The Taj People Philosophy and Star System
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ICMR HOME | Case Studies Collection
Case Details:
Case Code : HROB027
Case Length : 09 Pages
Period : 2001 - 2002
Pub Date : 2003
Teaching Note :Not Available
Organization : Taj Group
Industry : Hospitality
Countries : India
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"The employee at Taj is viewed as an asset and is the real
profit 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
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In March 2001, the Taj Group launched an employee loyalty program called the
'Special Thanks and Recognition System' (STARS). STARS was an initiative aimed
at motivating employees to transcend their usual duties and responsibilities and
have fun during work. This program also acknowledged and rewarded hard working
employees who had done excellent work.
The Taj Group had always believed that their employees were their greatest
assets and the very reason for the survival of their business. In 2000, to show
its commitment to and belief in employees, the Taj Group developed the 'Taj
People Philosophy' (TPP), which covered all the people practices of the group.
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TPP considered every aspect of employees' organizational career planning,
right from their induction into the company till their superannuation.
TPP offered many benefits to the Taj Group. It helped the company boost the
morale of its employees and improve service standards, which in turn
resulted in repeat customers for many hotels in the group. The STAR system
also led to global recognition of the Taj Group of hotels in 2002 when the
group bagged the 'Hermes Award' for 'Best Innovation in Human Resources' in
the global hospitality industry.
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The Taj People Philosophy
Since its establishment, the Taj Group (Refer Exhibit I) had a
people-oriented culture. The group always hired fresh graduates from
leading hotel management institutes all over India so that it could
shape their attitudes and develop their skills in a way that fitted
its needs and culture. The management wanted the new recruits to
pursue a long-term career with the group. All new employees were
placed in an intensive two-year training program, which familiarized
them with the business ethos of the group, the management practices
of the organization, and the working of cross-functional
departments. |
The employees of the Taj Group were trained in varied fields
like sales and marketing, finance, hospitality and service, front office
management, food and beverages, projects, HR and more. They also had to take
part in various leadership programs, so that they could develop in them a
strong, warm and professional work culture...
Excerpts >>
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