Symbiosis Centre for Information Technology

MBA (ITBM) BATCH 20-22

SEM-II

HUMAN RESOURCE MANAGEMENT

Experiential Learning
TATA CONSULTANCY SERVICES

Submitted to
Ms. Mary Pius James

Submitted by
Division A | Group 1
Name PRN

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 TABLE OF CONTENTS

1. Introduction .................................................................................................................... 3
2. TCS Manpower Panning ............................................................................................... 3
3. TCS Work Scheduling ................................................................................................... 4
4. TCS Labor Markets Forecasting Demand and Supply .............................................. 5
5. TCS Attrition Analysis .................................................................................................. 6
6. TCS Careers ................................................................................................................... 7
7. TCS Career Planning .................................................................................................... 8
8. TCS Succession Planning .............................................................................................. 8
9. TCS Employee Relation ................................................................................................ 9
10. Factors impacting the Employer and employee relation in TCS ............................. 10
11. Conclusion .....................................................................................................................11
12. Acknowledgement .........................................................................................................12
13. References ......................................................................................................................12

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 INTRODUCTION

Tata Consultancy Services Limited (TCS) is a subsidiary of the Tata Group, an Indian information technology
consulting and business solutions company which operates in 46 countries worldwide. TCS Limited was founded in
1968 by a division of Tata Sons Limited. Its early contracts included punched card services to TISCO (now Tata
Steel), working on an Inter-Branch Reconciliation System for the Central Bank of India. In 1975 TCS made an
electronic depository and trading system called SEMCOM for Swiss companies. TCS also established India's first
software research and development center called Tata Research Development and Design Centre in Pune,
Maharashtra. On 25 August 2004, TCS became a Publicly Listed Company.

Some important aspects related to TCS are mentioned below.

 TCS is one of the largest employers of women with 35.3% of women employees.
 TCS became the first Indian IT company to reach $100 billion market capitalization with a value of $102.6
billion in Bombay Stock Exchange and a second Indian company ever after the Reliance industries that
achieved the same in 2007.  
  TCS is ranked 10th on the Fortune India 500 list in 2018.
  It is the world's 9th largest IT service provider by revenue.
 TCS is ranked 64th overall in Forbes World's most innovative company ranking, making it the highest-ranked
IT services company ever. 

TCS Organization Heads 1. N. Chandrasekaran is the Chairman of the Tata Consultancy

Services.
2. Rajesh Gopinathan is the CEO and Managing Director of Tata
Consultancy Services.
TCS Vision Statement TCS vision is to decouple business growth and ecological footprint
from its operations to address the environment bottom-line. The
green approach is embedded in our internal processes and services
offerings. From green buildings to green IT to a green supply chain,
our mantra is to grow sustainably and help our customers achieve
sustainable growth through our green solutions and service offerings.
TCS Mission Statement To help customers achieve their business objectives by providing
innovative, best-in-class consulting, IT solutions and services. To
make it a joy for all stakeholders to work with us.
TCS Values Integrity, Leading change, Excellence, Respect for the Individual, and
fostering an environment of learning and sharing.
Products & Services Provided by TCS TCS provides a wide range of information technology-related
products and services including application development, business
process outsourcing, capacity planning, consulting, enterprise
software, hardware sizing, payment processing, software
management, and technology education services. The firm's
established software products are TCS BaNCS and TCS
MasterCraft.
Tagline of the Company Experience Certainty
Headquarters Of The Company Mumbai, Maharashtra, India

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 TCS Manpower Planning

Manpower Planning which is also called as Human Resource Planning consists of putting the right number of people,
right kind of people at the right place, right time, doing the right things for which they are suited for the achievement
of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization.
Tata Consultancy Services (TCS), the country's largest IT services provider, employs over 300,000 people and plans to
hire another 55,000 this fiscal year. TCS will be within striking distance of the country's largest corporate employer as
a result of this. The main challenge of this massive manpower planning is that these men and women come from 118
different nationalities and live in 50 different countries. 
According to TCS Executive Vice-president & Head of Global Human Resources Ajoy Mukherjee manpower planning
is done at least three years in advance. Each year, the forecasts are refined, and the company begins recruiting on
campuses one and a half years in advance. From September to mid-February, Mukherjee's team visits nearly 370
universities. The team selects a group of students who are then evaluated through an online test and two rounds of
interviews. Mukherjee has made extensive use of technology since the company hires in such large numbers across
geographies. TCS has created the 'Next-step' portal, where students can apply for jobs. The entire process is conducted
online, from the time a candidate submits his resume to the time he registers for an online test and receives an offer
letter.

