HR Assignment
By: Abhilasha Singh
Roll number: 302
The major challenge Tata group faces is that majority people work in manufacturing sites
which are in remote areas or they work in tier 2 cities. This makes it difficult to get the right
people to work at these sites. Thus one of the major challenges is to attract and to retain
talent.
This challenge has got more acute in recent times. More and more want the ‘city life’ which
they cannot get if they keep working for Tata. It is a connected world and people are more
aware of what all they are missing out on. They are not able to fully retain top management
professionals as their first choice is to be in a city. Due to the remote location of their plants
which is far away from major cities, offering lucrative salaries does not help either. Thus, one
challenge is to make the sites more attractive.
Retention is a greater challenge than it was a decade ago. The best staff they get is from
campus recruitment. Eventually, after some years they get married and the spouse is also a
working employee. In this case, employee engagement plays a major role. During this time,
managers are trained to ensure that they are empathetic towards the employees. Managers are
trained such that they are sensitive not just towards task requirement but also towards their
job requirement. cross-cultural sensitisation is a major element. They have now, structured
the job in such a way that people have an assignment thus, they move to another location. As
soon as the job is done, they return. In old times, people spent a decade or more in
manufacturing and would stay through their working life in manufacturing. But now people
leave and take up another vocation. Companies have had to reconsider what they are doing.
The environment has changed, the economy has opened up and the focus has shifted from
industrial relations to managing your workforce in a manner that makes it competitive in a
globalised world. For someone in production and doing day-to-day work, the aspirations are
not all that many. If he has an issue, he must know who to approach and how to get it
resolved. If it gets resolved in a reasonable period of time — in best-case scenarios, as soon
as it is raised — he will not have any ground-level issues. Problems arise when the issue is
not settled quickly. Also of relevance is the increasing level of automation and the influx of
new technology. This means that the shop-floor worker has to be able to expand the range of
his skills continually. He may be very skilled in an old method, but if you automate the line,
the skilled become unskilled.
A major challenge in Infosys is of reining in higher attrition resulting from the senior
management churn and a drop in employee morale. The management changes could also
make clients cautious and competitors more aggressive. Significant churn in senior
management and a drop in employee morale leading to a rise in attrition could hurt Infosys'
performance, if not addressed. the company has indicated its willingness to meet key clients
to address any concerns they may have due to the events of the past few days. It could
hamper longer-term growth if senior management attrition continues... management churn at
Infosys would make clients cautious and competitors more aggressive. Talent of an employee
doesn't get recognition. It's an obvious thing when a single project has too many branches
being supported by a lot many developers. The one who puts his even the lamest works to the
frame, gets recognition. And if someone who keeps completing their tasks diligently without
seeking any credit, the lead gets advantage. This hampers the motivation f employees. All
credits of work done by juniors, the lead usually manipulate the performance ratings of the
team members. A manager may not know what all work has been done in a particular team
and by whom. All he does is taking a feedback from leads.