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Leveraging
loyalty
TCS has over 94,000 employees and will
add about 35,000 to its roster in an year. It
takes an extraordinary HR department to manage
such numbers
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The
workplace of the future
Fresh winds are already
blowing through offices, heralding the shape of
things to come. In this comprehensive feature, Satish
Pradhan, Group HR, paints the future workplace in
macro strokes, while S Padmanabhan, TCS,
Dr Sangram Tambe, Tata Motors and Yogi Sriram,
Indian Hotels, delineate the details |
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Transition
equation
Change management was
the key to the smoothness with which CMC
and VSNL have been transformed from public
sector entities to members of the Tata family |
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Make
way for the driver sahibas
Tata Steel's
Tejaswini project is a remarkable empowerment initiative
that has seen 23 ordinary women become operators
and drivers of heavy-duty machinery and vehicles |
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Holding
hands across the world
Maitree is a 60,000-strong
friendship and support network that plays the role
of companion, counsellor and guide to the far-flung
family of Tata Consultancy Services employees
and their kin |
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Enabling
the disabled
Titan's enlightened
policy of employing people with disabilities has
paid dividends for the company, while helping these
children of a lesser god turn their lives around |
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Friends
in deed
Somewhere within every
human being lies a longing to reach out to others.
Volunteerism — the mobilising of employees
for social causes — encourages that and more |
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Tender
is the adieu
Transparency and fairness
have been the cornerstones of the voluntary retirement
initiative implemented by Indian Hotels |
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The
shades of separation
Reducing workforce numbers
without subjugating employees to acute anguish is
an arduous challenge for the best of companies.
Tata Steel has shown there is a humane way
of doing this |
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Mentor
in the house
The Tata Management
Training Centre in Pune has played a vital role
in refining the skills and expanding the horizons
of young managers |
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The
lamp of rustic learning
Management training
at TAS and Indian Hotels includes
a slice-of-life experience of rural living and community
labour |
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Stars
in their eyes
Backed by the Taj Group,
the Institute of Hotel Management in Aurangabad
is nurturing a bright new breed of hospitality professionals |
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How
green is my valley
An extended pocket of
lush green in the heart of mining country, Tata
Steel's township in West Bokaro is a model of
what social investment in the community can achieve |
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An
idea called Jamshedpur
As India's oldest planned
city looks to reinvent itself, we cast a backward
glance at the philosophy that brought it into existence,
and the commitment that saw it evolve into a model
for industrial development |
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All
in a day's work
Employee empowerment
is the latest buzzword in business and a variety
of Tata companies are working overtime to place
their people in the driver's seat |
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Changing
the learning curve
The Tata Management
Training Centre is shifting focus to better
align itself with the requirements of the Tata Group |
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Empowering
people
Is globalisation an
imperative in today's business? What are the challenges
that define this path? Satish Pradhan delves
into globalisation from the HR perspective |
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The
integrated approach
The key to a successful
merger and acquisition is the effective integration
of people. Successful companies are made by good
people working at their full potential, says N.
Srinath, director (operations), VSNL |
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With
a little help from friends
Bonding, caring and
sharing is what defines Maitree, a forum that unites
the wider TCS community — employees
and their families — through a variety of activities |
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A
time for TCS
TCS came under
the microscope at a strategic leadership-training
programme conducted by the All-India Management
Association recently. Dissecting the organisation,
its many achievements and the challenges before
it were 80 executives from the cream of corporate
India |
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Working
wonders
Working with TCS
is an experience as enlightening as it is enriching.
And the organisation is now making it better than
ever before for its worldwide family of employees |
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The
people principle
Dr Wayne Brockbank,
professor of business at the University of Michigan
Business School, explains the 'why, what and how'
of human resource strategy, and where companies
can make the greatest gains |
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The
Taj's 'stars' shine bright
The Taj Group of
Hotels has just won the prestigious Hermes Award
2002 in the human resources category, and the prize
is for the 'special thanks and recognition system',
a programme so innovative and successful that it
has been patented |
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On
the leadership trail
With improved programmes,
faculty and facilities, the Tata Management Training
Centre in Pune is better equipped than ever
to meet its objective: making leaders of managers.
Director V. J. Rao explains how |
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It
is time to liberalise labour legislation
India's labour laws
were intended to be friendly to employees, but they
have ended up being anti-employment, says T.
Damu, vice president of the Indian Hotels Company,
who adds that a holistic approach based on 'welfare
economics' is required to pave the road to reform |
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Labouring
to exhale
India's antiquated labour
laws have undermined its competitiveness on the
global industry stage. Jamshed J. Irani,
director, Tata Sons, argues that changes are not
just necessary but essential for the country's entrepreneurial
efforts to come good in the new world economic order |
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Tata
Steel PEPs it up
A radical human resource
programme aims to add steel to the people who have
made Tata Steel the global leader in the
industry. K. A. Anantharam tracks a heavy metal
'change initiative' that is more than the sum of
its parts |
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A
star is born
The Taj Group of
Hotels is rewarding its own through a points-and-levels
programme that gives the company's finest employees
the chance to show their spurs — and get the
keys to the MD's kingdom |
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Grooming
new leaders
''With people-related
knowledge resources becoming a key competitive advantage
in today's world, the Tata Group has felt the need
to refocus its attention on leadership development,''
says R. Gopalakrishnan, executive director
of Tata Sons, and member of the Group Executive
Office, detailing the Group's new initiatives in
developing human resources |
