Analysis of Training and Development Programs in TCS

ANALYSIS OF TRAINING AND DEVELOPMENT
PROGRAMS IN TCS AND INFOSYS
A Dissertation Report Submitted in partial fulfillment of requirements for the degree of
Bachelor of Business Administration
Submitted by:
Roshni Kar
(Regd. No - 66324UT18050)
Submitted to:
Dr. Diptimayee Sahoo
(Senior Faculty, TACT)
Trident Academy of Creative Technology
Bhubaneswar, Odisha, India
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Table of Contents
Sl no. Contents Page no
1 Guide Certificate 3
2 Examiner Certificate 4
3 Acknowledgement 5
4 Undertaking 6
5 Introduction 7-19
6 Profiles of selected companies 20-36
7 Literature review 37-40
8
Research Methodology 41-42
9 Data Analysis 44-49
10 Findings and Suggestions 50
11 Conclusion 51
12 Bibliography 52
2

GUIDE CERTIFICATE
This is to certify that the project report entitled is a bonafide work on
“Training and development program in TCS and INFOSYS Ltd .” being
submitted by Roshni Kar (66324UT18050) to Trident Academy Of Creative
Technology, Bhubaneswar in partial fulfillment of requirements of
degree of Bachelor of Business Administration (BBA) is a original work
carried out under my supervision and guidance .
Signature of Principal
(Dr. B. K. Mohanty)
Signature of H.O.D Signature of Guide
(Dr. Nargis Begum) (Dr. Diptimayee Sahoo)
3

EXAMINER CERTIFICATE
This is to certify that Miss Roshni Kar (66324UT18050) of
Trident Academy Of Creative Technology has successfully
completed the dissertation work in “Training and development
program in TCS and INFOSYS Ltd.” under the requirement of
partial fulfillment of Bachelor of Business Administration. Her
work is satisfactory.
Internal Examiner External Examiner
4

ACKNOWLEDGEMENT
I would like to express my deepest gratitude to all those
who provided me the possibility and opportunity to
complete this report. A special gratitude to my project
guide Dr. Diptimayee Sahoo whose contribution in
stimulating suggestions and encouragement helped me in
writing this report.
Above all, I express sincere gratitude to the Great
Almighty, the author of knowledge and wisdom for his
unending love and support.
5

