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HRD initiatives of TAJ


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HRD initiatives of TAJ

  1. 1. GROUP 11. Abhilash2. Achu James3. Afna Taj4. Anu Ramachandran5. Athira Lal
  2. 2. About Taj Longest hotel chain possessing hotels across the world including Dubai, Nepal, Maldives and Srilanka. Located in 43 places and has totally about 62 hotels in these 43 places. Out of these, 50 are located in various 34 places in India and 11 hotels are distributed in 9 places outside India.
  3. 3. Cont… Customers are offered various product lines such as palace hotels, luxury hotels, business hotels and beach resorts. Among them the beach resorts are located in Goa, Cochin, Maldives and Bentota and it possess three major hotel brands:  The Luxury Collection  Taj Business hotels  Taj Leisure Hotels.
  4. 4. Different Departments In Hotel Core Functioning Department  Food and Beverage (F&D) Department  Front Office Department  Housekeeping Department  Food Production Department
  5. 5.  Support Department (Cost Centres)  Marketing & Selling Department  Engineering and Maintenance Department:-  Finance, Accounting and Control Department:-  Safety and Security Department  Administration Department  Human Resource Development
  6. 6. Training in Taj Training at Taj Training is the process of altering employee behavior and attitudes in a way that increase the probability of goal attainment . Taj main objective in training is to help the organization to achieve its purpose by adding value to its key resource – the people it employs.
  7. 7. TRAINING OPPORTUNITIES Provide with the tools necessary to become successful.  Taj Management Training Programme (TMTP)  Hotel Operations Management Trainee (HOMT) Program
  8. 8. Taj Management Training Programme (TMTP) -Operations/ Food Production Prepares young people as thorough professionals with the Taj. Fortifies its operations functions with raw talent from the best hotel and graduate schools in the country. Comparable to an MBA in hospitality that moulds young budding hotel professionals into future business managers. Career path could include joining as a Taj management trainee and attaining the position of a general manager of a hotel by lateral movements through various functions such as human resources, sales, food & beverage and front office.
  9. 9.  Hospitality management-training programme in the country. Focuses on careers in the two guest contact departments- Food & Beverage Service and Front Office. Recruitment for this programme commences in all key Hotel Schools in the country in the months of October/November. An 18-month intensive Management Training Programme that prepares for Profit Centre Management. First 12 months, the Management Trainee focuses on practical (On-the-Job training) and theoretical exposure to the fundamentals in Hoteliering.
  10. 10. Cont… Next 6 months, the management trainee receives inputs that combine elements of Management including Management Development, Architectural Appreciation, Human Resources, Materials Management and Accommodation. Also combined with hands-on training as a ‘Shadow Manager’ to a senior resource in one of our properties. The program provides educational exposure and development commensurate with an MBA in Hospitality. The Management Trainees are also expected to complete live projects during their training period.
  11. 11. Food Production Premier hospitality management-training programme for culinary education in the country. Focuses on culinary skills and the managerial ability to run kitchen operations. Recruitment for this programme commences in all key hotel schools in the country in the months of October/ November.
  12. 12.  It includes:  A 24-month intensive management training programme which prepares them for Profit Centre Management in the Taj.  First 12 months, the Management Trainee focuses on practical (On-the-Job training) and theoretical exposure to the fundamentals in Hoteliering.  The next 12 months are focused on specializing in two different cuisines, one each in a 6-month period. In order to sustain the position of strength in Food and Beverage, participants undergo specialization in cuisines of the world. Special emphasis is given on creating Chefs with internationally acclaimed skills.
  13. 13. Hotel Operations Management Trainee (HOMT)Program A 12-month program designed to train the trainees to the level of an Asst. Manager of an outlet or equivalent in any of their operational departments. On-the-job training is built in as very important component of entire program. Recruitment for this programme commences in all key Hotels Schools and Graduate Colleges in the country in the months of October/November. The HOMT program follows a systematic process including induction, theory classes, on-the-job training, evaluation, appraisals and assessments.
  14. 14. Tata Administrative Service Concieved by JRD Tata in 1950s. To select and groom young Indians from top B- schools in the country. Recruits for lifelong mobility across companies industries and functions. 12 month training program.Tata Values Integrity, Excellence and Nation building.
  15. 15.  1 year training module, GOAL (Group Orientation And Learning). Structured orientation through classroom inputs and field visits. Four cross-functional, cross business and cross located assignments. 3 business stints of 15 weeks. 7 week rural assignment. Mentorship program. Development program lasting 5 years for TAS managers.
