LEARNING AND

DEVELOPMENT ACTIVITIES IN
TAJ
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.

Operations

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

fundamentals in Hoteliering.

theoretical

exposure

to

the

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

Taj People philosophy (TPP)

MOTIVATIONAL PROGRAMS AT TAJ

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 groups

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 MDs 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 Winners
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.