Description
har ractices in taj hotel
The Taj's People Philosophy and Star System
"The employee at Taj is viewed as an asset and is the real proft center. He
or she is the very reason for our survival. The creation of the Taj People
Philosophy displays our commitment to and belief in our people. We want an
organization with a very clear philosophy where we can treasure people and
build from within." - Bernard Martyris, Senior Vice-President, HR, Indian
Hotels Company Limited (IHCL)
Introduction
In March 2!, the "a# $ro%p
!
la%nched an employee loyalty pro&ram called
the 'Special "han(s and Reco&nition System' (S")RS)* S")RS +as an
initiati,e aimed at moti,atin& employees to transcend their %s%al d%ties and
responsi-ilities and ha,e .%n d%rin& +or(* "his pro&ram also ac(no+led&ed
and re+arded hard +or(in& employees +ho had done e/cellent +or(*
"he "a# $ro%p had al+ays -elie,ed that their employees +ere their &reatest
assets and the ,ery reason .or the s%r,i,al o. their -%siness* In 2, to
sho+ its commitment to and -elie. in employees, the "a# $ro%p de,eloped
the '"a# People Philosophy' ("PP), +hich co,ered all the people practices o.
the &ro%p* "PP considered e,ery aspect o. employees' or&ani0ational career
plannin&, ri&ht .rom their ind%ction into the company till their
s%perann%ation* "PP o1ered many -ene2ts to the "a# $ro%p* It helped the
company -oost the morale o. its employees and impro,e ser,ice standards,
+hich in t%rn res%lted in repeat c%stomers .or many hotels in the &ro%p* "he
S")R system also led to &lo-al reco&nition o. the "a# $ro%p o. hotels in 22
+hen the &ro%p -a&&ed the 'Hermes )+ard'
2
.or 'Best Inno,ation in H%man
Reso%rces' in the &lo-al hospitality ind%stry*
The Taj People Philosophy
Since its esta-lishment, the "a# $ro%p had a people-oriented c%lt%re* "he
&ro%p al+ays hired .resh &rad%ates .rom leadin& hotel mana&ement
instit%tes all o,er India so that it co%ld shape their attit%des and de,elop
their s(ills in a +ay that 2tted its needs and c%lt%re* "he mana&ement
+anted the ne+ recr%its to p%rs%e a lon&-term career +ith the &ro%p* )ll ne+
employees +ere placed in an intensi,e t+o-year trainin& pro&ram, +hich
.amiliari0ed them +ith the -%siness ethos o. the &ro%p, the mana&ement
practices o. the or&ani0ation, and the +or(in& o. cross-.%nctional
departments*
"he employees o. the "a# $ro%p +ere trained in ,aried 2elds li(e sales and
mar(etin&, 2nance, hospitality and ser,ice, .ront o3ce mana&ement, .ood
and -e,era&es, pro#ects, HR and more* "hey also had to ta(e part in ,ario%s
leadership pro&rams, so that they co%ld de,elop in them a stron&, +arm and
pro.essional +or( c%lt%re* "hro%&h these pro&rams, the &ro%p +as a-le to
assess the .%t%re potential o. the employees and the trainin& re4%ired to
.%rther de,elop their s(ills* "he &ro%p o1ered e/cellent opport%nities to
employees -oth on personal as +ell as or&ani0ational .ront
5
* In order to
achie,e '"a# standards,' employees +ere made to %nder&o a ri&oro%s trainin&
pro&ram* "he &ro%p stro,e hard to standardi0e all its processes and e,ol,e a
+or( c%lt%re, +hich appealed to all its employees %ni,ersally* "he &ro%p
-elie,ed that talent mana&ement
6
+as o. %tmost importance to de,elop a
s%staina-le competiti,e ad,anta&e* "he &ro%p aimed at ma(in& the HR
.%nction a critical -%siness partner, rather than #%st a s%pport .%nction* "o
.%rther sho+ its commitment to and -elie. in employees, the &ro%p created
the '"a# People Philosophy' ("PP) co,erin& all people practices o. the &ro%p*
"he concept o. "PP, de,eloped in !777, +as the -rainchild o. Bernard
Martyris (Martyris), Senior Vice-President, HR, IHCL, and his core team* "he
concept, ori&inally planned to -e called as '"he 8om- to "om- )pproach,'
co,ered all the aspects o. an employee's career, .rom #oinin& the &ro%p %ntil
his9her retirement* "PP +as -ased on the (ey points o. the "a# employee
charter (Re.er "a-le I)* It +as de,eloped in line +ith the "ata B%siness
:/cellence Model ("B:M)
;
* :/plainin& the rationale .or implementin& the
philosophy, Martyris said, <It is to achie,e that international -enchmar(in& in
hospitality, and HR m%st 2t into it*<
KEY POINTS OF THE TA !HA"TE"
Some o. the (ey points o. the "a# Charter are &i,en -elo+=
? :,ery employee o. the "a# $ro%p +o%ld -e an important mem-er in
the "a# .amily*
? "he "a# .amily +o%ld al+ays stri,e to attract, retain and re+ard the
-est talent in the ind%stry*
? "he "a# .amily +o%ld commit itsel. to .ormal comm%nication
channels, +hich +o%ld .oster transparency*
)ccordin& to him, the three ma#or areas o. "PP incl%ded +or( systems and
processes> learnin& and de,elopment> and employee +el.are* )s part o. the
"PP, the "a# $ro%p introd%ced a stron& per.ormance mana&ement
?
