BELONG

Hiring & Retention Strategy

Staff
Taj Premium Hotels
The Insight
Dear Colleagues,
The Resourcing Strategy in today’s dynamic
and challenging business landscape given the
paucity of talent available has to be a well
orchestrated effort with an emphasis on
leveraging the Taj Brand and constantly
monitoring/tracking of talent in the market.
It is equally important to have a Strategic
Retention Plan in place to ring-fence talent in
the organisation through innovative HR
practices. We need to SUM our Talent
(S=Spot, U=Utilise and M=Multiply Talent)
in order to Leap Ahead!!!

2
 Industry Best Practices
Company Best Practice Description
An innovative program that gives the employee a
opportunity to choose health, life and disability benefits
Flexible Benefits
that best fits the employee’s lifestyle and individual /
family needs.
Apple
Offers a wide variety of education classes to help
Financial Education
employees reach their financial goals.
Health + Fitness Offers fitness plans, health education and preventive
Program care.
Provides ways to save money for post secondary
College Savings Plan
education.
Investment Options Provides variety of investment options.
Maternity Benefits Maternity leave up to 18 weeks.
Google Parental Leave Parental leave up to 7 weeks
70% of time to focus on the job and 30% to employees
discretion. Of the 30%, 10% of work time is allocated
Time Allocation Model for "innovation, creativity and freedom to think", while
20% is for "personal development that will ultimately
benefit the company“

Special Leave for 1 year of leave for every 6 years of service only for
Mind Tree
Women Employees female employees.
 Industry Best Practices
Company Best Practice Description

The MBTI assessment helps leaders and teams by

providing them with communication tools, helping them to
South West Conducting MBTI recognize and celebrate their differences. The teams use
Airlines for all employees this knowledge to achieve better results.
The MBTI assessment also provides the foundation for
building trust within developing teams.

Fresh recruits and new comers are given counseling by

Sapient Career Week more experienced people with regard to career
development.
To interact with the GM and share their views over a cup of
Koffee with the coffee. For employees too shy to talk, there is an option of
General Manager anonymously calling up the Integrity Hotline, a 24X7 toll
free number.
Marriott
Hotels Employees are given six offs in a month and financial
support for higher education. Each and every employee on
6 Offs monthly their birthday can stay in the hotel for one day with their
spouse or family and can dine anywhere.
 Employers of Choice – Practices
with a Common Thread

Empowering Employees to get things done

Treating employees with respect and trust
Providing employees with knowledge and information
Providing feedback on performance and recognizing
achievement.
Creating an environment where people want to work
and have fun - leading to high morale
Hiring the right people
 Hiring Strategy
HR Network Create a pipeline for A players - FTCs
Headhunters

Identify Campus
Ambassadors Interviewing Skill Guide for
Operating Managers

Career Week

Re-launch of Vibes
Hiring Programmes

Staff
 Identify Campus Ambassadors
Process Accountability

1. Pre placement offers to IETs based on Outstanding L & D / HOD

performance and vacancies.
Steps to be followed:
Four performance reviews as per the existing IET process in
the L & D process manual
Final assessment in keeping with the Associate and HOMT
process to be done by GM/ HOD/ L & D for the position of
Associate/ HOMT.
2. Exchange training programme / JAW initiatives with GM/ HR/ L & D/
Institutes HOD
Steps to be followed:
Units to tie up with the 3 known Hotel Management
Institutes.
Units to identify Theory modules for the Hotel
Management College to train employees in the hotel
Units to identify Practical modules to train at Hotel
Management Colleges.
Units to tie up with institutes on team building JAW
initiatives like Cricket, Antakshri, Football, Quiz etc once a
year.

Staff
 HR Network Headhunter
Process Accountability

1. HR Managers to play the role of the regional headhunter, Regional teams

monthly mentioned
North Region: Digvijay Singh/ Randhir
South Region (Chennai & Kerala): Paulson/ Manoj Karekar
South Central (Bangalore & Mangalore): Suju/ Marshal
South Region (Hyderabad): Ravi Kumar/ Swati Thakre
West Region(Mumbai): Ganesh Nagraj
West Region (Pune & Goa ): Mayank/ Arvind
Steps to be followed:
Update Market Intelligence - Tracking and providing leads of
A & B performers from competition hotels quarterly.
Regionally, Units to tie up with job portals – Naukri and
Monster
Separate login to be provided to HR Managers to access
Jobstreet
Review the number of successful hires actualized half yearly.*
Vacancy list will be circulated by Richa to all Hotels monthly.
HR Network headhunters will scan their active database and
make recommendations to the Unit where a vacancy exists.

