Anda di halaman 1dari 54

Summer Internship Report

Recruitment and Selection

Submitted By : Fareed Virk Submitted To : Ms. Jeetika Nanra

Acknowledgement

Constant inspiration and encouragement given by all concerned was the driving force that enabled me to submit this report. Guidance, direction, co-operation, love and care pave the way to accomplish the task which seemed almost impossible in the beginning. I express my sincere thanks and deep gratitude to Mr. Surender Ahlawat, HR Manager, Taj Chandigarh whose valuable advice and splendid supervision kept my morale high all through my tenure at Taj Chandigarh. I wish to take this opportunity to thank Ms. Jeetika Nanra for constructive criticism and constant encouragement besides being so patient in trouble shooting throughout the training period helping me gain a lot to build up my future and personality. I owe my sincere thanks to Mr. Vijay Kumar and Mr. Madan Lal who helped me add new dimensions to my knowledge. I acknowledge the co operation extended by my colleagues for making moments to be cherished for a lifetime. Last but not the least, no words are enough to describe the overwhelming support and inspiration of my parents who stood by me through thick and thin.

Fareed Virk

Table of Contents
Acknowledgement ................................................................................................................................... 0 ............................................................................................................................................................ 4 TAJ........................................................................................................................................................... 5 Introduction......................................................................................................................................... 5 Cities in India ....................................................................................................................................... 8 CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY................................................................. 10 EARTH ............................................................................................................................................ 10 Vision................................................................................................................................................. 11 KEY INITIATIVES ................................................................................................................................. 12 Growth .......................................................................................................................................... 12 Ginger Hotels ................................................................................................................................. 12 Brand Architecture ......................................................................................................................... 12 Product Upgradation...................................................................................................................... 13 Service Excellence .......................................................................................................................... 13 Tata Business Excellence Model (TBEM) ............................................................................................. 14 HR Practices........................................................................................................................................... 16 Personnel Policies of HR..................................................................................................................... 17 Arrears of personal policies ............................................................................................................ 17 HUMAN RESOURCE PLANNING .......................................................................................................... 19 The HRP Process ................................................................................................................................ 20 Consequences of Inadequate Planning ........................................................................................... 22 .............................................................................................................................................................. 23 TAJ CHANDIGARH .................................................................................................................................. 24 Introduction....................................................................................................................................... 24 PRODUCT INFORMATION ............................................................................................................... 24 FOOD & BEVERAGE OUTLETS ......................................................................................................... 25 LEADERSHIP HEIRARCHY ................................................................................................................ 27 FAMILY MEMBERS AT TAJ CHANDIGARH ........................................................................................ 28 HR Responsibilities at Taj Chandigarh .................................................................................................... 29

Recruitment and Selection Procedure .................................................................................................... 36 INTRODUCTION ................................................................................................................................. 36 RECRUITMENT ................................................................................................................................... 36 PURPOSE AND IMPORTANCE.......................................................................................................... 36 FACTORS AFFECTING RECRUITMENT .................................................................................................. 37 1) 2) INTERNAL FACTORS ................................................................................................................ 37 EXTERNAL FACTORS................................................................................................................ 37

METHODS OF RECRUITMENT ............................................................................................................. 38 Internal Methods: .......................................................................................................................... 38 External Methods:.......................................................................................................................... 38 Recruitment Process .......................................................................................................................... 40 SELECTION ......................................................................................................................................... 42 Selection Process ............................................................................................................................... 42 Role of Human Resource Department ................................................................................................ 43 Managerial Roles ............................................................................................................................... 43 Recruitment & Selection Process at Taj .................................................................................................. 44 The Selection Process ........................................................................................................................ 45 SELECTION PROCEDURE AT TAJ HOTEL: .......................................................................................... 46 ORIENTATION: ............................................................................................................................... 47 General Selection Process: ............................................................................................................. 47 Conclusion ............................................................................................................................................. 52 References............................................................................................................................................. 53

TAJ
Introduction
The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and is recognized as one of Asia's largest and finest hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003. He was inspired to open the grand luxury hotel after an incident involving racial discrimination at the Watson's Hotel in Mumbai, where he was refused entry as the hotel did not permit Indians. Hotels which accepted only European guests were common across British India. Jamsetji Tata traveled to London, Paris, Berlin and Dsseldorf to get the best materials and pieces of art, furniture and interior artifacts for his hotel. Due to its prime location, traditional architecture and massive size, this hotel soon gained the status of the most iconic hotel in India. Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with an additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA, Bhutan, Sri Lanka, Africa and the Middle East. Spanning the length and breadth of the country, gracing important industrial towns and cities, beaches, hill stations, historical and pilgrim centres and wildlife destinations, each Taj hotel offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern amenities and business facilities. IHCL operate in the luxury, premium, mid-market and value segments of the market through the following: Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the world's most discerning travelers seeking authentic experiences given that luxury is a way of life to which they are accustomed. Spanning world-renowned landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories. Taj also encompasses a unique set of iconic properties rooted in history and tradition that deliver truly unforgettable experiences. A collection of outstanding properties with strong heritage as hotels or palaces which offer something more than great physical product and exceptional

service. This group is defined by the emotional and unique equity of its iconic properties that are authentic, non- replicable with great potential to create memories and stories. Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales of the world. The properties are defined by the privacy and intimacy they provide. The hotels are clearly differentiated by their product philosophy and service design. They are centered around high end accommodation, intimacy and an environment that allows its guest unrivalled comfort and privacy. They are defined by a sensibility of intimate design and by their varied and eclectic culinary experiences, impeccable service and authentic Indian Spa sanctuaries. Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled beauty of the Indian jungle amidst luxurious surroundings. They offer India's first and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wild life experience based on a proven sustainable ecotourism model. Vivanta by Taj Hotels & Resorts span options for the work-hard-play-hard traveller across metropolitan cities, other commercially important centres as well as some of the best-loved vacation spots. Stylish & sophisticated, Vivanta by Taj delivers premium hotel experiences with imagination, energy & efficiency. It's the flavour of contemporary luxury, laced with cool informality and the charming Taj hospitality. Created for the cosmopolitan global traveller and bon vivant, Vivanta by Taj Hotels & Resorts create experiences that will amuse, invigorate & inspire you. Vivanta revels in a spirit that presents the normal with an unexpected twist. Experiences which make you pause & appreciate the hidden beauty in life! It challenges your expectations of a hotel and unfolds multiple layers of delight. Innovative cuisine concepts, the smart use of technology & the challenge to constantly engage, energize and relax you all add up to make Vivanta by Taj the new signature in hospitality. The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India network of hotels and resorts that offers business and leisure travelers a hotel designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe in keeping things simple. This is why, our hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and Explore. As travel often means more hassle than harmony, more stress than satisfaction, modern travelers are looking for smarter choices. Driven by our passion for perfection, we welcome our customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere. Offering the highest consistency in quality, service and style we set new standards and take the unwanted surprises out of traveling. Our warm welcomes make our guests feel at home, away from home and our crisp and courteous service empowers them to get more done with greater effectiveness and control. And through our unrivalled network we provide service that is effortless, simple, never overwhelming, always warm.

Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the value segment. Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at travelers who value simplicity and self-service. Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto international shores with plans to build an international network of luxury hotels, which will provide an exemplary product-service combination and in the process create a global brand. The current international portfolio includes luxury resorts in the Indian Ocean, business and resort destinations in the Middle East and Africa, serviced apartments in the UK, the first hotel in Australia and three a top-end luxury hotels in the US. Throughout the Company's expansion, its mandate has been twofold: to infuse a sense of Indian heritage and culture within each diverse property, while also anticipating the needs and desires of the sophisticated traveller. Over the years, the Taj has won international acclaim for its quality hotels and its excellence in business facilities, services, cuisine and interiors. The Taj strengthened its presence in the Indian Ocean rim with the Exotica Brand. The Taj Exotica was evolved as part of Taj Hotels Resorts and Palaces intent to position it as a brand that is clearly differentiated by its product philosophy and service design. The Taj Exotica Resort and Spa, in Maldives is centered on high-end accommodation, intimacy and an environment that allows its guest's unrivalled comfort and privacy. Taj Hotels further expanded its global footprint by securing management contracts at Palm Island, Jumeirah in Dubai, Saraya Islands in Ras Al Khaimah, Aldar Group in Abu Dhabi, UAE Langkawi in Malaysia and Thimpu in Bhutan. The most significant additions to the portfolio have been The Pierre, the iconic landmark hotel on New York's Fifth Avenue, Taj Boston and Blue, Sydney. The presence of Taj Hotels Resorts and Palaces internationally has been developed through a network of Taj regional sales and PR offices in the United Kingdom, France, Germany, Italy, Dubai, Singapore, Australia, Japan, Russia and the United States of America. At the Taj Hotels Resorts and Palaces luxurious living and fine dining find common ground. Whether it is introducing exotic world cuisines to India or taking authentic Indian fare to the world, the Taj Hotels Resorts and Palaces is renowned for the eclectic culinary experiences it brings to its guests. Through a vast repertoire of award-winning restaurants, legendary recipes from royal kitchens and celebrated food festivals, the Taj has pioneered innovation in fine dining across the world. Taj Hotels also promise a whole new experience of tranquillity and total 'wellness', through Jiva Spas a unique concept, which brings together the wisdom and heritage of the Asian and Indian Philosophy of Wellness and Well-being. Rooted in ancient Indian healing knowledge, Jiva Spas derive inspiration and spirit from the holistic concept of living. There is a rich basket of fresh and

unique experiences under the Jiva Spa umbrella of offering, Yoga and Meditation, mastered and disseminated by accomplished practitioners, authentic Ayurveda, and unique Taj signature treatments. Royal traditions of wellness in service experiences, holistic treatments involving body therapies, enlivening and meaningful rituals and ceremonies and unique natural products blended by hand, come together to offer a truly calming experience. IHCL operates Taj Air, a luxury private jet operation with state-of-the-art Falcon 2000 aircrafts designed by Dassault Aviation, France; and Taj Yachts, two 3-bedroom luxury yachts which can be used by guests in Mumbai and Kochi, in Kerala. IHCL also operates Taj Sats Air Catering Ltd., the largest airline catering service in South Asia, as a joint venture with Singapore Airport Terminal Services, a subsidiary of Singapore Airlines. Additionally, it operates the Indian Institute of Hotel Management, Aurangabad since 1993. The institute offers a three-year diploma, designed with the help of international faculty and has affiliations with several American and European programmes.

Cities in India
Agra Gateway Hotel Agra Ahmedabad The Gateway Hotel, Ummed Aurangabad Taj Residency Bandhavgarh National Park Mahua Kothi Bangalore The Taj West End Vivanta by Taj MG Road Vivanta by Taj Whitefield Vivanta by Taj Yeshwantpur The Gateway Hotel Kuteeram Calicut Taj Residency Chandigarh Taj Chandigarh Chennai Fisherman's Cove Taj Connemara Taj Coromandel Taj Mount Road Coimbatore Taj Surya Taj Coromandel Chikmagalur Taj Garden Retreat Cochin Taj Malabar The Gateway Hotel Coonoor The Gateway Hotel Goa Fort Aguada Beach Resort Taj Exotica Taj Holiday Village Vivanta by Taj, Panjim Gwalior Usha Kiran Palace Hyderabad Falaknuma Palace Taj Krishna Taj Banjara Taj Deccan Taj Residency Jaipur Jai Mahal Palace Rambagh Palace Ramgarh Lodge SMS Hotel Jaisalmer Rawal-kot Jodhpur Taj Hari Mahal Umaid Bhawan Palace Khajuraho Hotel Chandela Kolkata

Taj Bengal Kumarakom Taj Garden Retreat Lucknow Taj Residency Madurai Taj Garden Retreat Mangalore Manjarun Hotel Mumbai Taj Lands End Taj President Taj Wellington Mews Luxury Residences Taj Mahal Palace & Tower Nashik Taj Residency New Delhi Taj Palace Hotel The Ambassador Hotel The Taj Mahal Hotel Ooty Savoy Hotel Pench National Park Baghvan Pune Taj Blue Diamond Sasan Gir The Gir Lodge Sawai Madhopur The Sawai Madhopur Lodge Surat Gateway Hotel Thiruvananthapuram Taj Residency Taj Green Cove Resort

Taj Vivanta Taj Gateway Hotel, Varkala Udaipur Taj Lake Palace Vadodara Taj Residency Varanasi Taj Ganges Vijayawada The Gateway Hotel Visakhapatnam The Gateway Hotel Kerala Trivandrum The Gateway Hotel, Varkala Taj Residency Taj Green Cove Resort, Kovalam Taj Vivanta, Vazhuthycaud Rest of Kerala Taj Garden Retreat, Kumarakom Taj Malabar, Willington Island, Cochin The Gateway Hotel, Beach Road Calicut The Gateway Hotel, Marine Drive, Ernakulam Australia Sydney Blue Sydney Bhutan Thimphu, Bhutan Taj Tashi Malaysia

