SlideShare ist ein Scribd-Unternehmen logo
1 von 32
Downloaden Sie, um offline zu lesen
GROUP 1
1.   Abhilash

2.   Achu James

3.   Afna Taj

4.   Anu Ramachandran

5.   Athira Lal
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.
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.
Different Departments In Hotel

 Core Functioning Department
      Food and Beverage (F&D) Department

      Front Office Department

      Housekeeping Department

      Food Production Department
 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
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.
TRAINING OPPORTUNITIES
 Provide with the tools necessary to become successful.


    Taj Management Training Programme (TMTP)

    Hotel Operations Management Trainee (HOMT)
     Program
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.
 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.
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.
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.
 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.
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.
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.
 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.
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 group's human
      resources function.
 The centre's 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
 Training methodology


      TMTC's      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.
 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 women's day in march 2008
 Selected candidates get the opportunity to work on business
  projects offered by tata companies with approximately 500 hours
  of engagement

 Five to six months
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
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
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"
 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
MOTIVATIONAL PROGRAMS AT
TAJ

 Taj People philosophy (TPP)

 Balance scorecard system (BSS)

 STAR system Training programs
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
 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
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
STAR SYSTEM(SPECIAL THANKS AND
RECOGNITION 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.
 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.
 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.
 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.

Weitere ähnliche Inhalte

Was ist angesagt?

Assignment taj hotels services by nilesh shukla
Assignment taj hotels services  by nilesh shuklaAssignment taj hotels services  by nilesh shukla
Assignment taj hotels services by nilesh shuklaNILESH SHUKLA
 
Taj Mahal Palace Hotel Service Marketing
Taj Mahal Palace Hotel Service MarketingTaj Mahal Palace Hotel Service Marketing
Taj Mahal Palace Hotel Service MarketingPrachi Shastri
 
Hr policies of taj Group of Hotels
Hr policies of taj Group of HotelsHr policies of taj Group of Hotels
Hr policies of taj Group of HotelsDeven Rana
 
Taj brand and customer layality
Taj brand and customer layality Taj brand and customer layality
Taj brand and customer layality Mohit Kumar Rai
 
Presentation on Taj hotels, resorts & palaces
Presentation on Taj hotels, resorts & palacesPresentation on Taj hotels, resorts & palaces
Presentation on Taj hotels, resorts & palacesSachin Pandey
 
Taj People Philosophy and Star System
Taj People Philosophy and Star SystemTaj People Philosophy and Star System
Taj People Philosophy and Star SystemKushal Kala
 
Human resource at taj palace
Human resource at taj palaceHuman resource at taj palace
Human resource at taj palaceLal Sivaraj
 
Vivanta By TAJ- Organisational Study
Vivanta By TAJ- Organisational StudyVivanta By TAJ- Organisational Study
Vivanta By TAJ- Organisational StudySharath Murali
 
Hospitality of taj group
Hospitality of taj groupHospitality of taj group
Hospitality of taj groupRockAdi
 
Hospitality sector in India
Hospitality sector in IndiaHospitality sector in India
Hospitality sector in IndiaAditya Goyal
 

Was ist angesagt? (20)

HR Case Study - Hotel Taj
HR Case Study - Hotel TajHR Case Study - Hotel Taj
HR Case Study - Hotel Taj
 
Taj hotels and resort
Taj hotels and resortTaj hotels and resort
Taj hotels and resort
 
Assignment taj hotels services by nilesh shukla
Assignment taj hotels services  by nilesh shuklaAssignment taj hotels services  by nilesh shukla
Assignment taj hotels services by nilesh shukla
 
Taj Mahal Palace Hotel Service Marketing
Taj Mahal Palace Hotel Service MarketingTaj Mahal Palace Hotel Service Marketing
Taj Mahal Palace Hotel Service Marketing
 
Hr policies of taj Group of Hotels
Hr policies of taj Group of HotelsHr policies of taj Group of Hotels
Hr policies of taj Group of Hotels
 
