Introduction

Tata Consultancy Services Limited (TCS) is the world-leading information technology consulting, services, and business process outsourcing organization that envisioned and pioneered the adoption of the flexible global business practices that today enable companies to operate more efficiently and produce more value.

They commenced operations in 1968, when the IT services industry didnt exist as it does today. Now, with a presence in 34 countries across 6 continents, & a comprehensive range of services across diverse industries, they are one of the world's leading Information Technology companies. Seven of the Fortune Top 10 companies are among our valued customers.
They are part of one of Asia's largest conglomerates - the TATA Group - which, with its interests in Energy, Telecommunications, Financial Services, Chemicals, Engineering & Materials, provides us with a grounded understanding of specific business challenges facing global companies.

As we move into an era of e-business where IT professionals will interview employers so stringently that 40 percent employers will miss recruitment goals (source: Gartner Group), the role of HR assumes unthinkable proportions and is subject to mammoth challenges. With this sensitive breed of IT professionals, how has TCS grown to and sustained at the number one position is a question which market watchers have asked themselves a thousand times. There is but one answer - passion for excellence in the workforce practices. TCS has developed an unbreakable bond with sound HR practices in an environment that defies traditional roles and responsibilities. The TCS-HR group operates with technical experts to create a synergy which is enviable. Figure 1 illustrates the role of HR, which evidently is that of a facilitator. So whether it is recruitment or even career development, HR is the catalyst which initiates and institutionalizes processes. To manage all the functions for over 14000 employees is a Herculean task but the smoothness of operations is intriguing. The HR structure, which allows flexibility and empowerment, is the solution.

Objectives
Data relating to performance assessment of employees arc recorded, stored. and used for seven purposes. The main purposes of employee assessment are: 1. To effect promotions based on competence and performance. 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. 3. To assess the training and development needs of employees. 4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed. 5. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development.

6. To improve communication. Performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the ratee. 7. Finally, performance appraisal can be used to determine whether HR programmes such a selection, training, and transfers have been effective or not. Broadly, performance appraisal serves four objectives(i) developmental uses, (ii) administrative uses/decisions, (iii) organizational maintenance/objectives, and (iv) documentation purposes

HR Policies
Executive Selection Scheme (ESS) - fast track programme for accelerated growth In-house vocational training and apprenticeship programme trains the technicians Rotational assignments and cross-functional mobility allow employees to grow

Performance Appraisal Process

It is a concurrence with the values of the company-excellence,
leading, change, learning and sharing, integrity and respect. It Has Three main dimensions Performance evaluation Outcome of performance evaluation Performance enablers
And involves Four stages in process :Performance planning Self evaluation Appraiser evaluation Development feedback and rationalisation

TCS conducts two appraisals: 1. At the end of the year 2. At the end of a project. Appraisals are based on Balanced Scorecard, which tracks the achievement of employees on the basis of targets at four levels financial customer internal learning and growth The financial perspective quantifies the employees contribution in terms of revenue growth, cost reduction, improved asset utilization and so on; The customer perspective looks at the differentiating value proposition offered by the employee; the internal perspective refers to the employees contribution in creating and sustaining value; the learning and growth are self-explanatory. The weightage given to each attribute is based on the function the employee performs

GOAL SETTING
A goal setting program in an organization requires careful planning. As shown in the figure, the first three factors in goal setting process are establishing the goal, achieving goal commitment, and overcoming resistance to goal acceptance. Goals can be established in a variety of ways. Best way is to set by joint participation between the employee and the supervisor. This method often leads to employee commitment, a crucial ingredient in effective goal setting. Goal Setting S.M.A.R.T.* Goals Specific precise and detailed Measurable with criteria for determining progress and success Achievable attainable and action-oriented Realistic relevant and aligned Time-related grounded within a time-frame For this purpose, an online template is circulated in the organization. Superiors fill out that form keeping in view the performance of their subordinate over the year. This feedback becomes the basis of the promotion of the employees. Superior is responsible for categorizing the employess in four category, namely ABCD This categorization is done both on the basis of performance and the goals they were given. This whole system is commonly known as 90 degree appraisal system also called 2 tiers.