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Tatas go hunting on Harvard campus

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Job offers extended to 10 students

MR ALAN ROSLING
MR ALAN ROSLING

Our Bureau

Mumbai, April 7

In a first for the Tatas, the business conglomerate has made job offers through the campus recruitment route to three students finishing their studies at the Harvard Business School.

As against six Harvard students who did their summer internship with the Tatas last year, invitations have been extended to 10thisyear . Mr Alan Rosling, Executive Director, Tata Sons, emphasised in the case of recruitment that it was only a case of offers made and the candidates had several options to choose from.

While some Indian companies have also tapped Harvard Business School for recruitment this year, it could not be ascertained whether it was the first time any Indian company was participating in campus recruitment there. "This is the first time we have made job offers," Mr Rosling said on the sidelines of a CII conference on `Indian businesses going global'.

International needs

He declined to name the specific Tata companies interested in recruiting from Harvard. For the Tatas, a presence at Harvard both helps to attract Indian students to work back home and also foreign students to work with the Tatas, contributing to the more international workforce the Group now needs.

The Tatas have been growing their links with select universities in the US, Europe, Singapore and China with interactions ranging from summer internships to campus lectures and assisting in student dissertations. In January, Tata Consultancy Services (TCS) had announced the appointment of Prof. Clayton M. Christensen of Harvard Business School, as an independent director on its board.

Positive impression

While, on the one hand, sustained engagement, as at Harvard, may lead to job offers and the prospect of talented individuals working with Tata, it is seen as an investment, a move that in the least leaves an impression of the Group with the students.

Mr Rosling said that Indian companies have a major issue to tackle in the disparate salary levels brought about by globalisation. The problem was easier to address at the top levels as Indian senior management salaries were closer to pay packets abroad but could bite at lower levels, where a foreign recruit would likely enter an Indian company with a salary many times more than his immediate superior's.

(This article was published in the Business Line print edition dated April 8, 2006)
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