*Successful hires are defined as A & B performers post joining the organization

Staff
 Hiring Programmes

Process Accountability

1. Channels for specific front line positions- Airline Institutes/ Finishing Unit HR /
Schools
Steps to be followed:
L&D
Identify Institutes for all front line positions.
Develop a front line programme to attract and hire the airline and finishing
school students by November 30, 2008
2. Tap rural markets for entry level positions ( SCC) – Training SBU L & D
center for Apprentice training
Steps to be followed:
Manpower requirements to be given to the SCC yearly
3. Non Front Line positions/ Base positions – Physically challenged/ Unit HR /
Retired defense personnel./ Defence officers’ spouses.
Steps to be followed:
L&D
Identify candidates for entry level positions / part timers through NGOs,
Army Women Welfare Associations
Conduct training programmes for soft skills, grooming standards and
technology on a quartely basis.

Staff
 Hiring Programmes
Process Accountability

4. ‘C’ Institutes and others Programme for below ‘S’ level. Unit HR /
Steps to be followed: L&D
Identify ‘C’ Hotel Management institutes.
Roll out IET programmes for selected candidates.
Pre placement offer to be given based on selection post assessment for
IETs
Direct recruitment of base level positions from ‘C’ Institutes.
5. HR/ Engineering Programme Unit HR /
Steps to be followed:
Assess existing and future vacancies for HR /engineering positions for S
L&D
level and below – GTM/ Shift engineers/ HR Assistants
Identify institutes for HR/ Engineering. ITI and polytechnic
Assessment of candidates and offer letters to be issued
Devise an HR/ Engineering Training module.
6 Create a pipeline for A players - FTCs Unit GM/ HODs/
Steps to be followed:
Existing FTCs who have completed one appraisal cycle to be grouped
HR
as ABC performers
Nominate A category performers for permanent positions
Selection of the FTC is subject to clearance as per the existing
assessment process.

Staff
 Relaunch
Career Week
VIBES
Process Accountability Process Accountability
Steps to be followed: Steps to be followed:

1 Re-launch VIBES in GM / HR 1 Regionally, Units to GM / HR

. the town hall . organize a Career Week
meeting

2 New joinees to refer HR 2 HR Managers to HR

. minimum 3 . identify vacancies/
candidates for Talent for movement
positions.
3 Career week to be GM / HOD /
3 Successful referrals GM / HOD / HR . Championed by all HR
. will reflect in the the Hotel HR
Annual PMS system Managers half yearly
– Unit specific
action plan

Staff
 Retention Strategy

Job Redesign Career Development

Employee Involvement
Coffee with the GM

Employee Empowerment

On Boarding Kit
Friendly Manager

Staff
 Create a Work Place Brand Experience
Initiative Steps to be followed

1. Redesign the job to  90 % core job as per the job description.

make it more  10% project related to business:
rewarding – 90% core  PITs, SITs, Individual training –
job, 10%, project specialized courses – eg: MBA,
related to business and competitive analysis, self certifications
employee time to and to pursue self interests mutually
pursue interests. agreeable by the Boss/ subordinate - eg:
Learning music, art, creative talents, social
Mayank, Arvind and networking, CSR and involvement in JAW
Paulson to create a activities.
policy on the  The time spent on projects related to
initiative by October business and on the employee pursuing
15th, 2008 and roll the self interests can be scheduled monthly.
same to all Units  The process to be be reflected in the leave
card.

Staff
 Create a Work Place Brand Experience

Initiative Steps to be followed

2.  Employee Involvement  A & B Performers to be included in

the final interview panel with the GM
and HOD for the selection of staff in
the Unit
Example: If the Unit is recruiting a
Steward, an A performer Steward
must be on the interview panel with
the GM and the HOD for selection of
a Steward.
 Every employee must be given the
opportunity to be on the interview
panel.