Taj brand and customer layality
Taj brand and customer layality Taj brand and customer layality
Taj brand and customer layality
 
The Oberoi Group
The Oberoi GroupThe Oberoi Group
The Oberoi Group
 
Presentation on Taj hotels, resorts & palaces
Presentation on Taj hotels, resorts & palacesPresentation on Taj hotels, resorts & palaces
Presentation on Taj hotels, resorts & palaces
 
Taj People Philosophy and Star System
Taj People Philosophy and Star SystemTaj People Philosophy and Star System
Taj People Philosophy and Star System
 
Human resource at taj palace
Human resource at taj palaceHuman resource at taj palace
Human resource at taj palace
 
Vivanta By TAJ- Organisational Study
Vivanta By TAJ- Organisational StudyVivanta By TAJ- Organisational Study
Vivanta By TAJ- Organisational Study
 
Employee motivation
Employee motivation   Employee motivation
Employee motivation
 
Hospitality of taj group
Hospitality of taj groupHospitality of taj group
Hospitality of taj group
 
Taj hotels
Taj hotelsTaj hotels
Taj hotels
 
Taj hotel
Taj hotelTaj hotel
Taj hotel
 
The Ritz Carlton
The Ritz Carlton The Ritz Carlton
The Ritz Carlton
 
PPT on Oberoi Hotels.
PPT on Oberoi Hotels.PPT on Oberoi Hotels.
PPT on Oberoi Hotels.
 
Hospitality sector in India
Hospitality sector in IndiaHospitality sector in India
Hospitality sector in India
 
Taj Hotel
Taj HotelTaj Hotel
Taj Hotel
 
Itc hotels
Itc hotelsItc hotels
Itc hotels
 

Andere mochten auch

Traning and development
Traning and developmentTraning and development
Traning and developmentTanuj Poddar
 
Human Resource Management in Hotel Industry
Human Resource Management in Hotel IndustryHuman Resource Management in Hotel Industry
Human Resource Management in Hotel IndustryZeinul Haleem
 
vivanta by taj internship report
vivanta by taj internship report vivanta by taj internship report
vivanta by taj internship report Santosh Pathak
 
ordinary heroes of taj
ordinary heroes of tajordinary heroes of taj
ordinary heroes of tajPrerak Bhalla
 
Hrm practices at marriott international
Hrm practices at marriott internationalHrm practices at marriott international
Hrm practices at marriott internationalShubham Jain
 
Introduction to Human Resource Management in Hospitality Industry
Introduction to Human Resource Management in Hospitality IndustryIntroduction to Human Resource Management in Hospitality Industry
Introduction to Human Resource Management in Hospitality IndustryCrystial Parrilla
 
Industrial application on online banking
Industrial application on online bankingIndustrial application on online banking
Industrial application on online bankingAbhilash Kallayil
 
Mariott VALS Framework
Mariott VALS FrameworkMariott VALS Framework
Mariott VALS FrameworkAkash Patil
 
Taj Krishna Hyderabad, Front Office
Taj Krishna Hyderabad, Front OfficeTaj Krishna Hyderabad, Front Office
Taj Krishna Hyderabad, Front OfficeClifford Paul
 
Organsing For Hrd
Organsing For HrdOrgansing For Hrd
Organsing For HrdSreenath S
 
Hrd at organizational level
Hrd at organizational levelHrd at organizational level
Hrd at organizational levelShakeel Abasi
 
Talent Managemet at Aditya birla group
Talent Managemet at Aditya birla groupTalent Managemet at Aditya birla group
Talent Managemet at Aditya birla groupsunilpunia
 
Parking policy in india.
Parking policy in india.Parking policy in india.
Parking policy in india.Kopal Goyal
 

Andere mochten auch (17)

HR Policies of Hotels
HR Policies of HotelsHR Policies of Hotels
HR Policies of Hotels
 