  16. 16. TRAINING PROGRAMS The Tata Management Training Centre (TMTC)  Aims to provide training to high performers within the group  To act as a cradle of change for tata executives.  Designed to develop leadership traits  TMTC is now the learning arm of the tata groups human resources function.
  17. 17.  The centres objectives are:  Improvement of organisational performance through dissemination of the latest knowledge and skills among practicing managers  Facilitation of attitudinal and behavioural changes  Facilitation of solutions for organisational issues  Development of learning organisations
  18. 18.  Training methodology  TMTCs training methodology stresses project orientation and action learning.  Participants are required to discuss various issues, problems and plans concerning their organisations  provided the opportunity to evolve solutions by interacting with a world-class faculty.
  19. 19.  Second Career Internship Programme (SCIP)  Aimed at professional women who have taken a career break and are looking to return to the job market  Facilitates this by offering live business projects with flexible schedules and project-based employment  Career transition management programme  International womens day in march 2008
  20. 20.  Selected candidates get the opportunity to work on business projects offered by tata companies with approximately 500 hours of engagement Five to six months
  21. 21. The criteria for women seeking to sign up for the programme are  professional qualification in management / accountancy / law / IT / design or engineering  a minimum of four years of work experience  a career break of one year (minimum) to eight years (maximum) due to personal commitments  Mumbai, Pune, Bengaluru, Chennai, Hyderabad and NCR
  22. 22. Management Training Process at Taj Duration --- 02 Years Eligibility --- Hotel Management Degree / Diploma OJT ( On the job training ) Main methods of on-the-job training in Taj includes: 1. Demonstration / instruction - showing the trainee how to do the job 2. Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee
  23. 23. 3. Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)4. Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary"
  24. 24.  Advantages of OJT include: 1. Generally most cost-effective 2. Employees are actually productive 3. Opportunity to learn whilst doing Training alongside real colleagues Disadvantages of OTJ include: 1. Potential disruption to production 2. Learning environment may not be conducive
  25. 25. MOTIVATIONAL PROGRAMS ATTAJ Taj People philosophy (TPP) Balance scorecard system (BSS) STAR system Training programs
  26. 26. TAJ PEOPLE PHILOSOPHY  Developed in 1999 Originally planned to be called as “The womb to tomb approach Every employee of the Taj Group would be an important member in the Taj family  FEEDBACK –SYSTEM  The group also took strong measures to weed out underperformers
  27. 27.  Adopted a 360 degree feedback system Covered all from managing directors to department managers All were evaluated by their immediate subordinates Followed by personal interviews to counsel them so as to overcome their deficiencies
  28. 28. BALANCED SCORE CARD FOUR PRESPECTIVES OF BSS 1. Financial Internal business processes Learning & growth 2. Customer LEARNING AND GROWTH 3. Employee turnover 4. Job satisfaction Training/learning opportunities PRODUCTIVE CHANGES OF BALANCE SCORECARD Communication Linked individual performance with group’s overall strategy Enhanced performance. Employee problems solved quarterly
  29. 29. STAR SYSTEM(SPECIAL THANKS ANDRECOGNITION SYSTEM LEVELS OF STARS  LEVEL 1 – SILVER GRADE - 120 points – 3months  LEVEL 2 – GOLD GRADE – 130 points within three months of attaining Silver grade.  LEVEL 3 – PLATINUM GRADE – 250 points – within 6 months of attaining Gold grade  LEVEL 4 – CHIEF OPERATING OFFICERS CLUB – accumulate - 510 to 760 points  LEVEL 5 – MD’s CLUB – accumulate 760 points or more no time bound.
  30. 30.  AT DIFFERENT LEVELS OF STARS  Employees were -Given gift voucher or a vacation in Taj Hotels of their choice in India -Felicitated at a function held at Taj , Mumbai by MD of Taj group Winner’s photographs were displayed on a big screen at the functions.
  31. 31.  PRODUCTIVE CHANGES OF THE STAR SYSTEM  Highly motivated employees Team spirit Service standards gone up Improved guest satisfaction levels &repeat customers Hermes Award 2002 for best innovation in HR in the hospitality industry EMPLOYEE TAJ RELATION  The employee of the Taj is viewed as an asset and real profit center.
  32. 32.  Taj group does not focus only on the right people but also on the right attitude The Employee Retention Rate (ERR) of the Taj Group was the highest in the hospitality industry because of its employee-oriented initiatives. The Taj Group had been highly successful because of its ability to provide better opportunities to its employees.