hr-tata consultancy services limited

7/28/2019 Hr-Tata Consultancy Services Limited

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1. INTRODUCTION

1.1. Company Profile

Tata Consultancy Services Limited (TCS) is the world-leading information technology

consulting, services, and business process outsourcing organization that envisioned and

pioneered the adoption of the flexible global business practices that today enable

companies to operate more efficiently and produce more value.

TCS commenced operations in 1968, when the IT services industry didnt exist as it does

today. Now, with a presence in 34 countries across 6 continents, & a comprehensive

range of services across diverse industries, it is one of the world's leading Information

Technology companies.

It is a part of one of Asia's largest conglomerates - the TATA Group, which,

with its interests in Energy, Telecommunications, Financial Services, Chemicals,

Engineering & Materials, provides us with a grounded understanding of specific business

challenges facing global companies. When TCS commenced operations in 1968,

they pioneered the offshore delivery model for IT services.

Today, with a presence in 34 countries across 6 continents, over 35000 consultants from30 nationalities and more than 100000 person year of experience, TCS offers a

comprehensive range of IT services to clients in diverse industries, such as banking and

financial services, insurance, manufacturing, telecommunications, retail and

transportation. And a comprehensive range of services across diverse industries,

it is one of the world's leading Information Technology companies. Seven of the Fortune

Top 10 companies are among its valued customers. TCS is a part of one of Asias largest

conglomerates - the TATA Group -provides the world with a grounded understanding of

specific business challenges facing global companies.

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TCS ability to deliver high quality services and solutions is unmatched.

It became the worlds first organization to achieve enterprise wide Maturity Level 5

on both CMMI and P-CMM, using the most rigorous assessment methodology,

SCAMPISM. TCS integrated quality management system (inmost) integrates processmaturity, people maturity and technology maturity through the practices and standards of

various established frameworks and models, including IEEE, ISO 9001: 2000, CMMI,

SW- CMM, P-CMM and Six Sigma.

1.2. Mission, Vision & Values : The 3 Pillars of TCS

While TCS Mission articulates the reason for TCS existence, vision reflects an aspiration

to continually improve, to excel & be the best. TCS values characterize us as an

organization & guide TCS every action.

Mission

To help customers achieve their business objectives by providing innovative,

best-in-class consulting, IT solutions and services. Make it a joy for all stakeholders to

work with TCS.

Vision

To be among the top 10 global companies.

Values

Integrity

Leading Change

Excellence

Respect for the Individual

Learning and Sharing

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1.3. Services

One of the first companies to set up an independent consulting division,

TCS today includes consulting as an integrated part of any assignment to its customers in

different industry segments.

IT Services

Application development and maintenance services over the entire IT application life

cycle including migration and re-engineering, e-commerce and internet services, testing

services, architecture and technology consulting, systems integration, as well as packaged

software implementation across multiple industry and technology domains.

IT Infrastructure

Offer services including complete outsourcing of IT networks, consulting and integration,

hardware support and installation, and infrastructure management.

Engineering and Industrial Services

Offer a range of engineering services, embedded software and R&D services to diverse

clients, assisting in new product development and product lifecycle management through

services in the areas of product design, simulation, engineering drafting, computer-aided

engineering design and manufacturing, product data management and customization of

engineering software.

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1.4. Research & Development

In 1981, TCS established the Tata Research, Design and Development Centre (TRDDC),

which was India's first industrial software R&D, centre, in Pune, India. The Advanced

Technology Centre at Hyderabad & TRDDC led TCS research & development efforts.

TCS core areas of research are systems & software engineering, process engineering,

embedded systems, VLSI, bioinformatics and security. Due to applied-research outlook,

TCS have developed several proprietary tools such as MasterCraftTM and Assent TM

that allow us to automate the software development process & significantly bring down

development costs. TCS R&D investments help us enhance & differentiate TCS services

and strengthen TCS delivery capabilities.

Tata Research, Design & Development Centre, Pune

Advanced Technology Centre, Hyderabad

TCS Technology Innovation Lab (iLab)

iLab focuses on emerging technologies that could drive disruptive changes in the global

technology industry, and develop re-usable solution frameworks based on these.

1.4.1. Flexible Global Delivery

With delivery capabilities in the United States, Canada, Brazil, Uruguay, South Africa,

United Kingdom, Hungary, India, China & Japan - TCS have one of the most

comprehensive networks of delivery centers worldwide. On top of this infrastructure are

built cutting edge collaborative systems that allow seamless integration of projects

delivered from multiple locations. For customers with operations across the globe,

TCS provide unparalleled economies of scale & scope. To customers in specific

geographies, TCS bring best-in-class technology consulting & services that help them

stay ahead of competition & drive greater returns on their information technology

investments.

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TCS integrated project & quality management frameworks enable us to take the

uncertainty out of technology projects, which ultimately means TCS customers,

can expect higher levels of productivity with a reassuring predictability.

1.4.2. People

With a rare mix of domain, technology & project management experts, TCS bring the

most complete team to bear on every project TCS take on.

TCS training & development center introduces young graduates, from some of the best

educational institutions in the world, to the TCS way of doing things.

Business & technology experts, from some of the best organizations in the world,

bring invaluable insights into their areas of expertise. In a business model where people

are the growth drivers, TCS are endowed with one of the most enviable pool of talent

from across the globe.

With a presence in 34 countries, not only are TCS entrenched in developed markets such

as the United States & Canada, United Kingdom & Europe; TCS also have a strong

foothold in the high-growth markets of tomorrow such as Asia Pacific, Latin America,

Africa & the Middle East.

While TCS strong sales & marketing presence across the globe gives us the leverage to

strengthen existing relationships build new ones & enter new markets,

TCS alliance partners give us an extended reach into markets where TCS do not have a

direct presence.

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1.4.3. Customers

TCS has developed IT solutions for over 500 customers all over the world. TCS end-to-

end solutions help its customers gain efficiency in their business processes.

Ultimately, TCS arm them with that much-needed edge in the marketplace.

1.5. TCS Culture

TCS has an energetic and open workplace environment, and a collaborative culture that's

based on teamwork. Pulling together is a central tenet of TCS work ethic.

1. Diversity at work

2. The doors are always open at TCS

3. The better half of TCS

Energetic and full of enthusiasm, associates enjoy their day (and night) at work. TCS has

a stimulating and exciting experience. Not only do their offices have the best

infrastructure and technology, associates have a knack of working hard and partying

harder.

TCS take pride in adhering to the Tata 'code of conduct', which is in place across the

entire Tata Group. The code is a means of upholding and strengthening the trust reposed

on them by various stakeholders, be it customers or the wider society.

1.5.1. Diversity at work

TCS is an equal-opportunity employer and TCSers come from many nationalities and

speak many languages. And, since they believe in celebrating everything under the sun,

one can find them singing carols at Christmas and doing the dandiya dance at Navrathri

with equal enthusiasm. They are habituated to do the regular outing, be it with TCS

project teams, with Maitree or with just a bunch of other like-minded TCSers. They are

off to treks, nature camps, picnics or just bus rides whenever TCS get the chance.

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1.5.2. The doors are always open at TCS

Senior colleagues follow an open-door policy in which any associate can approach the

CEO and senior management with work-related problems.

Communication is a big word at TCS and an associate regularly takes part in web casts

and chat session through which important corporate issues or decisions on real-time basis

are shared with associates worldwide.

TCS also has institutionalized open-house sessions and engagement programmes in

which associates at all levels meet and discuss various work issues. In addition, TCSers

can also take part in one-on-one sessions where they can interact privately with senior

management. These sessions are helpful in providing mentorship, as well as

understanding real-life issues that colleagues face at work. The queries and discussions

are formally recorded and followed up.

