The document discusses the HR policies and practices of the Taj Group. [1] It highlights their rigorous recruitment process, long training programs that focus on developing individuals, and 360-degree feedback system. [2] Taj also tracks employee satisfaction continuously and recognizes top performers through their STARS program. [3] These policies have resulted in high employee retention rates and driven extraordinary service and performance from employees.

1. HR POLICIES
OF

2. Group Members
•Snehal Zanzarakia 1321
•Afreen Shaikh 1302
•Nikhat Rajput 1307
•Rohan Solanki 1310
•Kalyani Mudliar1289
•Prabhu Hosmani 1282
•Nilesh Pandey 1295

3. 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
Inspired to open this grand luxury hotel after Jamshetji

4. Why Taj ?
 To get an insight as to
• How HR works in an hotel industry?
• How HR Department helps the employees to grow and adapt to diverse cultures that they have
encounter on a day to day basis ?
 Employees have to face clients directly on 24 x 7 basis.
 Customer satisfaction is key success factor in Hotel Industry which lies majorly
in employees hand. So employee is key to success in a Hotel Industry.
Thus, Employee Satisfaction is the foremost goal.
 Some extra-ordinary heroic stories of taj employees came forward during 26/11
terror attacks.

5. 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”

6. Recruitment & Selection

7.  Selection of various depts. like
collection, security, house keeping, etc. is quite
STRICT & DIFFICULT.
 The process of selection is as follows:
 Application Form
 Written Examination
 Medical Examination
 Various rounds of Personal Interview.

8. Training & Development Policy

9.  18 months training - 6 months more than the
industry standard
 Believes That, “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.
 Train not just on the area of expertise but all the
related functions

10. 360-degree Feedback

11.  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 tone their skills.

12. ESTS : Employee Satisfaction
Tracking System

13.  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. STARS : Special Thanks and
Recognition System

15.  “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.

16. GFT : Guarantee of Fair Treatment

17.  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.

18. Comparison
Taj Palace Leela Palace
 Taj family considers every  Our brand, our
employee as an important reputation, our focus on
people and commitment to
member.
service excellence.
 Has a dedicated forum
to raise recommendations  Suggestions accepted only
and compliment peers. by customers.
 Feedback is given not
only by bosses or peers but  Feedback only by seniors.
also subordinates.

19. Taj Palace Leela Palace
 Assessed not only on  Assessed on
performance but also performance and on
on personal qualities. feedback by customers.
 Employees are  Employees have to
encouraged to take follow their seniors.
authority of the
situation.

20. 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.

21. 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.

22. What they do ???
 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

23. References
http://www.mbaskool.com/business-articles/human-
resource/1339-hr- policies-at-the-taj-lessons-to-
emulate.html
http://hbr.org/2011/12/the-ordinary-heroes-of-the-
taj/ar/2
http://www.tajhotels.com/About-
Taj/Careers/Corporate-Social- Responsibility.html
http://en.wikipedia.org/wiki/Taj_Hotels_Resorts_and

24. Thank You