Published on June 15, 2018
Five hundred plus aspiring assessors from 50 plus companies across four continents. Twenty two applicant companies with 100 plus expectations. 5,000 plus person hours of effort spread across 180 days. Nothing less than 10,000 data points to help you make a decision.
We are not talking about a data scientist’s job on hand. This is the TBEM Assessment teaming process at work!
Explaining the significance of the TBEM Teaming process, M Nagabhushan, VP, TBExG, says, “Teams make the TBEM Assessments happen. About 300 assessors from across the Tata group are brought together to form teams for assessing companies each year. They together run a system that has adapted and changed with time, ensuring that it remains a relevant performance improvement tool for Tata companies.”
So how are the teams formed? “It is an exciting journey for Tata executives to begin with, undergoing training to take on enhanced responsibilities like that of team leadership. They receive relentless formal and informal feedback that shapes not only their assessorship but also their managerial skills. In a way, it helps them sharpen their personal profiles and capabilities. It is that big. The basket of formal feedback includes faculty certification ratings, 360-degree feedback from fellow assessors, observations from applicant companies and recommendations from Team Leaders. Informal feedback adds on to the memory bank. Together, they make a formidable database,” explain Saurav Chakrabarti and Crichelle Mendonca, who manage the TBEM Assessments.
The team at TBExG uses defined criteria that have evolved over time to determine the pool of assessors. Things that come into consideration include applicant expectations, past performances, individual aspirations, personal chemistries, diversity requirements in domain, work experience, calendar clashes, perceivable conflicts of interest and other key factors. That is not the end of it. Once the teams are developed, it passes through the measurement phase to arrive at a Team Strength Index. Only teams which cross a predefined level of team strength are good to go. The others are redone to ensure that the team strength requirements are met and balanced with applicant expectations. It is a number which is computed based on the right mix of experience and expertise in each team, diversity in function, gender, industry experience, geographical location and applicant expectations. Possibilities created by the core team are improved through collaborative and iterative discussions with BE Heads, applicants, TBExG colleagues and the governance layers of the eco-system.
The data-based teaming decisions are making it simple and convincing to implement. The outcomes of this complex data analysis and application have been remarkable. Over the last three years, the customer feedback on team composition has improved from 3.81 to 4.08. This data journey has been continuous, concerted, flexible, adaptive, and experiential in nature, helping TBEM Assessments become strategically significant for Tata companies.