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December 26, 2008
ABCC at Nanyang Tech University
Tata Consultancy Services Ltd (TCS), India’s largest IT services provider, reachED a major milestone when manpower strength crossED the 100,000-employee mark in October 2007. BasED on a business model heavily reliant on low-wage software engineering talENT, TCS tappED with great success, India’s large pool of engineering graduates, mainly from top universities, for its human capital neEDs. These software project consultants formED the backbone of the company’s service delivery system and the lynchpin of TCS’ growth as a global IT company. TCS usED a systems approach to design a training and developmENT framework that had enablED the firm to scale up the human capital requiremENTs to meet rapid business growth. By the end of March 2008, TCS’ global employee strength was more than 111,000. Ninety percENT of its IT consultants were Indian nationals, as were majority of the TCS consultants in the USA. However, as TCS followED its multinational cliENTs and set up operations in China, the Chinese governmENT expectED TCS to tap on local engineering talENT as much as possible. The challenge for TCS was whether the training framework it had usED to build its India-basED human resource pool would also be effective in the Chinese context where TCS hopED to grow its second global delivery hub after India.
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