Tata Leadership PracticesHow do we create leaders who have a global perspective, deliver sustained performance and live the Tata Values?

ContentsTata ValuesGlobalization and the Business ImperativesTata Leadership Practices TLPs & Leadership TalentUsing TLPsContextConceptUsing TLPs

The FoundationLeadership With Trust

The Groups growth and businesses continue to be driven by its five core valuesResponsibilityIntegrityExcellenceUnderstandingUnity

Tata ValuesIntegrity We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.Excellence We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide.Understanding We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always work for the benefit of the communities we serveUnity We must work cohesively with our colleagues across the Group & with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.Responsibility We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.

The Group Today: Business Focus Growth and Leadership through Global CompetitivenessValue Creating AcquisitionsNon-Cyclical New Businesses Domestic Dominance Global CompetitivenessContextConceptUsing TLPs

Our Key Need How do we create Leaders who have a global perspectivedeliver sustained performance live the Tata Values?

Increasing the Groups Leadership BenchDelivery of consistent high performance acrossGeographiesTime Assignments

How the high performance is delivered : What behaviour will underpin sustained performance? These behaviours are described through the Tata Leadership Practices.

Leadership BehaviorBehavior

SkillsKnowledgePersonalityMotivesAttributesAttitudeTraits ValuesVISIBLEMore assessable through observationWHAT IS UNDERLYINGDifficult to assessTLPsWhat is demonstrated consistently in day to day activities.What people around the leaders see.

The Tata Leadership PracticesA set of behaviors that is required for superior performance in the Tata context

Excellent performers on-the-job demonstrate these behaviors much more consistently than average or poor performers.

TLPs provide us with a way to define in behavioral (output) terms what we need to do to produce the results the organization desires and do so in a way that lives our values and builds our culture.ContextConceptUsing TLPs

Tata Leadership PracticesBusinessResultsPeopleThree Clusters

Tata Leadership PracticesBusinessResultsPeopleTakes OwnershipPeople DevelopmentInterpersonal effectivenessBuilding Effective TeamsWithstanding PressureManaging Vision & PurposeStrategic CapabilityDealing with AmbiguityBusiness AcumenFunctional ExcellenceDrive for ResultsCustomer FocusTimely Decision makingInnovation ManagementFourteen Success Factors

Each success factor of the TLPs is translated across management levels

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TATA LEADERSHIP PRACTICES

JuniorMiddleSeniorTop

Business

Managing Vision and PurposeAligns goalsSets priorities for successSteers the visionCreates vision and purpose

Strategic CapabilitiesPlans contingenciesImagines best practiceCreates breakthrough strategiesScopes strategic intent

Dealing with AmbiguityJudges probabilitiesExplores optionsPioneers through uncertaintyLeaps into the future

Business AcumenPlans to add valueOptimises valueCreates new valueSenses opportunities for new value

Functional ExcellenceLearns & uses knowledge for improving practiceLearns and uses knowledge for operational excellenceLearns and uses knowledge for business innovationLearns and uses knowledge for creating strategy

Results

Drive For ResultsPlans, controls and reviews the work team activities to deliver goalsCreates high performance work systems built on best practice to deliver business goalsLeverages organisational capability to deliver resultsDevelops the global business capablity to satisfy stakeholder demands

Customer FocusCollaborates with customers to add valueExplores and satisfies market demandsSenses new business opportunitiesStimulates New Market demands

Timely Decision MakingDefines and resolves problemsIntervenes to optimise systemsCrystallises strategic choiceCommits to strategic pathways

Innovation ManagementEvaluates and improves service to customersLeads and improves business operationsCapitalises on business growth opportunitiesChampions and steers business innovation

People

Takes OwnershipAccountable for professional judgementAccountable for integrity systemsAccountable for coherence of strategic choiceAccountable for wisdom of policies

People DevelopmentGrows and develops othersStimulates and supports a learning cultureReviews organisational capability and fosters talentBuilds future capability

Interpersonal EffectivenessEngages and influences othersCreates an empowering climateProjects an inspiring presenceFosters a network of collaborators

Building Effective TeamsMotivates and represents the teamCreates inter-team synergyCommissions patterns of teamworkUnifies the enterprise

Withstands PressureHandles demands of operational conflictHandles demands of complex systemsHandles demands of innovation and changeHandles demands of complex and adverse world

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How TLPs help to chart PotentialAn example of a manager at Middle Management level having potential for senior management level

Tata Values and TLPsIntegrityWe must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny Accepting responsibility for the consequences of your decisions and actions (25)Following through on commitments that you have made (26)Confronting conflict situations in an honest and direct manner (27)Consistently demonstrating high levels of integrity in your daily contacts with others (28)Going to bat for your direct reports when you feel they are right (37)Being willing to speak out on issues even when your view is unpopular (40)Understanding We must be caring, show respect, compassion and humanity for our colleagues and customers around the world and always work for the benefit of IndiaSpending time with customers or those who have direct contact with customers (8) Actively looking for ways to increase value and satisfaction for the customer (9) Having a clear idea of what works in the market place (11)Understanding the strategic implications of decisions (17)Managing change in a thoughtful and well planned rather than reactive manner (19) Being genuinely concerned about people development (29) Working with others to continuously improve their personal performance (33)

