Content

Recognizing what builds Value Attention to Human Resource (HR) Practices The IRC in TCS Today Leadership Team at TCS Building the Talent Pool Establishing Goals & Strategies The IRC Balanced Score Card Workforce systems Empowerment Performance Management as a Motivator A Double Benefit

A vital component of an Information Resource Centre is its people Service systems and processes are conceived and implemented by people to benefit people In TCS, the Library or Information Resource Centre (IRC) underwent a change in Leadership in 2004 A well-equipped workforce with definable processes, goals and a holistic vision developed for sustainability

Need for structured practices and a strong team to build a good service line

Integrating disparate branch units to leverage from the others strength and collaborate effectively Transition into a closely knit network with common objectives and goals

Formation of a Leadership Team with defined responsibilities to strategize and evaluate opportunities
Clarity in role definitions and professional competencies Learning and development of competencies for improved services

The IRC in TCS Today

A specialized, technical information centre, focusing on information services in alignment with the organizations business needs

Large team strength comprising 100+ qualified IRC professionals

Professional competency built through continuous learning and development of skill and expertise

Leadership Team at TCS

Leadership in TCS begins with the organizations senior management who architects the vision, mission and values of the organization
The Global IRC Head reports to the Global HR Head of the organization Leadership team within the IRC unit comprises Global IRC Head, Senior Branch IRC heads and Corporate Process Champions Annual leadership summit LEXICON held to review the unit performance, exchange thoughts and plan future action Empowerment and succession plans in place

Building the Talent Pool

National level recruitment test and interview is held each year

Choosing the right staff

Opportunities

IRC network offers opportunities for associates to move laterally and hierarchically

Induction program held to ensure smooth transition into the IRC system

Establishing Goals & Strategies

Strategy deployment through the application of Balanced Scorecard (BSC) - a framework to establish targets and enable measurements of activities Standards are aligned to strategy through the BSC targets for Financials, Customer Service, Internal Processes and Learning & Development. The BSC defines goals that are required to achieve the strategic objectives of IRC.

The IRC Balanced Score Card

Perspective
Financial Management

Objective
Improve financial management by effectively utilizing the budget, optimizing and increasing electronic resources Focus towards customer requirements through interactions and ensure customer satisfaction Ensure high quality services and support processes

Key Performance Areas

Compliance to budget, resource mobilization Achieve optimization of Library resources (Consolidate organizational needs; share resources: use special offers / discounts etc.) High Associate Satisfaction Index (ASI) rating in surveys Customer feedback mechanism - analysis and action plans. Interact with Heads / Leads of Business Units/ Corporate Functions to understand requirement Compliance to IRC Service Level Agreements (SLAs) Deploy and share best practices Development of information resources and technical collection as per business needs Packaging of value added services like information alerts / bulletins and creation of market intelligent services Promotion and marketing of IRC services Automation, deployment of tools and technologies Standardization of internal processes and documents

Customer Satisfaction

Internal Process

Learning & Growth

Maximize human capital performance and ensure a healthy professional growth

Role based qualitative learning through internal & external trainings, workshops, seminars, professional programs, etc. Paper publication / presentations at seminars and conferences 9

Workforce systems

Interactions, Meetings, Corporate briefings Roles are assigned to associates based on competencies Structured role-based career path

Workforce optimization

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Empowerment
Empowerment through Information & Communication IRC associates are empowered to explore customer requirements Quarterly meetings Empowerment through Professional Development

Empowerment through Technology Fitted with state of the art technology to provide services that are efficient and effective Service Level Agreements (SLA) in place

Empowerment through Decision Making

Management

Attending

Approval Committee

learning courses, conferences, seminars IRC Newsletter LEaD provides platform for contribution of ideas

Quarterly briefings from Global IRC Head

Branch IRC Heads, Corporate Process Champions and Leads

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Performance Management as a Motivator

System of metrics developed to assess performance

Evaluation done twice a year - feedback mechanism facilitates discussions between appraiser and appraisee

Promotions considered for higher role

Service excellence and best performance rewarded

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A Double Benefit

Both beneficiary (i.e. the stakeholders) and benefactor (i.e. the IRC unit) gained from the transformation and the streamlining of HR practices

The IRC has transformed itself from a cost centre to a knowledge centre and moved up the value chain as an important resource of the organization

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Thank You

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