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TATA Motors Talent Management

The document discusses Tata Motors' talent management challenges, particularly focusing on their Fast Track Selection Scheme (FTSS) aimed at identifying and developing high-potential employees. Key issues include ineffective selection criteria, inadequate development support, and a limited global focus. The document outlines improvements made to the FTSS program, such as a robust selection process and tailored development plans to enhance the quality of candidates.

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nickchoocs
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14 views11 pages

TATA Motors Talent Management

The document discusses Tata Motors' talent management challenges, particularly focusing on their Fast Track Selection Scheme (FTSS) aimed at identifying and developing high-potential employees. Key issues include ineffective selection criteria, inadequate development support, and a limited global focus. The document outlines improvements made to the FTSS program, such as a robust selection process and tailored development plans to enhance the quality of candidates.

Uploaded by

nickchoocs
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Tata Motors Talent


Management
This case examines Tata Motors' talent
management challenges, focusing on their Fast
Track Selection Scheme (FTSS) program and the
company's efforts to identify and develop high-
potential employees.
Group
gf
3 Members
Praveen Aasandi Channabasappa MBS244015
Choo Cho Song (Nick) MBS244021
Liew Wen Ying MBS244013
Tan Yew Seng (Vincent) MBS244024
Ng Boon Ping MBS244026
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Company Background
Global Automotive Leader
One of the world's largest automobile manufacturers
with diverse portfolio.

Prestigious Brands
Owner of Jaguar and Land Rover among other
automotive brands.

Market Challenges
Facing economic fluctuations and intensifying global competition.

Traditional Structure
Operates with hierarchical organizational structure.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Key Players

Prabir Jha Neel Prakash Vikram Bector


Senior VP and Chief HR Officer High-potential engineer who Chief Learning Officer
with addressing talent resigned after failing final FTSS collaborating with Prabir to
management challenges. stage. improve FTSS.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Core Issues
Ineffective Selection
Outdated criteria favoring younger employees and MBAs

Inadequate Development
Lack of support after selection causing turnover

Limited Global Focus


Too India-centric, overlooking international needs

Insufficient Talent Pool


Inadequate pipeline to support growth

Poor Evaluation
Lack of metrics to assess program effectiveness
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Defining High-Potential Talent


The "Cream" of the Organization
High-potentials are the select group without
whom an organization cannot function
effectively.
They possess exceptional skills and stronger
commitment to organizational goals than even
stakeholders.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Benefits of High-Potential Talent


Positive Attitude
Superior Skills Good adaptability, especially
Higher competency levels during difficult times.
compared to other employees
and management. Innovation
Great initiative and openness
to new approaches.
Responsibility
Eagerness to take on new work Problem Solving
and accountability. Ability to understand complex
projects and react
appropriately.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Tata Motors' FTSS Program

Identification Alumni Network


Fast Track Selection Scheme (FTSS) Maintains connection with FTSS alumni
identifies high-potential employees. for continued development.

Measurement Excellence Culture


Employees evaluated on desired Promotes culture of excellence and
outcomes and performance metrics. skill development.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

FTSS Program Structure


Executive Operations
Selection Scheme Managers Scheme
(ESS) (OMS)
Focuses on general Concentrates on
management operations management
competencies for competencies for plant-
placement in any based processes.
functional area.

Commercial Managers Scheme (CMS)


Targets commercial management competencies for
sales and marketing areas.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Program Improvements
Robust Selection Process
Implemented objective plan to ensure fair and unbiased selection.
Replaced group discussions with written tests for
better assessment.

Focused Development Plans


Created tailored development plans for selected talent.
Defined competencies based on employee
credibility and skill levels.

Quality Over Quantity


Shifted focus to quality of candidates rather than numbers.
Implemented grading system to better evaluate potential.
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

Designing High-
Potential Programs
Understand Company Structure
Analyze organizational hierarchy and needs.

Develop Assessment Process


Create reliable evaluation methods with
reasonable assurance.

Track Variables
Monitor key performance indicators and growth metrics

Support Development
Ensure stable growth for fast-trackers and managemen
MBSA1623-50 LEADING TALENT IN ORGANIZATIONS

THANK YOU

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