PRESENTATION ON

Headquarters - Mumbai Area, India Industry- Information Technology and Services Type- Public Company Status- Operating Company Size- 10,001+ employees Founded- 1968 Website- http://www.tcs.com

IT Based Services

BPO

IT Infrastructure TCS SERVICES

ENGINEERING $ Industrial Services Global Consulting

Asset Based Solution

SNAPSHOT OF TCS
Tata Consultancy Services Limited (TCS) is an Indian

software services and consulting company. It is one of Indias oldest and largest providers of information technology and business process outsourcing services. As of 2007, it is Asias largest information technology firm. The company is listed on the National Stock Exchange and Bombay Stock Exchange in India. Tata Consultancy Services (TCS) is well known for its sound HR policies. The primary motive of this consulting firm is to make its employees knowledgeable about the ongoing practices in their respective domains.

JOB ANALYSIS

JOB DESCRIPTION

JOB SPECIFICATION

Process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

A written statement showing job title, tasks, duties and responsibilities involved in a job. It also prescribes the working conditions, hazards, stress and relationship with other jobs.

also known as man or employee specifications, is prepared on the basis of job specification. It specifies the qualities required in a job incumbent for the effective performance of the job.

Business Analyst-Tata Consultancy Services Limited

JOB ANALYSIS

JOB DESCRIPTION

JOB SPECIFICATION

Support planning and accounting functions. Produce reports for planning financial performance and improving. Use SAP for report generation.

The business analyst will be responsible for detailed analysis and documentation of all current middle and back office processes/systems and of future requirements.

Minimum 5 years working as a Business Analyst. Excellent knowledge of Securities Operations Processing Flow. Knowledge of Treasury, Risk Reporting.

Consolidate financial input for planning and reporting. Provide guidance and process improvement for financial analysis.
Working location is in Hong Kong.

Knowledge of Global markets, in particular Asian markets trade execution .

Strong inter-personal and negotiation skills. Information Technology background.

MAIN SOURCES OF RECRUITMENT OF TCS

TCS RECRUITMENT AND SELECTION PROCESS

CEOs (TOP MANAGENT LEVEL)

MANAGERs (MIDDLE MANAGEMENT LEVELS) LEADERS (FRONTLINE LEVEL) PROGRAMMERS (WORK FORCE LEVEL)

TOP MANAGEMENT LEVELs (CEO $ MD)

MIDDLE MANAGEMENT LEVELs (MANAGERS)

RECRUITMENT (NO PROCESS)

INTERNAL PROCESS *INTERVIEW * PRESENTATION * CASE STUDY ANALYSIS * LEADERSHIP QUALITY * PERFORMANCE EXTERNAL PROCESS EE * Written Aptitude test * Interview (technical & nontechnical) * Case study analysis * Presentation * Leadership quality * Negotiation

SELECTION * INTERVIEW * CANDIDATE PRESENTATION * OFFERS AND NEGOTIATIONS

FRONTLINE LEVEL (LEADERS)

SELECTION PROCESS * OUTSIDE THE COMPANY -: Written -: Interview (technical & nontechnical) -: Case study analysis, -: Aptitude test -: Group Discussion

WORKFORCE LEVEL ( PROGRAMMERS)

RECRUITMENT PROCESS * APPLICATION -:ONLINE -: COMPANY ADVERTISEMENT

* INSIDE THE COMPANY -: According to their Performance -: Interview -: Leadership Quality

SELECTION PROCESS * WRITTEN (APTITUDE TEST) * INTERVIEW (TECHNICAL $ HR) * GROUP PROBLEM SOLVING

FINAL SELECTION OF AN EMPLOYEE

TCS CORPORATE TRAINIG CENTRE

FRONT VIEW

CORRIDOR VIEW

TCS LEARNING AND DEVELOPMENT PROGRAM

WORPLACE LEARNING

LEADERSHIP DEVELOPMEN T PROGRAM

FOREIGN LANGUAGE INTIATIVE

CONTINOUS LEARNING PROGRAM

 Initial Learning Program (ILP)

TCS Initial Learning Program is designed to provide a smooth transition from Campus to Corporate environment. The program is designed to transform graduate engineers into IT Consultants with global mindset. The participants are put through a rigorous 47-day program that has good mix of technical skills and soft skills.

Continuous Learning Program (CLP)

Continuous Learning Program (CLP) is a manifestation of the company's commitment to the continuous growth of associates, in line with the core value of Learning & Sharing. Programs under the CLP umbrella arise out of business strategies, project needs, technology and business directions and individual aspirations, and span across Technologies, Domains, Processes and Soft-skills. This lay emphasis on long-term, short-term and medium-term needs of the organization alike.