1.5.3. The better half of TCS is a part to of the family.

Maitree, a fraternity comprising TCSers' spouses, was formed with the objective of

bringing the large and geographically widespread TCS community under a common

umbrella.

Maitree has two distinct objectives. Primarily, it serves as an information-sharing body

where useful tidbits about living in a foreign country which are the good schools in

Minneapolis? Where do you get Indian spices in Stockholm? Are shared by TCS

employees and their families. Maitree also functions as a forum where a wide range of

socially relevant activities are conducted, be it improving the environment or taking care

of the less privileged.

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1.6. Training and Learning

TCS sees the training and education of the people as a continuous value-adding process.

This approach hones, improves and enhances their skills and makes the

organization stronger. The TCS training centre in Thiruvananthapuram

TCS invests about 4 per cent of its annual revenues in training, a shining example of

which can be seen at the state-of-the-art training centre in Thiruvananthapuram in the

south Indian state of Kerala.

Consider TCS initial learning programme' (ILP), which is for all the recruits from

engineering colleges. This is a specially designed, 41/47 day training TCSse at the

Thiruvananthapuram facility. The ILP is conducted with the objective of transforming

engineers from diverse disciplines into software professionals.

Then there are the 'continuing education programs' (CEPs), which cover over 300 topics

and can be delivered over a variety of channels: classrooms, computers, audio / video,

contact sessions, seminars, conferences and workshops.

TCS dedicated training centre in Thiruvananthapuram, established in 1998, sprawls over

58,000 square feet. The centre has 18 classrooms, a library, an auditorium, a conference

hall, discussion rooms, and faculty and administrative areas. The facility has about 300

personal computers connected to servers.

TCS has 10 other centers in India fully equipped to conduct any type of training

programme.

1.6.1. Driven By Knowledge

In October 2005, Tata Consultancy Services (TCS) was adjudged one of 14 winners in

Asias Most Admired Knowledge Enterprises (MAKE) Study -- 2005. The award was

given in recognition of best practices in Knowledge Management (KM), by a panel of

Asian Fortune 500 senior executives and renowned KM experts. The organizations were

rated on eight knowledge performance parameters.

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TCS was rated the first in maximizing enterprise intellectual capital and creating a

learning organization. TCS was in the forefront in tapping intellectual capital from across

the world. In order to make the company a learning organization, 6% of its turnover was

invested in training and development. The company also had a world class training centerin place.

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2. HUMAN RESOURCE AT TCS

2.1. Role of HR at TCS

2.1.1. Building and Empowering

The role of HR is to provide the context for energizing and developing people to play

effective roles in ensuring that TCS becomes one of the top global consulting firms.

Towards achieving this TCS will identify, develop, facilitate, and measure the human and

technological processes in the pursuit of excellence. TCS will foster the values of the

TATA group".

2.1.2. TCS HR Mission Statement

Tata consultancy services a billion dollar company has over more than 65000 work forces

or rather talking in the jargon of the company they are the associates in their business.

Tata group of companys have always been referred as welfare of organizations

who value their employees as their own family. The people in the company are all of

varied domain and mixed regions so bringing them together and aligning them towards

the companys goal as well their own personal development is what TCS HR has,

as a challenge.

The HR group at TCS comprises of more than 400 qualified professionals spread across

the globe .HR is a corporate function at TCS and is currently structured both by

geography and process ownership. The HR team at TCS works with large number of

associates around the globe and they work with them efficiently with the best in class

systems and proc

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2.1.3. The TCS HR and Organization Development MODEL

2.

Fig 2.1: HR & Organizational Development Model at TCS

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CEO AND MD

SourcingUSA And Canada

HR AND OD

Manpower allocation TaskCommittee

Learning and Development

Performance Management andCompensation

Associate Engagement

Associate Services

Organization Effectiveness

Asia Pacific

UK, Europe

India - North

India -South

India -West

India - East


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2.1.4. Manpower Allocation Committee

MANPOWER ALLOCATION COMMITTEE or in TCS term MATC is hub of all

activities at TCS its a place where all decisions are made to maximize business returns

and simultaneously fulfill individual aspirations. In an IT industry where the companys

assets are its software professionals and consultants, it is imperative that competencies

are built on a continuous basis. TCS follows a unique model of rotating associates

between different types of projects thus giving them an opportunity to learn and grow.

The major work of MATC is what is called in TCS parlance allocating an associate.

TCS world wide, give associates the opportunity to widen their horizon, experience,

aspirations and career plan it also ensures that the business gets the maximum return in

terms of billing and revenues; it also means ensuring that the business gets the maximum

return in terms of billing and revenue; it also means ensuring maximum utilization and

realization and controlling unallocated.

2.1.5. Employee Engagement

Mingle with the employees, stop and talk to them... Most important, listen to what they

have to say. For thats how you can get the best out of the people. Every day,

organizations struggle to find additional means of gaining competitive advantage.Products can be copied, promotional campaigns can be mimicked, and even technological

innovations can be imitated. The only real source of sustainable competitive advantage

for an organization is the power of its people

HR is fast shifting from being activity-based to playing a strategic role. It is time HR

learnt from the business side, donned the intra- preneurial hat and captured imagination,

to garner mind share as well as internal customer loyalty. TCS need to view people not as

mere resources but as assets/capital. This fresh perspective brings forth the need forhuman capital strategies.

TCS, which has traditionally seen low attrition levels (below the 10 percent mark), are

offering additional benefits. The company gave out shares to its personnel after its famed

IPO. Employee engagement programs are one of the major activities that TCS HR is

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involved into. There is a theme attached every month and a special set of activities to go

with the theme 12 special events celebrated at TCS locations worldwide. However some

of the major events celebrated each year are-:

Technology Day a Day to celebrate technology through technology basedquizzes /panel discussions

Sports month To encourage sports and fitness related activities amongst

associates

TCS picnic An opportunity for associates and families to get together and

connect

Family Day- A day out with the family and an opportunity to meet the families of

the friends and colleagues

Associate Talent Month- A day to show case your hidden talents.

2.1.6. Employee Recognition

An award is something given to a person or group of people to recognize excellence in a

certain field. Awards are often signified by trophies, certificates, plaques, medals, badges,

pins or ribbons. An award can simply be the public acknowledgment of excellence.

TCS guarantee high motivation levels through competitive compensation packages,

stimulating job content, outstanding development opportunities, and, not the least, an

innovative recognition mechanism.

The various ways in which TCS recognizes its people are listed below:

Project milestone parties To encourage efficient execution of projects.

Recognition of star performers / high fliers To recognize outstanding talent. This is

a recognition mechanism acknowledging special effort put in by the associate. Each

location has aimed at its own set of STARS who receive due publicity in the hall of fame.

Peers, supervisors and the team members send nominations. These are viewed by a cross

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functional committee of senior associates. Each STAR is given a certification of

recognition along with a gift voucher.

Nomination to coveted training programme To encourage self-development.

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.

Spot awards To ensure real-time recognition of employees.

Performance-based annual increments To recognize high performers. PAIS

(performance appraised information system) was introduced to recognize and reward

good performance. High performers are formally conferred the CMC Ratna Award and

interaction between CMC and other Tata companies were encouraged.

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. The 'economic valueadded' model that we follow at TCS ensures that the compensation packages of our

employees are determined by the value they bring to the organization. The more they

deliver; the more are their rewards.

On-the-spot recognition To guarantee immediate recognition of good Performance.

