ON

Headquarters - Mumbai Area, India

I n d u s t r y - Information Technology and Services

Type- Public Company

Status- Operating

C o m p a n y Size- 10,001+ employees

Founded- 1968
Website- http://www.tcs.com
 IT Based

Services

IT
BPO
Infrastructure

TCS
SER V IC ES

ENGINEERING
Asset Based
$ Industrial
Solution
Services

Global
Consulting
SNAPSHOT OF TCS
 Tata Consultancy Services Limited (TCS) is an Indian
software services and consulting company.
 It is one of India’s oldest and largest providers
o fnio
frmaoitn technology and business process
outsourcing services.
  As of 2007, it is Asia’s 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 JOB JOB
ANALYSI DESCRIPTION SPECIFICATION
• S
Process of • A written • also known as
describing and statement man or
recording showing job title, employee
aspects of jobs tasks, duties specifications, is
and specifying and prepared on the
the skills and responsibilities basis of job
other involved in a job. specification. It
requirements It also specifies the
necessary to prescribes the qualities required
perform the job. working in a job
conditions, incumbent for
hazards, stress the effective
and relationship performance of
with other jobs. the job.
Business Analyst-Tata Consultancy Services Limited

JOB JOB JOB

ANALYSIS DESCRIPTION SPECIFICATION

Minimum 5 years working as

Support planning and
The business analyst a Business Analyst.
accounting
functions. will be responsible for
Excellent knowledge
detailed analysis and
Produce reports for ofS
 ecureits Operations
documentation of all
planning financial Processing Flow.
current middle and
performance and back office
improving. Knowledge of Treasury, Risk
processes/systems and Reporting.
Use SAP for report of future
generation. requirements. Knowledge of Global markets,
in particular Asian markets
trade execution .
Consolidate financial input
for planning and
Strong inter-personal and
reporting.
Working location is in negotiation skills.
Provide guidance and process
improvement for financial Hong Kong.
Information Technology
analysis. background.
MAIN SOURCES OF RECRUITMENT OF TCS
 PROGRAMMERS (WORK FORCE LEVEL)
TCS RECRUITMENT AND
SELECTION PROCESS

CEOs
(TOP MANAGEM ENT LEVEL)

MANAGERs
(MIDDLE MANAGEMENT
LEVELS)

LEADERS (FRONTLINE LEVEL)

PROGRAMMERS (WORK FORCE LEVEL)

TOP MANAGEMENT MIDDLE MANAGEMENT LEVELs
LEVELs (CEO $ (MANAGERS)
MD)

INTERNAL PROCESS
*INTERVIEW
RECRUITMENT
* PRESENTATION
(NO PROCESS)
* CASE STUDY ANALYSIS
* LEADERSHIP QUALITY
* PERFORMANCE

SELECTION EXTERNAELE PROCESS

* INTERVIEW * Written Aptitude test
* CANDIDATE * Interview (technical &
PRESENTATION non- technical)
* OFFERS AND * Case study analysis
NEGOTIATIONS
* Presentation
* Leadership quality
FRONTLINE WORKFORCE LEVEL
LEVEL
(LEADERS) ( PROGRAMMERS)

SELECTION PROCESS RECRUITMENT PROCESS

* OUTSIDE THE COMPANY * APPLICATION
-: Written -:ONLINE
-: Interview (technical & -: COMPANY ADVERTISEMENT
non- technical)
-: Case study analysis,
-: Aptitude test SELECTION PROCESS
-: Group Discussion * WRITTEN (APTITUDE
TEST)
* INSIDE THE COMPANY * INTERVIEW (TECHNICAL
$ HR)
-: According to their
Performance * GROUP PROBLEM
SOLVING
-: Interview
-: Leadership Quality
FINAL SELECTION OF AN EMPLOYEE
TCS CORPORATE TRAINIG CENTRE
FRONT VIEW CORRIDOR VIEW
TCS LEARNING AND DEVELOPMENT PROGRAM

WORPLACE
LEARNING

LEADERSHIP
DEVELOPMENT
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 cross-
cultural 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 a r e based on Balanced Scorecard, which tracks the
achievement of employees on the basis of targets a t four levels:

FINANCIAL CUSTOMER INTERNAL

• It quantifies the • Looks at the • It refers to the

employee’s differentiating employee’s
contribution in value contribution in
terms of revenue proposition creating and
growth, cost offered by the sustaining
reduction, employee value;
improved asset
utilization .
 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
 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 self-
development.
 Best project award  —  To promote a spirit of internal competition across work groups
and to foster teamwork.
 Best P I P 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,
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 multi-
year 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