The following procedure is followed by TCS for Manpower Planning:

1. Analysing the current manpower inventory: The HR department has to thoroughly understand the
manpower available with the company. They should examine the background, skill set, qualification, location
etc. of the entire workforce so that they have a good idea regarding the pool of talent which the company has.

 Making future manpower forecasts: With constant changes in business requirements, companies must
understand the future trend and which type of employees would be best suited for their organization.
Hence, companies must examine, evaluate and forecast the type of employee workforce they want in the
future years. Once the factors affecting the future manpower forecasts are known, planning can be done
for the future manpower requirements in several work units. The Manpower forecasting techniques
commonly employed by the TCS are as follows:

 Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.

 Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends),
indexation (using base year as basis), and statistical analysis (central tendency measure).
 Work Load Analysis: It is dependent upon the nature of workload in a department, in a branch or in a
division.
 Workforce Analysis: Whenever production and time period has to be analysed, due allowances have to
be made for getting net manpower requirements.

2. Developing employment programmes: Once the current inventory is compared with future forecasts, the
employment programmes can be framed and developed accordingly, which will include recruitment, selection
procedures and placement plans. Depending upon the business requirements, manpower planning leads to a
much more well thought out recruitment and selection pattern. This totally depends upon the forecasts made
and the business requirements. Hence, candidates with better qualification, skill set, experience etc are
shortlisted as employees to best suit the future needs.

3. Design training programmes: These will be based upon extent of diversification, expansion plans,
development programmes, etc. Training programmes depend upon the extent of improvement in technology
and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the
workers.

TCS follows above mentioned manpower planning steps to help organizations become better prepared to adapt to new
technology, future industry developments and even to face off with competitors.

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 TCS Work Scheduling

A work schedule is the time an employee is expected to be on the job and working. In many cases, this will be
determined by the employer and will be a set number of days and hours per week. Work schedules are not regulated
by the Department of Labour. In TCS, an employee’s work schedule can be a traditional, 40-hour-per-week (8 hours
per day), Monday-through-Friday schedule, or it could vary on a daily, weekly, or seasonal basis.

Following Work schedules are followed by TCS depending upon the various projects and locations:

1. The “9-to-5” Work Schedule: The "9-to-5" schedule is the most common work schedule, requiring
employees to work standard business hours: Monday through Friday, from 9 a.m. to 5 p.m. However, some
projects may differ slightly from these hours. For example, some “9-to-5” jobs are actually "8-to-4" jobs. Or
Tuesday through Saturday, instead of Monday through Friday. But overall, a typical 9-to-5 job includes eight
hours of work a day, five days a week.

2. Shift Work Schedule: Shift work schedules happen when a company divides the day into shifts and assigns
employees to work set periods of time. Sometimes these shifts vary day to day or week to week (these are
known as rotating schedules), while other times an employee is hired to work a specific shift (these are known
as fixed schedules). There are also modified shift schedules, in which companies do not run 24/7 but instead
open early and close late. Employees take shifts throughout the day to cover these hours. For example,
someone might have a shift from 7 a.m. to 4 p.m., while another person might have a shift from 1 p.m. to 10
p.m.

3. Flexible Work Schedule: A company might allow employees to come in any time they want as long as they
complete eight hours of work every day. Other companies have slightly stricter, but still flexible, schedules.
For example, an organization might let employees arrive anytime between 9 a.m. and 11 a.m. and leave any
time between 5 p.m. and 7 p.m. They might also be allowed to take a day off during the workweek as long as
they come in on a weekend day.

TCS Labour Markets Forecasting Demand and Supply

Before recruiting new workers, any HR role must first conduct a thorough review of the organization's needs,
particularly in these periods of rising labour costs. The cost of succession planning must be strategically planned
because it is a long-term financial commitment. As a consequence, predicting personnel requirements is vital to
current and future market strategies and plans.