system,
called the Balanced Scorecard System (BSS) that lin(ed indi,id%al
per.ormance +ith the &ro%p's o,erall strate&y* BSS +as -ased on a model
de,eloped -y @aplan and Aortan
B
, and .oc%sed on enhancin& -oth indi,id%al
as +ell as enterprise per.ormance* BSS meas%red the per.ormance o.
employees across all hierarchical le,els a&ainst a set o. prede2ned tar&ets
and identi2ed their ,ariances* Martyris e/plained, <8e are loo(in& at a matri/
.orm o. or&ani0ation +hich c%ts across hierarchy* It is important to
%nderstand the potential o. people*< "here.ore, BSS +as implemented e,en
at the lo+est le,els o. the hierarchy* "he BSS incl%ded an :mployee
Satis.action "rac(in& System
S"S), +hich sol,ed employees' pro-lems on a
4%arterly -asis* )s a part o. :S"S, "a# carried o%t an or&ani0ation +ide
employee satis.action s%r,ey in mid 2 o. a-o%t 7 employees*
)ccordin& to this s%r,ey, the reported satis.action le,el +as a-o%t B;
percent* "he &ro%p aimed to increase this le,el to 7-7; percent, and
e,ent%ally to ! percent* "he &ro%p also too( stron& meas%res to +eed o%t
%nder-per.ormers*
"he &ro%p adopted the 5?-de&ree .eed-ac( system to e,al%ate the
per.ormance o. all top o3cials, .rom the Mana&in& Cirector to departmental
mana&ers, in +hich they +ere e,al%ated -y their immediate s%-ordinates*
"he 5?-de&ree .eed-ac( +as .ollo+ed -y personal inter,ie+s o. indi,id%als
to co%nsel them to o,ercome their de2ciencies* "he "a# $ro%p also
esta-lished Centers o. :/cellence .or its !6, employees at 2,e locations
in India incl%din& Daip%r, Ban&alore, :rna(%lam, Chennai and Hydera-ad*
)t these centers, departmental heads in each .%nctional area +ere trained*
"hese departmental heads later trained their o+n sta1* "he trainin& incl%ded
.o%ndation mod%les and accreditation pro&rams that .amiliari0ed the
employees +ith "a# standards* )part .rom adoptin& strin&ent meas%res to
impro,e per.ormance, "a# also reco&ni0ed and re+arded its -est employees
across all le,els o. the or&ani0ation* Eor this p%rpose, "a# created a %ni4%e
employee loyalty and re+ard pro&ram (no+n as S")RS* Cescri-in& the
pro&ram, Martyris said, <It's an HR initiati,e aimed at creatin& an association
'-et+een o%r star per.ormers and o%r -rand, the "a#*'<
The Star System
"he S")R system (S")RS) +as the -rainchild o. Martyris* "he system +as
de,eloped in accordance +ith "a#'s core philosophy that 'happy employees
lead to happy c%stomers*' S")RS, operati,e thro%&ho%t the year (.rom )pril
to March), +as open to all employees across the or&ani0ation, at all
hierarchical le,els* It aimed to identi.y, reco&ni0e and re+ard those
employees +ho e/celled in their +or(*
S")RS +as acti,ely promoted across the &ro%p's ?2 chain o. hotels and
amon& its !F, employees &lo-ally, o%t o. +hich !;, +ere .rom India*
S")RS had 2,e di1erent le,els* "ho%&h employees did not recei,e any cash
a+ards, they &ained reco&nition -y the le,els they attained thro%&h the
points they acc%m%lated .or their acts o. (indness or hospitality* 'Le,el !' +as
(no+n as the 'Sil,er $rade'* "o reach this le,el, employees had to