UNDERTAKING
I declare that the project work presented in this report titled
“Training and development program at TCS and INFOSYS Ltd.”
submitted to Trident Academy of Creative Technology in the partial
fulfillment of the requirements for the dissertation in the degree of
Bachelor of Business Administration (BBA) is my original work to the
best of my knowledge. I have neither plagiarized nor submitted the
same work for the award of any other degree.
Date: 10/08/2021 Name: Roshni Kar
Place: Bhubaneswar (66324UT18050)
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1. INTRODUCTION
1.1 Training and development
Training and development is the field which is concerned with organizational
activity aimed at bettering the performance of Individuals and groups in an
organizational setting. It is a combined role often called Human Resources
Development (HRD), meaning the development of “Human” resources to remain
competitive in the marketplace. Training focuses on doing activities today to
develop employees for their current jobs and development is preparing
employees for future roles and responsibilities. It carries out an analysis that the
objective of training and development is to create creative learning organizations
which ensure that employees through value addition can effectively perform their
jobs, gain competitive advantage and seek self growth , this measurable
performance resulting from good training and development, shall enhance
organization development. It is a process of transferring information and
knowledge to employers. It is equipping employers to translate that information
and knowledge into practice with a view to enhancing organizational effectiveness
and productivity, and the quality of a management of people. It should be
considered along with education policies and systems which are crucial to the
development of human resources.
TRAINING
Training is concerned with imparting developing specific skills for a particular
purpose. Training is the act of increasing the skills of employees for doing a
particular job. Training is the process of learning a sequence of programmed
behavior. In earlier practice, the training program focused more on preparation for
improved performance in particular jobs. Most of the trainees used to be from
operative levels like mechanics, machine operators and other kinds of skilled
workers. When the problems of supervision increased, the steps were taken to
train supervisors for better supervision.
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DEVELOPMENT
Management development is all those activities and programs which when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments.
Thus, management development is a combination of various training programs ,
though some kind of training is necessary, it is the overall development of the
competency of managerial personnel in the light of the present requirement as
well as the future requirement. Development, an activity designed to improve the
performance of existing managers and to provide for a planned growth of
managers to meet future organizational requirements is management
development.
Training and development is at the heart of an organization that seeks continual
growth and improvement. It is a process of learning provided to new and existing
employees acquiring knowledge and technical skills and developing attitudes of
behavior in order to be more effective in their jobs. In the world of competitive
economies, the globalization of markets and the technological frenzy are not
enough for the enterprises to be productive. Their survival and growth depend
not only on the speed of their adaptation to new technological, economic and
consuming conditions but on the level of their human resource development as
well. One of the contributing factors to increasing interest in workplace training is
that the workplace is considered a multimillion-dollar enterprise in which
employees learn new skills designed to help them keep their organizations
competitive in an increasingly global economic environment. In a study published
in Workforce Economy (2001), it was reported that more than 90 percent of the
companies provided a variety of management, leadership and communication
training to employees. This included such training topics as «time management,
problem solving and decision making, public speaking and presentation skills,
management change, and strategic planning. (Corporate Training Delivery, 2001,
p. 7).
1.1.1 Need and Importance of training and development
In the dynamic work environment it is important for companies to improve the
skill of their manpower. It is critical for employees to learn new things and
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enhance their skills to meet the work competitions in the business environment.
Thus, the training and development programs run by the company are beneficial
for both organization and employee.
Need
● The training and development activity is required when a company revises
its objectives and goal to adjust to the changing market conditions.
● Companies often endorse training and development programs to improve
the performance of the employees.
● The training and development is needed to set up a benchmark of
performance which employees are expected to achieve in a financial year.
● There is always a need for training and development efforts to teach the
employee new skills such as team management, communication
management and leadership behavior.
● Training and development is also used to test new methods of enhancing
organizational productivity.
Importance
● In Human Resource Management (HRM) Training and development is an
important aspect when a company wants optimum utilization of their
manpower.
● Training and development is a key for the succession planning of the
organization as it helps in improvement of skills like team management and
leadership.
● Training and development activities are vital to motivate the employee and
to increase their productivity.
● Training and development in HRM is a significant aspect to develop a team
spirit in the organization.
● Training and development programs are also important from the safety
point of view as it teaches employees to perform jobs properly without any
life risk.
● From the organizational point of view the training and development
programs are important tools to increase profitability and enhance
corporate image.
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Fig 1.1
1.1.2 Objective of the Study T&D
The Major objective of the study is to analyze the role of training and
development in an organization development. The following are the specific
objectives of the study.
● Training and development helps in optimizing the utilization of human
● resources.
● Training and development helps in increasing the productivity of the
● employees.
● Training and development helps in creating a better corporate image.
● Training and development helps in inculcating the sense of team work,team
● spirit, and inter-team collaborations.
● Training and development helps in improving the health and safety of the
● organization thus preventing obsolescence
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1.1.3 Approaches to T&D
Reactive Approach
The traditional approaches to training can be generally termed as reactionary,
driven by tactical delivery of technical skills in bricks and mortar, classroom
training and where training is seen as an event oriented activity.
Proactive Approach
In the learning organization this approach aligns all learning activities with the
corporate business strategy, and its focus is on developing competencies.
Active Learning Approach
In this approach, trainees play a leading role in learning by exploring issues and
situational problems under the guidance of their facilitator. The trainees learn by
asking thought provoking questions, searching for answers, and interpreting
various observations made during the process. The active learning approach has
its lasting impact on learning since it helps in long-term retention and finding
better solutions in challenging situations. In today’s fast paced world, continuous
learning is essential to success. Individuals need to learn to succeed in life and at
work. Companies need to ensure their employees continue to learn, so they can
keep up with increased job demands and so the company can gain or maintain
competitive advantage.
1.2 Discussion
1.2.1 Training and Development
1.. Identification of Training and Development Needs
Managers are expected to discuss training and development needs with each of
their staff at least annually as part of the Performance Review and Planning
process. The training and development needs of staff newly appointed to their
positions should be discussed within four weeks of their taking up the position,
whether or not they are new to the organization.
(ii) Internal Training and development Sessions
The Training and Development Unit organizes training for staff on all campuses
sites and can set up specific sessions to meet identified needs for a department or
section group of departments, or occupational group. Computing Services also
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administers an ongoing programme of courses for staff and other organization
sections and departments offer training sessions for staff as needs arise.
(iii) External Training and Development
Organization sponsored staff attending external courses from time to time the
organization may decide to send staff to specific external courses. Depending
upon the nature of the course and the time frames, nominations may be sought
by the Director Training and Development from appropriate managers.
Representation will be decided by the Nominations sub-committee of the Training
and development Advisory Committee in accordance with the criteria outlined
below. Fees (and approved travel and accommodation where applicable) will
generally be met from the recognizing training budget. Any other incidental costs
are the responsibility of the nominating department or section. Staff members
supported from this budget are generally expected to submit a brief report to the
Director, TDU, and where appropriate, may be expected to pass on the knowledge
and skills gained to a wider group, for example through seminars or workshops.
1.2.2 Training and Development Its Role in Achieving Organization goals
Is investment in the area of training and development linked to the bottom line
within the business. Increasingly, high performing organizations today are
recognizing the need to use best training and development practices to enhance
their competitive advantage. Training and development is an essential element of
every business if the value and potential of its people is to be harnessed and
grown. Many studies have highlighted the clear links between well designed and
strategic training and development initiatives and the bottom line within the
business. The image of an industry and of individual employers is also influenced
by the extent and quality of staff training and development. Potential employees
in such an open labor market will assess the track record of prospective employers
in this vital area. Career Progression and development is an increasingly attractive
or even basic requirement for many such employees. In today’s business climate
where all industries are experiencing staff and skills shortages, companies are
faced with stiff internal and external competition for
quality employees. Each employer who invests seriously in the area of training and
development will reap the benefits of an enriched working environment with
higher levels of staff retention as well as increased productivity and performance.
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1.2.3 Training and Development Goals in an organizational development
The types of training and development goals identified will depend on the
personal and organizational objectives identified through the strategic planning
process and the agreed appraisal procedure. In any event the goals shall, as a
minimum standard, take account of the following.
● The mission
● The Values
● The strategic objectives of the college
● Equal Opportunities Policy
● Requirements for core competencies
● Continuing personal and professional development
● Requirements for professional and vocational qualification in further
education
● Requirements for professional, vocational and workplace updating
● Requirements for organizational change
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Fig 1.2
1.2.4Training Need Identification for a company
Training need identification is a tool utilized to identify what educational courses
or activities should be provided to employees to improve their work productivity.
Here the focus should be placed on needs as opposed to desires of the employees
for a constructive outcome. In order to emphasize the importance of training need
identification we can focus on the following areas: -
· To pinpoint if training will make a difference in productivity and the bottom line.
· To decide what specific training each employee needs and what will improve his
or her job performance.
· To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.
Identification of training needs (ITN), if done properly, provides the basis on which
all other training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity as people's
learning is important to them, and the reputation of the organization is also at
stake.
Identification of training needs is important from both the organizational point of
view as well as from an individual's point of view. From an organization's point of
view it is important because an organization has objectives that it wants to
achieve for the benefit of all stakeholders or members, including owners,
employees, customers, suppliers, and neighbors. These objectives can be achieved
only through harnessing the abilities of its people, releasing potential and
maximizing opportunities for development. Therefore people must know what
they need to learn in order to achieve organizational goals. Similarly if seen from
an individual's point of view, people have aspirations, they want to
develop and in order to learn and use new abilities, people need appropriate
opportunities, resources, and conditions. Therefore, to meet people's aspirations,
the organization must provide effective and attractive learning resources and
conditions. And it is also important to see that there is a suitable match
between achieving organizational goals and providing attractive learning
opportunities.
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Training need analysis is of 3 types -
● Organizational need analysis
● Job need analysis
● Person need analysis
T&D Department Teams
● Corporate training team
● Organizational development team
● Training dept is divided across different verticals
Training Methods
● Panel
● Demonstration
● Seminar
● Conference
● Lecture
● Training Methods
● Self-Discovery
● Simulations
● Case Studies
● Role Playing
● Mentoring
● On-the-job training
● Movies/Videos/Computer based Trainings
1.2.5 TYPES OF TRAINING
There are different, major forms of learning and development. We're most
familiar with formal and other-directed forms of learning and development that
include the strong attention to the systematic structure and evaluation of the
learning and development, especially as used in schooling. That is somewhat
ironic, because the most common forms of learning and development are
informal and self-directed — they occur without strong attention to a systematic
design and evaluation and without many experts guiding us through those
experiences.
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INDUCTION TRAINING: Induction training is a type of training given as an initial
preparation upon taking up employment. Its goal is to help new employees reach
the level of performance expected from an experienced worker. It often contains
information about the organization like the key people in the company, the
procedures and rules being followed, the layout of the firm's operating facility,
health and safety measures and security systems. An attempt may also be made
to introduce the individual to key employees and give an impression of the culture
of the organization, it is a critical time for the employer to gain commitment from
the employee, and the latter to understand the expectations, targets and so on.
The induction provides a really good opportunity to socialize and brief the
newcomer on the company's overall strategy, performance standards, etc.
Induction training should, according to TPI-theory, include development of
theoretical (T) and practical (P) skills, but also meet interaction (I) needs that exist
among the new employees. Just as in schools, sometimes the work place may
have "bullies'', who may give the new employee the wrong impression of the
company or organization at first. These programs can play a critical role under the
socialization of the organization in terms of performance, attitudes and
organizational commitment.
The following areas may be included in induction training:
• Learning about the duties of the job
• Meeting new colleagues
• Seeing the layout of the premises
• Learning the values and aims of the business
• Learning about the internal workings and policies of the business
ON-THE-JOB TRAINING (OJT): As the name suggests its being on the job,
On-the-job training takes place in a normal working environment, using the actual
tools, equipment, documents or materials that trainees will use when fully
trained. On-the-job training has a general reputation as most effective for making
the new incumbents understand work and adapt to work easily. On-the-job
training is the most fundamental type of training. It is estimated that organizations
spend three to six times more on OJT than on classroom training. OJT is the
easiest kind of training to implement and can be effective where the job is
relatively simple, such as clerking in a store. Intricate jobs require a more intense
training effort as more variables are introduced into the system. The flow of
on-the-job training is relatively straightforward. As an employee gets hired they
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immediately begin to be trained by doing, or watching others for a while and
imitating them. This “other” could be an experienced employee or supervisor that
takes the new employee “under his or her wing” to show how to perform job
duties. This type of training can have either positive or negative results, depending
on the skills and habits of the person being imitated. OJT has some advantages
such as when the employee is being trained, the trainer—a manager, or a senior
employee—has the opportunity to build a good relationship with that employee.
OJT also costs less as the training place is the same as the work place. The training
can have positive effects on employee morale as it teaches them not only skills
related to the specific tasks they do at work but also trains them with the ability to
think critically and solve problems that sometimes can be applied to their normal
lives. Plus as time becomes a critical source, OJT is potentially the most effective
means of facilitating learning in the workplace. There are some drawbacks to OJT,
as it is one of the most poorly implemented training methods and has
shortcomings like, lack of a structured training environment, poor training skills of
management, lack of defined job performance criteria. To establish an on-the-job
training program a company needs to assess the needs of the organization as well
as the skills of the employees to determine the training needs then design the
training to determine what the training needs are and evaluate the effectiveness
of the training.
The main methods of on-the-job training include:
● Demonstration / instruction - showing the trainee how to do the job
● Coaching - a more intensive method of training that involves a close
working relationship between an experienced employee and the trainee
● Job rotation - where the trainee is given several jobs in succession, to gain
experience of a wide range of activities (e.g. a graduate management
trainee might spend periods in several different departments)
● Projects - employees join a project team - which gives them exposure to
other parts of the business and allows them to take part in new activities.
Most successful project teams are "multi-disciplinary"
OFF-THE-JOB TRAINING: Off-the-job training takes place away from normal work
situations — implying that the employee does not count as a directly productive
worker while such training takes place. Off-the-job training has the advantage that
it allows people to get away from work and concentrate more thoroughly on the
training itself. This type of training has proven more effective in inculcating
concepts and ideas. The employee is sent to another location outside the business
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to learn a skill or acquire important knowledge. Off-the-job training may include
(1) Lectures and demonstrations
(2) Simulations, role-plays and game
(3) Self-study
(4) Attending external courses
(5) Second, which means that the employee is temporarily taken away from
his/her routine job in order to gain further experience elsewhere.
The advantages of off-the-job training are:
(1) Specialists can be used to instruct the employees
(2) Training can be more concentrated
(3) It is more suitable for theoretical instruction
(4) It can be less stressful.
The disadvantages of off-the-job training are:
(1) There may be no direct link between the training and the job
(2) It can be artificial
(3) Trainers may not know the specific conditions of the employment
(4) It is usually more expensive
(5) Employees cannot work whilst they are being trained.
However, off the job training is generally more expensive than on-the-job training,
although it is noted that the full costs of on-the-job training are not always
calculated. One of the main criticisms of off-the-job training is that it requires the
trainees to transfer what they have learnt to their work situation. Classroom
training may provide a theoretical approach on how to deal with a situation and
this may be supported by the use of role-plays or simulations, but actually putting
the skills to use in the workplace cannot be assumed as happening. Off-the-job
training is not restricted to classroom based instruction. It can also include reading
books and company material, learning through computer based programmes (e
learning, online learning), workshops etc. For training to be 150% effective, the
trainer must possess certain skills. Not only must they be expert at the skill they
are training, they also need to know how people learn and be able to present the
information in a way that the learner will be able to understand and use. To
conduct on-the-job training, the trainer will usually demonstrate the task to be
learnt and ask questions of the trainee to keep them involved and make them
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think. Training incorrect procedures could lead to a spreading of bad habits, so
management must ensure checks on the process.
Having realized the importance of training and development in Human Resource
Management of any contemporary organization, this project focuses on the
training and development program in MNCs like TCS and INFOSYS.
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2. PROFILES OF SELECTED IT COMPANIES
2.1 TCS: TATA CONSULTANCY SERVICES
Tata Consultancy Services Limited (TCS) is a subsidiary of the Tata Group, an Indian
information technology consulting and business solutions company which
operates in 46 countries worldwide. TCS Limited was founded in 1968 by a division
of Tata Sons Limited. Its early contracts included punched card services to TISCO
(now Tata Steel), working on an Inter-Branch Reconciliation System for the Central
Bank of India. In 1975 TCS made an electronic depository and trading system
called SEMCOM for Swiss companies. TCS also established India's first software
research and development center called Tata Research Development and Design
Centre in Pune, Maharashtra. On 25 August 2004, TCS became a Publicly Listed
Company.
Some important aspects related to TCS are mentioned below.
TCS is one of the largest employers of women with 35.3% of women employees.
TCS became the first Indian IT company to reach $100 billion market capitalization
with a value of $102.6 billion in Bombay Stock Exchange and a second Indian
company ever after the Reliance industries that achieved the same in 2007.
TCS is ranked 10th on the Fortune India 500 list in 2018.
It is the world's 9th largest IT service provider by revenue.
TCS is ranked 64th overall in Forbes World's most innovative company ranking,
making it the highest-ranked IT services company ever.
In the latest, TCS, the biggest software services company, has added 12,000 jobs in
the first quarter of 2019 and sent offer letters to 30,000 fresh graduates building
the employment level in the country.
One of TCS' first assignments was to provide punched card services to a sister
Concern, Tata Steel (then TISCO) (Services, 2013). It later bagged the country's
first Software project, the Inter-Branch Reconciliation System (IBRS) for the Central
Bank of India. It also provided bureau services to Unit Trust of India, thus
becoming one of the first companies to offer BPO services.
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TCS Company Organization Heads
1) N.Chandrasekaran is the chairman of the Tata consultancy services.
2) Rajesh Gopinathan is the CEO and Managing Director of Tata Consultancy
Services.
TCS Mission Statement
“To help customers achieve their business objectives by providing innovative,
best-in-class consulting, IT solutions and services & to make it a joy for all
stakeholders to work with us.”
TCS Vision Statement
TCS vision is to “decouple business growth and ecological footprint from its
operations to address the environment bottom-line. The green approach is
embedded in our internal processes and services offerings...... From green
buildings to green IT to a green supply chain, our mantra is to grow sustainably
and help our customers achieve sustainable growth through our green solutions
and service offerings” .
Tagline of the Company
Experience Certainty.
Headquarters of the Company
Mumbai, Maharashtra, India
Products & Services Provided
● Banking
NCS, FIG, BankonABM (Activity/Performance Based Management), ISBS, ALMITY,
eTreasury , eBankWorks, Riskscan , finDNA
● Accounting
E.X. Next Generation 1.5, E. X. Personal Investment Manager, E.X. Personal
Accountant
● Insurance
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Apollo TARABS Reinsurance System,
PDA Quotation System, Quantum
Product Designer Workbench
Integrated Insurance Management System (IIMS)
● Financial Services
Network Custodial Service, Financial Industry Gateway, eClearSettle , e-Integrated
Brokerage System,
TradeX
esecurity , Tata-Dhruvam ™, Tata-Saakshi ™, OCSP Validation Server , FileSigner
™, FormSigner ™
● Manufacturing
CemPac ™, FACTORe
● Healthcare
Tata MS, SmartClinic , Tools, MasterCraft , Infrex , DataClean
● CAD/CAM Products
High-end MCAD
Product Data Management
NC Simulation Software
Design Collaboration
Mainstream CAD
Plastics Simulation
Mainstream CAE
● TCS Knowledge Products
I. Exegenix® Intelligent Document Conversion Solutions®
II. TCS Digital Certification Services - Public Key Infrastructure - PKISuite
III. TCS Certificate Validation Server
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● TCS Engineering Products
i. TCS Direct Metal Deposition CAM
ii. TCS Stand Alone Post Processor
iii. TCS Smart Box - Next Generation Industrial Controller Development
Framework
iv. TCS Sevak - Self Service Terminals
v. TCS Rapid Sigma - Six Sigma Solution for Continuous Improvement
vi. TCS Teamcenter for Medical Devices
vii. TCS Enterprise Integration and Control Environment(Certified as "Powered
by SAP NetWeaver®.")
viii. TCS Teamcenter for Softlines, Hardlines and Footwear - Retail
ix. VERICUT - Machine Simulation Software
TCS Life Sciences& Healthcare Products
• Med Mantra - TCS Hospital Management and Information Solution
• TCS Clin-e2e -Clinical Trial Management Solution
• TCS Silicone Ambulatory ECG Device and Solution
• TCS Bio-informatics Solution
TCS Banking & Insurance Products
• Tata Accounts Receivable and Billing System (TARABS)
• TCS xCOS™ - Accelerated Customer On-Boarding Solution
Geographical Presence
TCS is a global leader in technology and consulting services. It enables clients in 46
countries to create and execute strategies for their digital transformation.
A part of the Tata group, TCS has 3, 95,000 associates (including subsidiaries)
representing 131 nationalities, spanning across 46 countries as of March 31, 2018.
The company generated consolidated revenues of US $19.09 billion( a growth of
23

