“Success is the manifestation of diligence, inspiration, motivation and innovation.

Words fail to express my sincerest gratitude to this esteemed organization that has conferred on us the privilege to pragmatically convert my theoretical Knowledge into practically viable experience. My mentor Ms. Jasneet Rakhra played a major role in keeping me motivated and committed towards the project throughout the project tenure. It takes great pleasure in expressing my gratitude to my Guide, who constantly guided me throughout the project and I remain indebted to her for inculcating in me the spirit to think practically and apply my knowledge more fruit fully.I would like to render my sincere thanks to, HR Department, for guiding the project towards completion and for providing me valuable inputs that proved not only necessary but also pivotal towards the completion of my project. I would also like to express my solidarity towards the TATA MOTORS family for providing me with such an opportunity to get an insight into the system of the industry, the first experience of its kind for me, with management, the employees and all my colleagues on the successful completion of my training.

It is my privilege to express my deep sense of appreciation to my lecturers, at Hindustan Institute of Management and Computer Studies, Farah (Mathura) for their valuable guidance, inspiration and encouragement to make this project report successful. Table of Contents Executive summary:5 COMPANIE’S PROFILE:6 Tata Motor’s vision and mission:9 TATA GROUP SECTOR-WISE OPERATIONS:17 History of Tata Motors:20 TATA MOTORS THE LUCKNOW PLANT24 Evolution24 REVAMPING OF RECRUITMENT CENTER OF TATA MOTORS29 INTERVIEWING PROCESS USED BY TATA MOTORS:-29 BEHAVIORAL BASED INTERVIEWING:32How to Conduct an Effective Behavioral Interview:33 Behavioral Interview Questions34 QUESTIONING SKILLS: – PAMPHLET51 POSTERS ON BEHAVIORAL INTERVIEWING:-59 SUGGESTIONS:69 BIBLOGRAPHY:70 Executive summary: The TATA Group is a multinational conglomerate based in Mumbai, India. The TATA name has been respected in India for 140 years for its adherence to strong values and business ethics. TATA Motors follows competency based interviewing as a recruitment technique.

To make it more effective I studied BEHAVIOR BASED INTERVIEWING PROCESS and suggested to club this process with competency based interviewing.To enhance the interview process, I made pamphlet on QUESTIONING SKILLS based on behavioral based interviewing technique, for managers from technical background, as they are not very familiar with details of HR concepts. To create awareness of behavioral based interviewing in the recruitment department and as well as in different departments, I designed some posters depicting the basic concepts of Behavioral Based Interviews. THE TATA GROUP COMPANIE’S PROFILE: Tata Motors Limited is India’s largest automobile company, with consolidated revenues of Rs. 2,519 crores (USD 20 billion) in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world’s fourth largest truck manufacturer, and the world’s second largest bus manufacturer. The company’s 24,000 employees are guided by the vision to be “best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics.

Established in 1945, Tata Motors’ presence indeed cuts across the length and breadth of India. Over 5. 9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954.

The company’s manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains.The company is establishing a new plant at Sanand (Gujarat).

The company’s dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors, the first company from India’s engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain.

Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea’s second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo.

In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano’s presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company’s pickup vehicles in Thailand.The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through exports since 1961. The company’s commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa.The foundation of the company’s growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R;D. With over 3,000 engineers and scientists, the company’s Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK.It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India’s first Sports Utility Vehicle and, in 1998, the Tata Indica, India’s first fully indigenous passenger car.

Within two years of launch, Tata Indica became India’s largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India’s first indigenously developed mini-truck. In January 2008, Tata Motors unveiled its People’s Car, the Tata Nano, which India and the world have been looking forward to.The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.

100,000 (excluding VAT and transportation cost). Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars.Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency.

The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost. Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. . It has developed electric and hybrid vehicles both for personal and public transportation.

It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.Tata Motors is committed to improving the quality of life of communities by working on four thrust areas – employability, education, health and environment. The activities touch the lives of more than a million citizens. The company’s support on education and employability is focused on youth and women.

They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care.The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

Tata Motor’s vision and mission: TATA MOTORS MANUFACTURING PLANTS Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenisation.This focus has driven the Company to set up world-class manufacturing units with state-of-the-art technology. |JAMSHEDPUR: [pic] |  | |Established in 1945, the Jamshedpur unit was the company’s first unit and is spread over an area of 822 acres. It consists of 4 major | | |divisions – Truck Factory, Engine Factory, Cab ; Cowl Factories. The divestments in March 2000 hived off the Axle and Engine plants into| | |independent subsidiaries viz. HVAL ;HVTL, respectively. | | | | | | | | | | | | | | | | |PUNE: | | |[pic] | | | | | |  | | | | | |The Pune unit is spread over 2 geographical regions- Pimpri (800 acres) and Chinchwad (130 acres). It was established in 1966 and has a | | |Production Engineering Division, which has one of the most versatile tool making facilities in the Indian sub-continent.

It houses a | | |Vehicle manufacturing complex which is one of the most integrated automotive manufacturing centers in the country producing a large | | |variety of individual items and aggregates. It is engaged in the design and manufacture of sophisticated press tools, jigs, fixtures, | | |gauges, metal pattern and special tools, as well as models for the development of new ranges of automobile products.Its capabilities | | |have enabled Tata Motors to introduce new products and improve existing ones without resorting to imports of dies or fixtures. | | |LUCKNOW: | | |Tata Motors Lucknow is one of the youngest production facilities among all the Tata Motors locations and was established in 1992 to meet| | |the demand for Commercial Vehicles in the Indian market. The state of art plant is strongly backed by an Engineering Research Centre and| | |Service set-up to support with latest technology and cater to the complexities of automobile manufacturing.