Tata Values and TLPsExcellence We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide.Demonstrating extraordinary levels of energy and effort (1)Establishing high performance goals and standards (3) Making decisions based on what is best for the customer (7)Rewarding people for trying new things rather than punishing them for mistakes (10) Demonstrating awareness of changing industry and market conditions (22)Keeping up to date with leading edge developments in your field or function (23)Demonstrating a high level of skill in your functional area (24)Challenging people to stretch themselves (30)Unity We must work cohesively with our colleagues across the Group & with our customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation.Actively looking for ways to increase value and satisfaction for the customers (9)Establishing a climate of openness and trust -35Establishing team or group goals as well as individual goals (42)Demonstrating a balance between the individual and the team - is a good team player (43)Encouraging people to collaborate with others in the Tata Group (44)Encouraging an open exchange of ideas and different points of view. (46)

Tata Values and TLPsResponsibility We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.Solving immediate problems without sacrificing long-term results (5)Focusing your time and energy on the most important priorities (6)Communicating an exciting vision for of the future for the business (13)Helping people understand how their jobs contribute to the overall success of the business (15)Giving people candid, even-handed feedback on how they are doing on their jobs (31)Being supportive and helpful in your daily contacts with others (32)Being open and candid with people rather than being vague or indirect (38)Handling pressure smoothly and effectively (39)

When values and principles are applied consistently, they become behavioral habits and this enables the fundamental transformation of people, of relationships and of organizations.

How TLPs WorkKnowledge Understands market pricing dynamicsTLP Demonstration (#24) Demonstrates a high level of skill in his/ her functional areaSkill How to set up new product introduction processTLP Demonstration (#11) Has a clear idea of what works in the marketplaceMotives/ Attitude Integrity wants to work in an honest and direct mannerTLP Demonstration (#28) Consistently demonstrates high levels of integrity in daily contact with others

Using TLPsPerformance Management

Potential Assessment

Leadership Development Planning

ContextConceptUsing TLPs

TLPs: Managers Radar Chart3: Strength2: Neither strength nor OFI1: OFI

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Tata High Potential Management Programme

Rallis India Limited

NameSoumen MitraDOB/Age25/5/1962 (41 Years)

DesignationVice President (Finance)DepartmentFinance

DivisionCorporateFunctionFinance

Salary GradeMS1BLocationMumbai

Educational QualificationsExecutive Education

B.ComC.A

CAREER HISTORY

FromToJob TitleCompanyAreas of Responsibility

2000Till DateVP (Finance)Rallis India Ltd.Finance and Accounting

19982000GM/VPEssar GroupFinance

19961998DGM/GMReliance Group1. Project Finance and training

19941996Manager/DGMIndian Hotels Co Limited1. Coordinator GDR issue2. Debt restructuring of US & UK properties

19861994Deputy ManagerTata Tea LimitedInternal audit, Budget and accounts

19851986Asst ManagerPrice Waterhouse Coopers1. Statutory audits of companies2. Management Consultancy System Design of Magor group, Duncan group etc.

Performance RatingCalibration of ratings

Current YearPrevious YearYear BeforeYear BeforeA Goals Exceeded substantially

ABB Goals Exceeded

D Goals Not Met

C Goals Met

TWL Judgement (where applicable)

Current RoleCurrent CapabilityCapability in 2 years

DCC

Current Job Profile/Performance/Key Question

In a year, which required major financial restructuring at corporate level and implementation of effective accounting and MIS tools in operations, Soumens performance has been commendable. The efforts put in the areas of managing interest burden of the

Manager's Radar Chart- Tata Leadership Practices

TLP Comments

Outcome of Personnel Planning Meet

Potential Assessment:Resource:Potential Classification:

Clear High PotentialGroup resourceFunctional- Finance

Development Needs:

He could go for a People developmental programme. He could be a candidate for the INSEAD challenge for leadership programme or for ISISD/ Sumedhas

Key Comments:

For Soumen, CFO in a big Company is the route.There lots of complaints by subordinates and peers.He is hot headed domineering, abrasive! and rough in handling people.He needs to develop HR and personnel relationship management.

Movements

Option 1Option 2Option 2

MovementIn Company/ In FunctionMovementCross Company/ In Function

Job DescriptionHas just take over as CFOJob DescriptionCFO

CompanyRallisCompanyBig Company

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3- Strength2- Neither Strength nor Weakness1- Weakness

Drive For Results

Timely Decision Making

Customer Focus

Innovation Mgmt.