8.6% over the previous year) for the year ended on March 31, 2018, and is listed
on the National Stock Exchange and Bombay Stock Exchange in India.
TCS Branches in India
I. Jaipur
II. Chennai
III. Ahmedabad
IV. Baroda
V. Mysore
VI. Hyderabad
VII. Pune
VIII. New Delhi
IX. Gurgaon
X. Mumbai
XI. Lucknow
XII. Nagpur
TCS Company Awards and Recognition
● “Best Blockchain Breakthrough of the Year” at the 2019 FTF News
Technology Innovation Awards.
● Artificial Intelligence Excellence Award in the Self-Awareness category,
2019.
● TCS New York City Marathon App won the MediaPost Appy Award.
● World Intellectual Property Organization’s (WIPO’s) IP Enterprise Trophy.
● America’s Most Community-Minded Information Technology Company.
● Fastest Growing Brand of the Decade in IT Services globally by Brand
Finance.
RECRUITMENT AND SELECTION AT TCS
The recruitment process at TCS starts at the Project/ISU by the Resource
Management Group (RMG). Any requirement or vacancy in a project, the
business/ISU is first checked against internal availability of resources with the
RMG.The requisition is thus opened by RMG with the creation of RGS ID. These IDs
map the requirement with a particular and act as a reference number for that
particular vacancy (skills, experience, and the role taken in tandem). Once the
24