The simple theory is to maximise productivity by employing the best amount of people with the right skills. As a
result, it's critical to maintain efficient employees, which requires judicious capital deployment. An organised resource
allocation entails providing the right number of workers without excess or capability shortages that might result in
lower efficiency, output, and income. It's critical to be driven by company priorities and expectations while predicting
expertise demands and availability, so that all judgement is in line with them. Following the definition of the goals,
the conditions and the path forward will be evaluated. Following that, determining the amount of workers required to
fill the employment void is critical. If the condition needs it, an exit plan including resignation and rejections should
be in place.

Six Key Elements of Workforce Optimization:

AI powered workforce automation which helps TCS to draw, hold on to, capture and control manpower while
narrowing workforce charges and widen productivity from the workforce.
Six key elements that must be dealt with:

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 1. Labour forecasts based on multiple drivers: Outgoing production, such as home delivery, click and pick,
and supermarket maintenance, as well as projected incoming flow from retailers and refunds, are all part of a
normal demand schedule for a fulfilment centre. Machine learning will help improve the inventory control
strategy. It will, for example, look up requests from previous initiatives, the regional split of requests to help
with in-shift preparation (meeting crucial cut-off times for ship or air links), or the split of purchase
requisitions like next day vs faster response period. Machine learning can also predict absences at various
periods based on past behaviour.
The result is a workforce prediction by shift that is tailored to each person based on their abilities, credentials,
and results, while also taking into account the parallel dynamic shift trends that are provided to draw workers.

2. Integrated labour and automation planning: Manufacturers are gradually moving to robotics to fix massive
unemployment and increase efficiency in warehouses; connected devices assist with this by minimising
running and actual work. To ensure that requirement can be fulfilled by all of the site's resources, technology
should be prepared alongside manpower. This can be achieved by balancing labour supply with material
handling equipment (MHE) requirement, or, in a more nuanced setting, by using site power, costs, and
restrictions to ensure that requirement can be fulfilled by optimization.

3. In-shift disruption management: The strategic resources strategy can also be used to locate inefficiencies
and facilitate price fluctuations, such as early selection of relatively long orders to reorient demand and
operating capability. Both shareholders, including airlines, will then see the subsequent operations schedule.
Carriers can have trimmed timing to facilitate in-shift activities if necessary.

4. Integrated training and equipment maintenance schedules: Employment preparation and credential
enhancement programs will also be incorporated into the strategy. For instance, material handling equipment
(MHE) renewal specifications can be monitored, and training hours can be instantly suggested when demand
is low. Similarly, when infrastructure is underutilised, repairs will be planned.

5. Employee engagement with digital: Workers should be encouraged to communicate with one another and
administrators through a smartphone app that helps them to apply for overtime, switch hours, order vacations,
and handle long-term illness. This helps companies recruit, maintain, and activate their workers by meeting
employees' increasing desire to connect online with their boss.

6. Productivity and labour standards: Engineering worker rights can be used to assess predicted output at an
employee or company level, much as a conventional labour management approach, and user information can
be used to optimise the working conditions and analyse the influence of exhaustion over a transition.

TCS Attrition Analysis

Attrition measures what portion of the workforce left the organization (voluntarily and involuntarily) over the last 12
months (LTM). Attrition (LTM) = Total number of departures in the LTM / closing headcount.
Attrition rates can be because of various reasons, mainly are:
1. Higher compensation in some other company.
2. Pursuing of higher studies.
3. Relocation to other cities.
4. Unfavourable working conditions or HR policies.
Some facts based on Attrition in TCS:
 India's blue-eyed IT Company has been suffering from high attrition rate since the second quarter of financial
year '20 and hasn't been able to stem the outflow.
 In FY 2019, TCS attrition rate in IT Services was 11.3%, the lowest in the industry.
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  Our people-centric investments go beyond the boundaries of our organization, into communities across the
world, where we support initiatives to bridge the digital divide, and encourage STEM education and careers.

The Company had a net addition of 29,287 employees globally, taking its total employee count to 424,285. Attrition in
FY 2019 was 11.3 percent for IT Services.
Generally, 10% is a good figure to aim for as an average employee turnover rate – 90% is the average employee
retention rate. With that said, the 10% who are leaving should be a majority of low performers – ideally, low
performers who are able to be replaced with engaged, high-performing team members.
 Also, in addition to the above-mentioned facts TCS recorded a lowest ever employee attrition in IT Services
(LTM) to 7.6% during the third quarter ending December 2020 (Q3FY21).
 TCS' consolidated headcount was 469,261 with a net addition of 15,721 during the latest quarter.
TCS states the reasons for lower Attrition are:
 One way to improve the Attrition rate was by giving a dividend to the shareholders.
 Another way is to acknowledge the role/work of the employees in the company and rewarding them.
 Retention of the bench talent of the company is possible only by attaining the large long-term contracts, which
will be good fit.
In any IT business, attrition is always high. The explanation for the fluctuating attrition rate is that IT workers have a
variety of choices. As a result, selecting a firm based on its attrition rate is not a good idea.

