hiring and retention strategy- premium hotels

8/9/2019 Hiring and Retention Strategy- Premium Hotels

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BELONG

Hiring & Retention Strategy

Staff

Taj Premium Hotels


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2

The Insight

Dear Colleagues,

The Resourcing Strategy in todays dynamic

and challenging business landscape given the

paucity of talent available has to be a well

orchestrated effort with an emphasis onleveraging the Taj Brand and constantly

monitoring/tracking of talent in the market.

It is equally important to have a Strategic

Retention Plan in place to ring-fence talent in

the organisation through innovative HRpractices. We need to SUM our Talent

(S=Spot, U=Utilise and M=Multiply Talent)

in order to Leap Ahead!!!


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Industry Best PracticesCompany Best Practice Description

Apple

Flexible Benefits

An innovative program that gives the employee aopportunity to choose health, life and disability benefits

that best fits the employees lifestyle and individual /

family needs.

Financial EducationOffers a wide variety of education classes to help

employees reach their financial goals.

Health + Fitness

Program

Offers fitness plans, health education and preventive

care.

Google

College Savings PlanProvides ways to save money for post secondary

education.

Investment Options Provides variety of investment options.

Maternity Benefits Maternity leave up to 18 weeks.

Parental Leave Parental leave up to 7 weeks

Time Allocation Model

70% of time to focus on the job and 30% to employees

discretion. Of the 30%, 10% of work time is allocated

for "innovation, creativity and freedom to think", while

20% is for "personal development that will ultimately

benefit the company

Mind TreeSpecial Leave for

Women Employees

1 year of leave for every 6 years of service only for

female employees.


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Industry Best Practices

Company Best Practice Description

South West

Airlines

Conducting MBTI

for all employees

The MBTI assessment helps leaders and teams by

providing them with communication tools, helping them to

recognize and celebrate their differences. The teams use

this knowledge to achieve better results.

The MBTI assessment also provides the foundation for

building trust within developing teams.

Sapient Career Week

Fresh recruits and new comers are given counseling by

more experienced people with regard to career

development.

Marriott

Hotels

Koffee with the

General Manager

To interact with the GM and share their views over a cup of

coffee. For employees too shy to talk, there is an option of

anonymously calling up the Integrity Hotline, a 24X7 toll freenumber.

6 Offs monthly

Employees are given six offs in a month and financial

support for higher education. Each and every employee on

their birthday can stay in the hotel for one day with their

spouse or family and can dine anywhere.


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Empowering Employees to get things done

Treating employees with respect and trust

Providing employees with knowledge andinformation

Providing feedback on performance and recognizing

achievement.

Creating an environment where people want to work

and have fun - leading to high morale

Hiring the right people

Employers of Choice Practices

with a Common Thread


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Create a pipeline for A players - FTCsHR NetworkHeadhunters

Identify CampusAmbassadors

Career Week

Hiring Programmes

Re-launch of Vibes

Interviewing Skill Guide fo

Operating Managers

Hiring Strategy

Staff


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Identify Campus Ambassadors

Process Accountability

1. Pre placement offers toIETs basedon Outstandingperformance and vacancies.

Steps to be followed:

Four performance reviews as per the existing IET process in

the L & D process manual

Final assessment in keeping with the Associate and HOMTprocess to be done by GM/ HOD/ L & D for the position of

Associate/ HOMT.

L & D / HOD

2. Exchange training programme / JAW initiativeswithInstitutes


Units to tie up with the 3 known Hotel Management

Institutes.Units to identify Theory modules for the Hotel Management

College to train employees in the hotel

Units to identify Practical modules to train at Hotel

Management Colleges.

Units to tie up with institutes on team building JAW

initiatives like Cricket, Antakshri, Football, Quiz etc once a

year.

GM/ HR/ L & D/

HOD

Staff


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HRNetworkHeadhunter


1. HRManagers to play the role of the regional headhunter,

monthly

North Region: Digvijay Singh/ Randhir

South Region (Chennai & Kerala): Paulson/ Manoj Karekar

South Central (Bangalore & Mangalore): Suju/ Marshal

South Region (Hyderabad): Ravi Kumar/ Swati ThakreWest Region(Mumbai): Ganesh Nagraj

West Region (Pune & Goa ): Mayank/ Arvind


Update Market Intelligence - Tracking and providing leads of

A & B performers from competition hotels quarterly.