Langkawi Rebak Island Resort Maldives Male Taj Coral Reef Resort Taj Exotica Resort and Spa Mauritius Port Louis Taj Exotica Resort and Spa South Africa Cape Town Wale Street Sri Lanka Bentota Vivanta by Taj, Bentota Colombo Taj Samudra Katunayake The Gateway Hotel UAE Dubai Taj Palace England London Crowne Plaza London - St. James 51 Buckingham Gate United States Boston Taj Boston New York The Pierre San Francisco Campton Place Zambia Lusaka Taj Pamodzi

CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY


As a part of Tatas; India's premier business house; we; at Taj Hotels, have always believed in society and environment being integral stakeholders in our business along with our shareholders, customers, vendors and others. Over the last decade, the movement towards ecologically sound tourism has gained urgency and importance across the globe and we recognize that responsible practices in vogue are as diverse as the geographies. We promote corporate citizenship through our strategic public-private partnerships which encourage building livelihoods of less-advantaged youth and women. The causes we promote include reducing malnutrition, promoting indigenous artisans and craftsmen and enhancing employability of identified target groups by sharing our core competencies as a leading hospitality company. We encourage training and development of differently abled youth. We at Taj have the unique scope and opportunity to develop raw potential into a skilled workforce that is immediately employable by various players in the industry. A majority of our community projects are focused around extending our key strengths in food production, kitchen management, housekeeping, customer service and spas to promote economic empowerment of candidates from vulnerable socio-economic backgrounds. We are fully committed to the cause of building a sustainable environment by reducing the impact of our daily operations on the environment and improving operational efficiencies, resource conservation, reuse and recycling of key resources. Our seventh Corporate Sustainability Report was submitted to the United Nations Global Compact society in August, 2010. The United Nations Global Compact is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labor, safety & security, environment and anti-corruption. This Corporate Sustainability report also serves as our GRI (Global Reporting Initiative) as well as Triple Bottom Line report. The report focuses on identified priorities at IHCL and responds to key stakeholder needs. We plan to continue and further strengthen our commitment to the environment and societies in which we operate. We believe in continuous learning and sharing and would be delighted to have your thoughts and suggestions.

EARTH In an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj Hotels Resorts and Palaces presented EARTH (Environment Awareness & Renewal at Taj Hotels) this year. Implementing schemes such as the Gangroti Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimise environmental impact, Taj is one of Asia's largest

10

group of hotels to commit to energy conservation and environmental management. EARTH has received certification from Green Globe, the only worldwide environmental certification program for travel and tourism. The Taj began a century ago with a single landmark - The Taj Mahal Palace Hotel, Mumbai. Today, the various Taj hotels, in all their variety and historical richness, are recognised internationally as the symbols of true Indian hospitality. The Company's history is integral to India's emergence into the global business and leisure travel community; and looking to the future, Taj Hotels Resorts and Palaces is well positioned to meet the increase in travel activity with the rapid expansion of the Indian economy.

Vision

The Taj Group of Hotels commits itself to the overall improvement of the ecological environment, which we are all a part of. We recognize that we are not owners but caretakers of the Planet and owe it to our children and future generations of humankind. It is our endeavor not only to conserve and protect but also to renew and regenerate the environment in which we live and operate. Our commitment encompasses all actions related to our products, services, associates, partners, vendors and communities. We will partner and engage with our environment through EARTH: Environmental Awareness and Renewal at Taj Hotels. For us EARTH is not a program, nor a process; it is a way of life.

11

KEY INITIATIVES
Growth In the coming years, IHCL will see growth through the addition of 80 Luxury Residences at the Taj Wellington Mews, Mumbai, as well as rooms added at Taj Lands End, Mumbai and Taj West End, Bangalore. The Taj Lands End is a hotel built with a capacity of 500 rooms with an additional 50,000 sq. ft. approximately that is yet to be built. We will aim to reach this capacity over the next two years, which will include adding rooms and developing high-end offices or retail space created in the new 50, 000 sq. ft. block. Taj West End will have approximately 175 rooms added to it over the next two years. IHCL continues to pursue management contracts in India as well as in South and South East Asia. Associate companies viz. Taj GVK Hotels & Resorts Limited and Oriental Hotels Limited are also in the process of setting up properties in Chandigarh and Bangalore respectively, which would add to the properties under the Taj group. IHCL has secured two management contracts for a high end luxury resort and an upmarket resort in Kovalam, Kerala. Both the hotels are under construction and will open in the current financial year. Spas IHCL successfully launched the Taj Spa in the Taj Mahal Palace & Tower, Mumbai and is in the process of launching Spas in a number of hotels. These will be a combination of Day and Destination Spas of international standards, with a unique treatment menu developed by the Taj. They will be the first and one of a kind - Indian Spa. Spas are being planned in Taj Wellington Mews, Mumbai and Taj Lands End, Mumbai. The Spas being rolled out in the key properties will be state-of-the-art, having areas in excess of 10,000-12,000 sq. feet. Ginger Hotels

IHCL is in the process of rolling out its Smart Basics hotels, under the brand name "Ginger". The first prototype has been launched in June 2004 in Bangalore, with roll out being planned in a number of cities and towns subsequently. These hotels will cater to the economy or 'value for money' segment and being predominantly domestic clientele based, are far less prone to fluctuations than the luxury and upscale segments. In the long run, this segment will help in derisking the current revenue stream of the company. Brand Architecture

IHCL is in the process of clearly defining the product and service standards in order to have

12

consistency across properties under each brand. This will help in further enhancing the brand value of Taj. Product Upgradation

IHCL continues to invest in renovation and relaunch of key / brand defining properties. In the last financial year IHCL upgraded rooms at the Taj Mahal Palace & Tower, Mumbai and Taj West End, Bangalore The lobby and public areas of Taj Lake Palace, Udaipur and Rambagh Palace, Jaipur were also renovated to provide a luxurious sense of arrival. The Sea Lounge and Harbour Bar at Taj Mahal Palace & Tower, Mumbai was relaunched, while a new Vietnamese restaurant 'Blue Ginger' was opened in Taj West End, Bangalore The renovated products and the new outlets were very well received in the market. The renovated rooms at Taj Mahal Palace & Tower, Mumbai and Taj West End, Bangalore have emerged as the price leaders in the respective cities. In the coming year IHCL intends to open a number of F&B outlets by celebrity Chefs with international cuisine. In the upscale segment, the properties are being relaunched to be at par with international level upscale hotels. The rooms at Taj President, Mumbai, Taj Residency, Bangalore, Jai Mahal Palace, Jaipur and Taj Holiday Village, Goa are being renovated and relaunched. Service Excellence

In the last few years IHCL has undertaken a number of steps to significantly enhance service levels to be in line with the best in class. IHCL has constantly benchmarked itself with the key international luxury chains and strived to raise the bar. IHCL's service excellence philosophy, has at its core, delivery through our people, processes and culture. IHCL has taken a number of steps to provide highly personalized service to the discerning customer, including butler services in its luxury properties. In order to take care of the entire stay experience, IHCL has also completely revamped its Concierge services. The Centers of Excellence have been strengthened considerably to train staff to meet the exacting standards of a truly luxury hotel. Tata Business Excellence Model (TBEM) will play a significant role in raising the bar of service provided. The TBEM has been rolled out in all the three hotel divisions and will be rolled out to the international properties also.