acc%m%late !2 points in three months* "o attain 'Le,el 2', (no+n as the
'$old $rade,' employees had to acc%m%late !5 points +ithin three months
o. attainin& the sil,er &rade* "o reach 'Le,el 5', called the 'Platin%m $rade',
employees had to acc%m%late 2; points +ithin si/ months o. attainin& the
&old &rade* "o attain 'Le,el 6', employees had to acc%m%late ;! or more
points, -%t -elo+ B? points, to -e a part o. the Chie. Gperatin& G3cer's
cl%-*
'Le,el ;' +hich +as the hi&hest le,el in S")RS, ena-led employees to -e a
part o. the MC's cl%-, i. they acc%m%lated B? or more points* Points +ere
&ranted to employees on the -asis o. parameters li(e inte&rity, honesty,
(indness, respect .or c%stomers, en,ironmental a+areness, team+or(,
coordination, cooperation, e/cellence in +or(, ne+ initiati,es,
tr%st+orthiness, co%ra&e and con,iction, amon& others* S%&&estions -y
employees that -ene2ted the or&ani0ation .etched them si&ni2cant points
(Re.er :/hi-it III)* S%ch s%&&estions in each hotel o. the "a# $ro%p +ere
e/amined -y the $eneral Mana&er, HR Mana&er and trainin& mana&er o. the
hotel the employee +or(ed in*
"he s%&&estions co%ld also -e posted on the +e-, +hich +ere constantly
monitored* :mployees co%ld also earn points thro%&h appreciation -y
c%stomers, 'compliment-a-collea&%e' .or%ms
F
and ,ario%s s%&&estion
schemes* :mployees co%ld also &et 'de.a%lt points' i. the re,ie+ committee
did not &i,e .eed-ac( to the employee +ithin t+o days o. his9her o1erin& a
s%&&estion .or the -etterment o. the or&ani0ation*
In s%ch cases, the employee concerned +as a+arded '2 de.a%lt points*'
Hence, in an indirect manner, the system compelled #%d&es o. the re,ie+
committee to &i,e .eed-ac( to employees as early as possi-le* S")RS helped
employees +or( toðer as a team and appreciate .ello+ employees .or
their acts o. (indness and e/cellence* It enhanced their moti,ation le,els and
led to increased c%stomer satis.action* In one case, a -ell-oy in one o. the
&ro%p's hotel +ho recei,ed an )merican c%stomer +ent o%t o. his +ay to
care .or the c%stomer* Aoticin& that the c%stomer, +ho had arri,ed late at
ni&ht, +as s%1erin& .rom cold, he o1ered to -rin& him a doctor* Ho+e,er, the
c%stomer re.%sed the -oy's o1er* "he -ell-oy then, on his o+n, o1ered a
&lass o. +arm +ater mi/ed +ith &in&er and honey, a traditional Indian home
remedy .or co%&h and cold* "he c%stomer .elt s%rprised and also happy at
the -ell-oy's &est%re* He le.t a note o. appreciation .or him, +hich added to
his e/istin& points* )ccordin& to the n%m-er o. points acc%m%lated,
employees +o%ld recei,e a star, +hich co%ld -e pinned on to their coat*
8hen a certain n%m-er o. points +ere collected, employees recei,ed &i.t
hampers, cash ,o%chers or a ,acation in a "a# Hotel o. their choice in India*
"he +inners o. S")RS +ere .elicitated at a .%nction held in "a#, M%m-ai*
"he +inners' photo&raphs +ere displayed on a -i& screen at the .%nction and
they recei,ed a+ards &i,en -y the MC o. the "a# $ro%p* "his a+ards
ceremony si&ni2cantly -oosted their morale* "he S")RS pro&ram had
&enerated lot o. attention amon& the employees at the "a# $ro%p* C%rin& the