Managing Vision and Purpose

Strategic Capabilities

Dealing with Ambiguity

Business Acumen

Functional Excellence

Takes Ownership

People Development

Interpersonal Effectiveness

Withstands Pressure

Building Effective Teams

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Leadership Development by LevelFrontline ManagementMiddleManagementTopManagement

Benefits of TLPsTLPs provide a "road map" for the range of behaviors that produce excellent performance. It helps: Drive Tata Values

Companies "raise the bar" of performance expectations;

Teams and individuals align their behavior with key organizational strategies; and

Each employee understands how to achieve expected performance standards

Key Notes:The Tata Group has always sought to be a value-driven organization. These values continue to direct the Groups growth and businesses. There are five core Tata values which underpin its businesses.

The Tata name is a unique asset representing leadership with trust. Leveraging this asset to enhance group synergy and becoming globally competitive is the route to sustained growth and long-term success.

Thus, our future forays need to be firmly implanted in our foundation of core values and embody our Group purpose statement of Leadership with Trust. This linkage is deep rooted and needs to be leveraged as such.

Background Notes:At the Tata Group our purpose is to improve the quality of life of the communities we serve. We do this through leadership in sectors of national economic significance, to which the group brings a unique set of capabilities. This requires us to grow aggressively in focused areas of business. Our heritage of returning to society what we earn evokes trust among consumers, employees, shareholders and the community. This heritage will be continuously enriched by formalizing the high standards of behaviour expected from employees and companies. The Tata Group has always sought to be a value-driven organization. These values continue to direct the Groups growth and businesses. There are five core Tata values which underpin its businesses.

Listed above are some of the broad performance goals that we continue to demand of our companies now more than was done before: return on capital, industry leadership, and global competitiveness. We are also looking at segmenting our companies into areas where we can identify the growth potential and of course we are looking very much more actively and acquisitions and divestitures Driven by adoption of EVA methodology Speak about Tata Steel, Tata Motors, Tata Chemicals actions

Going forward our Challenges are:To achieve sustainable and profitable growth, meaning growth that will not merely swell the topline but also the bottomlineTo increase the security of our shareholding as a Group. In that area we had set ourselves the task of increasing our shareholding to at least 26% in our major companies, so that our companies have some degree of protection. This objective has been achieved in all but one company. This has taken five years and cost Tata Sons Rs 2300 Crs. We are looking to increase our shareholdings further to provide a higher level of comfort to our companies. Our intention is to make sure that our core companies are not vulnerableIncreased competition in the market, which, indeed, it has proven to bePerhaps most importantly, that there would be competition for talent and, therefore, we should find a way to attract and retain good talent and not lose them to competition. Values and actions determine demonstrated behavior.TLPs provide the North Star by which leaders at all levels navigate in order to create synergy and produce more significant and consistent results. The work context that the TLPs describe could be a job, role or a group of jobs, function, or the whole organization.

These characteristics are applied because they provide significant help with key issues such as: clarifying workforce standards and expectations aligning individuals, teams, and managers with the organization's business strategies creating empowerment, accountability, and alignment of coach, team member, and employer in performance development developing equitable, focused appraisal and compensation decisions The Tata Leadership Practices (TLP) are a set of 14 competencies, which are necessary for professional success within the Tata Group. These 14 competencies are divided into 3 broad practice categories or clusters:The Delivering Results Making Money group measures an employees orientation towards action. It measures his ability to do things and make things happen.The Business Leadership group measures an employees ability to handle complexity and ambiguity and ability to grow businesses in the face of rapid environmental change.The People and Team Leadership group measures an employees inter-personal skills and team dynamics.Source: Putting principles first Stephen CoveyTLPs only include behaviors that demonstrate excellent performance. Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral application of knowledge that produces success. In addition, TLPs do include skills, but only the manifestation of skills that produce success. Finally, TLPs are not work motives, but do include observable behaviors related to motives. The figure above illustrates these key points. In performance assessment (PMS)How it helpsHow you should incorporate part of process (performance appraisal/ mid year review

In potential assessment (PPMs)How it helpsHow you should incorporate part of process (IDPs/ PPM discussions)

Leadership Development PlanningEstablishing linkageDetermining T&D Requirements from TLPsLinkage with Tata Group Leadership Series and Business SeriesTLPs built into the companys performance management system helps focus on HOW the performance was delivered. It guides the appraiser to look at all facets of the managers performance viz people, results and business related and ascertain at what level he/ she currently is on.An analysis like the one illustrated above gives an overview of the managers strengths and areas for improvement and therefore guides the appraiser to look at appropriate development options for him/ her.The thrust changes with the level.Help set standards of behaviour with relation to the required competenciesInculcate a trend of pushing performance by developing competenciesDevelop future managers by stressing on behavioural aspectsIntroduce a common standard of measurement across employeesTo provide information that goes beyond performance and will act as a window to the potential of the employee.The ratings will provide a common platform on which employees across companies will be evaluated.