Staff
 Create a Work Place Brand Experience
Initiative Steps to be followed

3. Employee Empowerment  Reinforce the existing empower process.

4. On boarding Kit Design a Joining Kit:

Welcome letter, Appointment letter,
Job descriptions, Leave card, Swipe card
Marshal/ Manoj Brand Standards, TCOC policy
Karekar to create Unit profile, JAW Manual
the On Boarding Statutory nomination forms
Kit by October 15th, Bank account forms,
2008 and roll the Visiting cards, Email Identity
same to all Units Induction schedule, Name tag,
Locker key, Uniform slip
Name of the Buddy

Staff
 Create a Work Place Brand Experience
Initiative Steps to be followed

5. Friendly Manager  Reinforce the existing performance management System for

Staff and Executives with defined goals and objectives.
 Drive the Mid year and annual performance review process
with all staff to give feedback.
 GMs/ respective HOD sit with the new hire informally in the
first 2 days of joining.
 Interviewing Skills – Training for Operations Managers.
 Manager to monitor the IDP progress of employees, monthly.
 Inclusion in the Manager’s KRA template on number of
employees developed.
 Nominate Managers who have successfully developed the
team for future growth in the CDC.
 GM to interact with employees to share their views over a cup
of coffee. For employees too shy to talk, there is an option of
anonymously calling up the Integrity Line, a 24X7 number at
the Unit.

Staff
 Create a Work Place Brand Experience

Initiative Steps to be followed

6. Career Development  Adherence to the Career path

module
 Develop IDPs for all A & B
Kristyl and Richa to performers for staff – Unit HR and
create the career L& D Managers
paths by October  Review and track IDP
15th, 2008 and roll the implementation quarterly.
same to all Units

Staff
 BELONG
Hiring & Retention Strategy
Supervisor & Above
Taj Premium Hotels
 Hiring Strategy
HR Network Associate/ HOMT Programme to include FTCs
Headhunters

Identify Campus
Ambassadors Interviewing Skill Guide for
Operating Managers

Career Development
module

Re-launch of Vibes
Hiring Programmes

Supervisor & Executive

 Identify Campus Ambassadors

Process Accountability

1. Hiring Associates and HOMTs L & D / HOD

Steps to be followed:
IETs to be assessed in keeping with the Associate and
HOMT process to be done by GM/ HOD/ L & D for the
position of Associate/ HOMT.
Pre placement offer to be given to selected candidate.
2. Exchange training programme / JAW initiatives with GM/ HR/ L & D/
Institutes HOD
Steps to be followed:
Units to identify Theory modules for the Hotel
Management College to train employees in the hotel
Units to identify Practical modules to train at Hotel
Management Colleges.
Units to tie up with institutes on team building JAW
initiatives like Cricket, Antakshri, Football, Quiz etc.

Supervisor & Executive

 HR Network Headhunter
Process Accountability

1. HR Managers to play the role of the regional headhunter, Regional HR Teams as

monthly mentioned.
North Region: Digvijay Singh/ Randhir
South Region (Chennai & Kerala): Paulson/ Manoj Karekar
South Central (Bangalore & Mangalore): Suju/ Marshal
South Region (Hyderabad): Ravi Kumar/ Swati Thakre
West Region(Mumbai): Ganesh Nagraj
West Region (Pune & Goa ): Mayank/ Arvind
Steps to be followed:
Update Market Intelligence - Tracking and providing leads of
A & B performers from competition hotels quarterly.
Regionally, Units to tie up with job portals – Naukri and
Monster
Separate login to be provided to HR Managers to access
Jobstreet
Review the number of successful hires actualized half yearly.*
Vacancy list will be circulated by Richa to all Hotels monthly.
HR Network headhunters will scan their active database and
make recommendations to the Unit where a vacancy exists.

*Successful hires are defined as A & B performers post joining the organization

Supervisor & Executive

 Hiring Programmes
Process Accountability

1. Channels for specific front line positions- Airline Institutes/ Finishing Unit HR /
Schools for Supervisors
Steps to be followed:
L&D
Identify Institutes for all front line positions.
Develop a front line programme to attract and hire the airline and finishing
school students.

2. Nominate existing FTCs for the Associate / HOMTs Programme Unit HR / L & D
Steps to be followed:
Existing FTCs below 26 years of age, completed one appraisal cycle to be
grouped as ABC performers
Nominate A category performers for the Associate / HOMT programme
Selection to the Associate / HOMT programme is subject to clearance as
per the existing assessment process
3. HR/ Engineering Programme Unit HR /
Steps to be followed
Assess existing and future vacancies for HR /engineering positions for S
L&D
level and below – GTM/ Shift engineers/ HR Assistants
Identify institutes for HR/ Engineering. ITI and polytechnic
Assessment of candidates and offer letters to be issued
Devise an HR/ Engineering Training module.