initial phase, not e,ery hotel seemed to -e serio%s a-o%t adoptin& S")RS,
-%t a.ter the 2rst a+ards ceremony +as cond%cted, e,ery hotel in the &ro%p
reportedly -ecame ,ery serio%s a-o%t the implementation o. S")RS*
Reportedly, c%stomer satis.action le,els increased si&ni2cantly a.ter the
implementation o. S")RS* Commentin& on the s%ccess o. S")RS, Martyris
said, <).ter the campai&n +as la%nched, a lar&e n%m-er o. employees ha,e
started +or(in& toðer in the tr%e spirit o. teams and this helps %s ,al%e
o%r h%man capital* "here are stars all aro%nd %s -%t ,ery o.ten +e loo( only
at stars o%tside the system*
!* "he 'Hermes )+ard' is decided -y a 22-mem-er #%ry, +hich incl%des
representati,es .rom top hospitality chains .rom all o,er the +orld* "his
is the only a+ard &i,en .or h%man reso%rces in the hospitality ind%stry
and is also one o. the most presti&io%s a+ards in the hospitality
ind%stry* !2 applications +ere recei,ed .or the a+ard .or the year
22, amon& +hich 2,e +ere short-listed .or the 2nal ro%nd* "he "a#
$ro%p +on the a+ard .or its inno,ati,e 'S")R' pro&ram* Gn personal
.ront, the "a# $ro%p o1ered its employees personal co%nselin& and
empathi0ed +ith their pro-lems* Gn or&ani0ational .ront, it o1ered its
employees ample scope .or career ad,ancement, trainin& pro&rams,
e/cellent opport%nities .or learnin& and sharin&, and sel.-de,elopment
pro&rams*
2* "he strate&ic and tactical mana&ement o. talent in the or&ani0ation*
"alent Mana&ement is a strate&ic -%siness .%nction that in,ol,es an
or&ani0ation's a-ility to attract, recr%it, hire and retain the ri&ht talent
at the ri&ht time and ali&n it +ith its -%siness &oals*
5* "B:M pro,ides &%idelines .or the introd%ction o. -%siness systems into
the or&ani0ation and correlates -%siness per.ormance and re+ards to
indi,id%als* "he "B:M incl%des systems .or re,ie+in& talent and
o1erin& opport%nities across ,ario%s .%nctions +ithin the &ro%p
companies*
doc_963013613.doc
har ractices in taj hotel
The Taj's People Philosophy and Star System
"The employee at Taj is viewed as an asset and is the real proft center. He
or she is the very reason for our survival. The creation of the Taj People
Philosophy displays our commitment to and belief in our people. We want an
organization with a very clear philosophy where we can treasure people and
build from within." - Bernard Martyris, Senior Vice-President, HR, Indian
Hotels Company Limited (IHCL)
Introduction
In March 2!, the "a# $ro%p
!
la%nched an employee loyalty pro&ram called
the 'Special "han(s and Reco&nition System' (S")RS)* S")RS +as an
initiati,e aimed at moti,atin& employees to transcend their %s%al d%ties and
responsi-ilities and ha,e .%n d%rin& +or(* "his pro&ram also ac(no+led&ed
and re+arded hard +or(in& employees +ho had done e/cellent +or(*
"he "a# $ro%p had al+ays -elie,ed that their employees +ere their &reatest
assets and the ,ery reason .or the s%r,i,al o. their -%siness* In 2, to
sho+ its commitment to and -elie. in employees, the "a# $ro%p de,eloped
the '"a# People Philosophy' ("PP), +hich co,ered all the people practices o.
