Submitted to: Yuvika Singh Submitted by: Kanchan gupta Registration id: 11001434 Roll no.

: A05 Section: Q2006

TISCO OD INTERVENTION
INTRODUCTION:Tata Steel Limited (formerly Tata Iron and Steel Company Limited (TISCO)) is an Indian multinational steel-making company headquartered in Mumbai, Maharashtra, India, and a subsidiary of the Tata Group. It is the 12th-largest steel producing company in the world, with an annual crude steel capacity of 23.8 million tonnes, and the largest private-sector steel company in India measured by domestic production. Tata Steel has manufacturing operations in 26 countries, including Australia, China, India, the Netherlands, Singapore, Thailand and the United Kingdom, and employs around 81,600 people. Its largest plant is located in Jamshedpur, Jharkhand. In 2007 Tata Steel acquired the UK-based steel maker Corus in what was the largest international acquisition by an Indian company to date.

Tata Steel has received much global acclaim for its work on HIV / AIDS awareness and interventions.

Preventive Interventions - Primary healthcare for prevention of illness. Clinical Outreach Programmes -Mobile medical facilities and medicine distribution. Community based primary healthcare. Immunization Programmes - For prevention of diseases. Curative Services - Promoting awareness and offering cure for ailments. Tuberculosis Control Programme. Eye Cure Services. Malaria Control Programmes. Sexual Health Awareness Programmes. HIV/AIDS awareness Programmes and interventions. Disability Management Programmes.

In TISCO organization development involved group methods and team building as a major intervention, in the raw material division. Its thrust was to build commitments and balance between engineering oriented technology and operation-oriented work behavior. This eventually led to restructuring of the top management team in the mines division of the company. The interventions were aimed to improving the organization climate, personnel effectiveness of magnets, teamwork, interdepartmental problems and improvement in the human system of the organization.

THERE ARE MANY ORIENTATIONS OF THIS COMPANY ARE:1. Effort to improve human system in the organization focusing on personnel development of managers, team building of managerial task group and inter departmental problems. 2. Involvement of the top management, sometimes direct, sometimes indirect. 3. Using process interventions and group as a vehicle for change.

THIS COMPANY HAS SEVERAL INNOVATION IN OD EXPERIMENT IN YEARS BETWEEN 1972 TO 1975
1. An emphasis on organization diagnosis as a prerequisite to OD intervention. 2. An effort to build bridges between organization process and organization structure intervention. 3. Continuation of organization based behavioral science training for personal growth, team building and organization change.

HUMAN RESOURCE MANAGEMENT INTERVENTION OF THIS COMPANY ARE: CARRER PLANNING:Tata Steel has set a target of achieving an annual production capacity of 100 million tons by 2015; it is planning for capacity expansion to be balanced roughly 50:50 between Greenfield developments and acquisitions. Overseas acquisitions have already added an additional 21.4 million tonnes of capacity, including Corus (18.2 million tonnes), NatSteel (2 million tonnes) and Millennium Steel (1.2 million tonnes). Tata is looking to add another 29 million tonnes through acquisitions. Major greenfield steel plant expansion projects planned by Tata Steel include:

a 6 million tonne per annum capacity plant in Kalinganagar, Odisha, India an expansion of the capacity of its plant in Jharkhand, India from 6.8 to 10 million tonnes per annum a 5 million tonne per annum capacity plant in Chhattisgarh, India (Tata Steel signed a memorandum of understanding with the Chhattisgarh government in 2005; the plant is facing strong protest from tribal people) a 3 million tonne per annum capacity plant in Iran; a 2.4 million tonne per annum capacity plant in Bangladesh; a 10.5 million tonne per annum capacity plant in Vietnam (feasibility studies are underway); and a 6 million tonne per annum capacity plant in Haveri, Karnataka.

WORK FORCE DIVERSITY:-

Tata Steel believes that employees from different backgrounds and of different genders, ages etc., bring unique sets of capabilities for improved performance of the team and encourage the formation of a diverse and cosmopolitan workforce. IN 2009-10 Tata Steel had launched SWATI (Steel women Aspirational Team Initiatives) to enable its female employees both officers and non-officers, to realize their aspirations.

EMPLOYEE CONTACT PROGRAM:-

In addition to the various Employee Satisfaction and Engagement surveys, a formal method for collecting and resolving officers inputs, named Employee Contact Programme, has been launched in 2009. The key objectives of this programme are to:

Capture employee concerns on an on-going basis analyze concerns to identify need for policy changes Create a repository of the above data Create one to one connect with officers

Recruitment and retention:The Tata Steel Group believes that being the best possible employer helps to recruit and retain the best employees. Retaining talented employees is critically important, and the Group recognizes that the best way of earning employee loyalty is by providing them with good and challenging jobs, with opportunities for development and progression, and with competitive compensation and benefits schemes.

Employee development and growth:The company believes in providing continuous skill and competence upgrading of all employees by providing access to necessary learning opportunities, on an equal and non-discriminatory basis. As a management approach Tata Steel has identified the following strategies to meet this challenge: (i) maximize utilization of available employees through right skilling and (ii) recruitment of technically qualified persons. Tata Steel encourages a holistic approach to learning and development through its well established in-house training facilities and approaches. The Tata Steel Management Development Centre (TMDC) endeavors to provide primarily managerial training and also functional training to all officers of Tata Steel, the Shavak Nanavati Technical Institute (SNTI) provides the essential technical and functional training to all officers and non-officers of the Company.

Moreover, Tata Steel ensures the development and growth of its employees in the best possible ways through the following steps:-

70:20:10 Learning and Development Programme

The 70:20:10 concept of Learning and Development of officers has been launched with an objective of creating a culture where every manager takes ownership for the development of his/her subordinates. This also helps in instituting systems so that employees are trained, coached and mentored in a systematic manner such that they acquire appropriate knowledge, skill and attitude required by the organization and are prepared in advance to take up higher responsibilities.

70% of Learning and Development takes place from real life and on-the job experiences, tasks and problem solving. 20% of Learning and Development takes place through coaching, mentoring, discussions, guidance by superiors/experts. 10% of the learning comes from formal Class Room Training.

Recruitment:-

Through 2008-2009, the Tata Steel Group has continued to demonstrate that the recruitment of the best of talent and the engagement of its employees is an asset through both high and low demand cycles in the industry. The Tata Steel Management Trainee Programme and the Corus Graduate Programme continue to attract and offer exciting career options to young engineers who are from amongst the best colleges of the country. The Group has continued the recruitment of apprentices, graduates and targeted external middle and senior management staff to meet the current need and prepare the bench strength for future operations.