Visit hrmba.blogspot.

com for more project

reports, notes etc.

INDEX
Sr.No. Particulars Page No.
1 Index 2
2 Introduction 3-4
3 Aim of TCS 5
4 Objectives of Study 6
5 Type of Study 7
6 Sources of Data 8
7 Analysis & Interpretation 9
8 Conclusion
Profile
Tata Consultancy Services is India’s leading Information Technology (IT) and Management
Consultancy 2ptimize2ion. Established in 1968, TCS has completed 25 years of services to
buinsness, industry and government worldwide. It’s operations span over 40 countries. It has
successfully executed projects in areas such as banking and financial services, manufacturing
industries, energy, healthcare, transport, communications and tourism.

Employing more than 5500 (1996) professionals, TCS provides a wide spectrum of consultancy
services in the area of IT. These services cover all aspects of systems and software engineering
including information needs analysis computer hardware sizing and selection, systems analysis
and design, system conversion, 2ptimize2i software development and implementation, bureau
services and computer-assisted instruction.

Research and development play a critical role at TCS. The Systems Engineering and Cybernetics
Centre at Hyderabad (India) studies and analyses problems with a holistic perspective. It has
developed methodologies for understanding the increasingly complex organizational and societal
problems. The Centre functions as a nucleus for the dissemination of systems engineering and
cybernetics techniques in India.

The Tata Research Development and Design Centre, a division of TCS, is based in Pune(India).
The Centre specialices in applied research in information technology. Some of the areas of
2ptimize2ion2n are object oriented techniques, software engineering, artificial intelligence, expert
systems, CAD/CAM, image processing and microprocessor based instrumentation. Consultants at
TCS have access to a wide range of hardware – mainframes, mini-computers, personal computers
(PCs) and dedicated workstations. Some of the systems in TCS are the IBM ES/9000, IBM 3090,
IBM AS/400, RS/6000, VAX6000, DEC5000,Elxsi6400, SUN SEQUENT, TANDEM TXP, CLX and
VLX. In addition, there are mainframes and minis from Texas Instruments, Hewlett Packard and
others. Extensive use of software tools ensures quality and productivity 2ptimize2i 2ptimize2ion.

The company is listed on the National Stock Exchange and Bombay Stock Exchange in India.

Areas of business
Services
Tthe following TCS services help customers 2ptimize business processes and create resilient IT
infrastructure, ensuring faster business results:

2
  Consulting
TCS consulting services help enterprises transform the way of doing business by helping
them to optimize business processes, align IT with business requirements, support IT
operations, and design effective risk management strategies.

 IT services
TCS provides system integration and testing solutions, and application development and
management services that help companies make the most of their IT investments.

 Business process outsourcing

TCS works with enterprises worldwide, helping them focus on their core business while
accelerating outsourced operations and ensuring round-the-clock service delivery.

 Infrastructure outsourcing
The company partners with enterprises to make their IT infrastructure flexible, scalable,
and secure, while maximizing performance.

 Engineering and industrial services

Using the best technologies, processes, and competencies, TCS helps businesses to put
into practice their strategies in product development, and management of assets and
production.

Industries

TCS helps clients from various industries solve complex problems, mitigate risks, and become
operationally excellent. Some of the industries it serves are:

 Banking and financial services

 Energy and utilities
 Government
 Healthcare and life sciences
 Hi technology
 Insurance
 Manufacturing
 Retail
 Telecom
 Travel and hospitality

3
 Aim of TCS

Tata Consultancy Services’ Learning and Development centre prepares new recruits to take on the formidable
challenges that lie ahead. A look at the fascinating programme, and how it helps shape young graduates into
professionals

Tata Group’s leadership development programmes and processes aim to groom the managers of
today into leaders of tomorrow. In order to maximize the potential of its pool of managers, the
Group provides high-value, superior-quality training programmes that encourage cross-functional
exposure and allow for cross-company mobility, making it an important aspect of all leadership
development efforts. A selection of articles highlighting the Group’s leadership enhancing efforts
and conversations with senior executives on leadership issues are given below.