TCS Careers

Talent and creativity that is represented by human capital is at the core of TCS’ value creation engine. TCS
continually enhances its human capital by acquiring the best talent available in each of the markets it operates in,
providing a supportive and vibrant workplace to engage that talent, investing in upskilling individuals with the latest
technology skills, and giving them career paths matching their aspirations.

TCS is an equal opportunity employer, and subscribes to the Tata Code of Conduct in embracing diversity in race,
nationality, religion, ancestry, marital status, gender, age, ethnic origin, physical ability, and sexual orientation. Today,
TCS is one of the world’s largest employers of women. Progressive policies such as extended parental leave, a
mentoring program for junior women employees, special leadership development programs for senior employees, a
virtual support group on child psychology, and parenting workshops for working parents have gone toward making
the workplace more employee-friendly.

TCS provides its global, diverse workforce with a stimulating environment to aid both their personal and professional
development. Human Capital at TCS comprises Skill, competencies, Capabilities, knowledge and motivations of
TCS employees. Intellectual capital involves Domain Knowledge, Contextual knowledge, Intellectual property such
as patents frameworks, products and platforms.

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The company’s industry-aligned, customer-centric organization structure has resulted in each business unit acquiring
tremendous domain depth, and the account teams within those units building up immense customer-specific
contextual knowledge. This domain expertise, contextual knowledge, project management experience and technology
expertise gained on the job represents a conversion of human capital into intellectual capital.

TCS Career Planning

As both individuals and organizations have interest in an individual's career, career planning is a deliberate process of
being aware of self, available opportunities, existing constraints with alternative choices and sequences. It involves
identifying career related goals and undertaking work education and related developmental exercises to provide the
right direction, proper timing and sequences to attain a specific career goal. Career Planning of TCS includes:
• Job Posting System: TCS iBegin – a platform for posting/listing the job vacancies across different locations and for
different skills for the employees both internal or external to TCS. Similarly, there is TCS Careers portal which 
offers learning and sharing across multiple career seekers to upskill their career journey.
• Mentoring Activities: TCS offers GoIT Mentoring, a flagship community engagement program that increases 
interest in STEM and computer science through design thinking, mobile app development, and mentorship from 
TCS employee volunteers.
• Career Resource Centres: The centre offers self-directed, self-paced learning and provides resources without 
creating dependence on the organisation. TCS iON Digital Learning Hub is one such portal that offers free career 
enhancement options to upskill their career development. FrescoPlay is another portal that allows employees 
working in TCS to enhance their skills as per their will at any time, from anywhere.
• Managers as Career Counsellors: Managers can use information from the past performance evaluation to make 
realistic suggestions concerning career planning. iEvolve offers Managers the ability to assign competencies to 
employees as a part of their appraisal cycles so as to align them to their best capability. The instructor-based 
trainings as well as web-based trainings are aligned for each employee aligning him/her to a career path as per 
their performance in a particular domain.
• Tie-Ups for Individual Career Enhancements: TCS has tied up with Udemy and LinkedIn Learning where TCS
employees can register for courses free of cost and can upskill their knowledge so as to get themselves aligned 
to their career goals. They can also go for external certifications if they wish to.

TCS has separate forum for discussing the career paths of employees based on their existing skills and aligning 
them to the best suited one. For example, Assistant System Engineer-Trainee -> Assistant System Engineer ->
Information Technology Analyst -> Assistant Consultant -> Consultant -> Senior Consultant -> Principal 
Consultant -> Vice President -> Senior Vice President -> CXO (CEO, CFO, CTO)

Career Planning Process (steps) are as follows: -

• Identifying Individual needs & aspirations
• Analysing Career opportunities
• Aligning needs & opportunities
• Action plans & periodic review
Career Planning in TCS helps it to ensure that there is a constant supply of promotable employees, loyalty of the 
employees are improved, labour turnover ratio is reduced as employees’ growth and development is encouraged. 
Career Planning happens to be the first step for succession Planning.