Fully Built Vehicle | | |business, which is one of the fast growing areas of our business, is also established in Lucknow. Our plant, rolls out commercial | | |vehicles and is specialized in the designing and manufacturing of a range of modern buses which includes Low-floor, Ultra Low-floor, CNG| | |; RE Buses. The Lucknow facility also specializes in manufacturing HCBS (High capacity Bus System) buses. In light of Company’s | | |aggressive growth plans, we are currently in expansion phase and production at Lucknow would grow many-fold in near future. The | | |expansion shall be in the areas of painting, welding, vehicle assembly ; testing and utility services, driven by latest technology.To | | |achieve these plans we invite people who have good Technical Knowledge, seek Challenging Opportunities and have a Drive for Engineering | | |Excellence to come and partner us in our journey. | | |UTTARAKHAND: | | |  | | | | | |The company has set up a plant for its mini-truck Ace and the passenger carrier Magic (based on the Ace platform) at Pantnagar in | | |Uttarakhand.

The plant began commercial production in August 2007. This is the company’s fourth plant, after Jamshedpur (commercial | | |vehicles), Pune (commercial vehicles and passenger vehicles) and Lucknow (commercial vehicles).The plant is spread over 953 acres, of | | |which 337 acres is occupied by the vendor park.

State-of-the-art facilities include weld shops, paint shops, engine and gear box shops | | |and assembly lines. The company has invested over Rs. 1000 crores in the plant. Vendors for the vehicle have made additional investments | | |to set up their plants in the vendor park adjoining the plant. The operation has generated about 7500 direct and indirect jobs in the | | |plant, among vendors and service providers in the area.

| | | | | | | | | | | | | | | | | | | | | | |SANAND: [pic] | | |  | | | | | |Tata Motors’ plant for the Tata Nano at Sanand, in Ahmedabad district of Gujarat, marks the culmination of the company’s goal of making | | |the Tata Nano available to hundreds of thousands of families, desirous of the car a safe, affordable and environmental friendly mode of | | |transport. The capacity of the plant, to begin with, will be 250,000 cars per year to be achieved in phases, and with some balancing is | | |expandable up to 350,000 cars per year. Provision for further capacity expansion has also been incorporated in this location. | |Built in a record time of 14 months starting November 2008, the integrated facility comprises Tata Motors’ own plant, spread over 725 | | |acres, and an adjacent vendor park, spread over 375 acres, to house key component manufacturers for the Tata Nano. In line with latest | | |world-class manufacturing practices, the Tata Nano plant has been equipped with state-of-the-art equipment. They include sophisticated | | |robotics and high speed production lines. Conscious of the critical need of environment protection, the plant has energy-efficient | | |motors, variable frequency drives, and systems to measure and monitor carbon levels.

These are supplemented with extensive tree | | |plantation, sustainable water sourcing through water harvesting and ground water recharging and harnessing solar energy for | | |illumination. | | | | | |DHARWAD TATA MARCOPOLO MOTORS’ DHARWAD PLANT | | |[pic] | | |The state-of-the-art bus manufacturing facility of Tata Marcopolo Motors Limited at Dharwad (Karnataka) has begun commercial | | |production. Tata Marcopolo Motors Limited is a 51:49 joint venture of Tata Motors and Marcopolo of Brazil. | | | | |The Dharwad plant will cater to India’s growing need for world class fully built buses for intra-city and inter-city transportation with| | |international standard comfort, quality and safety. | | |The plant will produce a comprehensive range of buses. The range, to be marketed under the ‘Starbus’ and ‘Globus’ brands, includes 16 to| | |54-seater standard buses, 18 and 45-seater luxury buses, luxury coaches and low-floor city buses.

| | | | | |The plant, spread over about 123 acres, will have a capacity to produce 30,000 units a year, to be achieved in phases.In 2009-10, the | | |first full year of operation, production can be up to 15,000 units. The joint venture has already invested about Rs. 200 corers. The | | |plant, at full capacity, will generate over 6,500 direct jobs. It will be supported by a vendor park. Marcopolo: | | |Founded in 1949, Marcopolo invests in technology, product improvement and environment. One of the largest manufacturers of bus bodies in| | |the world, it produced about 19,000 units in 2008 with net revenues of US$ 1.

2 billion. Marcopolo is also very active in developing | | |parts and components for buses, and plastic products.Concerned about quality of life for its workers and for the communities where it | | |operates, Marcopolo has grown along with its initiatives for education, citizenship and environmental management. Throughout its history| | |it has created innovating projects, and today it is present in Brazil, Portugal, Argentina, Mexico, Colombia, South Africa, Russia and | | |Egypt. | | | | | | | | |TATA MOTORS BUSINESS AREAS | | |The activities of the nterprises promoted by the Tata group are classified in 11 sectors: | | |Metals and associated Industries | | |Automobiles | | |Energy | | |Engineering | | |Chemicals and Pharmaceuticals | | |Consumer products | | |Services | | |Agro Industries | | |Information Technology and Communication | | |Exports and Overseas Operations | | |Finance | | | | | | | | | | | | | | |TATA GROUP SECTOR-WISE OPERATIONS: | | | | | | | | | | | | | | | | | | | | |[pic] | | |[pic] | | | | | | | | [pic] History of Tata Motors: FOUR PILLARS OF TATA MOTORS [pic]Jamshetji Nusserwanji Tata (March 3, 1839 – May 19, 1904) was an Indian entrepreneur and industrialist , prominent for his pioneering work in Indian industry. He was born to a Parsi family in Navsari , Gujarat, India. He founded what would later become the Tata Group of companies. Jamsetji Tata is regarded as the “father of Indian industry” Jamshedji Tata was born to Nusserwanji and Jeevanbai Tata on 3 March 1839 in Navsari, a small town in South Gujarat.