13

Tata Business Excellence Model (TBEM)


In order to intensify the drive for Business Excellence, IHCL conducted Internal Assessments based on the Tata Business Excellence Model for Luxury, Leisure, Business SBUs as well as for Taj SATS Air Catering Limited. The Luxury Division has also applied for External Assessment, which is to be facilitated by Tata Quality Management Services. Based on the External Assessment (2003) feedback report and the feedback from the Internal Assessment, action plans to improve processes which finally impact the overall organizational effectiveness, have been drawn out and worked upon. It provides a framework for improvement and assessment of quality on the following dimensions, which the model terms as categories Category 1: Leadership Category 2: Strategic Planning Category 3: Customer & Market Focus Category 4: Information & Analysis Category 5: Human Resource Focus Category 6: Process Management Category 7: Business Results Some of the key initiatives deployed across key hotels of the Taj group in the year 2003-04 are: Raising the bar in terms of product & service quality: In order to raise the standards of service & product quality to international levels, we have re-introduced Richey Audits. We are thus able to benchmark & gauge our performance against international luxury and super-luxury hotels and upgrade our standards. Introduction of international best practices: Taj group is using the expertise of international consultants and domain experts who work with us in different functional and operational areas in order to introduce world-class practices. We have launched the concierge service, butler service, and car hire service in key hotels of the group. This has resulted in a steep change in service levels.

14

Rollout of the Customer Feedback System (CFS): The CFS was launched in November 2003 and has taken root in 30 hotels across Taj group. It is the primary and sole customer feedback system of the group. Till date, the system has clocked around 12,000 pieces of customer feedback. The feedback from all sources gets recorded and aggregated and analyzed to improve the service quality in areas of concern at each of the hotels. Feedback is not restricted to only guest difficulties (complaints) but also consists of compliments and suggestions. The feedback would ultimately be used for product planning as well. Reinforcement of the use of the Balanced Scorecard: The use of the Balanced Scorecard (BSC) has been strengthened across the organization. It is used as the key strategy deployment tool. The key strategic objectives are captured in the BSC and cascaded across the units & departments. All the SBU scorecards are aligned with the corporate scorecard, as well as the HR & Sales & Marketing scorecard. Corporate Restructuring In order to make IHCL leaner and carry brand standards across domestic and international properties, the International division was merged with the Luxury, Business and Leisure divisions, so as to make the corporate setup leaner and more agile. We also continue to restructure our balance sheet and reduce the number of under performing / non-performing assets TOP IHCL's operational improvement programme, TOP (Total Overdrive for Profits), being managed jointly with McKinsey & Company, has made significant progress since its inception in July 2002. The programme has identified improvement ideas across areas like Rooms, Banquets, Purchase, Engineering, Wines, Mini-bar, In-room dining, Chambers and several other operational areas. In addition, the TOP team has been working with a cross functional team to develop a strategy for maximising revenues from key corporate accounts. The focus of the TOP team for the next few months will be in ensuring that all identified improvement ideas are fully implemented. In addition, the team will continue to focus on cost areas and address new areas like restaurant revenues and capital expenditures. ITInitiatives From a situation in 1999 where there was limited IT application, Taj group has today achieved domestic leadership in deploying IT to leverage its competencies and is rapidly approaching benchmarks set by international highly regarded chains. The first three phases of implementation of the IT strategy included putting in place the physical infrastructure across the Taj Group and getting customer relationship applications to ride on this physical infrastructure, with a view to enhancing customer services through customer information and recognition systems and better inventory management.

15

HR Practices
In hotel industry the job of HR manager can be compare with the job of conductor, whose job is to instruct and direct all of the various musicians so that they can perform well together. But before a conductor can direct a beautiful performance, all of the individual musicians must be able to play their instruments well. What kind of performance could one can expect if the violinists did not know how to play their instruments or the flutists could not read music? So it is in the hospitality industry, before a manager can direct and shape employee s individual contributions into an efficient whole, he or she must first turn employees into competent workers who know how to do their jobs. Employees are the musicians of the orchestra that the members of the audience-the-guests-have come to watch performance. If employees are not skilled at their jobs, then the performance they give will get bad reviews. Just as an orchestra can have a fine musical score from a great composer and still perform poorly because of incompetent musicians, so a hotel can have a finest standard recipes, service procedures and quality standards and still have dissatisfied guests because of poor employee performance. That is why properly managing human resources is so important. No other industry provides so much contact between employees and customers and so many opportunities to either reinforce a positive experience or create a negative one. As in the five-star hotel and five-star deluxe hotel there are around lots of employee are involved in different jobs in different fields there is dire need to look and control on them. No doubt different department s heads are present to look their department employee, but HRD is a place, which supervise and effectively communicate with these departments head and communicate with the top management. Thus there function is very large and diverse as compared with respect to different department s heads.

16

Personnel Policies of HR
The personnel function in a hotel includes many activities such as: Consideration of leadership style Relationship Responsibilities Philosophy Social orientation Organizational structure In most of the hotels the personnel policies are put in writing. These policies are distributed to key and responsible executive to provide guidance and ensure consistent application. Periodically the HRD review these policies. Arrears of personal policies The personal policies are concern with each of the following areas:Employment Recruitment Interview Psychological and Aptitude tests Selection Medical Examination Administration and Transfers Promotions and Termination Responsibilities for adherence to indiscrimination laws Education and Training Orientation of new employees Educational needs for employees Training development programmes Communications Health and Safety Occupational health Emergency medical care Safety programme Preventive Medicine

17

Employee s Services Cafeteria Vending Machine Employee s Lounge Lockers Counseling Suggestion Scheme Wages and Salary Administration Salary structure Performance standards and Job evaluation Salary survey Benefits Group Insurance Sick-pay plan Hospitalization Major medical coverage Key man Insurance Pension plan/scheme Labour/Industrial relations Presentation Elections Collective Bargaining Grievance Procedures Administration Personnel records Security Holidays and Vacations Office Layout and Services Work Rules