RMG reports the unavailability of internal resources, the requisition is then passed
on to the Talent Acquisition Group (TAG).
TAG at TCS is broadly classified into teams, one dealing with recruitment of
Experiences Professionals (EP) and the other with Campus Recruitment. The EP
team has an internal sourcing team and a team of recruiters handling specific
technology skill set like Java, Oracle, Sap, Mainframes, Testing, etc.
Once the requirement for the projects reach TAG, it allocates the task of
sourcing profiles of eligible and interested candidates to the Internal Sourcing
Team. The internal sourcing team makes the task of corresponding with the
candidates who have applied through TCS’s online portal careers.tcs.com and
scheduling interviews for them during the planned weekend recruitment drives.
The Sourcing team also sources profiles through job sites like Naukri.com,
monster.com etc. And sends invites to candidates who clear the basic eligibility
criteria of TCS. There might also be candidates who have been referred by
employees in TCS through the BYB referral (Bring Your Buddy) scheme or those
who have been referred by placement vendors who are in contract with TCS. The
initial screening of profiles is done by the sourcing team. (Ajit C. , 2010)
One the day of the walk-in the candidates are first screened during the
registration process at the venue. Scheduled candidates or those referred through
Placement Vendors are usually informed to create their online profile in the TCS
online portal. These candidates also undergo the initial screening process at the
registration. Information about a person’s professional qualifications and
experience can be obtained from their Curriculum-vitae (CV) and their written
applications. This information needs to be verified as far as possible before the
person is hired. The First step is to affirm the candidates meet the basic eligibility
criteria of TCS.
During the review of CV and written application certain clarifications are
asked for such as:
• Unexplained gaps in employment history
• Unanswered or partly answered questions
• Inconsistent information
• Past Employers
• Frequent job changes
After the registration Process eligible candidates are put through the Interview
Process. The interview process of TCS has three stages:
• Technical Interview
• Management Review
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• HR interview
TRAINING AND DEVELOPMENT AT TCS
In TCS there is ILP the initial learning program for 23 days at their main
training centers that is induction after that they will be sent to the locations where
they are recruited for stream specific training. There are exams in between and
their performance will affect their salary. The most effective learning and
development programs have following features in corporate:
▪ Strategy driven: All training and development programs should align with
overall organization strategic goals and yield business results .In TCS, the
function of the training group is to interact with the functional group heads
and business leaders and understand the skill sets needed for the
organization to compete in the market and develop them. The training
needs of the organization are captured in this way for both long and short
term. By identifying the training needs, the training group head designs a
training plan for the employees which will be deployed after approval from
the CEO.
▪ ROI: The training program should be measured as every other business
activity; it must show a return on investment either on short term or long
term. In TCS training feedback collected at regular periods from both the
trainees and the functional heads help in measuring the impact of training.
▪ Methodologies: Learning & Development methodology used on TCS are
e-learning, computer-based training, classroom training, knowledge sharing
sessions & continuous educational program in reputed institutions.(Sharma
A. , Chaturvedi, Bansal, & Mishra, 2009)
RETENTION STRATEGIES USED BY THE TCS
COMPENSATION
Compensation constitutes the largest part of the employee retention process.
The employees always have high expectations regarding their compensation
packages. Compensation packages vary from industry to industry. So an attractive
compensation package plays a critical role in retaining the employees.
Compensation includes salary and wages, bonuses, benefits, prerequisites, stock
options, bonuses, vacations, etc. While setting up the packages, the following
components should be kept in mind:
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Salary and monthly wage: It is the biggest component of the compensation
package. It is also the most common factor of comparison among employees. It
includes Basic wage House rent allowance Dearness allowance City compensatory
allowance Salary and wages represent the level of skill and experience an
individual has. Time to time increases in the salaries and wages of employees
should be done. And this increase should be based on the employee’s
performance and his contribution to the organization.
Bonus: Bonuses are usually given to the employees at the end of the year or on a
festival. Economic benefits: It includes paid holidays, leave travel concession, etc.
Long-term incentives: TCS provides long term incentives include stock options or
stock grants. These incentives help retain employees in the organization's startup
stage.
Health insurance: Health insurance is a great benefit to the employees. It saves
employee’s money as well as giving them a peace of mind that they have
somebody to take care of them in bad times. It also shows the employee that the
organization cares about the employee and its family.
After retirement: It includes payments that an Employee gets after he retires like
EPF (Employee Provident Fund) etc.
Miscellaneous compensation: It may include employee assistance programs (like
legal assistance, etc.), discounts on company products, of a company car,
etc.(Sharma A. , Chaturvedi, Bansal, & Mishra, Project Report, Fore School of
Management,2009)
CAREER PLANNING AND DEVELOPMENT IN TCS
Guaranteed high motivation levels at TCS through competitive compensation
packages, stimulating job content, outstanding development opportunities, and,
not the least, an innovative recognition mechanism. The various ways in which
TCS recognizes its people are listed below (Sharma A., Chaturvedi, Bansal, &
Mishra, . A Report on Project Report, 2009)
1. Project milestone parties — to encourage the efficient execution of projects.
2. Recognition of star performers / high fliers — to recognize outstanding talent.
3. Nomination to covet training programs — to encourage self-development.
4. Best project award — to promote a spirit of internal competition across work
groups to foster teamwork.
5. Best PIP award — to encourage innovation and continuous improvement.
27