the &ro%p* "PP considered e,ery aspect o. employees' or&ani0ational career
plannin&, ri&ht .rom their ind%ction into the company till their
s%perann%ation* "PP o1ered many -ene2ts to the "a# $ro%p* It helped the
company -oost the morale o. its employees and impro,e ser,ice standards,
+hich in t%rn res%lted in repeat c%stomers .or many hotels in the &ro%p* "he
S")R system also led to &lo-al reco&nition o. the "a# $ro%p o. hotels in 22
+hen the &ro%p -a&&ed the 'Hermes )+ard'
2
.or 'Best Inno,ation in H%man
Reso%rces' in the &lo-al hospitality ind%stry*
The Taj People Philosophy
Since its esta-lishment, the "a# $ro%p had a people-oriented c%lt%re* "he
&ro%p al+ays hired .resh &rad%ates .rom leadin& hotel mana&ement
instit%tes all o,er India so that it co%ld shape their attit%des and de,elop
their s(ills in a +ay that 2tted its needs and c%lt%re* "he mana&ement
+anted the ne+ recr%its to p%rs%e a lon&-term career +ith the &ro%p* )ll ne+
employees +ere placed in an intensi,e t+o-year trainin& pro&ram, +hich
.amiliari0ed them +ith the -%siness ethos o. the &ro%p, the mana&ement
practices o. the or&ani0ation, and the +or(in& o. cross-.%nctional
departments*
"he employees o. the "a# $ro%p +ere trained in ,aried 2elds li(e sales and
mar(etin&, 2nance, hospitality and ser,ice, .ront o3ce mana&ement, .ood
and -e,era&es, pro#ects, HR and more* "hey also had to ta(e part in ,ario%s
leadership pro&rams, so that they co%ld de,elop in them a stron&, +arm and
pro.essional +or( c%lt%re* "hro%&h these pro&rams, the &ro%p +as a-le to
assess the .%t%re potential o. the employees and the trainin& re4%ired to
.%rther de,elop their s(ills* "he &ro%p o1ered e/cellent opport%nities to
employees -oth on personal as +ell as or&ani0ational .ront
5
* In order to
achie,e '"a# standards,' employees +ere made to %nder&o a ri&oro%s trainin&
pro&ram* "he &ro%p stro,e hard to standardi0e all its processes and e,ol,e a
+or( c%lt%re, +hich appealed to all its employees %ni,ersally* "he &ro%p
-elie,ed that talent mana&ement
6
+as o. %tmost importance to de,elop a
s%staina-le competiti,e ad,anta&e* "he &ro%p aimed at ma(in& the HR
.%nction a critical -%siness partner, rather than #%st a s%pport .%nction* "o
.%rther sho+ its commitment to and -elie. in employees, the &ro%p created
the '"a# People Philosophy' ("PP) co,erin& all people practices o. the &ro%p*
"he concept o. "PP, de,eloped in !777, +as the -rainchild o. Bernard
Martyris (Martyris), Senior Vice-President, HR, IHCL, and his core team* "he
concept, ori&inally planned to -e called as '"he 8om- to "om- )pproach,'
co,ered all the aspects o. an employee's career, .rom #oinin& the &ro%p %ntil
his9her retirement* "PP +as -ased on the (ey points o. the "a# employee
charter (Re.er "a-le I)* It +as de,eloped in line +ith the "ata B%siness
:/cellence Model ("B:M)
;
* :/plainin& the rationale .or implementin& the
philosophy, Martyris said, <It is to achie,e that international -enchmar(in& in
hospitality, and HR m%st 2t into it*<
KEY POINTS OF THE TA !HA"TE"
Some o. the (ey points o. the "a# Charter are &i,en -elo+=
? :,ery employee o. the "a# $ro%p +o%ld -e an important mem-er in
the "a# .amily*
? "he "a# .amily +o%ld al+ays stri,e to attract, retain and re+ard the
-est talent in the ind%stry*
? "he "a# .amily +o%ld commit itsel. to .ormal comm%nication
channels, +hich +o%ld .oster transparency*
)ccordin& to him, the three ma#or areas o. "PP incl%ded +or( systems and
processes> learnin& and de,elopment> and employee +el.are* )s part o. the
"PP, the "a# $ro%p introd%ced a stron& per.ormance mana&ement
?
system,
called the Balanced Scorecard System (BSS) that lin(ed indi,id%al
per.ormance +ith the &ro%p's o,erall strate&y* BSS +as -ased on a model
de,eloped -y @aplan and Aortan
B
, and .oc%sed on enhancin& -oth indi,id%al
as +ell as enterprise per.ormance* BSS meas%red the per.ormance o.
