Tata and Ashok Leyland Hr Policies

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TATA MOTORS CHALLENGES and SUCCESS OF TATA MOTORS In 2000, the Commercial Vehicles Business Unit (CVBU) suffered its first loss in its more than fifty years history - Rs. 108.62 Million. Tata Motors resolved to adopt the Balanced Scorecard and Performance Framework as the key tool in the Endeavour to rebuild the Organizational Performance Chart. The challenges they were facing included the manual nature of the review procedures of such a huge structure was extremely difficult to implement and incredibly time consuming. Within two years Loss of 108.62 converted into profit of Rs 107million accounting for 60% Tata motors inventory turnover. In the beginning CVBU has started the Balanced Scorecard with only Corporate Level Scorecard; at this time they have expanded it to six Hierarchical Levels with three hundred and thirty one Scorecards, additionally looking forward to proliferate it to the lowest level of organizational structure One of the best policies with TATA motors is Executive selection scheme policy. The ESS is a jewel in Tata Motors overall profile as it provides a platform for every employee of the Company to perform and achieve maximum potential. HR POLICIES OF TATA MOTORS PMS & Training and Development Employees at TATA Motors are evaluated based on performance and merit. The company has customized the Performance Management System (PMS) for the requirements of different categories of employees-managerial, supervisors and bargainable employees. In the PMS system, Individual performance plans are cascaded from the Balance Score Card down to the smallest work unit, bringing business and customer focus to all levels and teams. Monthly and mid-course half yearly reviews are held to ensure resources; targets and training are in alignment with business needs. Employees have an opportunity to develop their own view of their performance

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