Talent Dimensions : Vivanta by Taj Panaji Goa

Defining Talent
1. Size of talent pool :
Typically head of the departments and second in command. As the promotions are
performance based.
2. Entry Criteria:
Performance based. A performers for 2 consecutive terms (each term is of 6 months)
3. Decision process:
Line manager along with HR as HR has to chart the future career path and also do busget
management.
4. Permanency of definition:
Adhoc. Performance drops and the person is out of the talent pool.
5. Recruitment as a source of talent:
Mostly internal as the group has over 300 hotels in India and abroad. External
recruitment is done exceptionally.
6. Transparency:
Very transparent as the performance management is well defined and thru BSC.
Developing Talent
7. Development Path:
Though the same courses are offered to all, a special effort is made to custom make
special training courses in changing times.
8. Development Focus:
Development opportunities are industry need driven. Differentiated development occurs
through new projects.
9. Support:
Being in service industry, it is group work and not working in silos. Support is provided
in class room as well as on the floor.
10. Influence on career:
Influence on career is shared by the individual as well as the line manager. They together
buy in HR support and thus move forward.
11. Connected Conversation:
Initial conversation thru line manager to HR and then escalated to Corpoate for final
plans. Mentoring works well, at the same location or shared locations.
12. Organization Values:
Tata HR values are imparted thru out the organisations and to each and every employee.
It is team work for any execution that is encouraged.
13. Risk:
Risk is very high as teaching and training people / service skills is time consuming.
Systems and Structures to Support Talent Management

14. Performance Management:

Fairly robust and transparent. KRAs are monitored thru KPIs and are highly quantifyable.
All parameters are aligned to BSC score board.
15. Talent management:
Structures and systems are in place for talent management, as there is scope to grow
across regions. Also, cross sectional promotion and growth is encouraged and new
challenge.
16. Use of Technology:
Large organisation.Top of the line technology manages the database and performance of
employees. Available to all Hods and Corporate Office to draw talent quickly for any new
project.
17. System Flexibility:
System is flexible as human capabilities under market demand is flexible.
18. Ownership of talent:
Ownership is with business unit managers who drive individual hotels as General
Managers.