Tata Consultancy Services

Tata Consultancy Services: A Global Workforce Leader Amber D. Herring Midway College Abstract This paper will discuss TCS’s culture and how that culture helps TCS to be a global success. Using the textbook for the class and TCS’s official website, the paper will include the initiatives that TCS uses to manage its global employee base. Lastly, it will discuss which of these workforce initiatives are most important. Tata Consultancy Services A Global Workforce Leader

Tata Consultancy Services was established in 1968 and has grown to be one of the largest IT service firms in the world (TCS, 2013). The company is an absolute giant when it comes to the amount of employees they staff. According to their official website, the company has over 254,000 of the world’s best-trained IT consultants in 44 countries, around the world (2013). With a need for that many employees, TCS faces a lot of challenges. They need employees that are not only tech-savvy, but also ones that are versatile and can meet the demands of such a company (Kinicki & Fugate, 2012, p. 7). It’s not easy to meet such high demands without implementing HR programs like Ignite. “It aims to expand and deepen the company’s recruiting reach beyond the larger universities and cities, and beyond engineering and technology” (Kinicki & Fugate, 2012, p. 57). According to Kinicki & Fugate (2012), the program is seven months long, and a whopping 65% of the program trainees are women. Partnerships with groups such as AIESEC also show such initiative.

The yearlong program partners students from around the world and they receive “cross-cultural training, work with individual mentors and meet senior management at an annual conference “ (Kinicki & Fugate, 2012, p. 57). TCS’s global programs are a top priority, and one of the reasons they are so successful. TCS is devoted to talent development programs. This is one of the most important global work force initiatives that they have in place. By having these programs, they will “help ensure that associates continue to build their skills throughout their careers” (Kinicki & Fugate, 2012, p. 7). TCS chief executive officer, Naratjan Chandrasekaran claims that such investments are the reason TCS has the highest retention rate in the industry, and these efforts will be one of the factors to TCS’s long-term success (Kinicki & Fugate, 2012, p. 57). The growth in TCS and the continued need for more employees runs parallel. It’s important that they keep their HR programs in place, so they’ll continue to reach their revenue goals. Like with any business, especially one with such challenges, there will always be room for improvement.

With over 200,000 employees, TCS has a clan culture in place. According to Kinicki & Fugate, clan cultures are flexible, they resemble a family-type organization, and effectiveness is achieved by encouraging collaboration between employees (p. 37). “This type of culture is very employee-focused and strives to instill cohesion through consensus, and job satisfaction and commitment through employee involvement. Clan organizations view their employees as partners” (Kinicki & Fugate, 2012, p. 7) TCS’s official website shows that they are also customer oriented. The website includes a “Customer-centric Engagement Model”. The model states: “We build our teams around your domain and technology requirements, offering specialized services and solutions that meet the distinct needs of your business” (TCS, 2013). In order to be at the top of their game, TCS has a global network of 19 Innovation Labs that provide an environment for sophisticated IT research in leading-edge technologies, as well as various domains.

In collaboration with technology partners and universities such as MIT and Stanford, they are researching key emerging trends to deliver strong business results (TCS, 2013). TCS’s clan culture, their commitment to helping employees grow, and their promise to customers are the reasons they’ve become one of the most successful IT service firms in the world. References Kinicki, A. , & Fugate, M. (2012). Organizational behavior: Key concepts, skills & best practices. New York, NY. McGraw-Hill/Irwin. Tata Consultancy Services. (2013). Retrieved March 10, 2013, from http://www. tcs. com