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    Tata Motors (FTSS)

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    Pooja Sunki
    [DOCUMENT]: This document discusses high potential employees and talent identification programs at Tata Motors. It provides definitions of high potential, outlines the benefits of identifying them such as succession planning and employee engagement. It lists skills needed for future leaders like analytical skills and communication. It analyzes selection tests used, noting a focus on quantitative abilities. Finally, it outlines the 5 steps to a high potential talent identification program: 1) Identifying high potentials, 2) Validating the identification, 3) Developing employees, 4) Evaluating results, and 5) Monitoring and evaluating effectiveness.

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    Tata Motors (FTSS)

    Uploaded by

    Pooja Sunki
    199 views8 pages
    [DOCUMENT]: This document discusses high potential employees and talent identification programs at Tata Motors. It provides definitions of high potential, outlines the benefits of identifying them such as succession planning and employee engagement. It lists skills needed for future leaders like analytical skills and communication. It analyzes selection tests used, noting a focus on quantitative abilities. Finally, it outlines the 5 steps to a high potential talent identification program: 1) Identifying high potentials, 2) Validating the identification, 3) Developing employees, 4) Evaluating results, and 5) Monitoring and evaluating effectiveness.

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    TATA MOTORS (FTSS)

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    [DOCUMENT]: This document discusses high potential employees and talent identification programs at Tata Motors. It provides definitions of high potential, outlines the benefits of identifying them such as succession planning and employee engagement. It lists skills needed for future leaders like analytical skills and communication. It analyzes selection tests used, noting a focus on quantitative abilities. Finally, it outlines the 5 steps to a high potential talent identification program: 1) Identifying high potentials, 2) Validating the identification, 3) Developing employees, 4) Evaluating results, and 5) Monitoring and evaluating effectiveness.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    199 views8 pages

    Tata Motors (FTSS)

    Uploaded by

    Pooja Sunki
    [DOCUMENT]: This document discusses high potential employees and talent identification programs at Tata Motors. It provides definitions of high potential, outlines the benefits of identifying them such as succession planning and employee engagement. It lists skills needed for future leaders like analytical skills and communication. It analyzes selection tests used, noting a focus on quantitative abilities. Finally, it outlines the 5 steps to a high potential talent identification program: 1) Identifying high potentials, 2) Validating the identification, 3) Developing employees, 4) Evaluating results, and 5) Monitoring and evaluating effectiveness.

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    TATA MOTORS (FTSS)

    Question1: What is High Potential?

    • Employees whose competencies (KSAs) are higher when compared to other employees within the organization
    • To achieve organizational goals, we require a set of high potential individuals, without whom the task of achieving
    organizational goals, objectives would be difficult
    Question2: What are the benefits of identifying high potential?

     Beneficial to both employees and also the organization.

     Succession planning and Maintain a talent pool in case of emergencies: We can train high potential individuals to take up
    strategic roles

     Better utilization of the employee potential to convert into visible results for the organization

     speed up the development of its leaders as well as the new staff recruitment.

     The positive impact on the business and its performance in terms with the forward way of thinking and learning. Healthy
    growth culture as well as a situation of a better competitive advantages.

     Accountability and employee engagement: Employees are more committed and engaged as they act and respond like a
    professional who are much accountable in nature and have a greater sense of commitment and engagement. Thus, there
    is always a higher level of encouragement and accountability.
    Question3: Identify few skills required for future leaders in Tata Motors and suggest few selection test?

    • Analytical skills
    • Decision Making Ability
    • Communication (Interpersonal, written and reading): as Tata Motors is a global organization
    • Quantitative abilities
    • Emotional intelligence among others
    Suggesting few selection tests:
    Verbal comprehension tests or Language test
    Aptitude tests focussing on data Analysis
    Video Situational based tests
    Logical reasoning tests
    Question4: Analyse the selection tests used in Selection process of FTSS

    • Lot of overlap in CAT for MBA entrance exams and FTSS.


    • Older employees feel the test is skewed in favour of younger employees
    • The first elimination round is the written test with all sections carrying equal weightage
    • Compulsory – two papers:
    Paper 1: Aptitude 120 questions
    QT
    Language Comprehension
    Logical Reasoning
    Paper 2: 80 questions
    Functional Appreciation
    General knowledge
    • Quantitative abilities test : Quantitative abilities are required at the basic level of a manager’s work but this round is given
    more importance and it has become the decisive factor. Instead, the focus should be more on testing the analytical skills
    • There is no sectional cut-off, but a negative score in any section will disqualify the candidate.
    • Is this justified?
    Question5: What are the steps involved in High potential talent identification program?

    The five basic or the universal process or steps involved can be categorized and detailed as follow: -

    • Step Number 1: a high-potential employee or the high potential target are identified

    • Step 2: validation of the identification process formulated int the step above. The predication of the data in terms with the
    element of the high performance and better skill utilization and presentation.

    • Step 3: action stage where the management assures the development of the employees through practical and real life
    experiences to be processed in the development process

    • Step 4: This step explains the results achieved. The classification is done on account of the retainment or the withdrawal of
    the high-potential employees. Thus, providing a fair idea as how the employees are working towards becoming the
    potential talent.

    • Step 5: This step deals with monitoring as well as the evaluating along with analyzing the effectiveness of the method
    applied. This is the analysis segment which explains the aspect in a much-balanced version.

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