Nusserwanji Tata was the first businessman in a family Parsi Zoroastrianpriests. He moved to Bombay and started tradingIn 1869, he acquired a bankrupt oil mill in Chinchpokli, converted it into a cotton mill and renamed the mill to Alexandra Mill. He sold the mill two years later for a healthy profit. Thereafter he set up a cotton mill in Nagpur in 1874.

He christened it Empress Mill on 1 January 1877 when Queen Victoria was proclaimed Empress of India. However, the foundations laid by him and hard work by his successors ensured that each of the ideas were eventually established and are respectable entities in their respective fields today: Tata Steel (formerly TISCO – Tata Iron and Steel Company Limited) is Asia’s first and India’s largest and became world’s fifth largest steel company, after it acquired anglo-Dutch Corus group producing 28 million tonnes of steel annually.The Indian Institute of Science The Tata Institute of Fundamental Research was founded by Dr. Homi Bhabha. Dr. Homi Bhabha approached J. R.

D Tata requesting his support towards the establishing of a scientific institution. The institution was founded in 1945. JRD Tata, Founder of Tata Motors (1938-1993) ‘No success in material terms is worthwhile unless it serves the needs and interests of the country and its people by fair and honest means. ’ JRD Tata, a man who has grown into a legend touched the lives of countless people, rich and poor, manager and worker, as he became the embodiment of the principles and philosophy of the House of Tata’s. He led the Tata Group for 55 years.During that period, as a financial daily put it, ‘The Tata group’s crowning achievement was the making of Tata Engineering & Locomotive Company, a giant that has earned a reputation for investing in men as much as in machines, in nurturing and developing creativity instead of simply buying technology from abroad, in making products appropriate for India and yet good enough for the international markets. ” JRD’s principles and vision laid the foundation for Tata Motors’ growth.

His style of management was to It was he who zeroed in on Sumant Moolgaokar, the engineering genius who successfully steered our Company for many years. In 1956, he initiated a programme of closer “employee association with management” to give workers a stronger voice in the affairs of the Company. He commented on building the lake near the site of the Tata Motors, Pune plant, ‘We did not have to create a lake to produce a truck, but we did. His emphasis on values, on ethics, on investing in education, research, science, technology, health care and in improving the quality of life of ordinary people was a forerunner of the more recent concepts of “corporate social responsibility”. JRD Tata was awarded the country’s highest civilian honour, the Bharat Ratna, in 1992—one of the rare instances when the award was granted during a person’s lifetime. And, on his death, the Indian Parliament was adjourned in his memory, an action that spoke much more than any words could have done. Sumant Moolgaokar, Chairman, Tata Motors (1972-1988).

Sumant Moolgaokar is often referred to as the architect of Tata Motors.Leading the Company for nearly four decades, he was responsible for building Tata Motors into an organization capable of competing with the world’s best – in terms of people, processes and technology. A man with a vision, he had the ability to see what Tata Motors would be. He believed that in order to build an industry, you not only had to build a factory, but also the men and the technology. His vision was not limited to the Company but encompassed even the nation and he was often seen as not just building a factory, but building a nation.

His long-term strategies were always in tune with the needs of the country. He was able to foresee that for India to become an industrial nation, it would need specially trained minds, while also being in a position to independently make its own machinery, tools and equipment.With this mind, from the very beginning Tata Motors trained its employees in the required skills and technologies. Sumant Moolgaokar was also instrumental in setting up the Engineering Research Centre, the Machine Tool and the Press Tool Division. “Expect the best, ask for it, pursue it relentlessly and you will get it. ”, he often said.

. This pursuit of excellence in conceptualization and execution form the very foundation of the ‘Tata Motors culture’. He also possessed the rare gift of bringing out the best in the people who worked with him and was known for personally looking into the development of people with promise – encouraging and motivating them.His love and commitment for nature and the environment was well known. When the Pune plant was being set-up, under Moolgaokar, the first thing that Tata Motors did was plant trees. The barren rocky land was blasted to plant trees. Trees needed water and for that a dam was built that is today a beautiful lake.

He continues to live our hearts, guiding the Company in its pursuit of excellence. RatanTata Chairman, Tata Motors “I had a strong conviction that our engineers, who could put a rocket into space, could produce our own car. ” It was this very conviction of Ratan Tata that led to the birth of Indica – the car that put India on the automobile world map.

Developing an indigenous Indian car was a daunting task. One that Tata Motors took head-on, encouraged by the faith and confidence Chairman Ratan Tata had in the Company’s engineering skills. Conceived within a time frame of 31 months – from concept to commercialization – at a total cost of $ 400 million, the Indica is a small step towards fulfilling Ratan Tata’s vision of Tata Motors as a great car manufacturer.

On the Tata Motors board since 1981, Ratan Tata continues the traditions of Jamsetji Tata and JRD Tata, instilling ethics and credibility in the Company. Under his leadership , Tata Motors is charting for itself a global path in the automotive world.The agreement with MG Rover, UK to manufacture and sell Rover branded Indicas in UK and Western Europe is a step in that direction Ratan Tata’s global ambitions for Tata Motors have taken wing with the recent acquisition of Daewoo Commercial vehicle Co. , South Korea and Tata Motors’ entry in the South African market.