18

HUMAN RESOURCE PLANNING

Human Resource Planning (HRP) is the first aspect of human resource process. It is very commonly understood as the process of forecasting an organization s future demand for, and of, the right type of people in the right number. It is only after this that HRM department can initiate a recruitment and selection process. HRP is the sub-system in the total organizational planning. HRP is important for: The future personnel needs To cope up with change To create highly talented personnel For the protection of weaker sections For the international expansion strategy of the company It is the foundation for personnel functions The list is infact never ending. HRP actually has become an inevitable part of HRM process. HRP is influenced by several considerations. The more important of them are: Type and strategy of the organization Organizational growth cycles and planning Environmental uncertainties Type and quality of forecasting information Nature of jobs being filled Off-loading the work

19

The HRP Process

Environment Organizational Objectives & Policies

HR Demand Forecast

HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation of Program

Surplus
Fig: HRP Process

Shortage

Organizational Objectives & Policies HR plans need to be based on organizational objectives. In practice, this implies that the objectives of the HR plan must be derived from organizational objectives. Specific

20

requirements in terms of number and characteristics of employees should be derived from the organizational objectives. HR Demand Forecast Demand forecasting must consider several factors

both external as well as internal.

Among the external factors are competition, economic climate, laws and regulatory bodies, changes in technology and social factors. Internal factors include budget constraints, production levels, new products and services, organizational structure and employee separations. HR Supply Forecast The next logical step for the management is to determine whether it will be able to procure the required number of personnel and the sources for such procurement. This information is provided by supply forecasting. Supply forecasting measures the number of people likely to be available from within and outside an organization, after making allowance for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work. HR Programming Once an organization s personnel demand and supply are forecast, the two must be reconciled or balanced in order that vacancies can be filled by the right employees at the right time. HR programming is the third step in the planning process, therefore, assumes greater importance. HR Plan Implementation Implementation requires converting an HR plan into action. A series of action programmes are initiated as a part of HR plan implementation. Some such programmes are recruitment, selection and placement; training and development; retraining and redeployment; the retention plan; the redundancy plan; and the succession plan. Control and Evaluation Control and evaluation represents the fifth and the final phase in the HRP process. The HR plan should include budgets, targets and standards. It should also clarify responsibilities for

21

implementation and control, and establish reporting procedures which will enable achievements to be monitored against the plan. These may simply report on the numbers employed against establishment and on the numbers recruited against the recruitment targets. But they should also report employment costs against the budget, and trends in wastage and employment ratios.

Consequences of Inadequate Planning


One example of inadequate planning is the case of an organization caught in a severe budget crisis for which management sees only one solution to lay off large numbers of

employees. Careful planning for such a crisis during better times might have resulted in a series of alternatives, making layoffs unnecessary. Many other problems can occur if human resources planning are haphazard or neglected. For example, planning should take into account staff reductions in all parts of the organization and should be tried into any system for transferring employees. Top management because of declining sales or increased automation, including the use of computers and latest technology, might contemplate staff reductions.

22

23

TAJ CHANDIGARH
Introduction
Taj Chandigarh celebrates the dynamic spirit of Chandigarh in its sophisticated architecture and interiors. The Taj, located in Sector 17, the city s prime business and shopping area, is a comfortable 30minutes drive from the airport and 15-minutes drive from the railway station. Taj Chandigarh is the city s finest hotel and is well suited to both business and leisure travellers to Chandigarh. Taj Chandigarh offers rooms equipped with the latest technology, ergonomic furniture and contemporary amenities; comprehensive business facilities; inviting restaurants and bars; the city s widest range of banqueting facilities; and the legendary Taj tradition of hospitality and service. PRODUCT INFORMATION ACCOMMODATION The property comprises of 149 Rooms including Presidential Suite Luxury / Junior Suite 01 13

It also offers the following choices of rooms: Superior Queen Superior Deluxe Queen Deluxe Twin 63 21 37 14

All rooms are equipped with Telephones/Telefax with STD/ISD, WIFI, Mini bar, tea/coffee maker, state of the art 42 Plasma TV with multiple channels.

24

FOOD & BEVERAGE OUTLETS

Cafe17 All day dining restaurant is indeed a gourmet s paradise. It is primarily a Mediterranean eatery.The guests start their day with the breakfast news which is projected on huge screens, lunch with sports and dinner with pleasant candle light and soft music.The guest can sit in open air too- an Alfresco a romantic set up near the water body, a rare combination of fire and water.

DERA Our Indian Specialty Restaurant, open from 19:00hrs 23:45 hrs. To relish authentic North frontier cuisine in an international outfit, visit Dera. A contemporary Indian restaurant serving the delicacies of Punjab, Lahore and Peshawar.An interactive live kitchen adds to its charm.

BLACK LOTUS Black Lotus, the Chinese specialty restaurant, serves the choicest authentic Schezwan cuisine for lunch and dinner. The elegant restaurant is sectioned into a split level restaurant, a private dining room and a bar. A high ceiling, fabric paneled walls, exquisite Oriental objects d art create a contemporary Oriental ambience. The menu features a wide range of exotic vegetarian and nonvegetarian delicacies including fresh seafood.

LAVA BAR A colorful trendy Lava Bar brings in the exotic cocktails and finest single malts. Adorned with lava lamps this bar is unique in its own kind. Plays live music every evening to ignite you. To believe the flair .a must visit!!!!

25

BANQUET Taj Chandigarh has 05 sound proof, elegantly designed banquet halls to suit your requirement.

THE GRAND BALL ROOM Intricately hand woven carpets, lace wood veneer paneling and exquisite chandelier adorn the 4500 sq ft pillar less Grand ball room, providing the perfect back drop for meetings, conferences and social events.The entire ball room which can accommodate up to 550 guests for an auditorium style seating can be portioned into three halls for smaller functions.

