1. GROUP 11. Abhilash2. Achu James3. Afna Taj4. Anu Ramachandran5. Athira Lal

2. About Taj Longest hotel chain possessing hotels across the worldincluding Dubai, Nepal, Maldives and Srilanka. Located in 43 places and has totally about 62 hotels in these 43places. Out of these, 50 are located in various 34 places in India and 11hotels are distributed in 9 places outside India. 3. Cont Customers are offered various product lines such as palacehotels, 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 employeebehavior and attitudes in a way that increase the probability ofgoal attainment . Taj main objective in training is to help theorganization to achieve its purpose by adding value to its keyresource 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 besthotel and graduate schools in the country. Comparable to an MBA in hospitality that moulds youngbudding hotel professionals into future business managers. Career path could include joining as a Taj management traineeand attaining the position of a general manager of a hotel bylateral movements through various functions such as humanresources, 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 HotelSchools in the country in the months of October/November. An 18-month intensive Management Training Programme thatprepares for Profit Centre Management. First 12 months, the Management Trainee focuses on practical(On-the-Job training) and theoretical exposure to thefundamentals in Hoteliering. 10. Cont Next 6 months, the management trainee receives inputs thatcombine elements of Management including ManagementDevelopment,ArchitecturalAppreciation, HumanResources, Materials Management and Accommodation. Also combined with hands-on training as a Shadow Managerto a senior resource in one of our properties. The program provides educational exposure and developmentcommensurate with an MBA in Hospitality. The Management Trainees are also expected to complete liveprojects during their training period. 11. Food Production Premier hospitality management-training programme for culinaryeducation in the country. Focuses on culinary skills and the managerial ability to runkitchen operations. Recruitment for this programme commences in all key hotelschools 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 internationallyacclaimed skills. 13. Hotel Operations Management Trainee (HOMT)Program A 12-month program designed to train the trainees to the level ofan Asst. Manager of an outlet or equivalent in any of theiroperational departments. On-the-job training is built in as very important component ofentire program. Recruitment for this programme commences in all key HotelsSchools and Graduate Colleges in the country in the months ofOctober/November. The HOMT program follows a systematic process includinginduction, 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- schoolsin the country. Recruits for lifelong mobility across companiesindustries and functions. 12 month training program.Tata Values Integrity, Excellence and Nation building. 15. 1 year training module, GOAL (Group Orientation AndLearning). Structured orientation through classroom inputs and fieldvisits. Four cross-functional, cross business and cross locatedassignments. 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 thegroup To act as a cradle of change for tata executives. Designed to develop leadership traits TMTC is now the learning arm of the tata groups humanresources function. 17. The centres objectives are: Improvementoforganisational performance throughdissemination of the latest knowledge and skills amongpracticing managers Facilitation of attitudinal and behavioural changes Facilitation of solutions for organisational issues Development of learning organisations 18. Training methodology TMTCstraining methodologystresses 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 careerbreak and are looking to return to the job market Facilitates this by offering live business projects withflexible schedules and project-based employment Career transition management programme International womens day in march 2008 20. Selected candidates get the opportunity to work on businessprojects offered by tata companies with approximately 500 hoursof 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 ( Onthe job training ) Main methods of on-the-job training in Taj includes: 1. Demonstration / instruction - showing the trainee how todo the job 2. Coaching - a more intensive method of training thatinvolves a close working relationship between anexperienced 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-effective2. Employees are actually productive3. Opportunity to learn whilst doing Training alongsidereal colleagues Disadvantages of OTJ include:1. Potential disruption to production2. Learning environment may not be conducive 25. MOTIVATIONAL PROGRAMS ATTAJ 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 tombapproach Every employee of the Taj Group would be an importantmember 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 frommanaging directors to department managers All were evaluatedby their immediate subordinates Followed by personalinterviews 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 groups overall strategy Enhanced performance. Employee problems solved quarterly 29. STAR SYSTEM(SPECIAL THANKS ANDRECOGNITION SYSTEM LEVELS OF STARS LEVEL 1 SILVER GRADE - 120 points 3months LEVEL 2 GOLD GRADE 130 points within three months ofattaining Silver grade. LEVEL 3 PLATINUM GRADE 250 points within 6months of attaining Gold grade LEVEL 4 CHIEF OPERATING OFFICERS CLUB accumulate - 510 to 760 points LEVEL 5 MDs CLUB accumulate 760 points or more notime bound. 30. AT DIFFERENT LEVELS OF STARS Employees were -Given gift voucher or a vacation in TajHotels of their choice in India -Felicitated at a functionheld at Taj , Mumbai by MD of Taj group Winnersphotographs were displayed on a big screen at thefunctions. 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 onthe right attitude The Employee Retention Rate (ERR) of the Taj Group wasthe highest in the hospitality industry because of itsemployee-oriented initiatives. The Taj Group had been highly successful because of itsability to provide better opportunities to its employees.