Page 62 - TCE Annual Report 2019-2020

21 Annual Report 2019-20
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Talent Management

At TCE, we put people at the heart of our business and believe in the immense potential of
our human capital. People and people practices have always been of paramount importance
to us. The emphasis on people stems from the belief that our employees are the core growth

engine for the Company.

Connected, Equipped & Integrated are the key Campus Programme
elements in attracting, retaining and developing talent As a part of the Young Engineers Development
and a culture where people want to stay. At TCE, we Program, we hired 173 Fresh Post-graduates and
are committed to creating an inclusive, performance- Graduate engineers. For our Accelerated Delivery
oriented, and entrepreneurial culture that allows Center (ADC), we hired 78 fresh diploma holders.
bringing the best out of every individual and team. The young engineers go through our rigorous and
coveted Young Engineers Development Programme
We are also committed to creating an equal (YEDP), a methodical benchmarked process for
opportunity workplace, which promotes openness training graduate/postgraduate hires through
and diversity and focuses on attracting, motivating our 12-month training programme. Keeping the
and retaining the best talent. We have a strong emerging industry landscape in mind and building
employee value proposition that focuses on future core competencies in line with the strategic
providing challenging work, hiring and retaining Vision 2025, the program has undergone a shift
the right people, sustained focus on talent and in pedagogy. Due focus on newer concepts like
leadership development, differentiated rewards Modularisation, Parameterisation, Digital Engineering,
to drive exceptional performance and community Opex, Urbanisation and Mega Cities, Clean & Green
engagement.
Energy and Electrification of Everything, Additive
Manufacturing & Digital Asset Management ensure
HR Systems our employees remain up to date.
The people systems at TCE like talent supply,
performance management and talent development
are robust and competitive. Our vital HR programs
ensure that the organisation delivers the future and
exceeds client expectation.
During FY 2018-19, we engaged in upgrading,
creating and launching several new processes and
systems. This year we made significant improvements
in areas of employee engagement, enhanced
performance, competency development and training
& development with specific initiatives to bring about
a change in culture and mindset of the workforce.

Given our build-from-within strategy and focus on
core campus programs, we continued to attract
top talent. We added special impetus to hiring and
creating an infrastructure for a diverse workforce as
well as retaining and developing women leaders.

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