Grooming Globle Managers

The making of the global manager
R Gopalakrishnan, the executive director of Tata Sons, sorts out the leadership and managerial qualities
demanded by today’s worldwide order of business

The heart of excellence

Sunil Sinha, the chief executive officer of Tata Quality Management Systems, on the leadership imperatives
for companies facing today’s multiple challenges
The winning blend
Tata Tea’s Sangeeta Talwar underscores the need for family support and determination to scale the heights
of success
Knowledge plus
Grooming the managers of today into the leaders of tomorrow, that’s the broad objective of the Tata Group’s
leadership development programmes and processes
The Tata Management Training Centre
The Tata Management Training Centre (TMTC) aims to provide training to high performers within the Group
and to act as a cradle of change for Tata executives
TAS
TAS, formerly known as the Tata Administrative Service, was conceived by JRD Tata to select and groom
some of the best young Indians, provide them opportunities for professional growth, and use that pool of
talent as a group resource

4
Objectives

 To study the manpower & HRM & HRD Aspect of TCS.

 To find out the reason behind employee turnover.

 To find out the whether there is any strategy or policy of TCS to retain
there employees.

 To find out whether there is performance appraisal.

Labour Statue (Madras)

5
Type of Study

a) Diagnostic as it is done with objectives of enhancing organizational effectiveness.

b) It will be also descriptive in nature.
Source of Data

There will be two sources as under:-

1)Primary Data – This is generated by the following:
i)Interviews of Execuatives
ii)Questionairres
2) Secondary Data -
i) Articles on the Tata Group
ii) Adm Instructions & orders issued from time to time.
iii) Media Reports
iv) Website www.tcs.com
v) Human Resource Planning Second Edition –Dipak Kumar Bhattacharyya of
Excel Books Publications.

6
Analysis And Interpretation

Within the framework of the scope, the following tools will be employed for
analysis and interpretation:-
a) A critical analysis of the charter of duties of various appointments and
section
b) A Critical examination of assignment of duties to individuals so as to
assess the work load.
c) Application activity sampling for ascertaining mean work loads as per
month/per day for all jobs done.
d) Use of interviews questionnaires, observations and analysis of data
obtained.
e) Scientific evaluation of activities that can be profitably automated.

Application of the Study

This study will attempt to being about systemic,structural and functional changes
through its recommendations for optimal employment of manpower resources in
the TCS group.

7
Methodology And Approach

1) Concept:- Organization exist for people. The are made of people and for
the people and their effectiveness depends on the behavior and performance of
the people constituting them. There was a time when people were considered
liability. Today workers are considered a resource and an asset. Successful
CEO’s have made them into business partners with a stake in the successful
running of corporate enterprises. as organizations became large and complex
govt. interventions as a regulatory body increased. Thes all manpower planning is
tempered by not only economic, demographic, and socio-cultural aspects but also
political-legal aspects.
2) The objectives of the organizations help in determining the number of people
and their employment. Hence in effect, a clear vision of Organization Objectives
and its work culture is the start-Point for al aspects of manpower.
3) Effective utilization of manpower relates to establishing job-requirement and
determining the number of people required in relation to Organizational
objectives. Job requirement has now equally important ingredients the qualitative
and the quantitative facets of the job. Job analysis which remarks qualitative
demands of the jov is used to determine personnel specifications for
accomplishing the job effectively. Time study, Role Analysis, Historical Averages
and certain other modern managerial techniques are employed for determining
quantitative requirements. A realistic and effective manpower planning is not
merely restricted to the quantitative and qualitative assessment of manpower
needs.

4) Methodology for Manpower Calculations.