Supervisor & Executive

 Relaunch
CDCs
VIBES
Steps to be followed Accountability Steps to be followed Accountability

1 Re-launch VIBES in GM / HR 1 SBU HR to organize a GM / HR

. the town hall meeting . Career Development
Committee Meet

2 New joinees to refer HR 2 HR Managers to HR

. minimum 3 candidates . identify vacancies/
for positions. Talent for movement
3 Successful referrals GM / HOD / 3 CDC to be conducted SBU HR / GM /
. will reflect in the HR . half yearly to track HOD / HR
Annual PMS system – talent and fill
Unit specific action vacancies.
plan

Supervisor & Executive

 Retention Strategy

Job Redesign Career Development

Employee Involvement
Flexible
Compensation
structure for
Executives
Employee Empowerment

On Boarding Kit
Friendly Manager

Supervisor & Executive

 Create a Work Place Brand Experience
Initiative Steps to be followed

1. Redesign the job to  90 % core job as per the job description.

make it more  10% project related to business:
rewarding – 90% core  PITs, SITs, Individual training –
job, 10%, project specialized courses – eg: MBA,
related to business and competitive analysis, self certifications
employee time to and to pursue self interests mutually
pursue interests. agreeable by the Boss/ subordinate - eg:
Learning music, art, creative talents, social
Mayank, Arvind and networking, CSR and involvement in JAW
Paulson to create a activities.
policy on the  The time spent on projects related to
initiative by October business and on the employee pursuing
15th, 2008 and roll the self interests can be scheduled monthly.
same to all Units  The process to be be reflected in the leave
card.

Supervisor & Executive

 Create a Work Place Brand Experience

Initiative Steps to be followed

2.  Employee Involvement  A & B Performers to be included in

the final interview panel with the GM
and HOD for the selection of staff in
the Unit
Example: If the Unit is recruiting a
Restaurant Manager, an A performer
in the same level must be on the
interview panel with the GM and the
HOD for selection of a Restaurant
Manager
 Every employee must be given the
opportunity to be on the interview
panel.

Supervisor & Executive

 Create a Work Place Brand Experience
Initiative Steps to be followed

3. Employee Empowerment  Reinforce the existing empower process.

4. On boarding Kit Design a Joining Kit:

Welcome letter, Appointment letter,
Job descriptions, Leave card, Swipe card
Marshal/ Manoj Brand Standards, TCOC policy
Karekar to create the Unit profile, JAW Manual
On Boarding Kit by Statutory nomination forms
October 15th, 2008 and Bank account forms,
roll the same to all Units Visiting cards, Email Identity
Induction schedule, Name tag,
Locker key, Uniform slip
Name of the Buddy

Supervisor & Executive

 Create a Work Place Brand Experience
Initiative Steps to be followed

5. Friendly Manager  Reinforce the existing performance management System for Staff
and Executives with defined goals and objectives.
 Drive the Mid year and annual performance review process with all
staff to give feedback.
 GMs/ respective HOD sit with the new hire informally in the first 2
days of joining.
 Interviewing Skills – Training for Operations Managers.
 Manager to monitor the IDP progress of employees.
 Inclusion in the Manager’s KRA template on number of employees
developed.
 Nominate Managers who have successfully developed the team for
future growth in the CDC.
 GM to interact with employees to share their views over a cup of
coffee. For employees too shy to talk, there is an option of
anonymously calling up the Integrity Line, a 24X7 number at the
Unit.

Supervisor & Executive

 Create a Work Place Brand Experience
Initiative Steps to be followed

6. Career Development  Adherence to the Career path module

 Develop a Junior Management Development
Progranmme (JMDP) for supervisors and an
Kristyl and Richa to Executive MDP for Executives.
create the Career Paths  Develop IDPs for all A & B performers for
by October 15th, 2008 and Supervisors and Executives.
roll the same to all Units  Review and track IDP implementation quarterly.

7. Flexible Compensation  This will be rolled out by Corporate HR in the

structure for Executives month of November 2008.
 The revised structure aims at a tax friendly
compensation structure with 4 components –
namely Basic pay, Flexible benefit plan, variable
pay and retirals.

Supervisor & Executive