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PEEP (Proactive Employee Engagment Program)-- PEEP provides associates with an

opportunity to have a face to face meeting with group heads and senior

management .These meetings allow an associate to speak out and voice opinions and

aspirations .It strengthens the upward communication process and ensures that

important issues are addressed.

2.2. Learning and Development

Every organization needs to have well trained and experienced people to perform the

activities that have to be done .To raise the skill levels and increase the versatility and

adaptability of the employees the organization needs to give training to its workforce.

With advent of globalization and the increasing complexities of job the importance oftraining has increased. In the rapidly changing environment, employee training is not

only an activity that is desirable but also an activity that an organization must commit

resources to if it is tom maintains a viable and knowledgeable work force.

In scientific terms training can be defined as a learning experience in which it seeks a

relatively permanent in an individual

A learning set is a process by which the group identifies common learning needs and

meets them within the group through shared learning or through external expertise orfacilitation

As learning sets are based on self-directed learning, participants can decide the particular

topics they wish to cover and how they wish these topics to be covered.

It provides a confidential forum that assists participants in testing and clarifying ideas and

provides additional motivation for each individual to take action as well as a support

network to try out ideas with. Training is described as a learning experience.

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2.2.1. At TCS The Objective Of Learning Group is -

Deliver effective learning session in close liaison with all stakeholders

Share common vision of learning group

Skill and technology up gradation and associate satisfaction

Strengthening customer relation

Innovative solutions for problems

Achieving quality

The Learning Strategies -

Obtaining learning needs from Delivery Center Head, Group Leaders and

Project Leaders

Deciding training according to project needs

At TCS the training starts with inception of joining directly from the campus.

TCS believes in quality at every step so training is one thing which they cannot ignore.

At TCS it all began in the previous century, in the late 1960s, when

Tata Consultancy Services laid the foundation for an industry that has assured India a

prominent place on the global IT map. Over the past three decades, TCS has

metamorphosed into a multi-crore company and in 2001 it turned in sale of

Rs 3,142 crore for the financial year ended March '01. Today, it has an impressive client

list that includes heavyweights like the $26-bn, US-based Target Corp. and the $111-bn

General Electric, among others.

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The company attributes its success to a winning combination of excellent people and

cutting edge technology. Most of the professionals - estimated at 12,800 - work at the

SEI CMM Level 5, the highest number for any organization in the world. TCS hunts at

the best universities and institutes worldwide. Over 90 per cent of its recruits holddegrees in engineering, maths or science, and more than 50 per cent have a Masters.

Merely taking in the brightest and the best however is not enough. For academia is not

fully equipped and in the present setup has degenerated to the level of training shops.

According to F C Kohli, Former Deputy Chairman and currently a TCS Board

Member, "To build people, TCS should equip them with knowledge and skills and

attitudes before they an execute responsibilities.

Referring specifically to the InfoTech sector, R Narayanan, Vice-President (Educationand Training), TCS says "Infotech has a wide application. A major problem is (that of)

developing a standard set of methodologies for a variety of domains. Failures in the IT

sector are not due to a lack of technical expertise or knowledge per se, but inadequate

knowledge about the sector. This gets amplified when TCS deliver solutions.

"Hence, it's necessary to train professionals so that they ask clients relevant questions in

order to ascertain what actually they want.

It comes as no surprise, therefore, that TCS takes training very seriously. The company

invests more than 6 per cent of its revenue in training. Initially, TCS provided skill

upgrade facilities at centers in Mumbai, Chennai, Delhi and Kolkata. But, in the absence

of standardization and integration, the company felt the need for some level of

centralization. Towards this end, it set up centre at Thiruvananthapuram, in 1997. The Rs

20-crore facility polishes more than 3,500 inductees every year. It also imparts

knowledge on emerging technologies and global management practices to all its

employees through two initiatives: the Individual Learning Process and the Continuing

Training Programme.

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TCS has a well-planned induction programme for new recruits, which includes two

months of intensive training at Thiruvananthapuram and now it has a training center at

Bhuveneshwar. A proactive approach to skill development, it gives every TCS employee

20 days a year to take up any TCSser. Affirming the company's commitment to training,TCS CEO S Ramadorai, says "life-long learning in TCS is extremely important and

articulated."The Company spends Rs 6,000-7,000 per candidate per day. Mr. Narayanan

says this is considered "people investment".

Besides sophisticated technology and lab facilities, the Thiruvananthapuram centre,

which has a 300-bed hostel, is equipped to train over 600 people simultaneously in

various software subjects and technologies, has a gym and canteen facilities, and is

ISO 9001 certified.

The centre provides its employees with three kinds of training programmes - technology,

attitudes and management. Committed to quality, TCS has teamed up with centers of

excellence to create bodies of knowledge in computer engineering. It has tied up with

IIT Chennai to create an MTech programme, which is executed for its professionals by

the IIT. Likewise it has partnered IIT Powai on R&D projects such as micro-electronics

and intelligent internet. The attitude programme is designed to improve inter-personal

skills and help professionals work in a team. "In college TCS have the freedom to choose

TCS associates," explains Mr. Narayanan, "but in the workplace, TCS do not have that

leeway. So, TCS have to learn how to deal with people and that's what this programme

tries to do." The programme has been developed by a Pune-based freelancer, and has

been so successful that TCS has begun exporting it. In fact, according to Mr. Narayanan,

the programme has been well-received in Europe and in France, where TCS has

conducted it in French.

TCS has long realized that business is not about just people and processes. It's all about

leadership, strategy, information analysis and client focuses. With a view to promoting

better management practices, the Tata Group has adopted the Malcolm Baldridge

Model. It is a proven approach to performance management that seeks to promote as well

as improve

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(a) Value delivered to clients,

(b) Organizational effectiveness and

(c) Organizational and personal learning.

This model forms the base for the first level of the management programme.

Training builds both the individuals and organizations potential to work through

conflicts. This improves their decision-making skills; teaching employees collaborative

techniques and helping them recognize and implement the many processes involved in

positive change.

Studies show that managers typically spend up to 30% of their time dealing with conflict.

In recognizing the potential strength of people and groups, TCS help participants

learn and retain communication skills that can be used in everyday workplace

experiences.

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2.2.2. Advantages of TCS Training Programmes:

Improves workplace environments as they are safer and more productive, which

reduces absenteeism and high turnover rates

Lessens the chance of costly, destructive and potentially damaging litigation

Reduces misunderstandings, grudges and unresolved conflicts so they no longer

undermine the group or teams ability to work together

Decreases recruitment and staffing cycle time and related costs for training and

development

Increases core competency skill base by adding value to the organization

Training also helps the employees to attain the new skills as and when required

for a specific project

Training at TCS is not only technology based but also generic managerial driven

training is also a part of the training program

Once the associate joins work after the intensive training there is routine training, which

keeps on happening at the BLG (BRANCH LEARNING GROUP) catalogue.

It is mandatory for TCS employees to attend at least 15 day training program each year

this is to upgrade their competency and brings efficiency in the work performed.

At TCS HR is not responsible for the training program they have a special cell for that

that is the branch-learning group. Each and every project which requires training for their

team can a raise a request to the BLG which will arrange the training program.

The faculty for the training program could be both outside and internal. Once the request

has been raised BLG has to arrange the training as soon as possible because that is

counted in the service level agreement.

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2.2.3. The Competency Management scene at TCS

In a dynamic environment like the IT industry, it is a challenge to keep pace with new

and emerging technologies on a continuous basis. The only way to stay afloat and ahead

of competition is by creating an environment of continuous learning for the individual

and elevating organizational skills. Thus competency management is the lifeline of the IT

organization. TCS has come up with the competency model called iCALMS

(INTEGRATED COMPETENCY AND LEARNING MANAGEMENT SYSTEMS

TCS has an unbelievable number of more than 3000 competencies and 300 roles.