The manpower calculation is a deep study of the role of the each person and
each type of activity being performed by every individual. The activities are
required to be bonafied and authorized and should fulfill the objectives of the
particular department of section. The activities are required to be converted in to
total departmental/section/branch and quantified in terms of time units so as to
compare with the available man-hours.i.e.on basis of time the level of each
section can be designed.
5) As per qualification physical strength, mental capabilities, special skills the
work is divided. i.e. clerk Accountants, Manager, supervisor , peons etc.It is not
easy to quantify nor the results a true representation or a holistic picture of their
roles and importance in administration. Even similar job is not come in existence
same it is variable in nature.
Within the frame work of the Study the following approaches have been adopted:-

8
a)Critical analysis of the charter of duties of each section.
b) Critical examination of assignment of duties to each individual so as to assess
the work-load.
c) Application of activity-sampling for ascertaining mean workload per month/per
day for all jobs that are recorded and for which historical data is available.
d)Use of management techniques of interviews(Telephonic &
mailed)Questionnaire etc.to establish mean workload per month per day for which
no past-record as available.
e)Scientific evaluation of activities that can be profitable automated.
f)Analysis of applicability of standard norms to the working environment in
different sections.
6)The available monthly man hours for comparing the work-load have been
estimated and given below as per Govt.rule.for the purpose of calculations, leaves
such as special casual leaves, maternity and paternity leaves, absence due to
frequent bandhs.hartal (stricks) rail & road
Calculation of Number of Working Days per Month in Respect of Central Govt.
Employees.-
Sr.No, Particulars No.Of Days
a) Total Days in a year 365
b) Leaves
E/Leave 30
Casual Leave 12
Sundays 52
Saturdays 52
c) Holidays
Gazetted 17
Restricted 02
Total 165

d) Available Working days per year=365-165=200

e) Available Working days per month =200/12= 16.7 or 17 Days

The Above Calculation is Same for all Employees of Central ,State

Government & Private Sectors .

9
ANNUAL SURVEY OF INDUSTRIES, 2002-03 Vol. II REPORT
ON ABSENTEEISM, LABOUR TURNOVER, EMPLOYMENT &
LABOUR COST IN SAMPLE SECTOR

LABOUR TURNOVER

Labour Turnover is an important parameter which indicates the over all

health of an industry or an establishment in terms of wages, industrial relations,
working conditions and other welfare facilities provided to the workers. Labour
turnover, which refers to the movement of employees in and out of a business,
measures the extent of change in the work force due to accession (total number
of workers added to employment) and separation (severance of employment at
the instance of workers or employers) during a particular period of time.

High Labour Turnover causes problems for a business. It is costly, lowers

productivity and morale and tends to get worse if not dealt with. Labour Turnover
does not just create costs, but some level of Labour Turnover is important to bring
new ideas, skills and enthusiasm to the labour force. A natural level of Labour
Turnover can be a way in which a business can slowly reduce its workforce
without having to resort to redundancies. A high level of Labour Turnover could be
caused by many factors:

a) Inadequate wage levels leading to employees moving to competitors,

b) Poor morale and low level of motivation within the workforce,

c) Recruiting and seeking the wrong employees in the first place, meaning they
seek more suitable employment, and

d) A buoyant local labour market offering more attractive opportunities to

employees.

Statistics relating to Labour Turnover, showing the rates of accession and

separation in respect of the directly employed regular workers, average number of
employment of workers and the percentage of factories reporting labour turnover
during the year 2002, have been presented in Tables 3.1.1, 3.1.2, 3.2.1 and 3.2.2.
State-wise, Industry-wise and Sector-wise analysis of Labour Turnover is given
below:

3.1 Labour Turnover in States

The highest rate of Labour Turnover tends to be among those workers who
have recently joined in an establishment. Longer-serving employees are more
likely to stay, mainly because they become used to the work and the business
and have an established relationship with those around them.

10
 State-wise Labour Turnover among directly employed regular workers
during the year 2002 is presented in Table 3.1.1. At all India level, 60.08 percent
of the factories reported Labour Turnover in their establishments. At all India level,
the rate of accession during the year 2002 was recorded as 19.20 percent as
against 19.27 percent during the previous year. Whereas, the overall separation
rate was reported as 18.24 percent as against 19.18 percent in 2001. This
indicates a net accession or increase of around 0.96 percent in the employment of
directly employed regular workers in Sample sector during the year 2002. It is,
however, observed that the increase in employment of directly employed regular
workers was mainly due to increase in such employment in Private Sector (1.07
percent). Both Public Sector and Joint Sectors witnessed a net decrease in
employment of such workers by 1.95 percent and 2.79 percent, respectively.