The Daewoo acquisition will give Tata Motors a substantial presence in the Korean market in addition to synergies in manufacturing, marketing and research. According to Ratan Tata, the acquisition is a historic occasion for Tata Motors and the Tata Group as this is the largest acquisition by any Indian company in Korea. He believes that the South Africa could be a possible stepping stone for other countries in Africa.Among the many firsts Tata Motors has achieved under Ratan Tata’s leadership is the listing of the Company on the New York Stock Exchange (NYSE) – the first company in the Indian engineering sector to list its securities on the NYSE. TATA MOTORS THE LUCKNOW PLANT Evolution TATA MOTORS Lucknow is a third manufacturing unit of Tata Engineering and Locomotive Company. This unit covers an area of 600 acres. In this unit the assembly of chassis and spare parts takes place.

The idea of Lucknow plant conceived in 1983. First visit to Lucknow to select land by senior executives consisting of Late Mr. B. B Majumdar Mr. J. E. Talaulicar and on 3rdJuly 1983.

Final Selection of land was head by the Chairman, Vice chairman, M. D. and Veerbahadur (State Industrial minister) on 31st August 1983. Letter of indent received on 23rd April 1985. First phase of land acquirement for this plant from UPSIDC – on lease was held on 8th November 1985. This was around 252 acres.

Land survey first phase was started in November 1985. Monkeys of land boundary were started on 12th November 1985. Second phase of land acquirement was held on 11th March 1986, which was around 330 acres. Telco guesthouse started at Lucknow on 30th Jan 1986. Bhoomi poojan was held on 12th March 1986 by Mr. K. C. Jamadaar in the presence of Murkhiyas of Villages.

Construction of boundary walls at site office started on 17th March 1986, which was arch type, designed by Telco architects. Telco Project Office started at first floor, Pragati Kendra, Kapoorthala Aliganj on 8th April 1986. Security Dormitory started for this company in July 1986. Hotline between Jamshedpur and Lucknow started on 5th September 1986. Tube-well for water supply at plant site was built in October 1986. In this unit temporary power connection for construction taken out of 30th October 1986. Plantation work began at plant site in October 1986. Company started functioning on 2nd November 1986.

Weldmesh fence built in south in January 1987.Approach road to Imillia Village constructed in December 1987 & Boundary wall construction completed in March 1988. The boundary wall of this plant is about 7 Km.

in length. Painting of wall began in April 1988. Leveling and drainage work completed in May 1988 by Oriental Engineering, Electric Corporation. Weldmesh fence around town ship built in July 1988.

Plantation work in township area completed in August 1988. Barbed wire fence (township area) completed in December 1988. Tube well in Township area built in May 1989. Soil Investigation work was started by Mr. Dave in May 1989. Mr.

Ratan Tata and Mr. Tallullicar approved initial master plan passed in May 1989. Development work around this plant was started in July 1989.Land survey (Second phase) was held in August 1989. License for the plant issued on 23rd April 1990. Architecture firm approved in October 1990, which was M/s C. P. Kukreja Associate.

Phase plan for construction passed in December 1990 and Mr. Ratan Tata approved model-blocks for Training Block, Administrative Block. Floating of tenders for construction work in the end of January 1991, in which 6 companies filled their tenders. Three companies were short-listed for civil construction in May 1991. They are Tarapur Construction, Ballarpur Construction, ECC (L& T). Weighbridge installed in September 1991 as Electronic Control and measuring circuit capacity.

Civil construction of Lucknow plant started on 15th December 1991 was started by the construction of M. R. S. , Assembly shop and Training center. On 14th January 1992 the recruitment of operators started in Lucknow plant. On 25th June induction of Engineers (first phase) started which also included ITI’s. Occupancy of administration office of assembly shop in September 1992. First vehicle rolls out from Lucknow plant on 20th October 1992 which was LP 1210 52.

Construction of MRS finished on 6th January 1993. First vehicle sold out by Mr. Sarosh Gandhi (Resident Director, Telco) to Mr. Gunjan Gupta of Motors Sales Ltd. On 20th January 1993.

First financial year of this plant ends on 31st March 1993 about 853 vehicles assembled. 000 Vehicles sold out from Telco Lucknow on 28th May 1993. 1000 vehicles dispatched on 18th August 1993.

8001 vehicles rolled out in 1994-95 from Lucknow plant. The Manufacturing unit of Telco at Lucknow is the latest manufacturing facility of Telco and is located towards East of Lucknow. Area of the plant is about 600 acres and there is approx 1200 employees working. There is a beautiful lake in Telco Lucknow. Work in Tata Motors Lucknow plant At Tata Motors Lucknow we have following two areas of production: ? Chassis Assembly Block ? Crown wheel Pinion and Heat Treatment Shop In Chassis Assembly Block we have following three assembly areas ? Frame Assembly Chassis Assembly ? Cowl Assembly Models being manufactured at Tata Motors Lucknow MCV: Truck: – LPT1613, CMVR, SE1613CMVR [pic] Bus: – LP1510TC/CMVR, LPO 1510TC, LPO 1610, 1616(EURO1, EURO2, and PNEU. SUSP) LPORE, LPO CNG [pic] LCV: Truck:- SFC 407 CLB/COWL Bus: – SFC407 F/L (27&31 WB), CP407, CNG [pic] HCV: Truck: LPT2515EX. [pic] NEW DEVELOPMENTS AT LUCKNOW WORKS:- A new wing of Tata Motors Lucknow plant, the Eastern Complex, became operational from June 2009 which aims to deliver 75000vehicles/annum.

The plant comprises of :- 1. Body in white ( Body shop) 1. Paint shop 1.

New vehicles assembly line. REVAMPING OF RECRUITMENT CENTER OF TATA MOTORSINTERVIEWING PROCESS USED BY TATA MOTORS:- One of the process for recruitment followed by Tata Motors is Competency based interviewing. Competency refers to Behaviours that employees have to input into a situation in order to achieve high levels of performance, which focuses on Knowledge, skills, attitudes and motivations, expressed as observable and verifiable behaviors.