employees across all hierarchical le,els a&ainst a set o. prede2ned tar&ets
and identi2ed their ,ariances* Martyris e/plained, <8e are loo(in& at a matri/
.orm o. or&ani0ation +hich c%ts across hierarchy* It is important to
%nderstand the potential o. people*< "here.ore, BSS +as implemented e,en
at the lo+est le,els o. the hierarchy* "he BSS incl%ded an :mployee
Satis.action "rac(in& System
S"S), +hich sol,ed employees' pro-lems on a4%arterly -asis* )s a part o. :S"S, "a# carried o%t an or&ani0ation +ide
employee satis.action s%r,ey in mid 2 o. a-o%t 7 employees*
)ccordin& to this s%r,ey, the reported satis.action le,el +as a-o%t B;
percent* "he &ro%p aimed to increase this le,el to 7-7; percent, and
e,ent%ally to ! percent* "he &ro%p also too( stron& meas%res to +eed o%t
%nder-per.ormers*
"he &ro%p adopted the 5?-de&ree .eed-ac( system to e,al%ate the
per.ormance o. all top o3cials, .rom the Mana&in& Cirector to departmental
mana&ers, in +hich they +ere e,al%ated -y their immediate s%-ordinates*
"he 5?-de&ree .eed-ac( +as .ollo+ed -y personal inter,ie+s o. indi,id%als
to co%nsel them to o,ercome their de2ciencies* "he "a# $ro%p also
esta-lished Centers o. :/cellence .or its !6, employees at 2,e locations
in India incl%din& Daip%r, Ban&alore, :rna(%lam, Chennai and Hydera-ad*
)t these centers, departmental heads in each .%nctional area +ere trained*
"hese departmental heads later trained their o+n sta1* "he trainin& incl%ded
.o%ndation mod%les and accreditation pro&rams that .amiliari0ed the
employees +ith "a# standards* )part .rom adoptin& strin&ent meas%res to
impro,e per.ormance, "a# also reco&ni0ed and re+arded its -est employees
across all le,els o. the or&ani0ation* Eor this p%rpose, "a# created a %ni4%e
employee loyalty and re+ard pro&ram (no+n as S")RS* Cescri-in& the
pro&ram, Martyris said, <It's an HR initiati,e aimed at creatin& an association
'-et+een o%r star per.ormers and o%r -rand, the "a#*'<
The Star System
"he S")R system (S")RS) +as the -rainchild o. Martyris* "he system +as
de,eloped in accordance +ith "a#'s core philosophy that 'happy employees
lead to happy c%stomers*' S")RS, operati,e thro%&ho%t the year (.rom )pril
to March), +as open to all employees across the or&ani0ation, at all
hierarchical le,els* It aimed to identi.y, reco&ni0e and re+ard those
employees +ho e/celled in their +or(*
S")RS +as acti,ely promoted across the &ro%p's ?2 chain o. hotels and
amon& its !F, employees &lo-ally, o%t o. +hich !;, +ere .rom India*
S")RS had 2,e di1erent le,els* "ho%&h employees did not recei,e any cash
a+ards, they &ained reco&nition -y the le,els they attained thro%&h the
points they acc%m%lated .or their acts o. (indness or hospitality* 'Le,el !' +as
(no+n as the 'Sil,er $rade'* "o reach this le,el, employees had to
acc%m%late !2 points in three months* "o attain 'Le,el 2', (no+n as the
'$old $rade,' employees had to acc%m%late !5 points +ithin three months
o. attainin& the sil,er &rade* "o reach 'Le,el 5', called the 'Platin%m $rade',
employees had to acc%m%late 2; points +ithin si/ months o. attainin& the
&old &rade* "o attain 'Le,el 6', employees had to acc%m%late ;! or more
points, -%t -elo+ B? points, to -e a part o. the Chie. Gperatin& G3cer's
cl%-*
'Le,el ;' +hich +as the hi&hest le,el in S")RS, ena-led employees to -e a
part o. the MC's cl%-, i. they acc%m%lated B? or more points* Points +ere
&ranted to employees on the -asis o. parameters li(e inte&rity, honesty,
(indness, respect .or c%stomers, en,ironmental a+areness, team+or(,
coordination, cooperation, e/cellence in +or(, ne+ initiati,es,
tr%st+orthiness, co%ra&e and con,iction, amon& others* S%&&estions -y
employees that -ene2ted the or&ani0ation .etched them si&ni2cant points
(Re.er :/hi-it III)* S%ch s%&&estions in each hotel o. the "a# $ro%p +ere
e/amined -y the $eneral Mana&er, HR Mana&er and trainin& mana&er o. the
hotel the employee +or(ed in*