Traning and development
Traning and developmentTraning and development
Traning and development
 
Human Resource Management in Hotel Industry
Human Resource Management in Hotel IndustryHuman Resource Management in Hotel Industry
Human Resource Management in Hotel Industry
 
vivanta by taj internship report
vivanta by taj internship report vivanta by taj internship report
vivanta by taj internship report
 
ordinary heroes of taj
ordinary heroes of tajordinary heroes of taj
ordinary heroes of taj
 
Hrm practices at marriott international
Hrm practices at marriott internationalHrm practices at marriott international
Hrm practices at marriott international
 
The Secret of Taj Mahal
The Secret of Taj MahalThe Secret of Taj Mahal
The Secret of Taj Mahal
 
Introduction to Human Resource Management in Hospitality Industry
Introduction to Human Resource Management in Hospitality IndustryIntroduction to Human Resource Management in Hospitality Industry
Introduction to Human Resource Management in Hospitality Industry
 
Industrial application on online banking
Industrial application on online bankingIndustrial application on online banking
Industrial application on online banking
 
Mariott VALS Framework
Mariott VALS FrameworkMariott VALS Framework
Mariott VALS Framework
 
Arpit bhatnagar resume
Arpit bhatnagar   resumeArpit bhatnagar   resume
Arpit bhatnagar resume
 
Taj Krishna Hyderabad, Front Office
Taj Krishna Hyderabad, Front OfficeTaj Krishna Hyderabad, Front Office
Taj Krishna Hyderabad, Front Office
 
Organsing For Hrd
Organsing For HrdOrgansing For Hrd
Organsing For Hrd
 
Hrd at organizational level
Hrd at organizational levelHrd at organizational level
Hrd at organizational level
 
F&b mgt trainee
F&b mgt traineeF&b mgt trainee
F&b mgt trainee
 
Talent Managemet at Aditya birla group
Talent Managemet at Aditya birla groupTalent Managemet at Aditya birla group
Talent Managemet at Aditya birla group
 
Parking policy in india.
Parking policy in india.Parking policy in india.
Parking policy in india.
 

Ähnlich wie HRD initiatives of TAJ

Workforce planning and resourcing may, dubai
Workforce planning and resourcing may, dubaiWorkforce planning and resourcing may, dubai
Workforce planning and resourcing may, dubaiPetro Nomics
 
Resume_Payal Patnaik(India)
Resume_Payal Patnaik(India)Resume_Payal Patnaik(India)
Resume_Payal Patnaik(India)Tata Classedge
 
Why Employee Development is Important?
Why Employee Development is Important?Why Employee Development is Important?
Why Employee Development is Important?Smile Gupta
 
L&T Realty Case Study
L&T Realty Case StudyL&T Realty Case Study
L&T Realty Case StudyMilind Jagtap
 
Human recourse development and performance appraisal in melsta regal finance ltd
Human recourse development and performance appraisal in melsta regal finance ltdHuman recourse development and performance appraisal in melsta regal finance ltd
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
 
Training & development orientation
Training & development orientationTraining & development orientation
Training & development orientationShipra Tiwari
 
Workforce Planning and Resourcing, Dubai
Workforce Planning and Resourcing, Dubai Workforce Planning and Resourcing, Dubai
Workforce Planning and Resourcing, Dubai Petro Nomics
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai Ifeoma Onyemachi
 
Learning and development in HR management.pptx
Learning and development in HR management.pptxLearning and development in HR management.pptx
Learning and development in HR management.pptxMITSDEDistance
 
Training And Management Of Product Quality
Training And Management Of Product QualityTraining And Management Of Product Quality
Training And Management Of Product QualitySandy Simonsen
 

Ähnlich wie HRD initiatives of TAJ (20)

Workforce planning and resourcing may, dubai
Workforce planning and resourcing may, dubaiWorkforce planning and resourcing may, dubai
Workforce planning and resourcing may, dubai
 
Resume_Payal Patnaik(India)
Resume_Payal Patnaik(India)Resume_Payal Patnaik(India)
Resume_Payal Patnaik(India)
 
Why Employee Development is Important?
Why Employee Development is Important?Why Employee Development is Important?
Why Employee Development is Important?
 