Focus on behaviors that distinguish between excellent and other performers. Competency based interviewing helps in knowing HOW we need to perform rather than WHAT we need to perform, which allows us to analyze and repeat success. How do competency-based interviews differ from normal interviews?Normal interviews (also called unstructured interviews) are essentially a conversation where the interviewers ask a few questions that are relevant to what they are looking for but without any specific aim in mind other than getting an overall impression of you as an individual. Questions are fairly random and can sometimes be quite open. For example, “What can you offer to our company? ” is meant to gather general information about the candidate, but does not test any specific skill or competency. In an unstructured interview, the candidate is judged on the general impression that he/she leaves and are therefore likely to be more subjective.

Competency-based interviews (also called structured or behavioral interviews) are more systematic, with each question targeting a specific skill or competency. Candidates are asked questions relating to their behavior in specific circumstances, which they then need to back up with concrete examples. The interviewers will then dig further into the examples by asking for specific explanations about the candidate’s behavior or skills. Which skills and competencies do competency-based interviews test? The list of skills and competencies that can be tested varies depending on the post that you are applying for.

For example, for a Personal Assistant post, skills and competencies would include communication skills; ability to organize and prioritize; and ability to work under pressure.For a senior manager, skills and competencies may include ability to influence and negotiate; ability to cope with stress and pressure; ability to lead; and the capacity to take calculated risks. Here is a non-exhaustive list of the most common skills and competencies that candidate may be asked to demonstrate: Skills and competencies for competency-based interviews • Adaptability • Compliance • Communication • Conflict management • Creativity and Innovation • Decisiveness • Delegation • External awareness • Flexibility • Independence • Influencing • Integrity • Leadership • Leveraging diversity • Organizational awareness • Resilience and tenacity • Risk taking • Sensitivity to others • Team work At Tata Motors this process is called CORE i. e.

Competency ; Role Encarta, which states the structure of the work design of the organization. A structured competency ; role document which contains the expected role and desired competencies for each position in the organization. CORE (Competency ; Organizational Role Encarta) aims at: • Providing clarity, regarding, the competencies and skill sets required by the position. • Differentiating one role from the other in a given department. • Understanding the expectations from each role in the organization. • Providing better and clearer picture of a candidate’s suitability for a position within the organization. • Encourage a good fit between individuals and their positions.

Enabling competency based job rotations. What does CORE contain? It contains the following: 1. It explains the Organization Structure Tata Motors Limited, Lucknow.

2. It states the Desired Competency Matrix – Position wise. 3. The Role Profile /Job Description – Position Wise is clearly mentioned. 4. Competency Based Interview Assessment Sheet helps in assessing the candidate. Competency based interview alone is not sufficient to judge the behavioral aspect of the candidate, so with competency based interview process it is essential to combine it with behavioral based interviewing technique. Doing so will help in judging the candidate’s overall ability to perform a particular job.

It helps in assessing not only ability, skills, and knowledge but also Behavior which depicts how he had performed in past, which helps in getting the idea of his future performance. BEHAVIORAL BASED INTERVIEWING: What is a Behavioral Interview? Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. The logic is that how you behaved in the past will predict how you will behave in the future i. e. past performance predicts future performance.

Traditional Interview vs. Behavioral Interview In a traditional interview, you will be asked a series of questions which typically have straight forward answers like “What are your strengths and weaknesses? or “What major challenges and problems did you face? How did you handle them? ” or “Describe a typical work week. ” In a behavioral interview, an employer has decided what skills are needed in the person they hire and will ask questions to find out if the candidate has those skills.

Instead of asking how you would behave, they will ask how you did behave. The interviewer will want to know how you handled a situation, instead of what you might do in the future. Behavioral interviews are the best tool you have to identify candidates who have the behavioral traits and characteristics that you have selected as necessary for success in a particular job.Additionally, behavioral interviews ask the candidate to pinpoint specific instances in which a particular behavior was exhibited in the past. In the best behaviorally-based interviews, the candidate is unaware of the behavior the interviewer is verifying. The actual behavioral interview is preceded by behavioral trait identification and a job description.

The upfront work makes the behavioral interview effective and successful. How to Conduct an Effective Behavioral Interview: • By identifying what the employee to do in the open job. Job evaluation and job description describes the requirements of the position.

• Determining the required outputs and performance success factors for the job. Determining the characteristics and traits of the individual whom you believe will succeed in that job. If we have employees successfully performing the job currently, list the traits, characteristics, and skills they bring to the job. • Narrow the list to our key behavioral traits for the job. • Make a list of questions, both behavioral and traditional, to ask each candidate during the behavioral interview. A structured list makes candidate selection more defensible and allows you to make comparisons. • Review the resumes and cover letters received with the behavioral traits and characteristics in mind.

• Phone screen the candidates who have caught our attention with their qualifications, if necessary, to further narrow the candidate pool. Schedule interviews with the candidates who most appear to have the behavioral characteristics, along with the skills, experience, education, and the other factors you would normally screen for in your resume review. • Narrow our candidate choices based on their responses to the behavioral and traditional interview questions. Complete the selection process using these recommended steps.

• Select your candidate with behavioral characteristics that match the needs of the job in mind. A Behavioral Characteristic Includes: • Adaptable • Articulate • Accountable • Perseverance • Listener • High energy • Confident • High integrity • Self-directed • Focused • Effective net worker Money hungry • Enthusiastic Behavioral Interview Questions These are examples of behavioral interview questions that were asked of the candidates. Keep in mind that the employer is seeking evidence of the behavioral traits established at the beginning of the hiring process.

