HRM / Organizational behaviour Case Study

Tata Consultancy Services: Building talent pool

OR

Abstract:
In 2007, 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, ‘Technopark’ at Thiruvananthapuram which offered training to new recruits and TCS staffers at various levels. ‘Technopark’ 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

Pedagogical Objectives:

• Managing human resource in an organisation
• Understanding the challenges of training human resources.

Keywords : HRM Case Study, Tata Consultancy Services, TCS, IT Industry, India, human resources, Training, Recruitment, Attrition, Learning and Development, Technopark, diversified talent pool, initial learning program, leadership development program