An exercise on Job Analysis is being done to tag specific behavioral competencies

needed to perform specific role, i.e. anyone performing a given role will be expected or

required to possess the generic competencies tagged to that role

iCALMS AS A SYSTEM

Meets the needs of the learners at the global basis

Uses an integrated and management oriented approach to provide support for

most advance learning methods

Helps employees for their ever changing needs and skills requirement to better

contribute to current and emerging enterprise growth initiates

Provides on demand training to increase productivity and maintain competitive

advantage

Reduce costs and optimizes TCS training investments by consolidating existing

systems while offering uniform learning opportunities

Applies a systematic way to track and measure the effectiveness of all TCS all

learning efforts with a singe scalable system at iCALMS an individual can there

is a systematic approach where each individual has the convenience of assigning

competencies and also upgrade them as and when required. Supervisor can assign

an individual roles played in the project and in the same way the individual can

assign himself specific competencies .In the same way an individual can graduate

to a higher competency in reference to specific roles or competencies.

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Every gap on each competency being linked to a learning object helps the associates to

close these gaps, which in turn elevate the organizations skill heath.

Fig 2.2: Integrated Competency and Learning Management Systems

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Allocation/competencyReporting

A3R1

Updatedprofile

Assessment Post Learning

ROLECompetency metrics

Learning objectsSelf-learningCBTAssignmentsClassroom trainingILT

CalendarPrograms

CompetencyProfile

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iCALMS has proven to be advantageous and successful in the following manners:

Allocation of people to projects must be done based on updated Competencies

and aspirations of individuals

Sustenance of role and competency tagging for the end user must be done

Low turn around time for standardizing definitions of the new additions to roles

and competencies

Integration with performance management

Integration with finance to measure L&D efforts

2.2.4. The Continuous Learning

At TCS the life of the associate begins with the Induction program which helps a new

recruit to get familiar with the organization, its business, process and people and their by

let them settle down quickly and smoothly. The TCS induction program is the best in

Industry.

For the campus recruit the Induction is in the form of ILP (initial learning Program) and it

is a specially designed program to shape a fresh graduate into a complete professional

through technical and personal development. EP (Experienced professional) training aims

at providing familiarity with software processes and business processes followed by

project-based skills set.

Once ILP is done TCS has a Continuous learning program. This is a mandatory 15 days

learning through classrooms, e learning, self-study, experience sharing. To add to once

repertoire of TCS Jargon they have a program called Life Long Learning (LLL),

which comprises of TDP (Technology Domain Process).

Learning is a cycle as associated also has an opportunity to give back to the organization.

Associates themselves-highly competence and enthusiasts individuals anchor most of the

learning initiatives.

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3. RECRUITMENT

Recruiting is the discovering of potential candidates for actual or anticipated

organizational vacancies it can also be called as the linking activity bringing

together those with jobs to fill and those seek.

3.1. Factors Influencing Recruiting Efforts

Organizational Requirements

Employment condition in the community

Working condition and salary

There are 10 interrelated elements that need to be considered to develop a comprehensive

recruitment work plan. They are defined as follows:

VisionA vision offers a fairly detailed scenario of what the organizations ideal

should be. The mission statement asks the question, Why are TCS here? The

vision asks, What should TCS be?

Beliefs and ValuesBeliefs and Values are declarations of universal human

values as Upheld by the people who make up the organization.They are statements of belief in precise Language and absolute in application.

They are simply formatted, crisply stated and easily understood.

Mission statementa mission statement is a clear and concise expression of the

States Purpose and function as it relates to its responsibilities. It answers the

question, Why are TCS here?

ParametersParameters are the boundaries in which TCS are free to operate.

They are the imperatives that keep the organization true to itself and its values.

Internal Assessmentthis is a critical analysis of how the organization is

functioning in relation to its responsibilities, methods, communications,

systems of evaluation and accountability. This critique is aimed at determining

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what is working and what are not working and identifying resource gaps and

redundancies.

External AnalysisThis is an environmental analysis, which seeks to predict

events and conditions that may affect the success of the organization. Categoriesto include in this analysis may include: the organizations other initiatives,

social/demographic trends, economics, political, technological; and competition

and collaboration opportunities.

Identification of Critical IssuesCritical issues are those in which the

organization faces the prospect of getting either much better or much worse.

Identifying the critical issues focuses attention on the paramount threats and

opportunities and thereby provides compelling rationale for the strategicdeployment of resources.

ObjectivesThe statement of objectives is the organizations commitment to

achieve Specific and measurable end results. The objectives are what the

organization must achieve if they are to accomplish their mission and be true to

their beliefs.

StrategiesStrategies are statements of how the organization will accomplish its

stated Objectives thereby achieving its mission. Strategies are the articulation of

bold commitments to deploy the organizations resources toward the stated

objectives.

Action planAction plans are detailed descriptions of specific actions required

to implement and achieve strategies. Action plans contain step-by-step directions,

timelines, responsibilities and major milestones (milestones at which in process

results are to be evaluated.

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3.2 Recruiting Sources

Internal search

Advertisement

Employee recommendation and referral

Employment agencies

Temporary help services

Schools, colleges and universities

Walk ins

Personal organization jobs

There are numerous ways in which the organization can find employees to fill the job

vacancy. However, if the company uses the wrong type of media, it can end up spending

a lot of time re-advertising, re-interviewing or employing the wrong person. This wastes

business time and money. Below are a number of tips that should consider while deciding

the best method of recruitment advertising for the organization.

3.3 Recruitment Agencies

These companies specialize wholly in recruitment and generally keep an up-to-date

database of experience potential employees. They take the time out of advertising,

interviewing and selecting candidates, and can handover a ready-made employee to fit

the job specification. They offer part and full-time candidates. If a specialist candidates

is required, a job agency has the expertise to attract the right person; many also agenciesspecialize in the candidates they attract e.g. accountancy, haulage. Agencies take the

worry out of the employment headache, and for the small business this can save a lot of

time.

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Limitations

Unfortunately, they are unable to gauge the exact needs of each individual company.

As the agency interviews all candidates, they cannot detect subtle personality

requirements which would help the candidate settle in. If the candidate is found to be

unsuitable, this means more lost time. Finally, agencies also charge a fee, so if you are

going to use an agency, check their fees as they could prove quite expensive.

3.4 Job Centre

Many Job Centers offer recruitment services for companies who use them to recruit.

For example, many will offer a room to interview potential candidates; others will help to

draw up a short list based on your job specification. Above all, this service is free.

Needless to say, this will save a small business quite a lot of time and money when

recruiting.

Limitations

However, many of the candidates may have been unemployed for some time and this

would mean that their skills may now be outdated.

3.5 Newspaper or Specialist Magazine

This is an effective method as it reaches a large audience in a short space of time,

often resulting in a significant amount of interest. The organization has an option of

targeting area or specialist profession as there are a multitude of magazines and

newspapers on offer to choose from. However, the organization may find that the more

specialized or selective they become, the more they have to pay to the advertisement, soit can work out quite expensive. Additionally, if the organization wants to attract the

right candidate, they need to have some publishing skills to produce an attractive

advertisement. The organization can of course use a specialist publishing company to

design the right ad, but this will again cost them money.

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3.6 Employee Referral Programs

If used effectively, can serve as one of the best sources of recruitment.

