HR POLICIES OFTAJ GROUP OF HOTELS

By- Deven Rana15020441086

Introduction to Taj

Founded by Jamshetji Nusserwanji Tata and part of Tata Group.

Opened as Taj Palace in Colaba, Mumbai onDecember 16, 1903.

Operates 76 hotels, 7 palaces, serviced apartments, 6 private

islands and 12 resorts and spas, spanning 52 destinations in 12

countries across 5 continents and employ over 13000 people

Why HR at TAJ• Since its inception, it has always adopted

anemployee-centric culture wherein it strives to develop organizational citizenship behavior (OCB) in it employees

• The courage, valor and commitment showcased by the employees on 26th of september 2008 set the whole world lauding the values which the Taj group had imbibed in them.

• The underlying principle of “Atithi Devo Bhava” was so beautifully showcased by the employees.

Taj Values The Taj values inculcate the following:• Taj family considers every employee as an

important member.• It aims to acquire, retain and reward the talented

people from the industry.• It emphasizes on a formal communication channel

to promote transparency in the overall working of the organization.

(Source: www.tata.com )

Methodology• The methodology used in the

assignment involves:• Interview with an Employee of Taj

Group of hotels.• Study of Secondary Data present on

the internet in the form of reports and research papers

HR policies discussed during the

interviewTraining and Hiring Policies.

360-degree Feedback.

ESTS.

STARS.

GFT

Training and Hiring policies.

The candidates are gauged on their value system and trained for 18 months which is 6 months more than the industry standard.

The hiring process particularly looks for employees on their values and whether the recruits would be able to adapt to the culture of the organization.

It is believed that the employees can be trained to be better chefs or waiters, but they cannot be taught to be good individuals. So the organization expects an individual to possess good values to become a part of the Taj family.

Training & Development

Policy• Apart from the normal training sessions to inculcate

leadership skills in the employees, each employee is given an authority to take the decisions pertaining to his work and this empowers them and helps in building a leader in all.

• This was primarily the reason why each one of them could impromptu take the decisions during the attack, when none of them had been trained for such a situation.

360-degree Feedback

• A 360-degree feedback system was adopted wherein the employees, including the managers and departmental heads are evaluated not just by their bosses or peers but also their immediate subordinates.

• The employees are counseled at a personal level and apprised of where they fell short of the expectations and how to go about it.

• Thus the feedback session is not just limited to assessing the employees but guides them to prepare a roadmap for the future endeavors and hone their skills.

 ESTS : Employee Satisfaction Tracking

System• STARS (Special thanks and Recognition System) was designed

keeping its core value in mind ie the customers of an organization can be satisfied by it only when its employees are satisfied.

• It was aimed at recognizing and rewarding employees who showcased excellent performance at their work.

• The employees are awarded points and based on the points accumulated within the predefined time frame, they are promoted successively to various levels.

• A distinguishing feature was that the employees were not just assessed on their performance but also on parameters like honesty, trustworthiness, concern for the environment, team spirit, cooperation etc.

Guarantee of Fair Treatment

• Taj has a comprehensive complaint resolution system in place, known as the Guarantee of Fair Treatment (GFT), to ensure that employee grievances were addressed.

• Under GFT, complaints passed through successive stages in Taj's hierarchy, starting with the immediate superior, depending on whether or not the said employee was happy with the redress response given at each stage.

Outcome of these Policies

ERR (Employee retention rate) is the highest amongst all its competitors. Drives employees beyond their duties which was totally unexpected of them as was in the case of Tsunami and 26/11 attacks. In 2002, Taj Group was conferred HERMES Award for its innovative HR practices.With the implementation of STARS, there was tremendous improvement in the service standards and also the customer satisfaction level.

Thank You