Regionally, Units to tie up with job portals Naukri and

Monster

Separate login to be provided to HR Managers to accessJobstreet

Review the number of successful hires actualized half yearly.*

Vacancy list will be circulated by Richa to all Hotels monthly.

HR Network headhunters will scan their active database and

make recommendations to the Unit where a vacancy exists.

Regional teams

mentioned

*Successful hires are defined as A & B performers post joining the organization

Staff


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Hiring Programmes


1. Channels for specific front line positions- Airline Institutes/ Finishing

Schools


Identify Institutes for all front line positions.Develop a front line programme to attract and hire the airline and finishing

school students by November 30, 2008

Unit HR /

L & D

2. Tap rural markets for entry level positions ( SCC) Training

center for Apprentice trainingSteps to be followed:

Manpower requirements to be given to the SCC yearly

SBU L & D

3. Non Front Line positions/ Base positions Physically challenged/ Retireddefense personnel./ Defence officersspouses.


Identify candidates for entry level positions / part timers through NGOs,

Army Women Welfare Associations

Conduct training programmes for soft skills, grooming standards and

technology on a quartely basis.

Unit HR /L & D

Staff


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Hiring Programmes


4. CInstitutes andothers Programme for below S level.Steps to be followed:

Identify C Hotel Management institutes.

Roll out IET programmes for selected candidates.

Pre placement offer to be given based on selection post assessment for

IETs

Direct recruitment of base level positions from C Institutes.

Unit HR /

L & D

5. HR/ Engineering Programme


Assess existing and future vacancies for HR /engineering positions for S

level and below GTM/ Shift engineers/ HR Assistants

Identify institutes for HR/ Engineering. ITI and polytechnic

Assessment of candidates and offer letters to be issued

Devise an HR/ Engineering Training module.

Unit HR /

L & D

6 Create a pipeline for A players - FTCs


Existing FTCs who have completed one appraisal cycle to be grouped as

ABC performers

Nominate A category performers for permanent positions

Selection of the FTC is subject to clearance as per the existing

assessment process.

Unit GM/ HODs/

HR

Staff


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Relaunch

VIBES

ProcessSteps to be followed:

Accountability

1

.

Re-launch VIBES in

the town hall

meeting

GM / HR

2

.

New joinees to refer

minimum 3

candidates for

positions.

HR

3

.

Successful referrals

will reflect in the

Annual PMS system

Unit specific

action plan

GM / HOD / HR

ProcessSteps to be followed:

Accountability

1

.

Regionally, Units to

organize a Career WeekGM / HR

2

.

HR Managers to

identify vacancies/

Talent for movement

HR

3

.

Career week to be

Championed by all

the Hotel HR

Managers half yearly

GM / HOD /

HR

Career Week

Staff


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Career DevelopmentJob Redesign

Employee Involvement

Employee Empowerment

Friendly Manager

On Boarding Kit

Retention Strategy

Coffee with the

GM

Staff


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Create a Work Place BrandExperience

1. Redesign the job to

make it more

rewarding 90% core

job, 10%, project

related to business and

employee time to

pursue interests.

Mayank, Arvind and

Paulson to create a

policy on theinitiative by October

15th, 2008 and roll the

same to all Units

90 % core job as per the job description.

10% project related to business:

PITs, SITs, Individual training

specialized courses eg: MBA,

competitive analysis, self certifications

and to pursue self interests mutually

agreeable by the Boss/ subordinate - eg:

Learning music, art, creative talents,

social networking, CSR and involvement

in JAW activities.

The time spent on projects related tobusiness and on the employee pursuing

self interests can be scheduled monthly.

The process to be be reflected in the leave

card.

Initiative Steps to be followed

Staff


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2. Employee Involvement A & B Performers to be included in

the final interview panel with the GM

and HOD for the selection of staff in

the Unit

Example: If the Unit is recruiting a

Steward, an A performer Steward

must be on the interview panel with

the GM and the HOD for selection of

a Steward.