The article, "Employee Referral Programs: Optimizing Your Most Effective Recruiting

Tool", written by Debbie McGrath of HR.com, focuses on the effectiveness of employee

referral programs. It presents some important statistics in favour of the usage of employee

referrals as a tool for hiring employees. Such programs enable the company to lower the

costs of hiring, improve the quality of hires, and decrease the time to hire.

However, employee referral programs encounter certain difficulties in management.

They are usually difficult to define, administer, track, and measure.

3.7Internet Recruiting

Internet recruiting is spreading like wildfire. Most companies which have a website

encourage prospective employees also to apply online. This is a form of direct

recruitment and hence it allows the recruiting company to keep recruitment costs low.

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3.8 Recruitment at TCS

Sourcing at TCS is one function, which once viewed, gives an overwhelming response by

the numbers that TCS deals with. TCS is the largest technical manpower recruiting

organization in Asia. Life at TCS recruitment team is exciting, eventful and almost 24/7.

With more than 7500 freshers and equally large number of lateral recruits joining TCS

for the last 2 -3 years. The mantra of sourcing at TCS is SOURCE; SECURE and

SECURE. The induction of the best talent available on time and every time is what

enabling TCS to achieve its vision.

In the TCS process of recruitment it was not a big surprise to know that technology acts

as an enabler. The academia portal is through which campus recruits can apply. The

customized testing program called QUEBEX used for freshers and an envisaged Direct

Trainee portal. E recruitment is hugely cost effective and efficient tool used for lateral

recruitment.

3.8.1. Recruitment at TCS takes place for

Direct Trainees (Fresher)

Experienced Professionals

Fresher Recruitment

TCS ensures that its campus recruits comes from premier institutes of the country

through an evaluation process ACCREDITION.TCS accredits both technical and

management institutes annually and visits only these campuses.

Based on business recruitments there is also an intake of Direct Trainee (DTs) where

recruitment drives at specific locations are conducted and students from all over the

country participate.

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The campus recruitment process is as follows-:

Request students to upload their profile on TCS academia PORTAL

Shortlist applications based on eligibility criteria

Put them through Aptitude Test

Conduct Technical Interviews for short listed candidates

Conduct HR and Management Reviews

Medical check

Offer letter

Lateral Sourcing

Lateral hires at TCS are called EXPERIENCED PROFESSIONALS (Eps). TCS follows

the process of sourcing mix wherein they recruit both freshers as well as experienced

professional who have an excellent academic background.

The process of Experienced Professional at TCS is -:

Receiving CV

Conduct Technical and HR screening of the profile for suitability

Conduct Aptitude test for candidates with less than 2 years of experience

Conduct Technical interview for short listed candidates

Candidate HR and Management Reviews

Medical Check

Offer Letter

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Sources for Lateral Recruitment

Advertisement through Newspapers

Jobsites

TCS Portal

Consultants

Buddy Lao(employee referral)

Advertisement through Newspapers

Lateral hiring at TCS is also done by giving newspaper advertisement where in the

required skills are mentioned and short listing is done according. The major part is to

cover the recruitment drive, which was based on a newspaper advertised in a renowned

newspaper for the software professionals. More or less the process is the same but here it

depends on the specific requirements of the branch or the company as a whole.

TCS recruitment advertisement mostly gets published in Hindustan Times as TCS has a

contract with Hindustan Times.

Consultants

TCS also recruits associates through placement agencies or consultants. TCS has a directlink with these consultants to whom they specify their requirements also the skill set for

the current positions. These placement agencies are contracted directly by the corporate

office.

Employee Referral (Buddy Lao)

TCS being one of the largest recruiters of software professionals also recruits through its

employee referral program. The employee referrals program at TCS is called BUDDY

LAO. This is one of the best sources of recruitment.

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3.8.2. Recruitment Process Flow at TCS

Fig 3.1: Recruitment Process Flow at TCS

32

BUSINESSGOALS

MANPOWERREQUIREMENT

SOURCING PLAN &STRATEGY

SHORTLISTINGOF CVS

CV RECEIVED FROMDIFFERENT

SOURCES

CANDIDATESWITH < 2 YRS EXP

CANDIDATESWITH > 2 YRS EXP

APTITUDETEST

TECHNICALINTERVIEW(ROUND1)

REJECTEDDATABASE

MANAGEMENT & HRINTERVIEW (ROUND

OFFER MADE BY STCSCINGTEAM WITH RECOMMENDEDDESIGNATION ANDCOMPENSATION

ASSOCIATEINDUCTED

TEST NOT

CLEARED

TESTCLEARED

INTERVIEWI/II NOT

CLEARED

INTERV

ACCEPT OFFER & JOIN


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4. PERFORMANCE APPRAISAL SYSTEM

Almost every organization in one way or another goes through a periodic ritual,

Formally or informally, known as performance appraisal. Performance appraisal has been

called many things. The formal performance appraisal has been called a tool of

Management, a control process, an activity and a critical element in human resources

allocation. Uses for performance appraisal have included equal employment opportunity

considerations, promotions, transfer and salary increases. Primarily performance

appraisal has been considered an overall system for controlling an organization.

Performance appraisal has also been called an audit function of an organization regarding

the performance of individuals, groups and entire divisions.

Performance Appraisal. - The term performance appraisal has been called by many

names, including performance review, performance evaluation, personnel rating, merit

rating, employee appraisal or employee evaluation. A performance appraisal has been

defined as any personnel decision that affects the status of employee regarding their

retention, termination, promotion, transfer, salary increase or decrease, or admission into

a training program.

For this study, performance appraisal has been confined to the formal performance

appraisal.

Appraisals have been cited to range from official, prescribed meetings between an

evaluator and evaluate to causal, change occasions where an evaluator observed work

activities and indicated his or her assessment with an informal comment.

Definition of Terms

Behavioral Anchored Rating Scales - The term used to describe a performance

rating that focused on specific behaviors or sets as indicators of effective or

ineffective performance, rather than on broadly stated adjectives such as "average,

above average, or below average". Other variations were:

a. Behavioral observation scales

b. Behavioral expectations scales

c. Numerically anchored rating scales

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Checklists. - The term used to define a set of adjectives or descriptive statements.

If the rater believed the employee possessed a trait listed, the rater checked the

item; if not, the rater left the item blank. rating score from the checklist equaled

the number of checks.

Critical Incident Technique. - The term used to describe a method of

performance appraisal that made lists of statements of very effective and very

ineffective behavior for employees. The lists have been combined into categories,

which vary with the job. Once the categories had been developed and statements

of effective and ineffective behavior had been provided, the evaluator prepared a

log for each employee. During the evaluation period, the evaluator recorded

examples of critical behaviors in each of the categories, and the log has been use

to evaluate the employee at the end of the evaluation period.

Forced Choice Method - This appraisal method has been developed to prevent

evaluators from rating employees to high. using this method, the evaluator has to

select from a set of descriptive statements, statements which applied to the

employee. The statements have been weighted and summed to at, effectiveness

index.

Forced Distribution - The term used to describe an appraisal system similar to

grading on a curve. The evaluator had been asked to rate employees in some fixed

distribution of categories. One way to do this has been to type the name of each

employee on a card and ask the evaluators to sort the cards into piles

corresponding to rating.

Graphic Rating Scale. - The term used to define the oldest and most widely used

performance appraisal method. The evaluators are given a graph and asked to rate

the employees on each of the characteristics. The number of characteristics can

vary from one to one-hundred. The rating can De a matrix of boxes for theevaluator to check off or a bar graph where the evaluator checked off a location

relative to the evaluators rating.

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Narrative or Essay Evaluation. - This appraisal method asked the evaluator to

describe strengths and weaknesses of an employee's behavior. Some companies

still use this method exclusively, whereas in others, the method has been

combined with the graphic rating scale.

