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Tata Motors

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Submitted By Nikhil
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Crafting a Compelling Employee Value Preposition for Tata Motors

This case has been prepared by Tata Motors Corporate HR for TML Case study competition- ‘Mind Rover’. This case study is recommended for being used for the ‘Mind Rover’ case study competition only and does not illustrate either correct or incorrect handling of an administrative situation. No part of this case can be used, reproduced or distributed in any manner without the approval of Tata Motors.

Crafting a Compelling Employee Value Preposition for Tata Motors

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As a part of his induction Prabir had visited Tata Motors’ manufacturing & assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune. He met employees at not just these manufacturing units but also the sales and marketing offices across the country and the R&D centres. “I think we are doing just the right things that any company should. However, I find one best practice in one location is very different from how it is practiced in another location. As someone who is still new to the culture, I am still to discover ‘One Tata Motors’ way of doing things when it comes to employee initiatives”. He had commented. Having said that, the average attrition rate of 9%, was way below the industry average of 13.3%. There were employees who had been in the system for 24 to even 35 years and they carried a lot of tacit knowledge. This needed to be transferred and documented for the next gen. What bothered Prabir was there were still some quarters of the organization which suffered from attrition which was more than the company and industry average. In particular, the Sales & Marketing functions and one of the Greenfield locations had an attrition of around 15%. With the talent requirement in the managerial cadre alone going up to as many as 3500 in 2011-12, Tata Motors may need a multi-pronged strategy to get the best in class

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