It has been a very tough but enjoyable journey. Three years ago, when we measured our employee engagement, we were in the bottom quartile of the auto/ auto component space. This was an eye-opener for us. First and foremost, it was important for us to sensitise our people on the importance of engagement. The next stage was to ensure that actual engagement was taking place linked to business results,” says Ajay Tandon, managing director and CEO at Tata AutoComp Systems.
Over the past few years, the company has worked on culture, VMV (vision, mission and values), leadership, performance (career development, learning, rewards and recognition), work process and task, and enhanced communication.
The auto component maker has started a culture building exercise called BRACE (Building effective teams, being Result oriented, Agile, Customer centric and demonstrating Excellence) to measure the efforts of their employees and recognise those who demonstrated these traits.
The company has rolled out a balance scorecard, linked KRA for its all employees and has been able to create a performance driven culture.
Siba Satapathy, president (people and engagement) and CHRO Tata AutoComp Systems, says, “We have tied up with BITS-Pilani that runs a dedicated course at our premise and ensures that the diploma holders gain an engineering degree. We have also tied up with Symbiosis University to offer an MBA programme to our graduates.”
We have run assessment centres for our top 300 people with the help of CEB. The feedback received is used to develop individual development plan for each of the concerned managers, Satapathy adds.
Haider@businessworld.in
BW Reporters
Haider Ali Khan is an alumnus of IIMC. He holds a degree in English Journalism from the prestigious campus. His passion includes Aviation, Technology, Politics and Sports.