6. Best auditor award — to acknowledge participation in critical support roles
7. Spot awards — to ensure real-time recognition of employees.
8. Recommendations for new technology assignments / key positions — to ensure
career progression and development of employees' full potential.
9. Performance-based annual increments — to recognize high performers. Early
confirmations for new employees — to reward high- performing new employees.
10. Long-service awards — to build organizational loyalty.
11. EVA-based increments — to ensure performance-based salaries.
12. On-the-spot recognition —to guarantee immediate reorganization of good
performance.
Equipped with the training programs at TMTC (The TATA Management
Training Centre), the extensive Labs at ISABS and ISISD the constant exposure at
conferences, the HR team is a formidable one and at the cutting edge of HR
technology. The HR team at TCS is transcending from its traditional "maintenance"
role to a new developmental role. Designing training modules for Senior Project
Leaders on Performance management, facilitating the implementation of P-CMM
(being done for the first time in Asia) or designing a Balanced Scorecard for the
team, the HR group is at the forefront, rubbing shoulders with the technology
experts.
PERFORMANCE APPRAISAL AT TCS
The objectives of performance appraisal, point out the purpose which such an
exercise seeks to meet. What needs emphasis is that performance evaluation
contributes to TCS’s competitive strength. Besides encouraging high levels of
performance, the evaluation system helps identify employees with potential,
reward performance equitably and determine the employee's need for training.
Specifically, performance appraisal has helped the TCS gain competitive edge in
the following ways.(Dutta A. ,2010)
TCS conducts two appraisals:
o At the end of the year
o At the end of a project.
Appraisals are based on Balanced Scorecard, which tracks the achievement of
employees on the basis of targets at FOUR levels.
o Financial
o Customer
o Internal
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o Learning & Growth
The financial perspective quantifies the employee’s contribution in terms of
revenue growth, cost reduction, improved asset utilization and so on.
The customer perspective looks at the differentiating value proposition offered by
the employee.
The internal perspective refers to the employee’s contribution in creating and
sustaining value.
The learning and growth are self-explanatory.
The weightage given to each attribute is based on the function the employee
performs. Based on their individual achievements, employees are rated on a scale
of one to five (five = “superstar”). If employees get a low rating (less than two) in
two consecutive appraisals, the warning flags go up. If the poor performer
continues getting low scores then the exit option may be considered. Over the
years the TCS has found the pattern that leads to maximum decline
performance- boredom. TCS's performance management system has
metamorphosed into one that emphasizes objectivity and a system that mandates
performance evaluation against predetermined criteria. What deserves special
mention is the active participation of the senior management in the
determination of guidelines for the performance appraisal process. The process
ensures buy-in of the employees since the guidelines for the rating system and its
conversion into money terms is not unilaterally decided by HR but is a consensus
of a cross functional team with representation from all levels. TCS's performance
appraisal system is supported by an online system called the Human Resource
Management System- an Oracle Developer 2000 based tool. TCS however widely
encourages informal feedback discussions between Project Leaders and Team
Members and this concept has found an overwhelming appeal among the people.
29

2.2 INFOSYS LIMITED:
Infosys Limited is an Indian Information Technology company that provides global
business consulting and information technology services. Infosys helps clients in
45 countries to create and execute different strategies for their digital
transformation. Infosys helps businesses to renew & improve existing conditions
so that their business can achieve higher efficiencies and stay relevant according
to current times. Infosys has more than 200,000 employees and through their
hard work & dedication, Infosys has grown to become a US $10.9 billion (revenues
FY18) company with a market capitalization of US $39 billion.
Infosys Limited formerly known as Infosys Technologies Limited was established in
the year 1981 by N. R. Narayana Murthy and a team of six other engineers in
Pune, India with an initial capital investment of just US $250.
● In the year 1993 Infosys went public and introduced an employee stock options
program.
● In 1994, Infosys moved its corporate office from Pune to Bangalore, India.
● In the year 1999, Infosys became the first Indian IT company to be listed in
NASDAQ thus making it the costliest share on the market at that time in India. In
the year 1999, Infosys was among the 20 biggest companies by market value on
the NASDAQ.
Organization Heads
1. N.R. Narayana Murthy is the founder of Infosys.
2. Salil S. Parekh is the CEO and managing director of Infosys.
3. Pravin Rao is the chief operating officer of Infosys.
Infosys’ Mission Statement
"To achieve our objectives in an environment of fairness, honesty, and courtesy
towards our clients, employees, vendors and society"
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Infosys’ Vision Statement
"To be a globally respected corporation that provides best-of-breed business
solutions, leveraging technology, delivered by best-in-class people."
Infosys Tagline
“Powered by Intellect, Driven by Values”
Headquarters of the Company
Bangalore, Karnataka, India
Infosys Products and Services Offered
Infosys provides software development and its maintenance services to a wide
array of companies from different fields such as insurance, finance, manufacturing
etc. Some of the important work related platforms used in Infosys are
● Mana which is now called NIA - Next Generation Integrated AI Platform.
● Edge Verve Systems which includes Finacle, a banking solution with various
modules related to corporate & retail banking.
● Infosys' own analytics platform called as Infosys Information Platform. Infosys
consulting is a global management consulting service
Geographical Presence
By the year 2017, Infosys had 116 development centers across the globe along
with 84 sales and marketing offices. Its major presence is in India, United States,
China, Australia, Japan and Europe.
Infosys branches in India
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I. Bangalore
II. Bhubaneswar
III. Chandigarh
IV. Chennai
V. Gurgaon
VI. Hyderabad
VII. Mysuru
VIII. Mumbai
IX. Jaipur
X. Mangalore
XI. Pune
XII. Thiruvananthapuram
Infosys Awards and Recognition
● Infosys won the Platinum Award at the Asset Corporate awards.
● At the 13th Indo-American Corporate Excellence Awards 2017, Infosys won the
Responsible Business and the Indo-U.S. Trade Driver of the Year Awards.
● Infosys tax team won the “Asia’s best in-house tax team” award for the year 2017
awarded by Euromoney.
● Infosys won the Golden Peacock Environment Management award for the year
2017.
● Infosys won the awards for Best CEO, Best CFO and Best Investor Relations for the
year 2017 in All Asia Executive Team Rankings by Institutional Investor magazine in
the field of Technology/IT Services.
● Infosys won the Best Company in India at the 20th Finance Asia Platinum Awards
for the year 2016.
32

