Eyes of Janus: Evaluating Learning and Development at Tata Motors

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Eyes of Janus: Evaluating Learning and Development at Tata Motors
Tata Motors is a car maker situated in India, whose headquarters are based in Mumbai, Maharashtra. It positively responded to the competitive industry and decided to redesign the human capital strategy. In their new investment strategy, the focused on ensuring that their investments were founded on refurbishing the learning and development functions for the employees of Tata Motors. Numerous schemes were launched to ensure a learning culture was initiated in the organization. This was to ensure that the organization was stabilized in its dwellings hence increasing their revenue. This made the company be recognized across the globe in the learning and development community. However, the company faces challenges in evaluating the efficiency of these programs based on their advantages and their capability to expand a learning culture in the organization. This paper focuses on analyzing these parameters, confining and evaluating these details so as to establish future investments in learning and development.
There was the human capital strategy that strived to develop a culture that performed highly through programs that were referred to as ACES (FitzRoy, 34). This program had four theories that included accountability, customer and product focus, excellence and speed. Under accountability, individual had to account for the progress and their contributions to the company. They also accounted for their group efforts that were initiated especially in projects.

The company was determined to develop vehicles that customers would wish to buy, establishing brands that they would be proud of, and delivering a unique experience of ownership. The company was determined to be on the winning team that was a motivation in company’s dwellings to expand. They also acted swiftly and with certainty so as to achieve the results of the company. The company’s human capital strategy was focused on the talent and leadership of the company, refurbishing of the company, and organizational enabler that were focused on the constant happiness of their customers and improving the performance of the business. The company was therefore forced to change its HR function is to achieve this objective with the aim of increasing the competence of the organization especially in the ever-changing business environment that has stiff competition in the motor industry (FitzRoy, 56).
Tata Motors was determined to lead in the market where it targeted the second position in the selling of passenger cars in India while maintaining its supremacy in the market in the viable automobiles division. It was important that learning ventures work to facilitate achieving of positive end results. The company, therefore, developed a learning government structure where the business was to control the training of individuals in the enterprise. The Learning Advisory Council (LAC) pinpointed the training areas that were of importance to the behavior and initiation of the managerial and soft skills to employees in the company. This was considered important, of support and reliability to Tata Motors. Some received training that had specific goals was the institutionalization and execution of the autonova technical excellence (tx) program in the Manufacturing Excellency (COE) (FitzRoy, 78). The company believed in learning from their experience since it was able to modify its business policies so as to advance the performance of the enterprise. They also changed the performance metrics with greater frequency where the Tata Motors Academy was determined to those that they would track the performance of the organization.
The larger body was, therefore, determined to fulfill the objectives of the company through building a learning and development function and encouraging the acceptance by the entire organization as a value-adding function. These value-adding functions such as the iteach program contributed towards the success of the company and the official recognition that became an ambitious and motivational factor for all employees in the company (FitzRoy, 46). Learning and development opportunities also developed in the company where they investigated all parkways that enhanced the learning and acquisition of knowledge at all levels in the company. This was to initiate the concept of earning while implementing new techniques that would improve the performance of the company. Tata Motors was determined to use this strategy in ensuring efficient organization of the company. They also measured the competence of the organization since everyone in the company felt the change. These efforts bore fruits since the company analyzed its past experiences and customer relations and they were able to pinpoint the mistakes that were in the company. Through recognition, the company identified these errors and developed learning strategies that would help in the mitigation process of these mistakes for the future progress of the company.
Businesses in the developing market always face challenges that need to be mitigated so as to avoid future errors. Tata Motors, a good example of a company that evaluated its strategies, learned and developed precaution measures towards the identified problem was determined to mitigate the disputes of measuring the short-term and long-term advantages of learning and development investment intending to improve the system continuously. It is of great essence that the team continues to build and maintain the idea of learning and development so as to widen their scope in the market. The company should, therefore, focus on identifying their strengths in the market rather than developing several programs that might not be of importance to attain the sustainability required.
Works Cited
FitzRoy, Peter, et al. Strategic management: the challenge of creating value. Routledge, 2012. Print.