26

LEADERSHIP HEIRARCHY

Head General Manager


Human Resource Departm ent Sales & Marketin g Accounts Department Engineeri ng Departm ent Security Departm ent Informati on Technolo gy Food and Beverage Product Food and Beverage Service Housekeeping Departm ent Front Office GM Office

Manager

Manager

Financial Controller

Cheif Engineer

Security Manager

Manager

Executive Chef

Manager

Executive House KEeping

Manager

GM

Assistant Manager

Assistant Manager

Chief Accountant

Shift Engineer

Security Officer

Sous Chef

Restaurant Unit Manager

Deputy HouseKeeping

Deputy Manager

Secratary

Executive

Executive

Credit Manager

Engineerin g Associate

Security Assistant

Jr. Sous Chef

ARM

Supervisor

Asst. F.O. Manager

Supervisor

Assistant Account Manager

CDP

Catering Assistant

Associate

Supervisor /Executive

Finance

Capital

DCDP

Captain

Associate

Financial Controller

Credit Manager

Commi I

Associate

Chief Accountan t

Assistant Credit Manager

Commi II

Assistant Finance Manager

Executive

Commi III

Executive

27

FAMILY MEMBERS AT TAJ CHANDIGARH

Mr. Anil Malhotra Mr. Neeraj Chaudhary Mr. Manjeet Maan Ms. Saira Dhir Mr. Sanjib Majumbdar Mr. Praveen Kumar Mr. Surender Ahlawat Mr. Ashish Bali Mr. Aslam Khan Mr. Babu Chaudhary Mr. Vikas Nagwani Mr. Kamaljeet Dhiman Mr. Tanay Singh

General Manager Chef & Beverage Manager Engineering Incharge Sales Manager Financial Controller Purchase Manager Human Resource Manager Security Manager Laundry Incharge Executive Housekeeping L&D Manager Assistant IT Manager Front Office Manager

28

HR Responsibilities at Taj Chandigarh


Time Office operations and generating various reports Monitoring Attendance Maintained of leave Record Daily Absent report Weekly Attendance Report to HOD s Monthly Attendance Report Daily Updating of record with leave, C-Offs, Attendance. Leave register updating. Issue Locker, entry in Locker Register for new joinees Statutory Compliance & Salary Preparation of Adjustment entries Preparation of earning and deduction list Preparation of Separation list Preparation of New joining list Allotment of PF Nos to new joining Preparation of salary on hold list Preparation of PF Statement Preparation of ESIC Statement Reconciliation of ESIC & PF Statement Preparation of Monthly ESIC & PF Challans Submission of Challans before 15th of every month Preparation of Form-05 Form-10 Preparation of Form-12 Preparation of Form-02 Preparation of Form 09 Collection of Challans Submission of Monthly return before 25th of every month Preparation of Full & Final statement of Left employees Closing of all left Employees file. Reconciliation of Annual PF return for current Month Reconciliation of Half yearly ESIC return for Current Month Lock pay roll for stars & generation of new month schedule Verification of Contractor s Bills

29

Entries of Contractor s Bill in Bill register and send bills for Payment in Accounts Completion of Form C of Labour Department * All above mentioned compliance to be checked & verified for Outsourced Staff also. Joining Activities Issue of offer letter Entry in Employee Register Issue Swipe Card, Entry in register Issue I. Cards, Entry in Register Police Verification Fill PF nominations, Entry in register ESIC Declaration TDS Declaration Open a Leave card. Complete formalities for opening Bank Accounts Organize Medical Checkup Reference Check Issue Appointment Letter Issue name Badge, Entry in register Organize issue of uniform Mail to HODs, Security, Accounts, House Keeping, Training, HR Manager Open personal File Updating on New joining Updating on separation Updates Entry in HRIS Entry in Time Office Package Entry in Salary Package Update staffing List Submission of ESIC Declaration & Police Verification Form Updates on Employee s resignation Update all HR Packages Alif HRIS inputs and update Time Office

30

Leave Card Register Locker s Register Collect Icard/ Swipe Card/ Name Badge/ ESIC Card Deletion from Employee Register Deletion from Appraisal register Exit Interview Preparation of F&F Preparation of PF transfer or withdrawal forms Close the File Mail to HOD, Accounts, House Keeping, Training, HR Manager Staff List Updates Daily up date of staff list Monthly joining separation report Out source staff Follow up for monthly contractor s supervisor s meeting Monitor Statutory complaiance
ESIC PF Minimum Wage Medical Checkup Police Verification

Time bound activities Salary payment on 1st of every month (In Bank) Birthday list first of every month Issue salary slips last day of month Birthday Bash last day of ever month Close down Attendance on every 26th Confirm Attendance 26th evening of every month Close salary on every 27th Check & verify salary on every 27th Salary Hand over on ever 28th Deputed staff attendance on every 29th Prepare all monthly challans on 2nd of every month Submit all PF nominations on 2nd of ever month Update leave register on every 3rd of the month Submit all ESIC nomination with in 10 days of joining

31

Submission of monthly challans before 15th of every month Submission of monthly return before 25th of every month 30th April annual PF Return 30th April renewal of Shops & Establishment License Monthly appraisal List 10 the of every month Half yearly return-ESIC o 12th May o 12 November Cafeteria Daily Cafeteria indenting Daily Inspection of Manu & Food Taste Monthly Cafeteria committee follow-up Record of Food wastage Record of Tea vending Machine Reading Maintenance of cafeteria Suggestion Register Fumigations of Lockers & Cafeteria Lockers Supervision Maintenance of Locker Records Records of Food Handlers Lockers Repair & Maintenance of lockers

H.R. Monthly Reports Joining List Separation List List of HOD/ Executive List of Trainees Contractor s Staff Lockers Status Birthday List Joining/Separation list to Training

32

Appraisals Management Monthly Appraisal Tracking PMS Management HACCP Compliance Records Medical Examination record Health Examination record Meeting with employee after long leave Coordination and Arrangement of Employee Events (Joy at Work)

Arrangement for birthday Bash

Personal Invitation to Staff Member Invitation mail to GM an all HOD Mail to Chef, F&B Manager for Cake and service arrangement Information to Cafeteria Arrangement of Camera Photographs to PR Manager for Taj Buzz
Arrangement for Sports Tournament

Poster to announce the Sports event Arrangements of Prizes Arrangements for Sports Goods
Arrangement of Staff picnic

List of Employee from HOD Arrangement of Food in coordination with HOD, F&B Manager, Purchase Manager, HR Manager Arrangement of Bus Communication Cascade Updating of Bulletin Boards Updating of Bravo Bill Board

33

Handling Internal Customer s Quires Complaint/ Suggestions Attendance Leaves & C-Offs STARS Lockers Issuing various certificate (Residence proof, Employment Proof, Experience Certificates etc.). Cafeteria Issues Swipe Card Name Badge Salary Advance Arrangement of Medical Facility for Accident on Duty Medicines Arrangement for Trainees for Banquet Functions Arrangements of tickets for employee on official Visit Staff Bills Medical Bills Travel Bills Cash Purchase Bill of the department LTA Bills Recruitment & Selection Sourcing of candidates through Consultants, Walk-In, On line Screening of candidates Interview with HR Manager, Head of the department Final interview with General Manager Issue of offer letter to selected candidates Reference Check Mail to Consultant for raising the Bill Correspondence Reply to various interdepartmental and Inter-Unit mail on daily basis Correspondence with local bodies Absenteeism letter for

