Taj People Philosphy and Star System

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  • Published : April 3, 2011
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The employee at Taj is viewed as an asset and is the real profit centre. 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 organisation 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)

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 achieved excellence in their 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. TPP considered every aspect of employees’ organisational 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.

The Taj People Philosophy
Since its establishment, the Taj Group 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 familiarised them with the business ethos of the group, the management practices of the organisation, and the working of the 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. Through these programs, the group was able to assess the future potential of the employees and the training required to further develop their skills. The group offered excellent opportunities to employees both on personal as well as organisational front. In order to achieve ‘Taj standards’, employees were made to undergo a rigorous training program. The group strove hard to standardise to all its processes and evolve a work culture, which appealed to all its employees universally.

The group believed that talent management was of utmost importance to develop a sustainable competitive advantage. The group aimed at making the HR function a critical business partner, rather than just a support function. To further show its commitment to and belief in employees, the group created the ‘Taj People Philosophy’ (TPP) covering all people practices of the group. The concept of TPP, developed in 199,was the brainchild of Bernard Martyris, Senior Vice-President, HR, IHCL, and his core team. The concept, originally planned to be called as ‘The Womb to Tomb Approach’, covered all the aspects of an employee’s career, from joining the group until his/her retirement. TPP was based on the key points of the Taj employee charter. Key Points of the Taj Charter

Some of the...
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