RECRUITMENT AND SELECTION IN INFOSYS
A feeling of energy and vitality, of freshness, of a place where people work in
a campus like facility and culture, are unafraid to voice new ideas, of a place
where there is minimal hierarchy (Sharma B., 2011). Robust people management
practices enable Infosys to create this environment for its employees. This is what
distinguishes Infosys among other technology companies, enabling Infoscions to
excel and innovate in what they do for their clients and in what they stand for as a
company.
SOURCES OF MANPOWER SUPPLY:
Infosys upgrades from within only for managerial positions, but only to some
extent. Because upgrading from within is considered better as the employee is
already familiar with the organization, reduces training cost, helps in building
morale and promotes loyalty. If no one capable for managerial position is found in
its internal source, it looks out for external sources. For the posts of technicians,
engineers, floor managers etc., it looks out for external sources which include;
agencies, institutions and websites. Infosys prefers external recruitment and
mainly takes help from agencies and institutions as it’s a 148 giant company and
internal recruitment proves to be inadequate as its yearly targets are very high.
SELECTION PROCESS:
Initial Screening is done on the basis of applicants and applications. A preliminary
interview is conducted so as to select the suitable candidate who can go through
further stages of interviews. The company establishes as many hypotheses about
the candidate from the details provided in the application form. It then decides
what areas of information it needs to explore or investigates more specifically
during the interview? Company sees to it that no judgment is passed about the
candidate based only at this level. What drew here is hypotheses and not
conclusions.
EMPLOYMENT TESTS AND INTERVIEWS:
Logical test, English test, Vocabulary, Reasoning, Essay writing and other tests;
Mental or intelligence test, Mechanical aptitude test, Personality test, Graphology
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test and Medical test. Formal interview, Patterned interview, Non-directive
interview, Depth interview, Stress interview, Panel interview and Mixed interview.
Job seekers are invited back after they have passed the first initial interview.
Middle or senior management generally conducts the second interview, together
or separately. More in-depth questions are asked to the candidate and the
employer expects a greater level of preparation on the part of the candidates.
Finally background check and physical examination are taken up before the final
decision is taken. After all these processes follow up is done, i.e. the selected
person is induced and placed in the right job.
TRAINING & DEVELOPMENT AT INFOSYS
It is very essential for the company to upgrade its workforce regularly to
compete in the global market. To overcome this challenge, Infosys provides
training and development opportunities to its employee’s right from the start. The
company has bagged many awards from the American Society for Training and
Development as the world’s best company for providing best training and
development opportunities to the employees. The company is known best for its
Global Business Foundation School which runs the program for all fresh
engineering graduates who join Infosys and prepare them for the technical and
environmental opportunities present in the market. The Global Business
Foundation School has various centers all over the world.
Infosys has achieved awards for its Global Education Center which was set up in
2005.This center provides training not only in technical skills but also in the soft
skills. It also provides leadership program to new entrants to develop leadership
qualities. New engineering recruits undergo a 14.5 weeks ‘Initial Learning
Program’ operated by the company. This aims to transform engineers from diverse
disciplines into software professionals and initiates them into the Infosys way of
life. After joining Infosys, induction is given to the employees, addressed by N. R.
Narayana Murthy by an audio visual presentation. During the program, the new
hires are groomed to shed their ‘campus frivolousness’ and assume their new
roles as professionals and corporate citizens. In the induction program, the core
values of the company are presented before the employees. Inside the company,
technical as well as soft skills have its own significance. The main focus of the
company is always on developing technical skills but they also give emphasis on
various skills like leadership qualities, global business etiquette, interpersonal
34

skills, communication skills, management skills, analytical skills, decision making,
etc. (Dwevidi & Ladiwal,2011)
RETENTION STRATEGIES AT INFOSYS:
The $6-billion firm has come up with a program called Talent Strategy for
2015, drawing inspiration from James Surowiecki’s Wisdom of Crowds. The idea
drawn from the book is that decisions taken by groups are often better than those
made by an individual. Infosys will apply this principle to improve revenue per
employee, deal with the large number of global hires, and stem attrition
(Gupta D. ,2011).
The company faced attrition of 17.5% in the October-December 2010 quarter.
Its peers Wipro and TCS faced attrition of 21.7% and 14.4% respectively, in the
150 period. And like other large IT majors, Infosys has typically witnessed a fleeing
of talent with 3-8 years’ experience.
A focus on assertive talent development is a key aspect of Infosys’ employee
retention strategy (Infosys, 2006). The emphasis on talent development has
enabled the company’s workforce to remain highly adaptable in a changing
environment. In 1994, Infosys became the first company in India to conceive and
implement Employee Stock Option Plans (ESOPs). The concept of sharing wealth
wit employees was unprecedented in the Indian industry, and encouraged other
Indian companies to offer similar incentives.
Infosys has emphasized the culture of the ‘Infoscionfamily’ – a culture where
employee participation is encouraged, feedback is valued and the action is never
delayed. There are several forums through which employees can impact company
policy and future direction. STRAP, the Annual Strategy Retreat, is a forum of
Infosys leader across the globe, focused on strategy formulation and
action-planning. The Voice of Youth allows young minds to influence overall
corporate strategy, while IWIN, a forum for women employees, functions as an
advisory body to ensure inclusive management policies and decisions.
CAREER PLANNING AND DEVELOPMENT IN INFOSYS:
Infosys believes in creating a favorable work environment that is committed to
equipping the employees with the skills and competencies necessary for their
career and personal growth (Durai P., 2010). It first establishes a best fit between
an employee’s career aspiration and its requirements. Then it develops several
35

career streams for its employees to achieve their career progression and career
goal accomplishments. These career streams are project management, customer
interface, technical, program management, consulting (enterprise solution) and
consulting(domain competency).Charged with the responsibility of developing
human assets in a fast paced environment, career management at Infosys faces
two challenges: a shift from a focus on technical expertise in the career to a focus
on management expertise, and the speed with which this refocusing must be
accomplished (Anton, HRM Practices at Infosys,2011).
PERFORMANCE APPRAISAL AT INFOSYS:
Performance appraisal is a rigorous comprehensive process at Infosys, tied to
the future development of the individual’s skills and capabilities. First an
evaluation of personal skills is carried out for the tasks assigned to an individual
during the appraisal period. The criteria used to evaluate performance on tasks
are derived from the business goals and include: timeliness, quality of work,
customer satisfaction, developing others, knowledge dissemination, peer
satisfaction with the team, increased business potential and developing optimal
task solutions. The company has also launched an internal job posting mechanism
and the concept of personal development plans, on the basis of 360-degree
feedback (Mutsuddi I., 2011).
PerforMagic is the online performance appraisal system at Infosys (Surana P.,
Gulati, Khera, & Zutshi, 2010) It is used by all employees, except temporary
employees. Any employee who has been with the company for more than one
appraisal cycle is eligible for appraisal. Performance appraisals occur twice a year
–the mid-year appraisal is in May and the annual appraisal is in October. There are
two components in the PerforMagic appraisal that are used to track overall
performance during the appraisal period. The two components are: Goals and
Competencies.Once the Self-Appraisal has happened, the appraiser sets out time
for a Performance Interview. At this interview, the work done by the appraised in
the last appraisal cycle is discussed and the appraiser tells him/her the ratings he
has given the appraise in the various measures/ competencies. Reasons and logic
for the same are given. Apart from this, goals for the next appraisal cycle are set
out. The appraiser and appraise need to agree on these goals. Other than goals for
the Performance Measures and Individual Utilization Measures, training goals are
also set out.
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3.LITERATURE REVIEW
As defined by Richard Beckhard, “Organization development” (OD) is a planned,
top down, organization-wide effort to increase the organization is effectiveness
and health.
OD is achieved through interventions in the organization’s “Processes” using
behavioral science knowledge. According to warren Bennies, OD is a Complex
strategy intended to change the beliefs, attitudes, values, and structure of
organizations so that they can better adapt to new technologies, markets, and
challenges. Warner Burke emphasizes that OD is not just “anything done to better
an organization,” It is a particular kind of change process designed to bring about a
particular king of end result OD involves organizational reflection, system
improvements, Planning and self analysis .
According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”. (Source: A Handbook of Human Resource Management
Practice, Kogan Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and
skills of an employee for doing a particular job.” (Source: Personnel Management,
McGraw Hill; 6th Edition, 1984) .The term „training‟ indicates the process involved
in improving the aptitudes, skills and abilities of the employees to perform specific
jobs. Training helps in updating old talents and developing new ones. Successful
candidates placed on the jobs need training to perform their duties
effectively‟.(Source: Aswathappa, K. Human resource and Personnel Management,
New Delhi: Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189)
The principal objective of training is to make sure the availability of a skilled and
willing workforce to the organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Social.
Individual Objectives –
These objectives are helpful to employees in achieving their personal goals, which
in turn, enhances the individual contribution to the organization.
Organizational Objectives –Organizational objectives assists the organization with
its primary objective by bringing individual effectiveness.
Functional Objectives – Functional objectives are maintaining the department’s
contribution at a level suitable to the organization’s needs.
37

