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Taj case study. 2611

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milan agrawal
milan agrawal

This document summarizes HR management practices at The Taj hotel chain. It discusses their recruitment process which focuses on hiring from small towns with traditional values. Employees receive 18 months of training, 6 months longer than industry standard, to develop technical, grooming, and customer handling skills. The STARS reward system recognizes employee performance and honesty. Key factors that build The Taj's strong culture include precise recruitment, extensive training, and empowering employees with authority and responsibility. This results in leadership qualities from employees, gallantry during crises like the 26/11 evacuation, and ability to improvise when needed, such as during the Tsunami. The Taj is more customer-centric compared to The Leela, which is client-oriented,

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HR Management at The Taj Kanchan(065) Milan(081) Madhulika(075) Sai Praveen(147) Suraj(145) Jayesh(063)
Salient features of The Taj:  #20(Conde Nast Traveller)- Overseas Business hotel category  12 Countries-108 hotels  Gallop’s great workplace award  Excellent impromptu evacuation mechanism @26/11  Dedicated and brave staff  Customer centric approach
Recruitment Approach  Hiring from small towns 1. Traditional values 2. Respect 3. Cheerfulness 4. Neediness  Recruitment from tier 2 B-schools
Training  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.  The company imparts three kinds of skills:  Technical skills  Grooming, personality and language skills  Customer-handling skills
Reward system STARS (Special Thanks and Recognition System)  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 such as managing director’s club, the COO’s club, the platinum, gold and silver 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.
Factors that help to build strong culture  Precise Recruitment  Extensive training  Delegating powers with responsibilities:-  Understanding monetary needs of employees
Resultant benefit of these factors  Leadership Qualities 1. Complimentary service to unsatisfied guest  Gallantry 1. 26/11 evacuation  Improvising at time of need 1. Tsunami
Comparison Taj with The Leela TAJ THE LEELA It is Costumer centric. It is client-oriented. The group accepts compliments from guests, colleagues and their own suggestions. Suggestions accepted from customers only. While recruiting candidates are assessed on prospects’ sense of values and their desire to contribute. Technical knowledge is given preference. Employees are encouraged to take authority of the situation. Employees have to follow their senior’s orders.
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Taj case study. 2611

  • 1. HR Management at The Taj Kanchan(065) Milan(081) Madhulika(075) Sai Praveen(147) Suraj(145) Jayesh(063)
  • 2. Salient features of The Taj:  #20(Conde Nast Traveller)- Overseas Business hotel category  12 Countries-108 hotels  Gallop’s great workplace award  Excellent impromptu evacuation mechanism @26/11  Dedicated and brave staff  Customer centric approach
  • 3. Recruitment Approach  Hiring from small towns 1. Traditional values 2. Respect 3. Cheerfulness 4. Neediness  Recruitment from tier 2 B-schools
  • 4. Training  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.  The company imparts three kinds of skills:  Technical skills  Grooming, personality and language skills  Customer-handling skills
  • 5. Reward system STARS (Special Thanks and Recognition System)  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 such as managing director’s club, the COO’s club, the platinum, gold and silver 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.
  • 6. Factors that help to build strong culture  Precise Recruitment  Extensive training  Delegating powers with responsibilities:-  Understanding monetary needs of employees
  • 7. Resultant benefit of these factors  Leadership Qualities 1. Complimentary service to unsatisfied guest  Gallantry 1. 26/11 evacuation  Improvising at time of need 1. Tsunami
  • 8. Comparison Taj with The Leela TAJ THE LEELA It is Costumer centric. It is client-oriented. The group accepts compliments from guests, colleagues and their own suggestions. Suggestions accepted from customers only. While recruiting candidates are assessed on prospects’ sense of values and their desire to contribute. Technical knowledge is given preference. Employees are encouraged to take authority of the situation. Employees have to follow their senior’s orders.