The applicant may or may not have figured out the behavioral characteristics the employer is seeking. • Tell me about a time when you obtained a new customer through networking activities. • Give me an example of a time when you obtained a customer through cold calling and prospecting. How did you approach the customer? • What are your three most important work related values?Then, please provide an example of a situation in which you demonstrated each value at work. • Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that relationship. • Your manufacturing facility shipped the wrong order to one of your important customers. Describe how you solved this problem both internally and externally.

• The quantity of parts and the part numbers of items available for sale change daily. Talk to me about how you have handled similar situations in the past. • If you are hired as our sales representative, you may see the need to change the organization of the department.How have you approached such situations in the past? • Give me an example of a time when your integrity was tested and prevailed in a selling situation. With answers to behavioral questions such as these, we have comparisons which can be made between candidates and their approaches.

We have a good idea about how the candidate has approached in the past situations similar to ours in the past. The values and behavioral characteristics and traits we have identified and sought out give us a much better idea whether the selected candidate is a good fit for our position. Behavioral Interviewing, a style of interviewing that is increasing in popularity due to its effectiveness.

We have an exhaustive list of sample behavioral interview questions, which is intended to help job seekers and interviewers alike in their preparation for their upcoming interview. Various Behavioral Interview Questions: Following is the list of different behavioral questions according to the traits of personality. Adaptability ? Tell us about a situation in which you had to adjust to changes over which you had no control. How did you handle it? ? What do you do when priorities change quickly? Give one example of when this happened. Ambition ? Describe a project or idea that was implemented primarily because of your efforts. What was your role? What was the outcome? Describe a time when you made a suggestion to improve the work in your organization. ? Give two examples of things you’ve done in previous jobs t hat demonstrate your willingness to work hard. ? Tell us about a time when a job had to be completed and you were able to focus your attention and efforts to get it done.

? Tell us about a time when you were particularly effective on prioritizing tasks and completing a project on schedule. ? Tell us about the last time that you undertook a project that demanded a lot of initiative. ? What impact did you have in your last job? ? What is the most competitive work situation you have experienced? How did you handle it? Analytical Thinking Describe the project or situation which best demonstrates your analytical abilities. What was your role? ? Developing and using a detailed procedure is often very important in a job. Tell about a time when you needed to develop and use a detailed procedure to successfully complete a project.

? How did you go about making the changes (step by step)? Answer in depth or detail such as “What were you thinking at that point? ” or “Tell me more about meeting with that person”, or “Lead me through your decision process”. ? Tell us about a job or setting where great precision to detail was required to complete a task. How did you handle that situation Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go through? What was your reasoning behind your decision? Building Relationships ? Give a specific example of a time when you had to address an angry customer. What was the problem and what was the outcome? How would you assess your role in diffusing the situation? ? It is very important to build good relationships at work but sometimes it doesn’t always work. If you can, tell about a time when you were not able to build a successful relationship with a difficult person.

Caution ? Have you ever worked in a situation where the rules and guidelines were not clear? Tell me about it.How did you feel about it? How did you react? ? Some people consider themselves to be “big picture people” and others are “detail oriented”. Which are you? Give an example of a time when you displayed this. ? Tell us me about a situation when it was important for you to pay attention to details. How did you handle it? ? Tell us me about a time when you demonstrated too much initiative.

Communication ? Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their individual needs or values. ? Describe a situation when you were able to strengthen a relationship by communicating effectively.What made your communication effective? ? Describe a situation where you felt you had not communicated well. How did you correct the situation? ? Describe a time when you were able to effectively communicate a difficult or unpleasant idea to a superior.

? Describe the most significant written document, report or presentation which you had to complete. Customer Orientation ? How do you handle problems with customers? Give an example. ? How do you go about establishing rapport with a customer? What have you done to gain their confidence? Give an example. Decision Making ? Discuss an important decision you have made regarding a task or project at work.What factors influenced your decision? Everyone has made some poor decisions or has done something that just did not turn out right. Has this happened to you? What happened? ? Give an example of a time in which you had to keep from speaking or not finish a task because you did not have enough information to come to a good decision.

? Give an example of a time when there was a decision to be made and procedures were not in place? ? Give an example of a time when you had to be relatively quick in coming to a decision. ? Give me an example of a time when you had to keep from speaking or making a decision because you did not have enough information. How did you go about deciding what strategy to employ when dealing with a difficult customer? Employee Development ? Tell us about a training program that you have developed or enhanced Evaluating Alternatives ? Have you ever had a situation where you had a number of alternatives to choose from? How did you go about choosing one? ? What alternatives did you develop? ? What are some of the major decisions you have made over the past (6, 12, 18) months? ? What kinds of decisions are most difficult for you? Describe one? Who made the decision? Initiative ? Give me an example of when you had to go above and beyond the call of duty in order to get a job done. ? Give me examples of projects/tasks you started on your own. Give some instances in which you anticipated problems and were able to influence a new direction. ? How did you get work assignments at your most recent employer? ? What changes did you develop at your most recent employer? Interpersonal Skills ? Describe a situation in which you were able to effectively “read” another person and guide your actions by your understanding of their needs and values. ? Tell us about the most difficult or frustrating individual that you’ve ever had to work with, and how you managed to work with them. What have you done in past situations to contribute toward a teamwork environment? ? What have you done in the past to contribute toward a teamwork environment? Leadership Give an example of a time in which you felt you were able to build motivation in your co-workers or subordinates at work.

