 |
|
Table 6.6: Topics
Covered in Training
Programmes |
|
Internal Training |
|
External Training |
- Achievement Orientation
- Change
Orientation
- Communication
- Conflict
Management
- Customer
Orientation
- Empathy
- Financial
Management
- General
Management
- Influencing
Ability
- Learning
- Marketing
- Operations
Management
- Other
Initiatives and
Miscellaneous
- People
Development
- Planning &
Organizing Skills
- Problem Solving
& Decision Making
- Project
Management
- Strategic
Thinking &
Management
- Team Building
|
-
Business Environment
-
Change Orientation
-
Communication Skills
-
Finance
-
General Management &
Human Resources
-
Health Management
-
Influencing Skills
-
International
Management
-
Information
Technology
-
Marketing
-
Operations
Management
-
People Development
-
Strategic Thinking &
Management
-
Team & Conflict.
-
General Management
-
Marketing
-
Operations
Management
-
Organization &
Management
-
Programmes for
Senior Management
-
Strategic Thinking &
Management
|
|
|
|
|
|
Table 6.7: Locations for
External Training |
|
India |
|
Overseas |
- IIMs
- XLRI, Jamshedpur
- TMTC, Pune
- ISB, Hyderabad
- NIAS, Bangalore
- ASCI, Hyderabad
- CII, Kolkata
- AIMA
|
|
|
|
Policies
and Programmes for skills management of
employees (LA17)
Unionized
employees in the Company are organized into
clusters in the departmental hierarchy.
Departments may have 3-4 clusters depending
upon the operational needs. Each cluster is
a combination of jobs, necessitating multi-skilling
of employees. Employees move up within and
between clusters on attaining the requisite
skill. While the Technical Training
Institute imparts vocational and basic
skills; the departments impart on-the-job
training. Technical training programmes run
by Technical Training Institute of the
Company are indicated in Annexure-IX.
Skill
enhancement is a continuous process. Skill
training to an employee, which begins at the
time he joins the company, continues
throughout his career. Reinforcement takes
place by way of his promotion within and
between clusters in a department. In order
to promote self- learning the company has
introduced e-Learning whereby employees can
access e-learning courses from their
departmental e-Learning centers. Even
unionized employees, by virtue of their
technical skill and experience, find gainful
engagement after their retirement from the
Company.
DIVERSITY
AND OPPORTUNITY
Equal opportunity practices (LA10)
Tata Steel
is an equal opportunity employer. This has
been articulated in the Tata Code of
Conduct. All advertisements of Tata Steel
related to recruitment carry this message.
During career progression, equal
opportunities are given prominently to all
employees. The applications for employment
do not carry columns like religion,
province, and mother tongue. As a policy
towards non-discrimination as per the Tata
Code of Conduct, new recruitments through
the Graduate Trainee, System Trainee & Trade
Apprentices encourage induction of female
candidates. Violation of the equal
opportunity policy is redressed through the
grievance redressal mechanism and Ethics
Counsellor.
During the
year, the Ethics Counsellor received 13
concerns related to equal opportunity
employment violations, out of which four (4)
were confirmed on investigation.
In addition,
Tata Steel is concerned about protection of
female employees from Sexual Harassment in
the
Workplace,
which is a part of the Code of Conduct
Clause of Equal Opportunity employer. The
Company has formed a Sexual Harassment
complaint Committee, as per the guidelines
of the Hon. Supreme Court
|