"he s%&&estions co%ld also -e posted on the +e-, +hich +ere constantly
monitored* :mployees co%ld also earn points thro%&h appreciation -y
c%stomers, 'compliment-a-collea&%e' .or%ms
F
and ,ario%s s%&&estion
schemes* :mployees co%ld also &et 'de.a%lt points' i. the re,ie+ committee
did not &i,e .eed-ac( to the employee +ithin t+o days o. his9her o1erin& a
s%&&estion .or the -etterment o. the or&ani0ation*
In s%ch cases, the employee concerned +as a+arded '2 de.a%lt points*'
Hence, in an indirect manner, the system compelled #%d&es o. the re,ie+
committee to &i,e .eed-ac( to employees as early as possi-le* S")RS helped
employees +or( toðer as a team and appreciate .ello+ employees .or
their acts o. (indness and e/cellence* It enhanced their moti,ation le,els and
led to increased c%stomer satis.action* In one case, a -ell-oy in one o. the
&ro%p's hotel +ho recei,ed an )merican c%stomer +ent o%t o. his +ay to
care .or the c%stomer* Aoticin& that the c%stomer, +ho had arri,ed late at
ni&ht, +as s%1erin& .rom cold, he o1ered to -rin& him a doctor* Ho+e,er, the
c%stomer re.%sed the -oy's o1er* "he -ell-oy then, on his o+n, o1ered a
&lass o. +arm +ater mi/ed +ith &in&er and honey, a traditional Indian home
remedy .or co%&h and cold* "he c%stomer .elt s%rprised and also happy at
the -ell-oy's &est%re* He le.t a note o. appreciation .or him, +hich added to
his e/istin& points* )ccordin& to the n%m-er o. points acc%m%lated,
employees +o%ld recei,e a star, +hich co%ld -e pinned on to their coat*
8hen a certain n%m-er o. points +ere collected, employees recei,ed &i.t
hampers, cash ,o%chers or a ,acation in a "a# Hotel o. their choice in India*
"he +inners o. S")RS +ere .elicitated at a .%nction held in "a#, M%m-ai*
"he +inners' photo&raphs +ere displayed on a -i& screen at the .%nction and
they recei,ed a+ards &i,en -y the MC o. the "a# $ro%p* "his a+ards
ceremony si&ni2cantly -oosted their morale* "he S")RS pro&ram had
&enerated lot o. attention amon& the employees at the "a# $ro%p* C%rin& the
initial phase, not e,ery hotel seemed to -e serio%s a-o%t adoptin& S")RS,
-%t a.ter the 2rst a+ards ceremony +as cond%cted, e,ery hotel in the &ro%p
reportedly -ecame ,ery serio%s a-o%t the implementation o. S")RS*
Reportedly, c%stomer satis.action le,els increased si&ni2cantly a.ter the
implementation o. S")RS* Commentin& on the s%ccess o. S")RS, Martyris
said, <).ter the campai&n +as la%nched, a lar&e n%m-er o. employees ha,e
started +or(in& toðer in the tr%e spirit o. teams and this helps %s ,al%e
o%r h%man capital* "here are stars all aro%nd %s -%t ,ery o.ten +e loo( only
at stars o%tside the system*
!* "he 'Hermes )+ard' is decided -y a 22-mem-er #%ry, +hich incl%des
representati,es .rom top hospitality chains .rom all o,er the +orld* "his
is the only a+ard &i,en .or h%man reso%rces in the hospitality ind%stry
and is also one o. the most presti&io%s a+ards in the hospitality
ind%stry* !2 applications +ere recei,ed .or the a+ard .or the year
22, amon& +hich 2,e +ere short-listed .or the 2nal ro%nd* "he "a#
$ro%p +on the a+ard .or its inno,ati,e 'S")R' pro&ram* Gn personal
.ront, the "a# $ro%p o1ered its employees personal co%nselin& and
empathi0ed +ith their pro-lems* Gn or&ani0ational .ront, it o1ered its
employees ample scope .or career ad,ancement, trainin& pro&rams,
e/cellent opport%nities .or learnin& and sharin&, and sel.-de,elopment
pro&rams*
2* "he strate&ic and tactical mana&ement o. talent in the or&ani0ation*
"alent Mana&ement is a strate&ic -%siness .%nction that in,ol,es an
or&ani0ation's a-ility to attract, recr%it, hire and retain the ri&ht talent
at the ri&ht time and ali&n it +ith its -%siness &oals*
5* "B:M pro,ides &%idelines .or the introd%ction o. -%siness systems into
the or&ani0ation and correlates -%siness per.ormance and re+ards to
indi,id%als* "he "B:M incl%des systems .or re,ie+in& talent and
o1erin& opport%nities across ,ario%s .%nctions +ithin the &ro%p
companies*
doc_963013613.doc