? Give an example of your ability to build motivation in your co-workers, classmates, and even if on a volunteer committee. ? Have you ever had difficulty getting others to accept your ideas? What was your approach? Did it work? ? Have you ever been a member of a group where two of the members did not work well together? What did you do to get them to do so? ? What is the toughest group that you have had to get cooperation from? ? What is the toughest group that you have had to get cooperation from? Describe how you handled it. What was the outcome? Motivating Others Have you ever had a subordinate whose work was always marginal? How did you deal with that person? What happened? ? How do you deal with people whose work exceeds your expectations? ? How do you get subordinates to produce at a high level? Give an example.

? How do you get subordinates to work at their peak potential? Give an example. Motivation ? Describe a situation when you were able to have a positive influence on the actions of others. ? Give an example of a time when you went above and beyond the call of duty.

? Give me an example of a time when you went above and beyond the call of duty. ? How would you define “success” for someone in your chosen career? Tell us me about an important goal that you set in the past. Were you successful? Why? Project Management ? Tell us about a time when you influenced the outcome of a project by taking a leadership role. Using a specific example of a project, tell how you kept those involved informed of the progress. Relate Well ? Describe a situation where you had to use conflict management skills. ? Describe a situation where you had to use confrontation skills. ? Give me an example of a time when a company policy or action hurt people.

What, if anything, did you do to mitigate the negative consequences to people? ? How do you typically deal with conflict? Can you give me an example? Tell us about a time when you were forced to make an unpopular decision. Selecting and Developing People ? How do you coach an employee in completing a new assignment? ? What have you done to develop your subordinates? Give an example. ? What have you done to improve the skills of your subordinates? ? What was your biggest mistake in hiring someone? What happened? How did you deal with the situation? Setting Goals ? Did you have a strategic plan? How was it developed? How did you communicate it to the rest of your staff? ? How do you involve people in developing your unit’s goals? Give an example.

? What company plans have you developed? Which ones have you reached? How did you reach them?Which have you missed? Setting Performance Standards ? How do you go about setting goals with subordinates? How do you involve them in this process? ? How do you let subordinates know what you expect of them? ? What performance standards do you have for your unit? How have you communicated them to your subordinates? Setting Priorities ? Have you ever been overloaded with work? How do you keep track of work so that it gets done on time? Sound Judgment ? Describe a situation when you had to exercise a significant amount of self-control. ? Give me an example of a time in which you had to be relatively quick in coming to a decision. Strategic Planning Describe what steps/methods you have used to define/identify a vision for your unit/position. ? How do you see your job relating to the overall goals of the organization? ? Tell us about a time when you anticipated the future and made changes to current responsibilities/operations to meet future needs. Teamwork ? Describe a situation in which you had to arrive at a compromise or help others to compromise. What was your role? What steps did you take? What was the end result? ? Describe a team experience you found disappointing. What would you have done to prevent this? ? Give an example of how you have been successful at empowering a group of people in accomplishing a task.

? Have you ever been a project leader?Give examples of problems you experienced and how you reacted. ? Have you ever been in a position where you had to lead a group of peers? How did you handle it? ? Tell us about the most difficult situation you have had when leading a team. What happened and what did you do? Was it successful? ? Tell us about the most effective contribution you have made as part of a task group or special project team. ? Think about the times you have been a team leader. What could you have done to be more effective? ? What is the difficult part of being a member, not leader, of a team? How did you handle this? ? When is the last time you had a disagreement with a peer? How did you resolve the situation? When working on a team project have you ever had an experience where there was strong disagreement among team members? What did you do? Time Management Schedule ? Describe a situation that required you to do a number of things at the same time. How did you handle it? What was the result? ? How do you determine priorities in scheduling your time? Give an example.

? How do you typically plan your day to manage your time effectively? Toughness ? On many occasions, managers have to make tough decisions. What was the most difficult one you have had to make? ? Tell us about setbacks you have faced. How did you deal with them? ? What has been your major work related disappointment?What happened and what did you do? ? What is the most competitive situation you have experienced? How did you handle it? What was the result? ? What was your major disappointment? Stress Management ? How did you react when faced with constant time pressure? Give an example. ? People react differently when job demands are constantly changing; how do you react? ? What was the most stressful situation you have faced? How did you deal with it? Variety ? How many projects do you work on at once? Please describe. ? When was the last time you made a key decision on the spur of the moment? What was the reason and result? ? When was the last time you were in a crisis?What was the situation? How did you react? ? Which of your jobs had the most rapid change? How did you feel about it? Values Diversity ? Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.

? Tell us about a time that you successfully adapted to a culturally different environment. ? Tell us about a time when you made an intentional effort to get to know someone from another culture. WORKED ON :- ? Pamphlet on questioning skills. ? Posters depicting behavioral skills. ? Designing a presentation projecting the advantages and uses of video conferencing. ? Renaming of “Recruitment center”. Poster design for Wheels Club of Tata Motors. QUESTIONING SKILLS: – PAMPHLET [pic] [pic] [pic] [pic] DESCRIPTION : The pamphlet is made to assist the manager in enhancing their questioning skills.

This pamphlet consists the following:- • Effective questioning skills. • Types of questions to be asked with examples. • Do’s and Don’ts while asking question. • Behavioral interviewing skills. • S. T.

A. R questions i. e. , Situational, Task, Action, Result oriented questions. Questioning skills:- Questions are a key part of effective communication skills. Particularly in business your ability to carry out your role effectively is in large part influenced by your questioning skills.

