Sunteți pe pagina 1din 4

UNIVERSITY OF NAIROBI

SCHOOL OF BUSINESS
DEPARTMENT OF BUSINESS ADMINISTRATION
DHR 503: HUMAN RESOURCES DEVELOPMENT
CASE STUDY ASSIGNEMENT
GROUP WORK
1. Summary of the case
This case study is a review of knowledge management practices at Tata Consultancy Services
an increasingly global IT consulting firm headquartered in Mumbai which has enabled it to
meet ambitious growth targets over the past years. The case also narrates some of the continuing
challenges that confront TCS and the potential risks pertaining to leveraging knowledge capital.
The authors collaborated on this case in order to develop learning insights on knowledge
management in practice at global leaders across industries. While open-ended in its conclusions,
this case does reveal some of the dilemmas faced by strategic management in adopting a suitable
KM strategy for sustainable growth.
Tata Consultancy Services is a provider of information technology (IT) services. The company
provides a wide range of services including business consulting, information technology,
business process outsourcing (BPO), infrastructure, and engineering. The company operates in

Americas, Europe, Middle East, and Asia Pacific. The company is headquartered in Mumbai,
India.
TCS developed Knowmax, a knowledge management system, using Microsoft share point portal
server that gave TCS consultants access to nearly 40 years of experience and best practices
arranged by type of engagement, the technology in use, and customer requirements. It supported
more than 60 knowledge assets and was accessible via Ultimatix to all TCS associates. Any
associate could contribute to the K-Bank and Knowledge officers were made responsible for
maintaining the quality of content.
2. What HRD Practices are addressed by this case and how?
Recruitment and selection
The focus in the case has been to create an environment where performance is rewarded,
individuals are respected and associates get opportunities to realize their potential. According to
the case the number of associates has more than tripled from 23000 in 2002 ti over 84,000 in
2007.
Training and development
Fresh recruits are put through 47 day initial learning programme where they learnt a mix of
technical and soft skills. The associate also embarked on continuous learning program put
together by company champions. Workplace learning has also been implemented in the company
through electronic library of e-learning courses and online courses.
Mentorship and coaching
The company assigns mentors to associates. Those who demonstrate leadership were place in the
companys leadership development programme which was designed to cultivate leadership
qualities and skills. Tsc also had a foreign language initiative that encourage all its employees to
pick up one or more foreign languages.

Career Development
TCS caters to the employees aspirations, motivating employees to realize their potential and
providing them with a predictable roadmap and necessary tools for personal growth to retain
employees. TCS keeps employees engaged and motivated by providing opportunities for
continuously upgrading competencies by rotation across roles, technologies, customer and
industries and geographies.

Risk Management
The Company has put in place an Enterprise-wide Risk Management (ERM) programme based
on the Committee of Sponsoring Organisations of the Treadway Commission(COSO)
framework. The risk categories covered under the ERM programme includes strategic,
operational and financial as well as compliance-related risks. This includes risk assessment and
mitigation at the company level, business / functional unit level, relationship level and project
level.
3. Any other issues being raised by the case?
Implementation of Knowledge management has led to positivity in the firm such that, systems
development and implementation activities are more likely to be done by TCS in a manner that is
timely, effective, and cost efficient.
The same for customer service by knowing customer requirements and also taking ideas from
other industries that are stored in the KM databases, the company can provide new and
innovative solutions to resolve customer queries.

By accumulating knowledge, it has built capabilities to understand how to service clients through
consulting and in other strategic areas. So KM has enabled TCS to continue to move higher up
and to bid for more strategic projects.
KM repositories that capture best practices in the projects it has undertaken make the company
more efficient in servicing clients. This means it can execute better.
4. What are the lessons learned any best practice in HRD practices
5. Your comments

S-ar putea să vă placă și