34

Greetings on employee Marriage & Child Birth Visit of employee place in case of Sickness or any other emergency. Antecedent Verification Coordinating quarterly E.S.T.S. and E.S.S. Preparing an Action Plan for E.S.T.S. and E.S.S. and monitor compliance Maintaining and updating of Staff Training Passport Maintaining S.T.A.R.S. Coordinating Town hall meeting Coordinating Hygiene Audit Administrating all Statutory Compliance Monthly, Quarterly, Half Yearly and Yearly Performance Management System for Staff and Executives Liaison with Staff Welfare Committee and Management Redressing of Staff personal problems Liaison with all Government Agencies Administration of all Contract Labour Maintenance and allocation of Staff Accommodations Coordinating various welfare activities Promotion of Community Development Activities Drafting and finalizing Staff Settlement Agreement Communication with various Hotel Management Institutes and C.O.E. for Industrial Trainees Recruitment Plan and conduct activities FOR Joy at work initiatives Staff rest rooms upkeep and coordination of issue. Staff Guest House Maintenance and allotment Maintenance and up keep of all notice boards Facilitate all statutory inspections of Labor and other authorities

35

Recruitment and Selection Procedure


INTRODUCTION
Human resource is an important corporate asset and the overall performance of company depends on the way it is put to use. In order to realize company objectives, it is essential to recruit people with requisite skills, qualification and experience. While doing so we need to keep present and future requirements of company in mind. Successful recruitment methods include a thorough analysis of the job and the labour market conditions. Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or problems in management decision making. Recruitment is however not just a simple selection process but also requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation. The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on recruitment and selection and involvement of qualified management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may provide insights on the best approaches to recruitment although companies will have to use their in house management skills to apply generic theories within specific organizational contexts.

RECRUITMENT
Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. In simple words recruitment can be defined as a linking function -joining together those with jobs to fill and those seeking jobs.
PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes and needs are:

36

Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search for talent globally and not just within the company.

FACTORS AFFECTING RECRUITMENT


The following are the 2 important factors affecting Recruitment: 1) INTERNAL FACTORS

y y y y y y y

Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Company s size Cost of recruitment Company s growth and expansion

2) EXTERNAL FACTORS

y y y y y y y

Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

37

METHODS OF RECRUITMENT
Internal Methods: 1. Promotions and Transfers

This is a method of filling vacancies from internal resources of the company to achieve optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral movement of an employee from one position to another position in the same or another job class assigned to usually same salary range. Promotion, on the other hand is the permanent movement of a staff member from a position in one job class to a position in another job class of increased responsibility or complexity of duties and in a higher salary range.
2. Job Posting

Job Posting is an arrangement in which a firm internally posts a list of open positions (with their descriptions and requirements) so that the existing employees who wish to move to different functional areas may apply. It is also known as Job bidding. It helps the qualified employees working in the organization to scale new heights, instead of looking for better perspectives outside. It also helps organization to retain its experienced and promising employees.
3. Employee Referrals

It is a recruitment method in which the current employees are encouraged and rewarded for introducing suitable recruits from among the people they know. The logic behind employee referral is that it takes one to know one . Benefits of this method are as follows: y Quality Candidates y Cost savings y Faster recruitment cycles y Incentives to current employees On the other hand it is important for an organization to ensure that nepotism or favoritism does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories- Direct External Recruitment and Indirect External Recruitment methods.

38

Direct External Recruitment Methods Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure.
Benefits of Campus Recruitment

Companies get the opportunity to choose from and select the best talent in a short span of time. y Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment. y College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of. On the negative front, campus recruiting means hiring people with little or no work experience. y
Indirect External Recruitment Methods 1. Advertisements

Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed i.e. how far away people will consider applying for the job.
2. Third Party Methods

Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because well-treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills.

Public and private employment agencies: Public and private employment agencies are

established to match job openings with listings of job applicants. These agencies also

39

classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants. y
E-Recruiting: There are many methods used for e-recruitment, some of the

important methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature. b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers. c. Professional websites: These are for specific professions, skills and not general in nature.

Gate Hiring and Contractors: The concept of gate hiring is to select people who approach

on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization

Recruitment Process
HR practices its function in each and every stages of recruitment. The process comprises five interrelated stages, viz. (i) Planning, (ii) Strategy development, (iii) Searching, (iv) Screening, and (v) Evaluation and control. The function of HR is to make the selection procedure an ideal one. The ideal recruitment programmed is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered.

40

Personnel Planning

Job Analysis

Employee Requisition Potential Hires

Screening Job Vacancies Recruitment PlanningNumbers Searching Activation Selling Message Applicant Pool

To Selection

Strategy Development -Where-HowWhen Applicant Population Evaluation & Control

Fig: Recruitment Process

41

SELECTION

Selection is a process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. Different hotels apply different methods and procedure for recruitment as well as selection. It basically depends on the management policies and the size of operation.

Selection Process
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Fig. shows the generalized selection process. In practice, the process differs among organizations and between two different jobs within the same organization. Selection procedure for senior managers will be long-drawn and rigorous, but it is simple and short while hiring shop-floor workers.

42

Role of Human Resource Department

The human resources department s role in job design is usually indirect, although job design influences almost every aspect of human resources management. The department diagnoses organizational problems that suggest job redesign, incorporate information on job design in training and management development programs, and help plan job redesign programs to ensure that sound human resources policies and practices are developed. Further, the department is needed to prepare to modify job descriptions and job specifications and to modify recruitment, selection, training, compensation and other practices to be consistent with any job redesign program.

Managerial Roles
Responsibility for the overall recruitment process is assigned to human resources managers. They are responsible for designing and implementing a recruitment program that will meet the hotel industry s personnel needs while complying with all legal requirements. This responsibility includes finding sources of applicants; writing and placing advertisements; contacting schools; agencies and labour unions; establishing procedures to guarantee equal employment opportunity; and administering the funds the firm has budgeted for recruitment.