When the matter of recruiting the right person for the right job is concerned, it is very necessary that questions asked should be properly planned and asked in order to judge the candidate’s ability, behaviour, skills, knowledge etc. The pamphlet is based on the following • Different types of questions. • How to know when to use them • How to structure a good business conversation around effective questioning techniques This is based around the use of open ended, closed ended, self appraisal, leading & S. T. A. R questions. Good questioning skills are fundamental to many jobs, in order to find out the correct information quickly, and to identify where you can take the conversation. Open-Ended Questions:Open-ended questions are questions without a fixed limit.

They encourage continued conversation, and help you get more information. Plus, they often provide opportunities to gain insight into the other person’s feelings. Open-ended questions draw out more information so, use open-ended questions that start with who, what, where, why, when, and how. A few examples are:  “What are some of the things you look for in a hotel? ” “How do you feel government could be more responsive to your needs? ” “What are your concerns about this new program? ” Closed-Ended Questions: Closed-ended questions have a fixed limit.

They’re often answered with a yes or no, or with a simple statement of fact.Closed-ended questions are used to direct the conversation. They usually get specific information or confirm facts. These questions usually have one correct answer (i.

e. , Yes or No) which tests knowledge not application. Few examples of close ended questions are as follows: “According to Maslow, what is the most basic human need? ” “How many people are involved in the Quality Improvement Team? ” “What is the first step in evacuating the office building? ” Leading Questions:-It is a type of open ended question which leads to a particular direction.

Examples of leading questions are as follows: “Do you think you can rise up to this challenge? ” “When your team member needed help, what did you do? ”Self Appraisal Questions: – Helps judge confidence and learning ability. Examples are following: “What was the best decision you made in your last assignment? ” “What did you learn from this experience? ” S. T. A.

R Questions: These questions help in judging candidate’s behavior. Questions consists a Situation or Task that the candidate faced. The Actions that candidate took. The Results of these actions. Few Examples of STAR question: “Tell us about a time when you missed a deadline. ” “Tell us about a time you had to make a decision without your boss.

“ The word STAR is used to describe a complete behavioral [pic] POSTERS ON BEHAVIORAL INTERVIEWING:-According to given suggestion of introducing the BEHAVIORAL BASED INTERVIEWING, I worked on some pictorial presentation to make it easier for the managers of HR department and other departments also, to understand the concept of behavioral based interviewing. The posters consists of the elements required while taking interview to judge the behavior of the candidate and can compare it with the competencies of the same. These posters depict the skills which a candidate should possess. [pic] [pic] POSTERS FOR TATA MOTORS WHEELS CLUB: This poster was designed for the Wheels club of Tata Motors, Lucknow. This club has been made for the managers to enjoy after office hours. Time to time this club organizes some or the other activity to involve its members.

This time the club organized a painting competition for all its members and their family members also. So, this invitation poster was made. [pic] Interview through Video Conferencing: Video Conferencing interviews provide the transfer of audio and video between remote site. It is a convenient communication method and an alternative to the more costly face-to-face meetings. Anyone, anywhere in the world can perform videoconferencing with the use of a microphone, camera and compatible software.

Videoconferencing is available on the Internet. Its continual drop in cost is making it a popular resource for businesses as well as for home use. [pic]Recruitment through video conferencing: Use videoconferencing to reach the most qualified candidates around the world without the expense of flying them to your location or traveling to them.

Share documentation such as resumes and employee benefits with a document camera or PC. Use a VCR to record the interview for persons who could not attend or play a company tape. Wireless keypad is used to control the system for the candidate. Various uses of video conferencing: Hr training: Use videoconferencing to increase the availability of training to remote sites. Improve training time, employee welfare and the skill of the workforce while reducing travel time and expense.

Use a PC, document camera and VCR to make presentations and share information. Use a multipoint bridge to reach many locations at one time. Policy &Procedure Implementation: Use videoconferencing to deploy new programs to remote sites a!! in the same day by using videoconferencing. With a multipoint bridge, speak to all sites simultaneously while allowing them the benefit of hearing the interaction and questions from others. Use a PC or document camera to share information and a VCR to tape the conference for any persons who could not attend. Employee Orientation: Use videoconferencing to provide faster inauguration of new employees at remote sites by meeting with them the day they start.

Use a PC or document camera to explain employee manuals and a VCR to show a company introduction tape. Corporate Communication: Video conferencing is also used to provide timely information to shareholders and the media. Communicate information such as financial releases and product announcements around the globe instantly via a single “press conference” Use a PC or document camera to share charts and graphs demonstrating company plans. Remote Expertise: Videoconferencing is also used to consult with human resource experts. Get information from persons within or outside the company who might not have been available without videoconferencing.

Save the time and expense of them traveling to your site.Use a PC or document camera to share information and a VCR to tape the conference for any persons who could not attend. SUGGESTIONS: • As the name of project suggest restructuring of recruitment centre, it should start from the very basic element of recruitment i.

e. , Interviewing techniques. • On the basis of my research on Behavioral Based Interviewing I suggested to implement Behavioral based interviewing to make the recruitment process more effective and to get more talent. • As Behavioral based interviews helps in judging the candidate’s behavior in a particular situation, which helps in forecasting the future performance of that candidate. To make the interview process more effective I suggested to have a PAMPHLET on questioning skills, and made one for the same purpose, as shown above. • I suggested showcasing some posters in the premises depicting Behavioral skills, as shown above. • I suggested “TALENT SEARCH CENTER” as the new name for recruitment center of Tata Motors. BIBLOGRAPHY: • Power point presentation & journals provided by the training manager. • www. google. com • www. scribd. com ———————– [pic] Product Range Of Tata Motors [pic] Passenger Cars Utility vehicles Commercial vehicles For Passengers & transport NANO, INDICA, INDIGO SAFARI, SUMO GRANDE. SMALL, MEDIUM, MAGIC WINGER. [pic]

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