Among States the highest rate of accession was observed in Punjab

(54.08 percent) followed by Haryana (35.22 percent) and Uttar Pradesh (27.32
percent), respectively. On the other hand, the highest rate of separation was also
observed in Punjab (49.03 percent) followed by Haryana (32.09 percent) and
Jammu & Kashmir (27.06 percent). The lowest rate of accession was recorded in
West Bengal (4.61 percent) followed by Kerala (6.10 percent) and Assam (6.13
percent), whereas the lowest rate of separation was observed in Assam (5.28
percent) followed by West Bengal (5.33 percent) and Kerala (8.35 percent).

There were 11 States where accession rate was observed to be more

than 20 percent and 9 States where separation rate was recorded to be more
than 20 percent.

3.2 Labour Turnover in Industries

Industry-wise rates of accession and separation during the year 2002

have been presented in Table 3.1.2. During 2002, the highest rate of accession
was recorded at 115.14 percent in industry group '142-Mining and quarrying,
n.e.c.'. The lowest rate of accession was reported in industry group ‘182-Dressing
and dyeing of fur, manufacturing of articles of fur‘ at the rate of 3.33 percent. The
highest and lowest separation rates were also reported in the industry groups
'142-Mining and quarrying, n.e.c.' (120.12 percent) and ‘182-Dressing and dyeing
of fur, manufacturing of articles of fur‘ (1.67 percent), respectively.

Out of 63 industry groups, separation rate was higher than accession rate
in 30 industry groups, meaning thereby, a net decrease in employment of directly
employed regular workers during 2002 in these industry groups.

3.3 Labour Turnover in Sectors by States

State-wise and Sector-wise Labour Turnover amongst directly employed

regular workers during the year 2002 is presented in Table 3.2.1. At all India
level, among sectors, the rate of accession was highest at 19.43 percent in
Private Sector, followed by 14.56 percent in Joint Sector and merely 7.62 percent

11
in Public Sector. Like-wise, at All India level among sectors, the highest rate of
separation was reported in Private Sector (18.36 percent), followed by Joint
Sector (17.35 percent) and Public Sector (9.57 percent). It is observed that at all
India level both Public Sector and Joint Sector witnessed a decrease in
employment of directly employed workers by 1.95 percent and 2.79 percent,
respectively, during the year, whereas, in Private Sector a marginal increase in
employment of such workers of 1.07 percent was recorded.

In Public Sector, the highest rate of accession at 56.40 percent was

observed in Rajasthan, whereas, the lowest accession rate of 0.82 percent was
observed in Kerala. In Joint sector, the highest rate of accession at 59.66 percent
was observed in Himachal Pradesh, whereas, the lowest accession rate of 0.99
percent was recorded in Orissa. In Private Sector, the highest and lowest rates
of accession were reported in Punjab (54.78 percent) and West Bengal (4.26
percent), respectively.

The highest and lowest separation rates, in Public Sector, were observed
in Daman & Diu (44.44 percent) and Chattisgarh (0.93 percent), respectively. In
Joint Sector, the highest rate of separation was also recorded in Punjab (53.32
percent), whereas, the lowest rate was reported in Goa (0.66 percent). In Private
Sector, the highest and lowest separation rates were reported in Punjab (49.37
percent) and Assam (5.07 percent), respectively.

3.4 Labour Turnover in Sectors by Industry

Industry-wise and Sector-wise Labour Turnover amongst directly employed

regular workers in 2002 is presented in Table 3.2.2. In Public Sector, the highest
rate of accession at 104.65 percent was observed in industry group ‘014-
Agricultural and animal husbandry service activities, except veterinary activities',
whereas, the lowest rate of 0.20 percent was recorded in industry group ’222-
Printing and service activities related to printing’. In Joint Sector, the highest rate
of accession at 47.73 percent was recorded in industry group ’151-Production,
processing and preservation of meat, fish , fruit, vegetables oils and fats',
whereas, the lowest rate of 0.41 percent was recorded in industry group ‘222-
Printing and service activities related to printing‘. In Private Sector, the highest
accession rate at 115.14 percent was observed in industry group '142-Mining and
quarrying, n.e.c.', whereas, the lowest rate of 3.33 percent was observed in
industry group '182-Dressing and dying of fur, manufacture of articles of fur’.

