What was the mantra adopted by the HR to ensure the company strategy and people strategy are in sync to create employee value proposition?

HR planning is the mantra to achieve any objective in a given time constraint. Within a limited time frame the management of TCS designed, developed HR strategies, plans and programmes to address gaps like hiring/staffing, learning, career development and succession management and put an end to it.

The company changed its hiring strategy and started focusing on real-time talent management. Employee engagement through employee inputs were solicited via annual survey PULSE, using company’s much-touted digital portal, ULTIMatix allowing them to seek feedback from employees. Apart from this, opinion poll, open-house sessions, process improvement proposals and exit interviews were other measures taken to give full importance to employees.

TCS also introduced stress management which encouraged employees to de-stress by participating in Fun @ Work. Picnic, parties and get-together were organised to encourage employees to see the absurdity in their thought process, perception, and behaviour. This effort led to the reduction of cost associated with absenteeism, turnover, and decreased productivity.

To motivate employees, HR executives conducted appraisal twice in a year, one in the beginning for existing employees and the other at the end for employees hired specifically for various projects.

To build a quality talent pool, TCS started multiple learning and development programmes without investing much on recruitment during this phase. Some of them are:

• Academic Interface Program: To bridge the gap between campus and corporate, TCS was involved in strengthening bond with the academic community and get the best talent.

• Initial Learning Program (ILP): New engineering recruits were given a six-week ILP that focused in transforming engineers, from diverse disciplines, into software professionals which led them to the TCS way of life.

• Foreign Language Initiative (FLI): It was started keeping in mind the importance of learning new language to ensure cross-cultural sensitivity and tolerance. It enhanced TCS’ global culture.

• Ignite: This six-month learning programme was a transition for science graduates to the IT industry and the corporate world.

TCS’ investment in learning and development programmes for employees, competitive compensation, efforts to create a compelling work environment, empowering employees at all levels as a well structured reward and recognition mechanism managed to bring down its attrition rate at 11.4 per cent in 2010.

HR today has emerged as a strategic partner, an employee champion, and a change agent for modern organisations. Attracting, recruiting, retaining employees have become necessary to gain a competitive edge, improve profitability, inspire and sustain employee motivation. HR is no more considered a peripheral entity and no more has to face hard times during recession.

HR’s involvement is imperative to improve overall performance of an organisation and is considered an integral part of an organisation. Read more...

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