TCS Succession Planning

Succession planning is an essential part of doing business, no matter how certain your future appears. Succession
planning can be broadly defined as identifying future potential leaders to fill key positions. Successors may be fairly
ready to do the (short-term successors) or seen as having longer-term potential (long-term successors).

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Succession planning sits inside a very much wider set of resourcing and development processes called 'succession
management', encompassing management resourcing strategy, aggregate analysis of demand/supply (human resource
planning and auditing), skills analysis, the job filling process, and management development (including graduate and
high-flyer programs)

There are several factors that are considered typically found in successful succession planning initiatives at TCS. For
example:
 Senior leaders are personally involved.
 Senior leaders hold themselves accountable for growing leaders.
 Employees are committed to their own self-development.
 Success is based on a business case for long-term needs.
 Succession is linked to strategic planning and investment in the future.
 Workforce data and analysis inform the process.
 Leadership competencies are identified and used for selection and development.
 A pool of talent is identified and developed early for long-term needs.
 Development is based on challenging and varied job-based experiences
 Senior leaders form a partnership with human resources.
 Succession planning addresses challenges such as diversity, recruitment, and retention.
In the case of Tata Group, Succession planning was not a strong point till the late 1980s. In Tata Consultancy, S.
Ramadorai took over from the mythical F.C. Kohli in 1996. By the mid-2000s, he is reported to have made a short list
of potential successors for discussion with Ratan Tata and the board. From this list emerged N. Chandrasekaran. Under
his guidance and direction, TCS was able to deep dive into the concept of succession planning for its employees which
seemed to have helped the company in its growth.

TCS Employee Relation

TCS being one of the most effective and influencing workplace in India, believes in a very same concept and is always
on board in keeping a healthy and close relationship with its employees. TCS as a firm which is globally involved,
serving 147 nationalities in 46 countries as of 31-Dec-2020, with a diverse talent base with over 469,261 employees
(including subsidiaries). At 36.4% women, TCS is considered one of the biggest employers of women. It's one of
eight companies worldwide who achieved this rank. They have been recognised by the Top Employer Institute as a
global top employer. TCS is an outstanding player in the fields of talent strategy, workforce planning, on-boarding,
learning and development, performance management, leadership development, career and succession management,
compensation and benefits and company culture in its review of 1 072 firms worldwide in 2016.

In TCS there are three types of employee relation:

1. Employer to Employees (Downward Communication)
2. Employees to Employer (Upward Communication)
3. Amongst Employees (Horizontal Communication)

Employee Engagement:
At Tata Consultancy Services (TCS), there are over 450,000+ of the world’s best trained IT consultants in 46 countries
worldwide. Like many organizations, the long-term success of the business depends on their ability to not only attract
but also to retain the best talent across all age groups. To do this, TCS has invested significant resources in employee
engagement activities, helping them to foster meaningful career paths for employees and create an environment where
workers feel that all aspects of their work and personal lives are being supported. With the highest retention rate in the
industry, TCS is proud of their track record in employee engagement. This successful approach is rooted in an
employee value proposition that is the same for all employees across the globe.

TCS’s value proposition for employee engagement has three core pillars:
 1. Global Exposure - A key part of the TCS offering to all employees is that they will get the opportunity to work in
multiple sectors, with different technologies and across diverse teams in order to gain exposure to all aspects of our
company and industry. By allowing their employees to explore these paths, TCS increases engagement with the
company and job satisfaction.
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 2. “Attitude is more important than skill” - TCS believes that developing the skills of an employee is an (relatively)
easy task. The real challenge lies in finding someone with the right attitude in the first place. When hiring TCS looks
for individuals that are naturally inquisitive, who want to learn new things and who will flourish in a company as large
as TCS. With more than 450,000+ TCSers worldwide, the opportunities are practically endless but individuals have to
want to network and make personal connections across the business. 
3. Maitree or Camaraderie - Their third value proposition is taken from a traditional Hindi word; maitree, which
translates as camaraderie. A fundamental part of employee engagement is making the workplace a positive and
enjoyable place to be. So, the HR team at TCS works hard to encourage a fun and vibrant culture.
4.Knowme: It is a community collaboration and connect, latest magazine and articles are uploaded to keep the
workforce updated, also employees can search for various parameters that interests them.
5.Tataworld: Tata products are displayed with encouraging discounts and offers to enhance the employee relation.
6.TCS purpose for life/Tata Cares: Various activities are organized such as 10000step in a week challenge to
improve the health parameters of the employees.