Every employee must be given the

opportunity to be on the interviewpanel.


Staff


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3.

4.


On boarding Kit

Marshal/ Manoj

Karekar to create

the On Boarding

Kit by October 15th,

2008 and roll thesame to all Units

Reinforce the existing empower process.

Design a Joining Kit:Welcome letter, Appointment letter,

Job descriptions, Leave card, Swipe card

Brand Standards, TCOC policy

Unit profile, JAW Manual

Statutory nomination forms

Bank account forms,

Visiting cards, Email IdentityInduction schedule, Name tag,

Locker key, Uniform slip

Name of the Buddy


Staff


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5. Friendly Manager Reinforce the existing performance management System for

Staff and Executives with defined goals and objectives.

Drive the Mid year and annual performance review process

with all staff to give feedback.

GMs/ respective HOD sit with the new hire informally in thefirst 2 days of joining.

Interviewing Skills Training for Operations Managers.

Manager to monitor the IDP progress of employees, monthly.

Inclusion in the Managers KRA template on number of

employees developed.

Nominate Managers who have successfully developed the

team for future growth in the CDC.

GM to interact with employees to share their views over a

cup of coffee. For employees too shy to talk, there is an

option of anonymously calling up the Integrity Line, a 24X7

number at the Unit.


Staff


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6. Career Development

Kristyl andRicha to

create the career

paths by October


same to all Units

Adherence to the Career path

module

Develop IDPs for all A & B

performers for staff Unit HR and

L& D Managers

Review and track IDP

implementation quarterly.


Staff


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BELONG

Hiring & Retention Strategy

Supervisor & Above

Taj Premium Hotels


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Associate/ HOMT Programme to include FTCsHR NetworkHeadhunters

Identify CampusAmbassadors

Career Developmentmodule

Hiring Programmes

Re-launch of Vibes

Interviewing Skill Guide fo

Operating Managers

Hiring Strategy

Supervisor & Executive


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Identify Campus Ambassadors


1. HiringAssociates andHOMTsSteps to be followed:

IETs to be assessed in keeping with the Associate and

HOMT process to be done by GM/ HOD/ L & D for the

position of Associate/ HOMT.

Pre placement offer to be given to selected candidate.

L & D / HOD

2. Exchange training programme / JAW initiativeswithInstitutes


Units to identify Theory modules for the Hotel Management

College to train employees in the hotel

Units to identify Practical modules to train at HotelManagement Colleges.

Units to tie up with institutes on team building JAW

initiatives like Cricket, Antakshri, Football, Quiz etc.

GM/ HR/ L & D/

HOD



21/29

HRNetworkHeadhunter


1. HRManagers to play the role of the regional headhunter,

monthly

North Region: Digvijay Singh/ Randhir

South Region (Chennai & Kerala): Paulson/ Manoj Karekar

South Central (Bangalore & Mangalore): Suju/ Marshal

South Region (Hyderabad): Ravi Kumar/ Swati ThakreWest Region(Mumbai): Ganesh Nagraj

West Region (Pune & Goa ): Mayank/ Arvind


Update Market Intelligence - Tracking and providing leads of

A & B performers from competition hotels quarterly.

Regionally, Units to tie up with job portals Naukri and

Monster

Separate login to be provided to HR Managers to accessJobstreet

Review the number of successful hires actualized half yearly.*

Vacancy list will be circulated by Richa to all Hotels monthly.

HR Network headhunters will scan their active database and

make recommendations to the Unit where a vacancy exists.

Regional HR Teams as

mentioned.

*Successful hires are defined as A & B performers post joining the organization



22/29

Hiring Programmes


1. Channels for specific front line positions- Airline Institutes/ Finishing

Schools for Supervisors


Identify Institutes for all front line positions.

Develop a front line programme to attract and hire the airline and finishing

school students.