L&T Realty Case Study
L&T Realty Case StudyL&T Realty Case Study
L&T Realty Case Study
 
Developing People Manager Practices
Developing People Manager Practices Developing People Manager Practices
Developing People Manager Practices
 
SHIVA
SHIVASHIVA
SHIVA
 
Human recourse development and performance appraisal in melsta regal finance ltd
Human recourse development and performance appraisal in melsta regal finance ltdHuman recourse development and performance appraisal in melsta regal finance ltd
Human recourse development and performance appraisal in melsta regal finance ltd
 
Training of 4 companies
Training of 4 companiesTraining of 4 companies
Training of 4 companies
 
Training & development orientation
Training & development orientationTraining & development orientation
Training & development orientation
 
Workforce Planning and Resourcing, Dubai
Workforce Planning and Resourcing, Dubai Workforce Planning and Resourcing, Dubai
Workforce Planning and Resourcing, Dubai
 
Workforce Planning, Dubai
Workforce Planning, DubaiWorkforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Workforce Planning, Dubai
Workforce Planning, Dubai Workforce Planning, Dubai
Workforce Planning, Dubai
 
Learning and development in HR management.pptx
Learning and development in HR management.pptxLearning and development in HR management.pptx
Learning and development in HR management.pptx
 
Training And Management Of Product Quality
Training And Management Of Product QualityTraining And Management Of Product Quality
Training And Management Of Product Quality
 

Mehr von Abhilash Kallayil

Mehr von Abhilash Kallayil (11)

Procter & Gambler
Procter & GamblerProcter & Gambler
Procter & Gambler
 
Intel in China- case analysis
Intel in China- case analysisIntel in China- case analysis
Intel in China- case analysis
 
What is strategy- Michael Porter
What is strategy- Michael Porter What is strategy- Michael Porter
What is strategy- Michael Porter
 
State bank of india
State bank of indiaState bank of india
State bank of india
 
Economy of india
Economy of indiaEconomy of india
Economy of india
 
Collective bargaining
Collective bargainingCollective bargaining
Collective bargaining
 
Agency problem and agency cost
Agency problem and agency costAgency problem and agency cost
Agency problem and agency cost
 
Absolute advantage
Absolute advantageAbsolute advantage
Absolute advantage
 
Best service brands in India
Best service brands in IndiaBest service brands in India
Best service brands in India
 
Us debt crisis
Us debt crisisUs debt crisis
Us debt crisis
 
Break even analysis
Break even analysisBreak even analysis
Break even analysis
 

HRD initiatives of TAJ

  • 1. GROUP 1 1. Abhilash 2. Achu James 3. Afna Taj 4. Anu Ramachandran 5. Athira Lal
  • 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. 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. Different Departments In Hotel  Core Functioning Department  Food and Beverage (F&D) Department  Front Office Department  Housekeeping Department  Food Production Department
  • 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. 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. TRAINING OPPORTUNITIES  Provide with the tools necessary to become successful.  Taj Management Training Programme (TMTP)  Hotel Operations Management Trainee (HOMT) Program
  • 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.  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. 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. 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.  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. 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. 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.  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. 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 group's human resources function.
  • 17.  The centre's 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.  Training methodology  TMTC's 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.  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 women's day in march 2008
  • 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. 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. 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. 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.  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. MOTIVATIONAL PROGRAMS AT TAJ  Taj People philosophy (TPP)  Balance scorecard system (BSS)  STAR system Training programs
  • 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.  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. 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. STAR SYSTEM(SPECIAL THANKS AND RECOGNITION 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.  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.  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.  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.