On the other hand, in Public Sector, the highest rate of separation (127.91
percent) was reported again in industry group '014-Agricultural and animal
husbandry services activities, except veterinary activities', whereas, the lowest
rate of separation (0.85 percent) was reported in industry group '291-
Manufacture of general purpose machinery’. In Joint Sector, the highest rate of
separation (120.22 percent) was observed in industry group '210-Manufacture of
paper and paper product’, whereas, the lowest rate (0.41 percent) was reported in
industry group '222-Printing and service activities related to printing’. In Private

12
Sector, separation rate was the highest (120.12 percent) in industry group '142-
Mining and quarry n.e.c.', whereas, the lowest rate of separation (1.67 percent)
was reported in industry group '182-Dressing and dying of fur, manufacture of
articles of fur’.

Reasons of Labour Turn over in TCS

A)Performance Appraisal- Performance Apprasal means analysis,review or
evaluation of performance or behaviour analysis of an employee.It may be either
formal or informal, oral or documented, open or confidential.In general we fine the
foramal appraisal system in a documented form.It is alaso an important
management activity.I is also called as “Annual Confidential Report”.

Annual Confidential Report Rating Out of 10

Normal rating are as under-
Rating Explanation
09 Outstanding
08 Above Average
07 High average
05-06 Average
03-04 Below

In TCS there is a 05 Points rating system

The Spoke person Pradipta Bagchi told to media that Performance Appraisal is
every year Cycle.If in one Appraisal cycle anyone is rated below 2 they put them
on PIP(Performance improvement plan)
Under this they are givan extra training.Even after this if their rating is below 2
Then they are asked to look for another Jobs.
Primary Functions of performance appraisal are:
1) To identify and define the specific job criteria Many organization at the
beginning of the year set key performance area(KPS) or Key result areas (KRAs)
for employees based on mutual discussions.
2) To measure and compare the performace in term of the defined job criteria,
ARAs & KPAs are also designed so that they can help in measuring job
performance in quantitative or qualitative terms.
3)to develop and justfy a reward system, relating rewords to employee
performance.
4) To identify the strength and weakness of employees and to decide on proper
placement and promotion.
5) To develop suitable training and development proframmes for enriching
performance of the employees.
6) To plan for long-term manpower requirements for overall improvement of the
organization.

13
7) To identify motivational reinforcers, to develop communication systems and
also to strengthen superior-subordinate relationships.
B) Frequent Absenteeism
C) Heavy work-load
D) Old age & Technological Obsolescence
E) Location of work (transfer at such place not so easy to reach daily)
Solution
1)To refresh employees mind, for Change & to reduce their work load Company
must arrange tours, get-together, picnics Programme.
2) To motivate the employee they must gave Compensation, reward incentives to
the employees.
3) Try to reduce the gap between top management & employees.
4) Try to maintain interpersonal relationship with between top management &
employees.
5) Try to find out the reason behind their low performance & Maintain the good
relationship with employees.
6) Company should arrange workshop & other programmes such as soft skill
stress management programmes for employees.

Conclusion
For healthy & wealthy organization growth the top management must consider
their employees as Fixed Asset. The goodwill of a company depend upon good &
prompt product/service which is wholly depend upon the company’s employees.
So to reduce the employee turnover the TCS must have take too much care while
doing the performance appraisal & try to maintain good relationship.
Now days employees are interested in their own development & career
planning. Unless & until employee does not get any benefit they never gave their
100 % attention towards their work/task/job. Company must take extra advantage
of employee’s this tendency to achieve their goals.

Visit hrmba.blogspot.com for more project

reports, notes etc.

14