Unit HR /

L & D

2. Nominate existing FTCs for the Associate / HOMTs Programme


Existing FTCs below 26 years of age, completed one appraisal cycle to be

grouped as ABC performers

Nominate A category performers for the Associate / HOMT programme

Selection to the Associate / HOMT programme is subject to clearance as

per the existing assessment process

Unit HR / L & D

3. HR/ Engineering Programme

Steps to be followed

Assess existing and future vacancies for HR /engineering positions for S

level and below GTM/ Shift engineers/ HR Assistants

Identify institutes for HR/ Engineering. ITI and polytechnic

Assessment of candidates and offer letters to be issued

Devise an HR/ Engineering Training module.

Unit HR /

L & D



23/29

Relaunch

VIBES

Steps to be followed Accountability

1

.Re-launch VIBES inthe town hall meeting

GM / HR

2

.

New joinees to refer

minimum 3 candidates

for positions.

HR

3

.

Successful referrals

will reflect in the

Annual PMS system

Unit specific action

plan

GM / HOD /

HR

Steps to be followed Accountability

1

.SBU HR to organize aCareer Development

Committee Meet

GM / HR

2

.

HR Managers to

identify vacancies/

Talent for movement

HR

3

.

CDC to be conducted

half yearly to track

talent and fill

vacancies.

SBU HR / GM /

HOD / HR

CDCs



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Career DevelopmentJob Redesign

Employee Involvement


Friendly Manager

On Boarding Kit

Retention Strategy

Flexible

Compensationstructure forExecutives



25/29


1. Redesign the job to

make it more

rewarding 90% core

job, 10%, project

related to business and

employee time to

pursue interests.

Mayank, Arvind and

Paulson to create a

policy on the

initiative by October


same to all Units

90 % core job as per the job description.

10% project related to business:

PITs, SITs, Individual training

specialized courses eg: MBA,

competitive analysis, self certifications

and to pursue self interests mutually

agreeable by the Boss/ subordinate - eg:

Learning music, art, creative talents,

social networking, CSR and involvement

in JAW activities.

The time spent on projects related to

business and on the employee pursuing

self interests can be scheduled monthly.

The process to be be reflected in the leave

card.




26/29


2. Employee Involvement A & B Performers to be included in

the final interview panel with the GM

and HOD for the selection of staff in

the Unit

Example: If the Unit is recruiting a

Restaurant Manager, an Aperformer

in the same level must be on the

interview panel with the GM and the

HOD for selection of a Restaurant

Manager

Every employee must be given theopportunity to be on the interview

panel.




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3.

4.


On boarding Kit

Marshal/ Manoj

Karekar to create the

On Boarding Kit by

October 15th, 2008 and

roll the same to all Units

Reinforce the existing empower process.

Design a Joining Kit:Welcome letter, Appointment letter,

Job descriptions, Leave card, Swipe card

Brand Standards, TCOC policy

Unit profile, JAW Manual

Statutory nomination forms

Bank account forms,

Visiting cards, Email IdentityInduction schedule, Name tag,

Locker key, Uniform slip

Name of the Buddy




28/29


5. Friendly Manager Reinforce the existing performance management System for Staff

and Executives with defined goals and objectives.

Drive the Mid year and annual performance review process with all

staff to give feedback.

GMs/ respective HOD sit with the new hire informally in the first 2days of joining.

Interviewing Skills Training for Operations Managers.

Manager to monitor the IDP progress of employees.

Inclusion in the Managers KRA template on number of employees

developed.

Nominate Managers who have successfully developed the team for

future growth in the CDC.

GM to interact with employees to share their views over a cup of

coffee. For employees too shy to talk, there is an option of

anonymously calling up the Integrity Line, a 24X7 number at the

Unit.




29/29


6. Career Development

Kristyl andRicha to

create the Career Paths

by October 15th, 2008 and

roll the same to all Units

Adherence to the Career path module

Develop a Junior Management Development

Progranmme (JMDP) for supervisors and an

Executive MDP for Executives.

Develop IDPs for all A & B performers for

Supervisors and Executives.

Review and track IDP implementation quarterly.

7. Flexible Compensation

structure for Executives

This will be rolled out by Corporate HR in the

month of November 2008.

The revised structure aims at a tax friendly

compensation structure with 4 components

namely Basic pay, Flexible benefit plan, variable

pay and retirals.



hiring and retention strategy- premium hotels

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