 Leadership Development Program (LDP)

The program is to churn out the future leaders for the company. Associates are carefully assessed for leadership potential and then put through rigorous branded programs. TCS also encourages associates to attend various programs at premier B-schools across the globe. Foreign Language Initiative (FLI) Foreign Language Initiative is to help the associates to communicate effectively with the customers. Under this initiative, associates are encouraged to learn one or more foreign languages. This initiative also helps associates to use English effectively for business communication. This is highly beneficial in a company with a diverse workforce. The crosscultural issues are curtailed with the proper use of communication. Workplace Learning

Apart from all these initiatives TCS encourages "workplace learning". Associates are encouraged to learn while at work. To facilitate this, TCS has subscribed a huge library of e-Learning courses and online books. The classroom session and e-Learning materials complement each other.

Performance Appraisal Criteria at TCS

TCS conducts two appraisals: At the end of the year. At the end of a project. Appraisals are based on Balanced Scorecard, which tracks the achievement of employees on the basis of targets at four levels:
FINANCIAL

CUSTOMER

INTERNAL

Are selfLEARNING AND explanatory DEVELOPMENT

It quantifies the employees contribution in terms of revenue growth, cost reduction, improved asset utilization.

Looks at the differentiating value proposition offered by the employee

It refers to the employees contribution in creating and sustaining value;

TCS's performance appraisal system- Human Resource Management System- An Oracle Developer 2000 based tool
This system has information about individuals right

from his biography details to his projects performance. An employee's performance history at the click of a button and this accurately maintained for 14000 employees. Right from his entry, an employee in TCS get formal performance feedback once very two months till such time that he is confirmed after which the performance feedback is provided twice every year on a formal basis. TCS however widely encourages informal feedback discussions between Project Leaders and Team Members and this concept has found an overwhelming appeal among the people.

Various ways in which TCS recognizes its People

Project milestone parties To encourage efficient execution of projects. Recognition of star performers / high fliers To recognize outstanding

talent. Nomination to covet training programmers To encourage selfdevelopment. Best project award To promote a spirit of internal competition across work groups and to foster teamwork. Best PIP award To encourage innovation and continuous improvement. Best auditor award To acknowledge participation in critical support roles Recommendations for new technology assignments / key positions To ensure career progression and development of employees' full potential. Performance-based annual increments To recognize high performers Early confirmations for new employees To reward high-performing new employees Long-service awards To build organizational loyalty. EVA-based increments To ensure performance-based salaries. On-the-spot recognition To guarantee immediate recognition of good performance

Compensation Management at Tata Consultancy

An extremely competitive compensation scale, is

rendered solidarity by a highly effective 'economic value added' (EVA) model. The EVA Model It is a basis for measuring performance and bonus, and is measured at the enterprise and department levels. The EVA system calculates profits after considering all costs, including that of capital.

Strategic Benefits of EVA With the introduction of EVA, yet another plank has fallen into place in the systemic efforts towards optimization. With the introduction of EVA, the company has to take a fresh look at the integrated system in a holistic perspective, and evolve ways and means of optimizing it. Implementation of EVA requires the integration of the planning and the tracking process. TCS sought to achieve this through a home grown tool called e-Pilot, which essentially drills down from strategy to day-to-day activity. This facilitates the integrated planning approach, in defining the corporate EVA, linking it to the business unit/cell, and further to various components down the line, all the way to the drivers connected to each

Incentive Scheme A comprehensive EVA-based Incentive Compensation Plan is designed for the employees. Building the incentive scheme requires a detailed exercise in arriving at the target EVA. The TCS model was defined backed by a market analysis and a study of 24 competitors, largely outside India. The framework had specifications for target EVA, with carefully defined EVA intervals and provision for the positioning of zero EVA. The gradation continued through incentives corresponding target attainment, the double incentive.

 TCS is also implementing the bonus bank at the

individual level. When the corporate target is exceeded, a 'potential bonus' is declared. This accrues to the bonus bank of the individual as two components: Component A, the result of the share in the corporate pie; Component B, a composite factor depending on the business unit and individual performance. The accruals are cumulated over the years and the pay out each year is decided as a portion of this cumulative balance, leaving a surplus in the bonus bank. This concept of bonus bank allows an unlimited multiyear decision horizon, replacing the traditional thresholds and caps. It demands sustainable performance improvements, and maintains the important cumulative relationship between pay and performance.

PRESENTED BY: CHITRA SINGH ADITI AGARWAL RAHUL VATS SIDDHART WADHWA MANJOT SINGH