Improving Employee Relations:

Employee relations must be strengthened in an organization. To do so, following actions are take care by TCS,

1. In every organisation, Employees have expectations of fair and just treatment by the management. Thus, in
TCS, management treats all employees as individuals and also treats them in a fair manner. Hence employee
favouritism is absolutely avoided.

2. In TCS, employees’ jobs are not kept monotonous. They are kept interesting by including periodic changes in
their work schedules. It is also challenging by providing various opportunities to the employee to improve. In
TCS this is achieved by assigning employees greater responsibilities or indulging them in training
programmes.

3. Continuous interaction with the employees is given the highest priority in TCS. Employees are always updated
with company’s policies, procedures and decisions and hence the employees are always well-informed. Due to
this informed employee's background, they make sound decisions and remain motivated and productive. Also,
they feel as a member of the TCS family in this manner.

4. In TCS, employees are always rewarded and appreciated for a well-done job or for achieving/over-meeting
their targets. This activity boosts the employees to work towards the same goal.

Factors impacting the Employer and employee relation in TCS

There are various factors that affects the employee relation in TCS which are mainly categorized under two broad
categories:
Internal Factors:
1. Management Chain of Command: Employees are more diligent once they know about whom to report and who
is the decision maker, but you ought to pursue a chain of command. Offer a copy of the organizational map on the
first full day of work to any new recruit. Include images and contact details to enable the young and experienced
workers to keep up on the floor and C-suite for some attrition.
2. Succession Planning: Any member of the management team should already have the replacement. Succession
planning keeps the business operative as key employees retire, become sick or cannot perform their position.
Provide these appointed replacements with plenty of opportunity for decision-making, strategic strategy and
business negotiation. These interactions provide management with the legitimacy and skills required to guide the
enterprise through a seamless transformation.
3. Management Style: You will have a lot of burnout as the organizational style causes things to get dry before a
problem takes place. Burned-out staff often vanish, instead of facing the issue, particularly if you mix abrasive
experiences and shifting of responsibility with brainstorming and imaginative solutions. Employees request the
necessary information, express their opinions and appreciation when managers promote free, direct dialogue and
have positive and loving answers to questions.

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4. Employee Engagement: Enthusiastic staff are motivated, but excitement continues to improve every day. Provide
the employees with straightforward, consistent standards and react favorably to changes. Employers build trust in
the success and quality of their workforce efforts as they provide incentives and advances for an outstanding job,
maintain staff mindful of the company's results and give periodic reviews.

External Factors:
1. Workplace Demographics: Five generations of new employees are: All the people were produced from 1900 to
1945. The age was quiet. Around 1946 and 1964, boomers joined the workforce. Generation X was all born
between 1965 and 1980, and between 1981 and 2000, the Millennials invaded the world. Gen Z, who was born
after 2000, would also soon be on the job. By 2020, Millennials will say 50% of all positions on the job, while
Generation Z holds an additional 20%. Silent generation as well as Generation Z will account for 3% of the
world’s workforce, but Generation Z is 25% of the US.

2. Work/Life Balance: Millennials of the five generations do not only want harmony of work and life: they need it.
They best follow flexible timetables and pay for continuous training opportunities. In order to maintain and inspire
millennials, frequent incentives and socially conscious strategies must be in place. Boomers and the quiet
generation need support to reconcile work and life. All classes work long hours and use versatility. Unlike
traditional knowledge, the silent generation and Boomers make professional and supportive use of technology.

3. Economic Factors: The funds available in pay, pensions and training will impact strategic relationships between
workers. This impacts the spiritual and work happiness of workers and the entire labour market. The Institute for
Economic Policy estimates that productivity of workers rose by almost 70% from 1979 to 2018. On the other
hand, gross hourly wages rose in the same timeframe by just 11.6 percent. Higher salaries can enhance the
efficiency of employees and reduce sales, Forbes says. In addition, after getting an unexpected salary increase,
individuals choose to work harder. This approach will also improve job efficiency by ensuring that workers are
respected and supported.

