The Taj's People Philosophy and Star System
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The Future Plans Contd...
Analysts felt that the Taj Group had been highly successful because of its ability to provide better opportunities and give greater recognition to its employees, which motivated them to work to the best of their abilities.
The Employee Retention Rate (ERR) of the Taj Group was the highest in the hospitality industry because of its employee-oriented initiatives. In spite of the highest ERR; Martyris felt that the retention of talent was Taj's major challenge9.
He said, "Our staff is routinely poached by not just industry competitors but also banks, call centers and others. In 2002, in the placements process at the hotel management institute run by the Taj, more than half of those passing out were hired by non-hospitality companies. While we are happy to see the growth and opportunity for this sector, we also feel there is a need for introspection.
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Are we offering swift and smooth career paths to our employees? How am I to retain staffers from moving across industries?”
In late 2002, the Taj Group, to demonstrate its strong belief in employees, announced plans to make further investments in training, development, and career planning and employee welfare.
The group also tried to standardize its various processes and develop a common work culture.
After winning the Hermes Award in 2002, the group also planned to nominate the BSS for the Hermes Awards 2003.
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Exhibits
Exhibit I: The Taj Group Of Hotels – An Overview
Exhibit II: Training Programs at the Taj
Exhibit III: Suggestions Made by Employees of the Taj Group under the Stars
