Eyes of Janus: Evaluating Learning and

Development at TATA Motors

CASE BACKGROUND
Tata Motors was established in 1945 and is the oldest and largest
automobile company in India.
In 2010, CHRO spearheaded the development and adoption of TMLs
human capital strategy which aimed at creating a culture of high
performance through a program called ACES(Accountability, Customer
and Product Focus, Excellence, Speed)
To respond to changing competitive environment and to redesign
human capital strategy, launch of TATA MOTORS ACADEMY (TMA) in
2011 and also introduced a NPI group to establish knowledge sharing
mechanisms.
TMA was initially launched as 14 day residential program, but was later
drastically redesigned.
TMA had Six centers of excellence: manufacturing; excellence and
innovation; operator training; commercial training; dealer
training; corporate training; and behavior training

RECOGNITION FOR TMA

Best Learning Organization-Asia (2011-2012)
Appreciation from the Assistant General Management of the Auto
Products Unit
79% of the employees agreed that TMA provided ample opportunities
to learn and grow, and 74% of the employees agreed that TMA
increased their work competency.

PROBLEM STATEMENT
To measure and quantify the return on investment of key initiatives of
TMA and report it on an ongoing basis.
 Eyes of Janus: Evaluating Learning and
Development at TATA Motors
CASE SOLUTION & RECOMMENDATIONS
Various metrics can be used to effectively measure the return on investment
on TMA such as:

Employee retention
Sales
Increase in operational efficiency
Quantifiable impacts on business objectives etc.