The lowest paid job at Tata CLiQ is a category executive with a salary of €6,42,799 per year. Off topic: I struggled with low pay for many years and it was all my fault. I changed this time with 100% increase. Nevertheless, my mental state was not good. I become more anxious and constantly worry about my future, my job, etc. I can`t appreciate anything. I feel so depressed all the time and I feel like everyone in his life is doing so well except me. How can I change for the better? Nazneen Batliwalla, who was responsible for employee experience and engagement before moving into a sales role as Category Manager – IndiLuxe, says: “Even in the midst of our busy schedules, we always find time to stop and refresh ourselves with several leisure activities. We dispel the blues during the week by showcasing our creative sides and relaxing over an evening of coffee and canvas, the perfect way to relax before returning to grinding.
What would MTS be in Oracle India for the DevOps role? YOE: 4. My current CTC is 7 LPA. How much do I have to charge? Is there a salary range for MTS? The average salary of Tata CLiQ ranges from approximately 6,42,799 per year for a category executive to 19,86,527 per year for a manager. Tata CLiQ employees rate all compensation and benefits as 3.9/5 stars. I was offered an internal movement offer to be in the ITSM role for major incident management. Are there good career development and salary opportunities in the future? As a result, the company has employed an entire generation of digital natives, many of whom have been part of Tata CLiQ`s vision from the beginning. This year`s 10/10 theme revolved around recognizing and cherishing gifts in one`s life, and employees have a lot to thank Tata CLiQ, a company dedicated to building a vibrant, informal work culture that fosters innovation, experimentation and work-life harmony. Tata CLiQ, one of the fastest growing e-commerce brands – from Tata UniStore Ltd – also has one of the youngest average ages of the group`s employees – and a dynamic, extravagant and uncompromising culture, in line with Tata CLiQ`s commitment to nurturing and nurturing young talent, is evident in its definition of who they are as a company. It`s an organization where casual is “cool,” while unnecessary rules, processes, and policies that create barriers to dynamic and bold thinking are “not cool.” This is a company where employees are encouraged not to blindly respect authority or accept unchallenged criticism. And most importantly, as a company obsessed with building a “differentiated digital organization,” it creates a culture where technology is life. Tata CLiQ keeps all employees engaged – those who have been with us for five years and those who are as fresh as five days – through the promise of instant rewards and career fluidity that comes with role changes. This is made possible by a culture of continuous feedback.
The staff of the Tata UniStore (hereinafter also referred to as Tata CLiQ) office in Mumbai have prepared for a 72-hour marathon full of work and fun, which will take place on the 10th. October has begun. Tata CLiQ goes the extra mile in terms of personal and professional growth of employees through functional training, organization-level programs and access to CLiQademy and Coursera courses. But the company also knows how to engage its employees through initiatives such as Fun Fridays, hackathons, BUG bashes, CSR initiatives and advocacy club activities. Siddharth Srinivasan, Electronics Business Manager, who has been with the company since its inception, believes the company has built a truly unique values-driven culture. “Being able to enter the ground floor of this store was an absolute privilege,” says Srinivasan. “We started with counterintuitive principles, like focusing on high-end brands and integrating stores, and we`ve stayed true to those and grown over the years. Tata CLiQ is the perfect blend of start-ups and conglomerate`s first-principle approach. The people from different backgrounds I work with every day are phenomenal! That`s what the company is doing with AMBER, an intelligent AI assistant launched in April 2019.
AMBER continuously engages with employees, proactively highlighting areas of feedback and concern, while working closely with the management team. The CEO and CHRO have access to individual reports at any time and employee dashboards are analyzed regularly. “AMBER collects feedback up to five times in the first year an employee spends with us, and twice a year thereafter,” says Sabawala. “We obsess over every feedback we get, we learn from what we hear and we correct the root cause.” One of their most unique policies directly relates to employee health. While most companies` concerns about their employees` health begin and end with insurance, Tata CLiQ goes one step further and offers an additional six days off to non-smokers or employees who quit smoking. Akshay Ambardar, Head of Digital Marketing, shares: “We have seen an increase in the number of employees opting for e-cigarettes or nicoette chewing gum. It may not be the perfect solution, but they are small steps. Best of all, disclosure by smokers or non-smokers is voluntary – no medical exam, no medical exam required – and is entirely based on trust. That`s what we do at Tata CLiQ: building trust with employees, partners and, most importantly, our customers. One factor that has been instrumental in this goal is the average age of employees in the organization of 31. Vikas Purohit, CEO of Tata UniStore Ltd, says: “When I look at the disruptive business models in the West (Google, Facebook, Apple, Microsoft, Uber, Amazon), it is striking that these companies were all founded by young people.
This is very different from most traditional organizations. It also allows Tata CLiQ to manage innovation – and the setbacks that may occasionally result. “One of our HR principles is to create an innovative performance-driven culture that celebrates failure (boldness) as well as constructive discussions about performance,” says Sabawala. It was day 1 of Tata CLiQ`s annual 10/10 sale, and both floors were buzzing with contagious energy. The challenge that keeps him awake at night is to build an organization that is not hierarchical, but a network of teams. He adds, “How can we build organizations that stop behaving like families and start acting like winning professional teams (without taking away the human need for compassion, trust and support)? How can we get the 25-35 year olds of our company to take on leadership roles and give them the safety net to challenge established norms, experiment, fail, and sometimes change the world? Tata CLiQ was ready to take care of its employees who had a three-day sale ahead of them. Sleeping bags, live entertainment, a DJ, momo and juice stands, a massage corner and even a doctor and ambulance on call were all part of the deal. Part of what makes working at Tata CLiQ “cool” is the company`s focus on setting standards within the Tata Group and in India to build a fully digital HR function. “We believe this will not only lead to the construction of digital DNA, but also eliminate inefficiencies,” said Behram R Sabawala, Chief Financial Officer and Chief Human Resources Officer, Tata UniStore Ltd. “Our goal is to attract world-class digital talent and be the hub for digital talent within the group.” The philosophy of unpleasant transparency also extends to regularly held town halls to communicate critical updates, set expectations, and honor outstanding contributions. “Employees are asked questions in advance, and all of those questions are answered at City Hall and posted on our intranet workplace,” Sabawala says, adding, “Another example of uncomfortable transparency is how four of our best young employees are appointed to our Board of Directors (MANCOM) each quarter.
They meet weekly with our leadership team in this forum and participate in all organizational decisions without exception. In addition to setting aspirations across the organization, it provides an opportunity to connect with leaders and develop critical perspectives, learn about areas they might not otherwise have been exposed to, and get involved in areas such as strategy, contribute to board presentations, analyze employee feedback and conduct discussions on performance evaluation. Between supervising and managing sales and developing strategy in the affectionately named “war room,” some employees took breaks to get a relaxing foot massage from Mettaa`s therapists (a foot bath for the visually impaired). Others gathered in front of backgrounds of improvised photos printed with joyful messages and celebrated how colleagues can be a gift to us (think “Someone who never says no to the chai is a gift” or “Someone you can run to at any time is a gift”). Perhaps one area where Tata CLiQ really bends the rules is employee policies. While all employees can choose what suits them (from work hours and work from home to selected notice periods prior to appointment), former employees also enjoy benefits such as extended insurance and the ability to stay in touch through the former employee. This year, the company conducted a groundbreaking engagement activity, Alohomora, which has been so successful that it is poised to become an annual feature of the Tata CLiQ calendar. At Alohomora, individuals or teams have come together to solve challenges and find solutions overnight.