Management by Objectives. - The management by objectives performance

Appraisal method has the supervisor and employee get together to set objectives

in quantifiable terms. The appraisal method has worked to eliminate

communication problems by the establishment of regular meetings, emphasizing

results, and by being an ongoing process where new objectives have been

established and old objectives had been modified as necessary in light of changed

conditions.

Paired Comparison. - The term used to describe an appraisal method for ranking

employees. First, the names of the employees to be evaluated have been placed on

separate sheets in a predetermined order, so that each person has been compared

with all other employees to be evaluated. The evaluator then checks the person he

or she felt had been the better of the two on the criterion for each comparison.

Typically the criterion has been the employees over all ability to do the present

job. The number of times a person has been preferred is tallied, and the tally

developed is an index of the number of preferences compared to the number being

evaluated.

Ranking. - The term ranking has been used to describe an alternative method of

performance appraisal where the supervisor has been asked to order his or her

employees in terms of performance from highest to lowest.

Weighted Checklist. - The term used to describe a performance appraisal method

where supervisors or personnel specialists familiar with the jobs being evaluated

prepared a large list of descriptive statements about effective and ineffective

behavior on jobs.

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4.1 Two Approaches to Performance Appraisal

There have been two prevalent approaches to performance appraisal. The first approach

has been the traditional approach This approach has also been known as the

organizational or overall approach. The traditional approach has been primarily

concerned with the overall organization and has been involved with past performance.

The second approach to performance appraisal has been the developmental approach.

This approach viewed the employees as individuals and has been forward looking

through the use of goal setting.

4.1.1Traditional Performance Appraisal Purposes

The purpose of performance appraisal has been fundamentally backward or historically

oriented; past performance has been reviewed in the light of the results achieved.

Performance appraisal for evaluation using the traditional approach has served the

following purposes:

1. Promotion, separation, and transfer decisions

2. Feedback prior the employee regarding how the organization viewed the employees

performance.

3. Evaluations of relative contributions made by individuals and entire departments in

achieving higher level organization goals

4. Criteria for evaluating the effectiveness of selection and placement decisions,

including the relevance of the information used in the decisions within the organization.

5. Reward decisions, including merit increases, promotions, and other rewards.

6. Ascertaining and diagnosing training and development decisions.

7. Criteria for evaluating the success of training and development decisions.

8. Information upon which work-scheduling plans, budgeting, and human resources

planning can be used two serious flaws in the traditional approach to performance

appraisal were noted.

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The flaws were:

Organizational performance appraisal was primarily concerned with the past

rather than being forward looking through the use of setting objectives or goals.

Performance appraisal has usually been tied to the employees salary review.

Dealing with salary generally overwhelmed and blocked creative, meaningful, or

comprehensive consideration of performance goals.

4.1.2 Developmental Performance Appraisal Purposes

The developmental approach to performance appraisal has been related to employees as

individuals. This approach has been concerned with the use of performance appraisal as a

contributor to employee motivation, development, and human resources planning.

The development approach contained all of the traditional overall organizational

performance appraisal purposes and the following additional purposes.

1. Provided employees the opportunity to formally indicate the direction and level

of the employee's ambition.

2. Show organizational interest in employee development, which was cited to help the

enterprise retain ambitious, capable employees instead of losing the employees to

competitors3. Provided a structure for communications between employees and management to help

clarify expectations of the employee by management and the employee

4. Provide satisfaction and encouragement to the employee who has been trying

to perform well.

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4.2. The Performance Appraisal Tool

When used as a developmental tool, performance appraisal requires the addition of a

development plan and required the appraisal be orientated toward the individual

employee rather than the organization. The employee and manager must work together to

negotiate goals that correspond to employee and organizational needs.

When used developmentally, performance appraisal generally involved the following

elements:

1. The employee and manager completed separate assessments

2. The manager and employee had a face-to-face discussion of the separate assessments,

often with a third party (such as a personnel officer) present to mediate and offer an

outside view

3. The employee must have had a chance to declare his or her interest in other jobs or

training programs via self-nomination processes formally included in performance

appraisal

4. An action plan or "contract" between the manager and employee about further steps to

help develop the employee.

5. In large corporations, increasingly, collection of data about worker skills and career

goals in a central information bank has been noted.

Alewine stated the performance appraisal objective has been to get employees to see

themselves as they really are. The person being appraised should recognize the need to

improve job performance and be committed to a plan for improved job performance.

There must be a mutual agreement on a development plan for the coming appraisal

period. The manager should remain alert to the employee's progress during the year as the

development plan is being carried out.

The first goal of the appraisal process has been to get the employees to see

themselves as they really are.

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The second goal had been to get the employee to recognize the need to improve

job performance.

The third and final goal had been to involve the employee in developing a plan for

improving job performance and better career planning.

Also noted had been that if the employee's were involved in the performance appraisal

from the beginning, informed of his or her progress (or lack of progress) all along,

and given a stake in the process, then chances were better that the main object of the

employees anger or frustration will not have been the employees supervisors or the

organization, but themselves. The development aspect of performance appraisal would be

one way for the employees to get involved in the appraisal.

4.3 Performance Management Process at TCS

The Performance Management System is based on specific performance objectives,

which are jointly determined by subordinates and their superiors and progress towards

these objectives is periodically reviewed. Rewards are granted based on progress

towards achieving these goals. Performance Management is a basket of tools and

systems, which cater to aligning individual level performance to organizational goals.

TCS performance management process makes use SPEED (System for performance

evaluation and employee development) tool to capture goals, align them, conduct self

appraisal, supervisor evaluation and of course review .TCS has a very robust Appraisal

Process. It starts in the beginning of the year where in each associate has a target and goal

set by the supervisors.

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The flowchart for the process of performance management at TCS is shown with the help

of the following chart-:

Fig 4.1: Performance Management Flow at TCS

The first and foremost step in Performance management System (PMS) at TCS is Data

validation i.e. Appraise checks on ultimate who is his supervisor, reviewer and other

information related to PMS.

Then based on BSC (balance score card) goals for organization development as well as

employee development under four heads i.e. financial, customer satisfaction, Internal

Process and learning & growth are set by supervisor and appraise (employee) checksthem. If it seems to be feasible and achievable employee buys those goals otherwise he

can negotiate with his supervisor.

Then Appraisee assess himself/herself on 10 attributes (Limitation Cant be disclosed)

related to Knowledge / Technical expertise required for the job, Result Orientation,

Initiative / Personal drive , Communication , Team Skills, Customer Satisfaction ,

40

DATA VALIDATION

GOAL SETTING

BUYING OF GOALS

SELF-ASSESSMENT

APPRAISEE EVALUATION

REVEIWER EVALUATION

SHARING OF RATING WITHAPPRAISEE


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Quality Consciousness, Developing People etc. Each attribute carries different weight

age. Then his supervisor(Appraiser) evaluate Appraisee on same 10 attributes then

reviewer review and then finally based on some formula(Internal to TCS) final rating out

of 5 for an appraisee is disclosed where in 1- poor , 2- Average (needs improvement),

3-Good , 4- Very Good , 5- Superstar, High performer.

In case of any problem Appraise can ask for feedback.

When same process is carried out for each and every employee then curve fitting is done.

4.3.1 The Balanced Scorecard (BSC) is a framework that focuses on shareholder,

customer, internal and learning requirements of a business in order to create a system of

linked objectives, measures, targets and projects which collectively describe the strategy

of an organization and how that strategy can be achieved. In the process of creating aBSC, four perspectives financial, customer, internal process and learning and

growth capture the roles, tasks and priorities of the various divisions and individuals.

