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BELONG
Hiring & Retention Strategy
Staff
Taj Premium Hotels
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2
The Insight
Dear Colleagues,
The Resourcing Strategy in todays dynamic
and challenging business landscape given the
paucity of talent available has to be a well
orchestrated effort with an emphasis onleveraging 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 HRpractices. We need to SUM our Talent
(S=Spot, U=Utilise and M=Multiply Talent)
in order to Leap Ahead!!!
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Industry Best PracticesCompany Best Practice Description
Apple
Flexible Benefits
An innovative program that gives the employee aopportunity to choose health, life and disability benefits
that best fits the employees lifestyle and individual /
family needs.
Financial EducationOffers a wide variety of education classes to help
employees reach their financial goals.
Health + Fitness
Program
Offers fitness plans, health education and preventive
care.
Google
College Savings PlanProvides ways to save money for post secondary
education.
Investment Options Provides variety of investment options.
Maternity Benefits Maternity leave up to 18 weeks.
Parental Leave Parental leave up to 7 weeks
Time Allocation Model
70% of time to focus on the job and 30% to employees
discretion. Of the 30%, 10% of work time is allocated
for "innovation, creativity and freedom to think", while
20% is for "personal development that will ultimately
benefit the company
Mind TreeSpecial Leave for
Women Employees
1 year of leave for every 6 years of service only for
female employees.
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Industry Best Practices
Company Best Practice Description
South West
Airlines
Conducting MBTI
for all employees
The MBTI assessment helps leaders and teams by
providing them with communication tools, helping them to
recognize and celebrate their differences. The teams use
this knowledge to achieve better results.
The MBTI assessment also provides the foundation for
building trust within developing teams.
Sapient Career Week
Fresh recruits and new comers are given counseling by
more experienced people with regard to career
development.
Marriott
Hotels
Koffee with the
General Manager
To interact with the GM and share their views over a cup of
coffee. For employees too shy to talk, there is an option of
anonymously calling up the Integrity Hotline, a 24X7 toll freenumber.
6 Offs monthly
Employees are given six offs in a month and financial
support for higher education. Each and every employee on
their birthday can stay in the hotel for one day with their
spouse or family and can dine anywhere.
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Empowering Employees to get things done
Treating employees with respect and trust
Providing employees with knowledge andinformation
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
Employers of Choice Practices
with a Common Thread
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Create a pipeline for A players - FTCsHR NetworkHeadhunters
Identify CampusAmbassadors
Career Week
Hiring Programmes
Re-launch of Vibes
Interviewing Skill Guide fo
Operating Managers
Hiring Strategy
Staff
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Identify Campus Ambassadors
Process Accountability
1. Pre placement offers toIETs basedon Outstandingperformance 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 HOMTprocess to be done by GM/ HOD/ L & D for the position of
Associate/ HOMT.
L & D / HOD
2. Exchange training programme / JAW initiativeswithInstitutes
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.
GM/ HR/ L & D/
HOD
Staff
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HRNetworkHeadhunter
Process Accountability
1. HRManagers to play the role of the regional headhunter,
monthly
North Region: Digvijay Singh/ Randhir
South Region (Chennai & Kerala): Paulson/ Manoj Karekar
South Central (Bangalore & Mangalore): Suju/ Marshal
South Region (Hyderabad): Ravi Kumar/ Swati ThakreWest 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 accessJobstreet
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.
Regional teams
mentioned
*Successful hires are defined as A & B performers post joining the organization
Staff
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Hiring Programmes
Process Accountability
1. Channels for specific front line positions- Airline Institutes/ Finishing
Schools
Steps to be followed:
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
Unit HR /
L & D
2. Tap rural markets for entry level positions ( SCC) Training
center for Apprentice trainingSteps to be followed:
Manpower requirements to be given to the SCC yearly
SBU L & D
3. Non Front Line positions/ Base positions Physically challenged/ Retireddefense personnel./ Defence officersspouses.
Steps to be followed:
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.
Unit HR /L & D
Staff
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Hiring Programmes
Process Accountability
4. CInstitutes andothers Programme for below S level.Steps to be followed:
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.
Unit HR /
L & D
5. HR/ Engineering Programme
Steps to be followed:
Assess existing and future vacancies for HR /engineering positions for S
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.
