The document discusses training programs and processes at Taj Hotels, including the Taj Management Training Programme, Hotel Operations Management Trainee Program, Food Production training, and motivational programs like the Taj People Philosophy, Balanced Scorecard system, and STAR recognition system. Trainees undergo both classroom and on-the-job training over 12-24 months to prepare for management roles in departments like food and beverage, front office, and housekeeping.
1. GROUP 1
1. Abhilash
2. Achu James
3. Afna Taj
4. Anu Ramachandran
5. Athira Lal
2. 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.
3. 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.
4. Different Departments In Hotel
Core Functioning Department
Food and Beverage (F&D) Department
Front Office Department
Housekeeping Department
Food Production Department
5. 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
6. 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.
7. TRAINING OPPORTUNITIES
Provide with the tools necessary to become successful.
Taj Management Training Programme (TMTP)
Hotel Operations Management Trainee (HOMT)
Program
8. 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.
9. 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 theoretical exposure to the
fundamentals in Hoteliering.
10. 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.
11. 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.
12. 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.
13. 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.
14. 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.
15. 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.
16. 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.
17. 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
18. 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.
19. 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
20. Selected candidates get the opportunity to work on business
projects offered by tata companies with approximately 500 hours
of engagement
Five to six months
21. 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
22. 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
23. 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"
24. 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
25. MOTIVATIONAL PROGRAMS AT
TAJ
Taj People philosophy (TPP)
Balance scorecard system (BSS)
STAR system Training programs
26. 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
27. 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
28. 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 group’s
overall strategy Enhanced performance. Employee problems
solved quarterly
29. 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 – MD’s CLUB – accumulate 760 points or more no
time bound.
30. 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 Winner’s
photographs were displayed on a big screen at the
functions.
31. 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.
32. 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.