Social Objectives–Social objectives ensures that the organization is ethically and
socially responsible to the needs and challenges of the society.
Opinions of different authors regarding Training & Development Oatey (1970)
Training improves a person’s skill at a task. Training helps in socially, intellectually
and mentally developing an employee, which is very essential in facilitating not
only the level of productivity but also the development of personnel in any
organization. Yoder (1970)
Training and development in today’s employment setting is far more appropriate
than training alone since human resources can exert their full potentials only
when the learning process goes for beyond the simple routine.
Hesseling (1971) Training is a sequence of experiences or opportunities designed
to modify behavior in order to attain a stated objective.
Kane (1986) If the training and development function is to be effective in the
future, it will need to move beyond its concern with techniques and traditional
roles. He describes the strategic approaches that the organization can take to
training and development, and suggests that the choice of approach should be
based on an analysis of the organization’s needs, management and staff attitude s
and beliefs, and the level of resources that can be committed. This more
strategic view-point should be of use in assessing current efforts as well as when
planning for the future.
Raymond (1986) The influences of trainees’ characteristics on training
effectiveness have focused on the level of ability necessary to learn program
content. Motivational and environmental influences of training effectiveness have
received little attention. This analysis integrates important motivational and
situational factors from organizational behavior theory and research into a model
which describes how trainees' attributes and attitudes may influence the
effectiveness of training.
Adeniyi (1995) Staff training and development is a work activity that can make a
very significant contribution to the overall effectiveness and profitability of the
organization.
38

Chris (1996) Training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of
individual and organization growth.
Seyler, Holton III, Bates, Burnett and Carvalho (1998). The continuous changing
scenario of business world, training is an effective measure used by
employers to supplement employees’ knowledge, skills and behavior.
Akinpeju (1999) The process of training and development is a continuous one. The
need to perform one’s job efficiently and the need to know how to lead others are
sufficient reasons for training and development and the desire to meet
organizations objectives of higher productivity, makes it absolutely
compulsory.
Oribabor (2000) Training and development aim at developing competencies such
as technical, human, conceptual and managerial for the furtherance of individual
and organization growth.
Isyaku (2000) The process of training and development is a continuous one. It is an
avenue to acquire more and new knowledge and develop further the skills and
techniques to function effectively.
Tan, Hall and Boyce (2003) Companies are making huge investment on training
programs to prepare them for future needs. The researchers and practitioners
have constantly emphasized on the importance of training due to its role and
investment.
Stavrouet al., (2004) The main goal of training is to provide, obtain and improve
the necessary skills in order to help organizations achieve their goals and
create competitive advantage by adding value to their key resources – i.e.
managers.
The key determinants of overall satisfaction with training (OST) are perceived
training efficiency (PTE) and Perceived usefulness of training (PUT).
Bates and Davis (2010) Usefulness of training program is possible only when the
trainee is able to practice the theoretical aspects learned in training
39

programme in actual work environment. They highlighted the use of role playing,
cases, simulation, mediated exercises, and computer based learning to provide
exposure to a current and relevant body of knowledge and real world situations.
Kalaiselvan and Naachimuthu (2011) Training cost and business benefits are drawn
on X and Y axis respectively. Four quadrants were identified to highlight
(i) strategic (Lower training cost and higher business benefits),
(ii) Payback (Higher training cost and higher business benefits)
(iii) Think (Lower training cost and lower business benefits)
(iv)Drop (Higher training cost and higher business benefits).
Karthik R (2012) Training objectives tell the trainee that what is expected out of
him at the end of the training program. Training objectives are of great
significance from a number of stakeholder perspectives; Trainer, trainee, designer,
evaluator.
40

3. RESEARCH METHODOLOGY
MEANING OF RESEARCH
Research as “ the manipulation of things, concepts of symbols for the purpose of
generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art.”
In other words it is a careful investigation o search for facts and figures in any
branch of knowledge .It comprises of defining and redefining problems ,
formulating hypothesis Or suggested solutions, collecting ,organizing and
evaluating data , making deductions and reaching to conclusions and further
making inferences for the same .
RESEARCH DESIGN
The framework of conducting research is known as research design .It is the plan ,
structure and strategy of investigation conceived so as to obtain answer to
research question and obtain variance .IT is primarily of 3 types –
1. Exploratory research
2. Descriptive research
3. Diagnostic research
4. Hypothesis testing research2
Need for the Study:
Training and development is important aspect in every organization increase in
competitiveness and advancement of technology leads need for training and
development in this paper we will discuss about Training and Development in TCS
and Infosys.
The Objective: Training and development program in IT sector .
IT Training is specific to the Information Technology (IT) industry, or to the skills
necessary for performing information technology jobs. IT Training includes courses
related to the application, design, development, implementation, support or
management of computer based information systems. The main objective of the
study paper is to find out the types of training and development and evaluation
undertaken by Tata Consultancy Services and INFOSYS Ltd.
41

Methodology
Methodology includes a collection of theories, concepts or ideas as they relate to
a particular discipline or field inquiry. Methodology refers to more than a simple
set of methods. Rather it refers to the rationale and the philosophical assumptions
that underlie a particular study related to a scientific method.
DATA COLLECTION
This Research is mainly descriptive in nature and is based on secondary data.
Secondary sources are used for collection of information. Data are collected from
earlier research work or project works, company website and through internet.
The information is collected from the personnel site of the company which
launched for informing people regarding the company. The company had
launched a site called www.tcs.com and www.infosys.com . Even the information
is collected from several sites of internet. The techniques of research had become
easier through the network. Several books from famous authors about talent
management and training and development are also referred. It is quite helpful to
adopt new ideologies of different thinkers. The articles and research papers
released regarding the considered companies and the training and development
of the same.
5.DATA ANALYSIS
Infosys and TCS are two giants in the IT industry of India. In the last decade or so,
information technology services have shown an exponential growth in India
42

