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Hr policies taj
1. TAJ Hotels
By – Team 1 Alpha
Ankit Sharma (P122006)
Jitendra Lakhwani (P122014)
Kapardhi V. S. (P122017)
Pooja Gupta (P122033)
Rohit Singh (P122038)
Sampath Kumar K. (P122039)
Vidit Jain (P122051)
2. Why Taj
• Employees have to face clients directly on a 24 x 7 basis
• We wanted to get an insight as to:
– How company helps them to deal with stress
– How company helps an employee grow and adapt to diverse cultures
they have to encounter on a day-to-day basis
• Customer satisfaction is the key success in Hospitality which
lies majorly in employees hand. So employee is the key to
success in a Hospitality industry. Employee satisfaction is the
foremost goal.
• Extra-ordinary heroic came stories came forward in Dec-2004
Tsunami and Nov-2008 Taj attack.
3. Introduction
• Founded by Jamshetji Nusserwanji Tata and part of Tata
Group
• 1st Hotel in Taj Mahal Palace and Hotel in Colaba Mumbai on
December 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.
• Inspired to open the grand luxury hotel after Tata was refused
entry to a Hotel in Mumbai for Racial Discrimination.
4. Common Policies
• Supplying goods and services of the highest quality standards
• Enhance shareholder value and comply with all regulations
and laws that govern shareholders' rights
• Integrity of data or information
• Equal-opportunities employer
• No Gifts and donations for the conduct of its business
5. Common
Policies
• Partnered with NGOs to train
underprivileged women housewives in
hospitality, self-grooming and house-
keeping.
• The Taj, in association with ‘Paramparik
Karigar’ identifies the artisans and craftsmen
across India
•Committed to prevent the wasteful use of
natural resources and minimise any
hazardous impact on the environment
6. Success Story
• Training and Hiring Policies
• 360-degree Feedback
• ESTS
• STARS
“Employees share a deep connection and sense of
pride for being associated with the legend that is
Taj”
8. • 18 months - 6 months more than the industry standard
• “The employees can be trained to be better chefs or
waiters, but they cannot be taught to be good
individuals.”
• Build Leaders - 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
• Trained not just on the area of expertise but all the related
functions
10. • Employees, including the managers and departmental
heads are also evaluated by their immediate subordinates.
• Counseled at a personal level and apprised of where they
fell short of the expectations and how to go about it
• Guides them to prepare a roadmap for the future
endeavors and hone their skills
12. • Conducting surveys to elicit response from the employees and the
records collected are used to rate the overall satisfaction level of the
employees
• Targeted to achieve 100% satisfaction in the course of its
operation
• Regularly looks into the employees’ concerns and strives to
address them
• Forums for the employees to voice their recommendation or
compliment their colleagues
• Mandatory for the review committee to reply to the employees’
suggestions within 2 days or he shall be allotted ‘default points’
14. • “Customers of an organization can be satisfied by it only
when its employees are satisfied”
• Recognizing and rewarding employees who showcased
excellent performance at their work
• Promoted successively to various levels
• Employees were not just assessed on their performance but
also on parameters like honesty, trustworthiness, concern
for the environment, team spirit, cooperation etc.
• Appreciations from the customers also fetched points
15. Comparison
TAJ v/s Others
• Taj family considers every • Our brand, our reputation,
employee as an important our focus on people and our
member. commitment to service
• Has a dedicated forum to excellence - Leela
raise recommendations and • Suggestions accepted only
compliment peers by customers
• Feedback is given not only • Feedback only by seniors
by bosses or peers but also
subordinates
16. Comparison
TAJ v/s Others
• Assessed on performance
• Assessed not only on
and on feedback by
performance but also on
customers
personal qualities
• Employees have to follow
• Employees are encouraged
their seniors
to take authority of the
situation
17. Outcomes 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 26/12 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.
18. What they do ???
• Seek fresh recruits rather than lateral hires.
• Hire from small towns and semi urban areas, not metros.
• Recruit from high schools and second-tier business schools
rather than colleges and premier B-schools.
• Induct managers who seek a single-company career and will
be hands-on.
• Focus more on hiring people with integrity and devotion to
duty than on acquiring those with talent and skills.
• Train workers for 18 months, not just 12.
19. • Ensure that employees can deal with guests without
consulting a supervisor.
• Teach people to improvise rather than do things by the book.
• Insist that employees place guests’ interests over the
company’s.
• Have incumbent managers, not consultants, conduct training.
• Use timely recognition, not money, as reward.
• Ensure that recognition comes from immediate supervisors,
not top management.
