Talent Management at Tata Consultancy Services

Lakhwinder Singh Kang and Harpreet Sidhu
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Lakhwinder Singh Kang: Commerce and Business Management, Guru Nanak Dev University, Amritsar, Punjab, India. E-mail: lakwinder_gndu@yahoo.com
Harpreet Sidhu: Commerce and Business Management, Guru Nanak Dev University, Amritsar, Punjab, India. E-mail: harpreet.sidhu15@ymail.com

Global Business Review, 2011, vol. 12, issue 3, 459-471

Abstract: Tata Consultancy Services (TCS), established in the year 1968, is the largest provider of information technology (IT) and business process outsourcing (BPO) services in India. TCS retained its leadership position in the Indian IT industry with total income of Rs 219,477.6 million and net profit of Rs 46,962.1 million for the year ended 31 March 2009. TCS is an equal-opportunity employer and TCSers come from many nationalities and speak many languages. In February 2009, TCS changed its hiring strategy and started focusing on just-in-time hiring or real-time talent management. To build a quality talent pool, TCS started a programme called Academic Interface Programme (AIP). Also, various kinds of training programmes were conducted at TCS: Learning and Development, Initial Learning Programmme, Continuous Learning Programme, Leadership Development Programme, Foreign Language Initiative, Workplace Learning and Ignite. Compensation management system at TCS is based on the economic value added (EVA) model. TCS conducts appraisal of its regular employees twice in a year, and also at the end of the project in case of employees hired specifically for various projects. In order to identify its outstanding talent, TCS has been recognizing the contribution of its people in many ways.

Keywords: Talent management; recruitment; training; compensation; EVA (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:sae:globus:v:12:y:2011:i:3:p:459-471

DOI: 10.1177/097215091101200308

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