because of skilled manpower and also because of the presence of two giants in
this sector, namely TCS and Infosys. While TCS is older and part of the TATA
conglomerate, Infosys is relatively new, having started in 1981 in Bangalore,
Karnataka by K.R. Narayanamurthy. TATA consultancy Services, on the other hand
started in 1968. But both are remarkable in their growth and achievements. Below
is an unbiased comparison and differentiation of the two companies.
TCS: TATA CONSULTANCY SERVICES
Listed in BSE and NSE and having its headquarters in Mumbai, India, TCS is the
largest IT and BPO services provider in Asia. It belongs to TATA Sons Limited which
has many other interests such as energy, telecommunications, manufacturing,
steel, chemicals, healthcare, minerals and automobiles. Started in 1968, TCS today
has offices in 42 countries with more than 186000 employees. Its operating
income stood at $1.81bn in 2010 while profits were $1.22bn.
TRAINING PROGRAMS
In TCS training is given on four basic aspects –
● New Candidate/fresher’s who join in the organization are given training
They are made familiar with the organizational mission, vision, rules and
regulations, objectives and the working conditions of the company.
● The existing employees are trained for the fresh ideas and requirements to
enhance their knowledge and ability to do their job more efficiently.
● Technology Update trainings are given to the employees for the
maintenance of effective work cycle.
● Need for promotion and career growth trainings are given to the employees
who likely are willing to grow progressively in their career and chalk out
their path to success.
In TCS there is an ILP, the Initial Learning programme for 23 days at their 5
main ILP training centers at Ahmadabad, Chennai, Hyderabad,
Thiruvananthpuram that is the Induction program. They are then sent to
the locations where they are recruited for stream specific training and then
exams are conducted in between that affects their salary.
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TCS launched its Science-to software training program in Chennai.
Tata Ignite’ is a 7-month training program that aims at transforming 500
science (BSc Physics and Math) graduates into global software
professionals. They are absorbed into any company service depending on
their performance.
Aspire an e-learning module created by TCS for students. The course
Contains 4 modules – foundation skills, introduction to computers,
Programming fundamentals, problem solving and database. It is used
by 35000 new recruiters of TCS in FY13 to enhance their skills.
DEVELOPMENT
In addition to the comprehensive training at the ILP, TCS provides avenues by
which associates can continuously learn and grow from a professional standpoint
through continuous learning process (CLP) .Training programs including course
work on technologies , domains, quality ,process and soft skills are offered
through various training methodologies like Instructor-Led training , E-Learning ,
computer & video based training , Guided self study ,In project “On the job”
training and external training programs .
Building enterprise architects -
TCS learning and development team in collaboration with technology excellence
group has designed the e star and the demand for TOGAF certified professionals in
various project assignments. So far over 700 employees have gone through the
program enabling career progression for the associates and creating a strong
architect community in TCS .Program that is aimed at building enterprise
Architect. The program was created to cater to increasing demand for
Enterprise architects
Ambassador corp. -
This is a leadership development program that prepares experienced employees
for global sales roles. It focuses on critical business and communication skills and
also equips managers to tackle challenges posed by cultural diversity. It offers an
accelerated learning curve and trains managers to take their place on the global
stage from the day they land in the international marketplace.
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TCS TRAINING MODEL
INFOSYS LIMITED
Though Infosys made a late entry into IT services in 1981, it made giant strides and
went public as early as 1993, whereas TCS was listed as a public company as late
as 2004. The headquarters of the company are in the Silicon Valley of India, which
is Bangalore, Karnataka. Infosys is considered to be one of the best employers in
India and today has business centers in 33 countries of the world. It is an actively
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hiring company with a strength of 122000 people. Its operating income stood at
$1.62bn in 2010 with profits standing at $1.26bn.
Infosys has its training and development program with best classroom experience
at its Mysore campus which is known to be the world's biggest training center .It is
a Rs 260 crore corporate training center .It adds 12000 employees every year . The
The US$ 60 Million training center is housed in a 270 acre campus with facilities of
food court, employee care center, theatre and education research block beside
the trainee hostel .
Training programme
● Development Programs Higher efficiency trained on project management
training sessions.
● The new recruits are trained at the Global Education Centre (GEC) in Mysore
Soft skill Training
● Technical Training
● Quality Training Middle-Management
● Leadership program
In Infosys the recruits are divided into computer background and
non-computer background. They are trained in the Mysore campus for 16 weeks.
At the end of their training they have comprehensive examinations and their
performance affects their salary accordingly.
Development
Infosys is more focused on an induction program for freshers. Their development
is basically done through the following training programs-
o Technical training
o Quality training
o Soft skill training
o Middle management training
The company develops employees’ careers by organizing various career
development programs for them, to help them chalk out their career path.
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For higher education and development of employees, the company is reimbursing
50% of their educational fees but the employee should have completed 18
months in the company for the same .
There should be a sheet maintained by the employee with the manager notifying
him about the skills and knowledge he/she have improved in and gained .
INFOSYS TRAINING AND DEVELOPMENT MODEL
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INTERPRETATION
● Training aspects:
At TCS both the technical and behavioral training programs give equal
importance. The training programs will be conducted for the employees before
he/she joins the company, before every new project and also there will be some
training programs based on the requirement of the employees. The programs
range from half day to one month, a minimum of four working days a year will be
provided for every employee after setting an annual training calendar. For human
resource development, the company provides training in the areas of Leadership,
communication skills, group behavior. At TCS there are 80 members of training
and development who will be actively working for the enhancement of skills in
employees.
Infosys also gives equal importance for both technical and behavioral
aspects. The training will be provided before joining the company and before
every new project. The training programs will be between one week to two
months. In the behavioral training programs the factors that are covered are
personality and leadership.
● Training programs :
At TCS the various learning programs for the training and development of the
employees are-
ILP, TCS Ignite’, CLP, Ambassador Corp, Building Enterprise Architect, etc.
At Infosys the training programs are –
Technical training, Quality Training, Soft skill training, Middle management
training, On the Job training, Mentoring, Self-Discovery, etc.
● Evaluation of Training and Development :
At TCS the training and development evaluations are based on the pen and paper
tests. The company conducts comprehensive examinations regarding the training
and development program an employee has undergone and the results of the
same affects the salary of the employee.
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Infosys makes sure to evaluate the training and development for the employees by
following ways –
o Performance Development Plan:
A sheet which the employee and manager has to fill where both of them have to
provide information which all areas the employee has improved in.
o Projects
Small term projects like on Six Sigma, where at the end of it the employee has to
give presentations to the training team.
o Questionnaire:-
Feedback from the employees on the quality and content of training
Analysis is done on it and then it is scaled.
It is found that the majority of IT Companies encourage the employees to take
cross-functional training and learn new skills for future assignments.
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6.FINDING AND SUGGESTIONS
Both the companies have their own standards and programs for the employee
training and development for proper employee job satisfaction in the
organization. Infosys is more focused on induction whereas TCS is more focused
on existing employee development.
Infosys has an excellent way of evaluating the training and development of their
employees whereas TCS still backs with its pen paper-based evaluation.
TCS should acquire other ways of evaluation of training and development of the
employees that Infosys have like feedback, questionnaires, training analysis,
project analysis and performance development plans.
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7. CONCLUSION
Training and development is an important aspect in every organization. Increase in
competitiveness and advancement of technology leads to the need for training
and development. Infosys and TCS have adapted the above training and
development programs to the employee to increase his standards in the
competitive world and reduce employee turnover in the company.
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8. BIBLIOGRAPHY
https://www.hrhelpboard.com/training-development.htm
https://shodhganga.inflibnet.ac.in/bitstream/10603/98801/12/12_chapter%203.pdf
https://shodhganga.inflibnet.ac.in/bitstream/10603/106404/11/11_chapter-4.pdf
https://www.conduiraonline.com/index.php/detail/1552-tata-consultancy-services-tcs-company-profile
https://www.conduiraonline.com/index.php/detail/1582-infosys-company-profile
http://www.ijmetmr.com/olmay2017/GedelaRakeshVarma-JaladiRavi-68.pdf
https://teqipgoodgovernance.in/TCS%20Supporting%20Learg%20and%20Development.pnindf
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Analysis of Training and Development Programs in TCS

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