Three Steps in Building a Balanced Scorecard

Build a strategy map: The first output of a BSC project is a strategy map. It

shows the top 15-20 objectives that the organization needs to focus on to deliver

its strategy. Financial objectives are critical to the existence of all organizations.However, to deliver these financial outcomes, the organization must determine

what customer needs have to be met, and what internal processes are critical for

delivering their expectations. Finally, managers need to work out what the

organization must learn in order to carry out the core processes efficiently and

effectively. Even though the concept of the BSC is simple, its difficult to

develop. This is because managers are used to thinking operationally and for the

short-term rather than strategically. The development of a BSC usually reveals

gaps in strategy. An illustrative strategy map would look like:

Create a BSC: The next step is to define the metrics needed to measure the

success of a strategy. Both financial and non-financial measures are identified.

Approximately 30-40 lead and lag measures are identified, and a significant effort

is made to ensure that there are enough lead measures so that the BSC created

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allows the organization to actively manage the delivery of the strategy.

Owners are identified within the management team so that there is collective

ownership and responsibility in delivering the strategy. Actual performance is

computed, and the targets for delivering the strategies are set. Care is taken to set

breakthrough and stretch targets in select areas where benefits could be

significant, balancing it out with more realistic targets for other objectives.

Lastly, internal projects that tend to often lose sight of what business objectives

they need to achieve are identified, prioritized and aligned to the business

objectives they will help deliver. BSCs are created at the corporate/ group level

but many organizations that want to ensure that the corporate strategy is detailed

at the operational level will build cascaded scorecards for all business units, and

some or all support functions.

Use the BSC: Once a scorecard is designed, it takes about 60-90 days to take it

live. Actual and targets need to be set and internal Balanced Scorecard

coordinators need to get organized for monthly reporting of the scorecards.

The BSC is then used actively in the monthly management committee /

operational committee meetings to find solutions and improve performance in

areas where the BSC identifies where business targets are not being met.

In some cases, scorecard automation software is purchased to improve the ease and

quality of reporting, but in many cases, for the initial period, companies use simple excel

formats. Abbreviated versions can also be created for quarterly reports to the board of

directors, and key themes can be identified for communication across the organization.

The BSC should be reviewed yearly, in the third quarter of the financial year.

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4.3.2 Balanced Scorecard at TCS

TCS conducts two appraisals: one at the end of the year and another 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, and

learning and growth.

The financial perspective quantifies the employees contribution in terms of revenue

growth, cost reduction, improved asset utilization and so on; the customer perspective

looks at the differentiating value proposition offered by the employee; internal refers to

the employees contribution in creating and sustaining value; learning and growth are

self-explanatory. The weightage given to each attribute is based on the function the

employee performs.

Based on their individual achievements, employees are rated on a scale of one to five

(five = superstar). If employees get a low rating (less than two) in two consecutive

appraisals, the warning flags go up. If the poor performer continues getting low scores

then the exit option may be considered,

Over the years TCS has found the pattern that leads to the maximum decline in

performance boredom. If employees work for more than two years on the same

project, typically either their performance dips or they leave the organization.

To avoid that, TCS shuffles its employees between projects every 18 months or so.

Performance drops if motivation drops,

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4.3.3 Advantages of Balanced Scorecards

The Balanced Scorecard will benefit your organization in more ways than one. First and

foremost, it will make the Vision and Mission of your organization operational.

The BSC then has a dual role to play in helping your organization.

As a Strategy Management / Implementation Tool it will help your organization

in validation / enhancement of Strategy and Business Plan and help evolve clear

consensus on the same. It will also allow articulation and communication of the

Vision and Mission into key strategic objectives and creation of Strategy Maps at

Corporate and Departmental levels, thereby aligning the entire organization to the

strategy. This ensures clarity and transparency in understanding and realization of

implications of the Vision on the key operating and support departments. Experience has shown that this will ensure that your organization remains a

Customer Focused Organization, which is so very important especially in todays

competitive world. It has also helped organizations in identification of new

customer segments and articulation of their expectations, as a part of their

customer service strategy. This helped in prioritization and alignment of all

strategic action plans that would help implement the strategy and made Strategic

Planning a continual process.

As a Performance Management Tool it will help organization remain pro-active

by ensuring an adequate balance between lead and lag measures

(Performance Drivers vis--vis Outcome Measures). Adopting a BSC framework

also ensures that the senior management no longer works in their own functional

silos thereby giving a macro perspective to them. BSC also provides clear

linkage and alignment of individual performance with enterprise performance and

provides flexibility in Key Result Areas (KRAs) depending on the business needs

of the organization. Most importantly, it helps deliver financial measures by

managing non-financial measures.

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4.4 Problems with Appraisal

Four persistent problems were also identified.

One concerned how to arrive at a single overall performance appraisal, often

needed for compensation decisions, based on a series of individual ratings and/or

narrative statements.

A second had been how to managers to follow a strictly merit philosophy, rather

than giving approximately the same percentage increases to everyone.

A third concerned how to get greater employee involvement in the appraisal

process, so that the appraisal process will become more of a joint problem-solving

discussion and less of a "tell and sell" session.

The final problem had been how to reconcile the developmental and

administrative requirements of an appraisal system, since an approach that

satisfied one was often found to be unsuitable for the other.

4.5. Some Key Steps That Can Take Toward Achieving Effective Performance

Appraisals--ones that can be used to validate the selection process as well as to make

decisions about pay or promotions:

(1) Select what performance data to collect

(2) Determine who conducts the appraisal

(3) Decide on a rating philosophy

(4) Overcome rating deficiencies

(5) Create a rating instrument

(6) Deliver useful information to employees

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(1) Select What Performance Data to Collect

One way to classify on-the-job worker behavior is by considering the three

"Ps"--productivity (what was done), personal traits (how it was done, conduct) and

proficiency (skill).

Productivity can be measured in terms of specific performance accomplishments.

Personal traits such as motivation, willingness to take criticism, cooperation, initiative,

dependability, and appearance (dress and grooming) may be considered. Personal trait

ratings are useful, even though they sometimes say more about how supervisors get along

with an employee than how well the employee performs on the job.

When personal traits are considered as part of a performance appraisal, specific

characteristics should be related to the job. Often, a personal trait issue can be translated

into an achievement. Instead of talking about worker dependability (personal trait), for

instance, one may want to address how well an employee reports on assignment

completions (productivity).

Proficiencyskill, knowledge, and abilityplays an important role in worker

performance. When appraisals address worker proficiency factors (e.g., AI skills for a

herdsman), they help assure worker interest in overcoming deficiencies that may be

blocking future performance or growth

(2) Determine Who Conducts the Appraisal

Input into the appraisal of worker performance may come from many sources including

the employee, co-workers, supervisors, subordinates, or even persons outside the

organization. Ratings from multiple sources usually yield more reliable performance

appraisals.

Employee Usually, but not always, the employee has a good understanding of his daily

performance and how it can be improved. Employees can be the most important persons

in the evaluation process; Nevertheless, employees have a vested interest in making

positive comments about their own performance, and no matter how motivated they are,

can usually benefit from outside evaluation.

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Co-workers At times co-workers have a better grasp for a colleagues performance than

the supervisor, but co-worker evaluations have a tendency to be lenient. Sometimes co-

workers hope management will read between the lines and praise irrelevant or

insignificant factors. At times a co-worker may be particularly hard on a disliked worker.Peer review is usually anonymous and several peers are involved in the evaluation. This

anonymity, while often needed, can also lend itself to abuses.