Unit HR /
L & D
6 Create a pipeline for A players - FTCs
Steps to be followed:
Existing FTCs who have completed one appraisal cycle to be grouped as
ABC performers
Nominate A category performers for permanent positions
Selection of the FTC is subject to clearance as per the existing
assessment process.
Unit GM/ HODs/
HR
Staff
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Relaunch
VIBES
ProcessSteps to be followed:
Accountability
1
.
Re-launch VIBES in
the town hall
meeting
GM / HR
2
.
New joinees to refer
minimum 3
candidates for
positions.
HR
3
.
Successful referrals
will reflect in the
Annual PMS system
Unit specific
action plan
GM / HOD / HR
ProcessSteps to be followed:
Accountability
1
.
Regionally, Units to
organize a Career WeekGM / HR
2
.
HR Managers to
identify vacancies/
Talent for movement
HR
3
.
Career week to be
Championed by all
the Hotel HR
Managers half yearly
GM / HOD /
HR
Career Week
Staff
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Career DevelopmentJob Redesign
Employee Involvement
Employee Empowerment
Friendly Manager
On Boarding Kit
Retention Strategy
Coffee with the
GM
Staff
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Create a Work Place BrandExperience
1. Redesign the job to
make it more
rewarding 90% core
job, 10%, project
related to business and
employee time to
pursue interests.
Mayank, Arvind and
Paulson to create a
policy on theinitiative by October
15th, 2008 and roll the
same to all Units
90 % core job as per the job description.
10% project related to business:
PITs, SITs, Individual training
specialized courses eg: MBA,
competitive analysis, self certifications
and to pursue self interests mutually
agreeable by the Boss/ subordinate - eg:
Learning music, art, creative talents,
social networking, CSR and involvement
in JAW activities.
The time spent on projects related tobusiness and on the employee pursuing
self interests can be scheduled monthly.
The process to be be reflected in the leave
card.
Initiative Steps to be followed
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Create a Work Place BrandExperience
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 interviewpanel.
Initiative Steps to be followed
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Create a Work Place BrandExperience
3.
4.
Employee Empowerment
On boarding Kit
Marshal/ Manoj
Karekar to create
the On Boarding
Kit by October 15th,
2008 and roll thesame to all Units
Reinforce the existing empower process.
Design a Joining Kit:Welcome letter, Appointment letter,
Job descriptions, Leave card, Swipe card
Brand Standards, TCOC policy
Unit profile, JAW Manual
Statutory nomination forms
Bank account forms,
Visiting cards, Email IdentityInduction schedule, Name tag,
Locker key, Uniform slip
Name of the Buddy
Initiative Steps to be followed
Staff
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Create a Work Place BrandExperience
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 thefirst 2 days of joining.
Interviewing Skills Training for Operations Managers.
Manager to monitor the IDP progress of employees, monthly.
Inclusion in the Managers 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.
Initiative Steps to be followed
Staff
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Create a Work Place BrandExperience
6. Career Development
Kristyl andRicha to
create the career
paths by October
15th, 2008 and roll the
same to all Units
Adherence to the Career path
module
Develop IDPs for all A & B
performers for staff Unit HR and
L& D Managers
Review and track IDP
implementation quarterly.
Initiative Steps to be followed
Staff
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BELONG
Hiring & Retention Strategy
Supervisor & Above
Taj Premium Hotels
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Associate/ HOMT Programme to include FTCsHR NetworkHeadhunters
Identify CampusAmbassadors
Career Developmentmodule
Hiring Programmes
Re-launch of Vibes
Interviewing Skill Guide fo
Operating Managers
Hiring Strategy
Supervisor & Executive
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Identify Campus Ambassadors
Process Accountability
1. HiringAssociates andHOMTsSteps 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.
L & D / HOD
2. Exchange training programme / JAW initiativeswithInstitutes
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 HotelManagement Colleges.
Units to tie up with institutes on team building JAW
initiatives like Cricket, Antakshri, Football, Quiz etc.
