Fast Track Selection Scheme (FTSS)

Fast Track Selection Scheme (FTSS) is Tata Motors' flagship talent management process to
enhance and develop young managers. FTSS is a developmental platform for entry level
managers to fast track their career pace and jump upward in the organizational hierarchy after
qualifying through a multi-hurdle selection process. The selection process is rigorous as it entails
a battery of assessment methods ranging from a cognitive skills assessment to team exercises to
panel interviews to assessment centers. The outcome is a grade jump and one-time salary raise in
addition to a plethora of varied developmental inputs including opportunity to sharpen one's
functional learning through stretch assignments, educational inputs with strong emphasis on
leadership and management issues, career development planning, mentoring support, and high
visibility in the organization.
HUMAN RESOURCES/INDUSTRIAL RELATIONS
Implementation of a "Fast Track Selection Scheme", which is a system for

identifying potential talent in the areas of general, commercial and
operations management and offering them opportunities for growth within
the organization. The Company's human resources team has been invited to
replicate this system in other Tata Companies.
The Company "Talent Management Scheme" which includes the identification
of high performers and high potentials through various routes such as our
Performance Management System and Development Centers. Subsequent to
the identification process, we provide them with challenging assignments for
faster development.
Tata Motor's Group considers its human capital as a critical factor to its success. Under the
aegis of Tata Sons and the Tata Sons promoted entities, the Company has drawn up a
comprehensive human resource strategy (the "Human Resource" strategy) which addresses
key aspects of human resource development such as:
Code of conduct and fair business practices.
A fair and objective performance management system linked to the performance of the
businesses which identifies and differentiates high performers while offering separation
avenues for non-performers.
Creation of a common pool of talented managers across Tata Sons and the Tata Sons
promoted entities with a view to increasing their mobility through inter-company job rotation.
Evolution of performance based compensation packages to attract and retain talent

within Tata Sons and the Tata Sons promoted entities.
Development of comprehensive training programs to impart and continuously upgrade

the industry/function specific skills.
In line with the Human Resource strategy, the Company, in turn, has implemented various
initiatives in order to build organizational capability that will enable the Company to sustain
competitiveness in the global market place. The focus is to attract talent, retain the better and
advance the best. Some of the initiatives to meet this objective include:
Extensive process mapping exercise to benchmark and align the human resource
processes with global best practices.
Introduction of a globally benchmarked employee engagement programme.
Succession planning through identification of second level of managers for all units,
locations, functions.
Implementation of a "Fast Track Selection Scheme", which is a system for identifying

potential talent in the areas of general, commercial and operations management and offering
them opportunities for growth within the organization. The Company's human resources team
has been invited to replicate this system in other Tata Companies.
The Company "Talent Management Scheme" which includes the identification of high
performers and high potentials through various routes such as our Performance Management
System and Development Centers. Subsequent to the identification process, we provide them
with challenging assignments for faster development.
Introduction of performance rating based salary review and quality linked variable
payment for supervisory category of employees.
Restructuring the top level organization and creation of new verticals for greater
functional focus and moving towards creating a matrix organization.
Creation of a powerful employer brand to attract talent - "Lead the Future" has become
the Company's Employee Value Proposition statement.
Driving cultural transformation - The Company has reframed the mission, vision, values
and culture of the organization and introduced the concept of ACES - Accountability,
Customer & Product focus, Excellence and Speed.
Extensive brand building initiatives at university campuses to increase recruiting from

premium universities.
JLR launched a new "Team Talk Online" portal to its production workers, which provides
them with business updates alongside information on employee benefits, training and
development.
Training and Development: The Company is committed to building the

competencies of its employees and improving their performance through training
and development. The Company focus is on identifying gaps in its employees'
competencies and preparing employees for changes in competitive environments,
as well as to meet organizational challenges.
Some of the focus areas in training in the last year centered on leadership,
innovation
management
and
internationalization
besides
other
training
programmes to drive a change in the Company's employees' outlook as it continue

to develop as a global competitor. Developmental initiatives for the Company's
senior leadership were undertaken through international programs at various
premier institutions around the world. Certain employees have also been selected
for the Fulbright fellowships for leadership in management. In addition, in order to
emphasize the sharing of skills across our locations and functions extensive
technical training programs were organized in Pune, Jamshedpur and Lucknow.
The technical exposure was enhanced further through international training and
participation at international seminars.
At Jamshedpur, Pune and Lucknow in India, the Company has also established
training divisions that impart basic skills in various trades like milling, grinding
and welding to its young apprentices. The Company received the National Best
Training Establishment award from the Government of India for the eighth time.
The Tata Motors Academy has created a couple of path-breaking branded
initiatives in the Learning and Development space. "iTeach" which was created as
an innovative practice of getting line managers to take ownership in sharing their
knowledge and experience gained a lot of traction. The Company has switched to
e-enabled learning through LMS (Learning Management System). Programs like
"Autonova", "Project Leap" were introduced in the last fiscal.
JLR launched a new Higher Apprenticeship programme offering 55 places this
year in key pathways, in addition to its current intermediate and advanced
apprenticeship portfolio, which currently has over 1,500 apprentices on programme
in 2012. JLR has excelled in its rating movement in the Times Top 100 Graduate
Employers, moving from 60th ranking in 2011 to 26th in 2012. This was then
followed by a move in the Guardian Top 300 Graduate Employers from a position
of 127th in 2011 to 30th in 2012.

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Fast Track Selection Scheme (FTSS) is Tata Motors' flagship talent management process to

Implementation of a "Fast Track Selection Scheme", which is a system for

Code of conduct and fair business practices.

Evolution of performance based compensation packages to attract and retain talent

Development of comprehensive training programs to impart and continuously upgrade

Introduction of a globally benchmarked employee engagement programme.

Implementation of a "Fast Track Selection Scheme", which is a system for identifying

Extensive brand building initiatives at university campuses to increase recruiting from

Training and Development: The Company is committed to building the

programmes to drive a change in the Company's employees' outlook as it continue

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