Unity: Build strong relationships with partners and customers worldwide.

CH 1.2: ORGANISATION STRUCTURE Figure One- Organizational Structure of TTL

There are 18 circles, total 26 offices in India. There are more than 19000 employees working with TTL, out of which 1239 employees are from Delhi NCR and Rajasthan circle.

CH 1.3: HR DEPARTMENT

There are 39 employees in HR department, including corporate HR of Delhi NCR and Rajasthan circle. It comes to be 3.14% of total employees.

Functions within HR department Figure Two: Functions of HR Department

Hierarchy in HR Department Figure Three- Hierarchy in HR Function

CH 1.4: TALENT ENGAGEMENT AND EMPLOYEE MANAGEMENT DEPARTMENT

1. Engage employees by conduction various activities throughout the year.

2. Take care of all activities involved in employee lifecycle, right from onboarding-orientation-career planning- career development and transition.

3. During on-boarding, new employee is introduced to HR buddy and functional buddy.

4. TTL follows effective developmental and retention programs for employees.

5. For resignation, following process is followed:

E-Resignation Process/Steps Role /

• Learning should be mobile, and access should be continuous and instantaneous.

• Apart from few conferences, lectures etc, short videos, game-like simulations, and peer communities that offer networking, information sharing and informal coaching can engage and motivate workers by delivering “anyplace, anytime learning.”

• There must be quick micro-learning lessons and collaborative communities.

• With big data and predictive analytics there is no longer any excuse for not connecting learning to business-impact metrics. Learning success can be assessed in terms of sales cycles, deal win rate, service response times, customer satisfaction, product quality and other business metrics as well as employee engagement and productivity.

• Employees must be given clear message that they are responsible for their development and also responsible for the development of others.

• Promote ownership and autonomy. The phrase "this is now your company" can be written on pillars.

• Invest more in