EYES OF JANUS:

EVALUATING LEARNING
AND DEVELOPMENT AT
TATA MOTORS

Prepared by Group 9

19PGHR12 Apoorv Singhal

19PGHR18 E Christine Priscilla
19PGHR30 Kunal Mahajan
19PGHR40 Shruti Asati
19PGHR49 Abhijith N
19PGHR59 Anika Singhal
Challenges faced by TML

• Large workforce in a fast-changing world that continuously needed to be trained,

updated, and upskilled

• Significant increase in the complexity of activities due to growth in terms of size,

product range and countries of operation

• Unstable financial performance and fluctuating profits

Can training be a solution?

• The idea of work and learning being two separate entities has now been replaced by the
idea that work is learning

• If employees are not continuously learning, they aren’t improving, creating,

innovating, competing, or keeping up with change

• Utilising the existing workforce to create an agile ecosystem that is capable of

responding to any challenge through training that is “just enough, just in-time and just
for me” would be an optimal solution

• An organisation that is robust, efficient and dedicated in its continuous self-

improvement through learning that will be able to navigate the market successfully
How can organizations build a learning
organization for effective talent
management?
• Holding summits where the best minds in the organisation come together to solve real
business issues, network and exchange of knowledge

• Initiatives like knowledge databases, e-learning portals, subject specific enthusiast

groups, incentives for peer-to-peer learning can be implemented to encourage a
culture of self-motivated learning

• Implementing training programmes that are “just enough, just in-time and just for
me” would be an optimal solution
E-learning, COPs and factors
facilitating them
Creating online platforms of knowledge sharing like e-learning and COPs are
highly beneficial because they provide employees with the ease of learning and
communication with their peers, that they might not have come across
otherwise.

Factors that can facilitate the creation of this culture:

• Adoption of online based learning platforms and apps

• Incentivisation of innovation at the workplace
• Redefinition of the concept of work to include a continuously evolving role
Assessment of the way TMA was built
and its programs delivered

• TMA was built in response to a gap that was felt in the workforce of TML
• Centred around business strategy, implementation, outcomes and evaluation
• Ensured that there was a continuous feedback mechanism and a curriculum that evolved with the
industry
• Flexible model that incorporated hands on field training with e-learning and classroom learning
• Centralized-decentralized model was customised and adopted according to need and efficiency
Ways by which we can embed
learning into HR strategy

HR strategy can encourage a learning culture by

• Investing in technology supported peer learning
• Ongoing developmental support to employees
• Incorporating line managers into the guidance network for employees.
• Focussed, practical and in depth learning options to the employees
Measure ROI on training -
difficulties in quantifying training
benefits
• Training can’t be immediately measured in terms of ROI

• The effects of a well trained, knowledgeable and agile workforce are visible in
the long run when the organisation continues to stay on top of the market.

• The effect of training on a single individual, other than in terms of the person’s
knowledge level can’t be adequately captured using existing frameworks.

• The ROI can be inferred and an estimate value obtained if we take into account
an individual’s knowledge, efficiency, alignment with the organisation and
change in market value
Thank You