Company: Tata Consultancy Services, Mumbai, Maharashtra, India
Category: ;Chief Learning Officer of the Year
Recognized as the Chief Learning Officer of the Year by CLO Magazine in US, the World HRD Congress and Global CLO of the year at the TISS-CLO Summit, and recognized by the UK Learning Awards as one of the Best Global CLOs- Damodar Padhi, VP and Global Head of Talent Development (TD) at Tata Consultancy Services, is the true champion for learning at TCS. He brings a rich and diverse experience across business functions and in his tenure of just over 3 years; he has led change towards 'Re-imagining TD’– aligning with the organizational goal of Digital Reimagination & Simplification. He has revolutionized the evolution of learning at TCS - transforming learning experiences from high-touch to high-tech talent development ecosystem, building an Anytime Anywhere learning culture in the organization.
Achievements in last one year:
Driving speed, scale and spread through Digital Learning Platforms, clocking more than 5.5 million learning days in FY18
Envisioning and launching the Inclusive Learning Pyramid that has created impact at every level of the
organization. Programs designed across technology, domain, leadership, and culture have been digitally delivered with a perfect blend of internal subject matter expertise and state of the art solutions from global vendors. This approach has helped rapidly skill the workforce in future technologies
Over 40 National & International awards including the Best CLO Award in 3 years
More than 50 copyrights and 20 patents filed by Talent Development team in 2 years
Damodar leads a team of 600+ Talent Development professionals across geographies that helps him deliver on the TD vision of ‘Enabling Certainty’ for all learners and helping TCS deliver on the promise of ‘Experience Certainty’ to customers.
Key Decisions impacting organization’s learning direction
Based on the high-level business and learning strategy, the Global Head of Learning has devised the strategy to ‘reimagine learning from a high–touch learning ecosystem to a high-tech learning ecosystem’ with nano videos, mobile learning, connected classrooms, and virtual labs.
The implementation strategy included driving the change roadmap, planning and setting up the required digital infrastructure, designing and deploying the Global Learning Calendar, credible internal certifications and using the social networking platform- Knome extensively to drive the new expectations and behaviors.
Building infrastructure to deliver on the promise of virtual learning – virtual classrooms, virtual labs, LMS that enable social collaborative learning.
Changing the organization and the Talent Development team’s approach from a traditional classroom to virtual learning – over 93% learning is now virtual and Harnessing the power of social & collaborative networking for learning The re-imagination of learning in the digital mode has resulted in greater efficiency with 1661 employees achieving 17,666 days of learning per TD staff member.
354,824 employees have been engaged in 13,874 learning programs with 93.5% digital learning leading to 5.5 Mn learning days
247,408 unique associates have acquired at least one digital competency with a total of 861,487 digital
competencies across the organization and lateral hiring for Digital competencies has reduced from 13% in FY17 to 5% in FY18
We have used the digital learning approach to enable high impact learning and build super specialty teams that successfully collaborate to reimagine customer businesses.
Damodar Padhi has been able to transform the learning culture at TCS through the consistent approach to driving learning that is relevant and available to associates anytime, anywhere and any platform. The dynamism in building an organization that learns continuously has support from the CEO, who believes, “We combine contextual knowledge with fresh knowledge. You also have to respect your people and allow them the time to learn and give them the tools to learn. Infuse new talent and give technology training to existing people –that’s how you keep the line productive. That is why we are successful.”
1. Reimagined learning from a high–touch learning ecosystem to a high-tech learning ecosystem with Nano Videos, Mobile Learning, connected classrooms, and virtual labs.
2. Driving the change roadmap for learning
3. Investment in digital infrastructure, designing and deploying the Global Learning Calendar, credible internal certifications and using the social networking platform- Knome extensively to drive the new expectations and behaviors.
4. Building infrastructure to deliver on the promise of virtual learning – virtual classrooms, virtual labs, LMS that enable social collaborative learning.
5. Harnessing the power of social & collaborative networking for learning
Learning through the Inclusive Learning Pyramid
1. 20,042 associates released to projects after successfully completing ILP; 1.4 Million learning days recorded for ILP Training
2. 92% Tech enabled learning in FY 18 compared to 77% in FY 17 in ILP
3. 7,583 Ninja developers acquiring 46,475 E1 and higher competencies released to projects
4. 21,686 Leaders Developed resulting in 322,778 Behavioral Learning Days