43

Recruitment & Selection Process at Taj


Taj Hotel has standard a list of jobs that are filled in accordance with international standards. However these lists are not permanent and new jobs are added to it keeping in view the changing needs of the workforce. A new vacancy in TAJ HOTEL may arise because of the need to replace the retiring staff, dismissed staff, promoted staff or replacing an employee on job rotation. In case a department needs to fill in a vacancy, head of that particular department sends a requisite form to the Personnel Manager. The form contains specifics, e.g. whether the position is for a new employee or a replacement, qualifications required for the job and its respective justifications. This requisition form is sent to Personnel Manager and General Manager respectively for their approval. The organization recruiting procedure is based on the nature of Job. What kind of the job is it? Is it job for labor or some managerial level? It depends upon the kind of work job contains, for permanent employees is different, contractual is different. Then according to the requirement, job specification and job description is prepared by the HR manager. The immediate supervisor has to actually tell about the place to be full-filled. HR manager then has to consult with GM of the particular unit. After the proposal has been discussed the approval is given. 1. TAJ HOTEL does not rehire employees which have gone. They prefer fresh graduate s employees. 2. Job posting is maximum of 9 months and minimum of 3 months. During this period if the hired employee is found to be unsuitable the next most suitable candidate is called from the waiting list to replace him. 3. They hire permanent and monthly basis. 4. For labor work TAJ HOTEL uses contractors to provide them with the specified no. of employees as required. These employees are hired by contractors on daily wages. 5. The organization does not go for child labor as it is unethical and against the policies of major business firms. 6. They provide 100 % Diversity (Equal opportunity to both genders). 7. Applications from candidates are kept in separate files according to the job titles and whenever there is a vacancy available.

44

Recruitment and selection is the process of:


Creating a pool of well qualified and talented candidates and choosing the best candidate from that pool.

The recruitment and selection process in an organization has to be aligned with the corporate mission and objectives.

The Selection Process

Selection varies according to the job post. At TAJ HOTEL for some jobs (i.e. chefs) they use work sample testing technique, whereas the basic criteria for testing and selection listed are: Appearance & Grooming. Professional Qualifications. Experience & Knowledge of Job applied for. Communication Skills in English. Balance Poise & Maturity. Potential for Growth. Reasoning & Judgment. Computer Skills.

45

SELECTION PROCEDURE AT TAJ HOTEL: 1. Firstly shortlisting of the CVs is done. Then only the ones who have been selected on the basis of their resumes are called for the interview. 2. Selection is based on the eligibility of qualification and experience. If the candidate has the qualification and experience according to the job specification then he is called for the interview.

INTERVIEW: Step by step procedure is followed in the interviews. 1. The candidate is first interviewed by the manager of TAJ HOTEL and the Director HR. This interview is unstructured, the HR manager asks frequent question to screen out the eligibility and potential of the candidate. After conducting interviews from all the candidates he prepares a list of the capable candidates. 2. The second step, in this step the selected candidates are called again for the structured interview which is to be conducted by head of the particular department. 3. In such interviews general knowledge questions which are related to the job are asked from the candidates. And also the behavioral based question that what would be the behavior and how a candidate would be performing in a given certain situation. This helps them to judge the personality, temperament, attitude, and the minimum stress could be handled by the candidate. 4. The example of the whole procedure can be such as, like an assistant marketing manager is required so he would be first interviewed by director human resource manager then would be going through a panel interview in which certain job related question will be asked such as, describe 4 P s of marketing or consumer

46

market and consumer buyer behavior etc. In their opinion behavioral interviewing is a good screening process to screen out the best of the best people.
For top level Panel interviews are also taken.

ORIENTATION: New employees of 2 days orientation program. The employee is given a brief introduction of the hotel, about every department, working environment in which he has to work, and of the work related colleagues. The employees are also provided with the job description of their work at the time of orientation, which guides them for there services they have to provide, and also introduced to the rules and regulation of the company which includes. There is a difference in the dress code of each employee from top to bottom. Employee should respect the privacy of another employee

General Selection Process:


Selection Process for Managerial Department The selection process for managerial department in Orchid involves the following stages: Preplacement presentation: A brief presentation about the organisation and it s features is given to the candidates by the panel. It also involves a briefing with regard to the job profile and the opportunities available. Group Discussion: A topic is given to a group of candidates and their opinions and statements are observed and evaluated by the panel or moderator.

47

Preliminary Interview: A preliminary screening interview is conducted to test the candidate s skill level in his field or domain of specialisation along with his communication skills. Final Interview : The final phase of the interview involves a round up with the senior management; this includes negotiations regarding the compensation and any further enquiries regarding the job. Offer letter: The candidate is formally given the JOB offer letter which completes the selection process.

Selection Process for House Keeping Department Preplacement presentation: A brief presentation about the organisation and it s features is given to the candidates by the panel. It also involves a briefing with regard to the job profile and the opportunities available. Group Discussion: A topic is given to a group of candidates and their opinions and statements are observed and evaluated by the panel or moderator. Eye for detail Test: A brief interview with HR manager that involves test for candidate s compatibility for the particular job profile. Preliminary Interview:

48

A preliminary screening interview is conducted to test the candidate s skill level in his field or domain of specialisation along with his communication skills. Final Interview : The final phase of the interview involves a round up with the senior management; this includes negotiations regarding the compensation and any further enquiries regarding the job. Offer letter: The candidate is formally given the JOB offer letter which completes the selection process. Pre-placement Presentation Group Discussion

Eye for detail test

Preliminary Interview Final Interview with senior management Letter of Offer

49

Selection Process for Chef

Preplacement presentation: A brief presentation about the organisation and it s features is given to the candidates by the panel. It also involves a briefing with regard to the job profile and the opportunities available. Group Discussion: A topic is given to a group of candidates and their opinions and statements are observed and evaluated by the panel or moderator. Personal Interview: The candidate s attributes, strengths, weaknesses etc are tested in this round which involves a formal round with HR manager. Food Trial: The candidate s dishes are tasted and based on various parameters the dishes are evaluated and qualified by competent jury. GM Interview : The final phase of the interview involves a round up with the senior management; this includes negotiations regarding the compensation and any further enquiries regarding the job. Offer letter: The candidate is formally given the JOB offer letter which completes the selection process.

50

Pre-placement Presentation Group Discussion

Personal

Food Trial

GM Interview

Letter of Offer

51

Conclusion

The employees of any organization are its life blood, without doubt. With the dawn of this realization upon the present day business organizations, there appears to be a major shift towards human resource management. In fact, the employees of today are encouraged to participate in the major decisions and thus play a vital role in the management of the firm. The performance of the organization depends on the efficiency that its employees exhibit. Hence it is of crucial importance that employees with the most suitable qualifications be selected. This is where the processes of recruitment and selection come in. It is difficult to separate one from the other. The various selection procedures given in this report indicate that these processes require a great deal of thought and advanced planning. In fact, it is not only the HR department that is involved. The finance department provides the budget for the processes and the manpower gap is determined by inputs from all the departments. Also the grueling procedure through which the candidate goes through is, in itself, an indicator of the significance of these processes in the efficient functioning of the Hotel.

52

References
Lord Google Scribd.com Authorstream.com Slideshare.net http://www.detini.gov.uk/human_resource_strategy. www.tajhotels.com

53