Best Practices in Hr- the Journey of Tata Group

Businesses thriving in harsh environment have an archetype higher than in the flesh(predicate) profit. There is a familiar thread that drives them away for years. This common thread is represented in the core apprizes realised by the founding fathers. Businesses that integrate people with the broader goal of sustainability by this common cord are those that live. There is a pioneer of these value drive byplay practices in the history of corporate India, the TATA companying. Understanding the journey of Tata crowd in the perspective of HR practices squirt help us prove the role of people or employees in the success of an organization.For this let us understand the core value of the founding father of this business community. pic pic Jamsetji started the business when India was entering the final phase of colonization. Having met with obstruction and harassment in pre-independence India he adopted a bracing ideal for his business residential area capitalist economy. Acc ording to eminent Japanese scholar Haruo Funabashi Jamsetji had a more holistic perspective, however. His focus was not the trees exactly the forestthat is, not the individual stakeholders but the community in the largest intellect.All his efforts whether building a world assort hotel or sprawling townships, had been aimed at the greater good of community and nation. Community capitalism is a people first approach to business. Jamsetji was the stalwart of HR innovations. In a time when workers were treated as Cogs in roll up, he voluntarily considered their functional limitations. He provided them with benefits like eight second working day, bighearted medical aid and maternity benefits long out front the government mandated these provisions.By aligning his business aspirations with nation building he tenanted in greater community development. All this contributed towards creating a motivated workforce. pic The ideals of Jamsetji were carried frontwards by subsequent Tata organizeers. Each leader synergized these core values with new ones that were the call of his times. JRD Tata sometimes referred to as Chairmens chairmen brought about a value shift in the HR practices. He was a strong truster in a merit and believed in professional management of the group companies.It was this conviction that conduct him to steer the policies from man Resource management to Human Resource development by nurturing leaders. His commitment to merit and professionalism ultimately led him to form Tata Administrative services and Tata Management training centre that became reproduction grounds for future(a) business leaders. His vision served the group well. Russi Mody, Sumant Moolgaokar and Darbari Seth became beacons of Tata leaders and were instrumental in generating wealth for the group and the country.JRD overly understood the crux of the matter of successful labour relations. Tata steel became one of the first companies to have a dedicated Human resource depa rtment to make workers feel valued after there were frequent tense labour situation notwithstanding creation treated exceptionally well indicating worker discontent. JRD was quick to sense that workers had started to feel like parts of a machine. So he do them feel wanted by forming a department just for them. This is wherefore Tata group is considered champions in personnel relations. picThe next genesis witnessed Ratan Tatas phenomenal leadership that coincided with unprecedented economic liberalization in India. He envisioned a strategic plan of institutionalizing a stronger collective individuality of the Tata group in changing times. The new value he created can be held as Osmosis, a process of conveying cultures, beliefs and values across group. Efforts like displaying a common logo helped to ingrain common ethos in all Tata companies. But a bigger change had to be dealt with too, The ever-changing employee aspirations.Ratan Tata soon realized that the generation of em ployees he is dealing with wanted personal growth and career advancement. Ratan Tata aligned these personal pursuits with business goals by HR practices that can fall under Disruptive innovation. compound HR system, BSC, Brockbank model, HR gurukul, TBEM etc are all part of this alignment. Some whitethorn argue that such performance oriented system is against the core values of Jamsetji, who never believed in punishing the weak and rewarding the strong.But it cannot be ignore that with their present policies Tatas do reward the best but do not punish the weak. Performance based layoffs in Tata group are exceedingly uncommon. To sum up Ratan Tatas vision of Osmosis has only alter the foundations of Tata values across group. This belief is mirrored in the chivalry displayed by the Taj hotel staffs during the terrorist attack that was preceded by similar acts of the staff of another Taj group hotel in Maldives during the Tsunami in 2004. The future for both these companies throws t he challenge of working in a Flat world.With the Tatas going global with MAs and software exertion expansion communicating common values across cultures has become a problem. HR initiatives to meet this challenge are yet to be seen. The future roadmap for HR practices in the Tata group should account for the cultural dimension. The HR heads should also be prepared for a new generation of potential employees that is being prepared by a changed society and educational environment. Gauging needs and ambitions of this generation is especially important.Moreover with a change in top leadership this year speculations are high on the changes in HR management of Tata group References Toward a Sustainable Business Model for the 21st Century Haruo Funabashi www. tata. com visited on 10 September 2012 BEST PRACTICES IN HR- THE JOURNEY OF TATA GROUP THE OSMOSIS PERPETUATING plaza VALUES ACROSS COMPANIES AND CULTURES IN TATA GROUP THE VALUE SHIFT-FROM valet de chambre RESOURCE MANAGEMNET T O HUMAN RESOURCE DEVELOPMENT COMMUNITY CAPITALISM- vexation AIMED AT COMMUNITY BASED DEVELOPMENTFORNATION BUILDING In a free enterprise, the community is not just another stakeholder in business, but is in fact the very purpose Jamsetji Tata To be a leader, you have got to lead human beings with affection JRD TATA One hundred years from now, I post the Tatas to be much bigger than it is now. More importantly, I hope the base comes to be regarded as being the best in India, best in the manner in which we operate, best in the products we deliver and best in our value systems and ethics Ratan Tata