4. Political Factor: Any political influences surrounding employee relations must be addressed by administrators.
For example, in the recruitment process, some countries adhere to discrimination against women or ethnic
minorities. Strict legislation prohibiting such activities is also available to some. A multi-country corporation can
have to comply with such laws that can impact the workers' jobs and well-being.

5. Life-Style Issues: Prescription drug abuse, financial illiteracy and lack of leisure skill knowledge all affect overall
worker health and resilience. Give your staff members training in these areas, and you will discover healthier
workers, with clearer thinking and better decision-making skills.

Conclusion

In modern times with the workforce constantly increasing at workplaces, manpower planning and work scheduling are
of the utmost importance. Manpower Planning, also known as Human Resource planning, entails placing the correct
individuals, the right sort people, in the correct place, in the correct place, by doing the proper way for the company's
objectives. Since manpower planning not just to assess existing human capital but also allows manpower estimates
and therefore draws job programmes, it is a two-phased operation. With the increasing amount of data and information
in today’s corporate world, workforce scheduling is very important. It involves deciding the existing hourly
workforce's workload in order to handle the planned volume of labour in your company.

Meaningful insight and monitoring of an accurate labour plan, as well as the opportunity to organise a dispersed
worker, would be vital enablers for successfully organizing a restricted workplace as distributors look to reduce prices
and automate rosters for a restricted workforce. Early deployments of staff management strategies culminated in a 5%
drop in direct labour. As a result, the amount of options available is likely to increase, analysts are likely to focus on
employee participation (and improvement) in the coming future. Along with establishing a labour plan, a proper
attrition analysis- a detailed and updated list of number or percentage of employees who are leaving a company to

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work for other companies or who have decided to pursue other opportunities is needed which will enhance the labour
plan and make it more efficient.

Career and Succession Planning are equally important in today’s corporate world. Succession planning identifies and
develops talent in order to occupy upcoming business-critical vacancies. It is motivated by the employer to ensure that
a pipeline of highly qualified talent is available to replace retiring workers. While career planning is the organized
approach by which an individual maps their own career growth course within a company. It provides them with
individuality and a sense of power over their professional lives. Staff are the most precious resource of any
corporation, large or small. Maintaining job performance successfully will assist organisations in achieving their
objectives more quickly. In order for an organisation to succeed, it must maintain stable employee relations. High
efficiency and human happiness necessitate good workforce relationships.

Acknowledgement

We would like to express our special thanks of gratitude to our Human Resource Management professor Ms. Mary
Pius James, gave us the opportunity to do this project for Experiential Learning, which also helped us in doing a lot
of research on Tata Consultancy Services Limited and we came to know so many new things about this
organization. We are very glad to thank our teacher for her encouragement and tremendous guidance.

We have been fortunate to have received many useful suggestions from our teacher which have greatly improved the
clarity of our report. We would like to appreciate suggestions and criticisms about the report from the readers.

Last but not least we would like to appreciate our teamwork and cooperation. Thank You!!!

References

[1] V. Mehta, “Forecasting Demand & Supply of Talent,” 25 May 2020.

[Online]. Available: https://hr.economictimes.indiatimes.com/news/workplace -4-0/recruitment/
forecasting-demand-supply-oftalent/75981816.

[2] A. F. Tim Bateman, “Labor Forecast & Automation for Effective Workforce Optimization,” [Online]. Available:
https://www.tcs.com/content/dam/tcs/pdf/Industries/Retail -logistics/Insights/workforce-optimization-laborforecast.pdf.

[3] K. Martic, “What Are Employee Relations and Why They Are Important,” 10 Sep 2020. [Online]. Available:
https://blog.smarp.com/what-are-employee-relations-and-why-are-they-important.

[4] P. Juneja, “Employee Relations - Importance and Ways of Improving Employee Relations,” [Online]. Available:
https://www.managementstudyguide.com/employee-relations.htm.

[5] T. Conduira, “conduira online,” [Online]. Available: https://www.conduiraonline.com/index.php/detail/1552-

tataconsultancy-services-tcs-company-profile.

[6] M. S. Team, “Manpower Planning,” 17 May 2020. [Online]. Available:

https://www.mbaskool.com/businessconcepts/human-resources-hr-terms/4417-
manpowerplanning.html#:~:text=Manpower%20planning%20is%20the%20process,of%20skills%2C%20time
%20period%20etc.

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