Supervisor Performance appraisal data obtained from the immediate supervisor is the

most common rating source. Supervisors are often in the best position to give workers an

honest evaluation. The danger in supervisory evaluations is the substantial amount of

power and influence wielded, often by the hand of a single rater.

Subordinate Formal evaluation by subordinates is unusual, although from time to timesubordinates may be asked for input into the evaluation of their supervisor. When

subordinates have an input into their supervisors evaluation, supervisors have been

known to improve their interpersonal relations and reduce management by intimidation.

Issues of anonymity and adequate sampling of subordinates may be important in

traditional appraisals.

Outside the organization Evaluations by outside clientele may be useful in instances

when there is much personal contact with outsiders or when the person being evaluated

knows more about aspects of the job than the farmer or supervisor.

(3) Decide On a Rating Philosophy

Performance appraisal data can also be classified according to whether employees are

compared against others or are rated against a standard.

Comparison against others. Normally, when comparing employees against each other, a

few employees end up at the top and a few at the bottom in what is known as a normal

distribution curve (also known as "grading by the curve," see Figure1). The majority end

up somewhere in the middle. Where the employee is ranked depends on how a person

performs in comparison to others.

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The principal advantage of the comparison method is preventing raters from placing all

employees in one category (for example, all superior). Two disadvantagesespecially

when very few workers are involvedinclude assuming (1) employees fall in a normal

distribution (there may be four excellent performers in a group of five, or none in a group

of three), and (2) there are similar differences in performance between two adjacent

employees, for instance, between those ranked 1 and 2 and those ranked 4 and 5.

Figure. "Grading by the curve" (normal distribution bell curve).

Increasing % of

workers in category

Poor ......Average...... Superior

Worker Performance

Rating against a standard permits a supervisor to classify employee performance

independently from that of other employees. Both supervisor and employee have a

reference point for accurately looking at an employees long-term performance growth.

Ratings against a standard do not preclude comparisons. While employees may typically

compare themselves to others, there is little to be gained by having the organization

promote such comparisons. They are likely to create envy, vanity and dysfunctional

competition. In a healthy organization, one employees success need not mean anothers

failure. If all can succeed, much the better.

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(4) Overcome Rating Deficiencies

Supervisory evaluations often suffer from numerous rating deficiencies:

One particularly good or poor trait may contaminate other performance areas

considered in the evaluation.

Once a worker is classified as a poor performer, it may take a long time for a

supervisor to notice the worker has improved.

Supervisors tend to remember events more recent to the evaluation. Workers,

realizing this, may strive to improve performance as time for appraisals near.

Supervisors may tend to rate workers as average, especially when rating forms require a

written justification for a high or low rating. Others may tend toward being either overly

strict or lenient. Lenient raters may later appear to contradict themselves (e.g., when a

worker is disciplined or does not get a raise.

Raters may also be influenced by an employees personal attributes such as

national origin, level of education, union membership, philosophy, age, race,

gender, or even attractiveness.

(5) Create a Rating Instrument

You can choose from several data collection and evaluation techniques, or rating scales.

Whatever instrument is used, it should provide meaningful information to both

employees and management.

There are a number of ways of classifying performance appraisal instruments. Data can

be presented in terms of critical incidents, narratives, or predetermined anchors.

A combination of approaches is often necessary to end up with a useful performance

appraisal. Appraisal instruments require substantial rater training if results are to be

meaningful.

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(6) Deliver Useful Information to Employees

This brings us back to sharing information with the employee (Negotiated Performance

Appraisal). Evaluations work best when workers know the evaluation criteria in advance.

Such areas of evaluation can form the basis for an intelligent conversation about

performance between supervisor and employee. In one farm operation a manager was

able to not only discuss a foreman's performance within his present job, but also the types

of skills that were needed if the foreman was interested in a potential promotion to

assistant manager.

Despite the importance of formal appraisals, an effective manager does not wait for

formal performance appraisal interviews to communicate with employees. Sharing

information about performance should be done frequently and in a positive manner.

There should not be too many surprises for the employee when both discuss the

evaluation. The negotiated performance appraisal, to a great extent, accomplishes the task

of removing possible surprises at a much deeper level, as it encourages candid

conversation between the individual being appraised and the supervisor.

Regardless of the approach taken, it helps to involve the worker in making plans and

taking responsibility for improvement. Allowing the worker to take a major role in the

performance appraisal interview does not guarantee the interview will be fun, but it can

do much to reduce its unpleasantness.

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5. METHODOLOGY

For doing any Research work, a well planned out Research design is devised so as to

facilitate the research work. It owes both time and resources.

5.1 Subject of the Research

The subject undertaken for the study is An Empirical Study of Recruitment and

Performance Appraisal System at TCS

5.2 Research Methodology

It was intended to carry out an exploratory study of the current practices in the field ofPerformance management System in the selected Companies.

Firstly a literature review was undertaken to understand various steps of appraisal

process.

Secondly the working of company was observed, current system was understood and also

the help of Branch HR and HR Executives was taken to understand their appraisal system

within the framework of purposed study.

The following parameters were considered while pursuing the project.

Period of performance Appraisal

Methods Followed

Grading System

Attributes Undertaken to appraise an employee

Link to reward system.

Lastly a questionnaire was prepared to gather employee views regarding performance

appraisal system, existing in TCS. Particularly aim was to measure the satisfaction

level of employees with the system.

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5.3 Purpose of Research

Since Performance Appraisal is a budding Concept, purpose of the study was to find out

the extent to which concept has taken its roots in the organization. The attempt is to

understand the problem faced by executives and the reasons for their reluctance, if any in

the adaptation of the concept.

The ultimate attempt however is to find viable solutions and to recommend ways for

making the system a grand success in the organization.

5.4 Objective of the study

To learn the HR processes of the organization.

To study the recruitment policys and procedures. To learn the ability to select a recruitment model that will improve the quality of the

present and future workforce of the organization.

To know about the learning and development of the organization.

To learn about the process of competency mapping and up gradation of competency

To learn the framework around how to achieve recruitment objectives

To Study and analyze the Performance Appraisal process of TCS.

5.5 Place of Research

TCS, Lucknow

5.6 Sampling

Research work if conducted on the entire population under study becomes too difficult to

conduct. It requires a very long time period and large resources. This sampling is done so

that a chosen number of people in the organization would represent the entire population.

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Quota sampling is done on the basis of Designations in TCS.

35% ITA (Information Technology Analyst)

15% ASE-T (Assistant system Engineer-Trainee)

50% ASE (Assistant system Engineer)

Sample Size

50

Sources of Data Collection

Primary data-Questionnaire is used to collect first in-hand data

Secondary data- Journals, Internet, Brochures, Magazines.

Review of Early Literature

The literature available form the department helped a lot to give an insight into the

subject.

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6. REPORT OF DATA COLLECTION

6.1 What is Performance Appraisal according to you?

15%

58%

23%

4% Practical Assessment

Impractical Necessity

Gimmick

Pretty Helpful

Fig. 6.1

Most of the respondents felt that Performance Appraisal is a n impractical necessity for

most of the organizations. They feel any organization can work with employees who are

efficient and loyal. 23% of the sample size feels that this system is nothing short of

gimmick. They are, one may say in line with the majority of the respondents.

A mere 4% feel that this system is helpful not only for the employees but also for

the organization. Less than one-fourth feels that the procedure is actually helpful.

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6.2 What kind of Performance Appraisal does your firm use?

94%

6%

Individua

Group

Fig. 6.2

A whooping 94% feel that the Performance Appraisal is done on the basis of individuals

which are appreciable. 4% feel that when evaluated on group basis the appraisal can be

done better as no individual alone can execute a complete task. Hence team effort needs

to be appre

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