GM/ HR/ L & D/
HOD
Supervisor & Executive
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HRNetworkHeadhunter
Process Accountability
1. HRManagers to play the role of the regional headhunter,
monthly
North Region: Digvijay Singh/ Randhir
South Region (Chennai & Kerala): Paulson/ Manoj Karekar
South Central (Bangalore & Mangalore): Suju/ Marshal
South Region (Hyderabad): Ravi Kumar/ Swati ThakreWest 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 accessJobstreet
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.
Regional HR Teams as
mentioned.
*Successful hires are defined as A & B performers post joining the organization
Supervisor & Executive
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Hiring Programmes
Process Accountability
1. Channels for specific front line positions- Airline Institutes/ Finishing
Schools for Supervisors
Steps to be followed:
Identify Institutes for all front line positions.
Develop a front line programme to attract and hire the airline and finishing
school students.
Unit HR /
L & D
2. Nominate existing FTCs for the Associate / HOMTs Programme
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
Unit HR / L & D
3. HR/ Engineering Programme
Steps to be followed
Assess existing and future vacancies for HR /engineering positions for S
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.
Unit HR /
L & D
Supervisor & Executive
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Relaunch
VIBES
Steps to be followed Accountability
1
.Re-launch VIBES inthe town hall meeting
GM / HR
2
.
New joinees to refer
minimum 3 candidates
for positions.
HR
3
.
Successful referrals
will reflect in the
Annual PMS system
Unit specific action
plan
GM / HOD /
HR
Steps to be followed Accountability
1
.SBU HR to organize aCareer Development
Committee Meet
GM / HR
2
.
HR Managers to
identify vacancies/
Talent for movement
HR
3
.
CDC to be conducted
half yearly to track
talent and fill
vacancies.
SBU HR / GM /
HOD / HR
CDCs
Supervisor & Executive
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Career DevelopmentJob Redesign
Employee Involvement
Employee Empowerment
Friendly Manager
On Boarding Kit
Retention Strategy
Flexible
Compensationstructure forExecutives
Supervisor & Executive
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Create a Work Place BrandExperience
1. Redesign the job to
make it more
rewarding 90% core
job, 10%, project
related to business and
employee time to
pursue interests.
Mayank, Arvind and
Paulson to create a
policy on the
initiative by October
15th, 2008 and roll the
same to all Units
90 % core job as per the job description.
10% project related to business:
PITs, SITs, Individual training
specialized courses eg: MBA,
competitive analysis, self certifications
and to pursue self interests mutually
agreeable by the Boss/ subordinate - eg:
Learning music, art, creative talents,
social networking, CSR and involvement
in JAW activities.
The time spent on projects related to
business and on the employee pursuing
self interests can be scheduled monthly.
The process to be be reflected in the leave
card.
Initiative Steps to be followed
Supervisor & Executive
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Create a Work Place BrandExperience
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 Aperformer
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 theopportunity to be on the interview
panel.
Initiative Steps to be followed
Supervisor & Executive
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Create a Work Place BrandExperience
3.
4.
Employee Empowerment
On boarding Kit
Marshal/ Manoj
Karekar to create the
On Boarding Kit by
October 15th, 2008 and
roll the same to all Units
Reinforce the existing empower process.
Design a Joining Kit:Welcome letter, Appointment letter,
Job descriptions, Leave card, Swipe card
Brand Standards, TCOC policy
Unit profile, JAW Manual
Statutory nomination forms
Bank account forms,
Visiting cards, Email IdentityInduction schedule, Name tag,
Locker key, Uniform slip
Name of the Buddy
Initiative Steps to be followed
Supervisor & Executive
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Create a Work Place BrandExperience
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 2days of joining.
Interviewing Skills Training for Operations Managers.
Manager to monitor the IDP progress of employees.
Inclusion in the Managers 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.
Initiative Steps to be followed
Supervisor & Executive
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Create a Work Place BrandExperience
6. Career Development
Kristyl andRicha to
create the Career Paths
by October 15th, 2008 and
roll the same to all Units
Adherence to the Career path module
Develop a Junior Management Development
Progranmme (JMDP) for supervisors and an
Executive MDP for Executives.
Develop IDPs for all A & B performers for
Supervisors and Executives.
Review and track IDP implementation quarterly.
7. Flexible Compensation
structure for Executives
This will be rolled out by Corporate HR in the
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.
Initiative Steps to be followed
Supervisor & Executive