TPP (Taj People Philosophy)

The Taj Group's training programmes inspire employees and foster a positive company culture.
According to Taj Group, "empowering staff to make decisions as agents of the client energises them
and helps them feel in command." As a result, the Taj earned a slew of Gallup awards for excellent
workplace in India over the past two years.
With the assistance of a few experts, the Taj Group's management oversee all training. This enables
the company to transmit not just technical abilities but also the tacit knowledge, values, and features
that set the historic hotel apart from the competitors.
The Taj Group, like all other companies in the Tata Group, employs the Tata Leadership Practice
framework, which emphasises three abilities that managers must develop: leadership, business
acumen, and team building.
Every year, between 150 and 200 managers participate in training programmes aimed to target certain
abilities and skills. The firm then makes strategies based on an individual employee's strengths and
shortcomings to assist him or her in the leadership path.
The Taj Group has always considered its workers to be its most valuable asset. They see their workers
as the primary cause for their company's existence and, as a result, implement a variety of practises to
keep them happy and involved. For their organisation, they use a people-oriented management
approach. Organizational culture has a significant impact on the social and psychological environment
of a company and its workers. A people-oriented culture instils in workers a sense of enthusiasm and
productivity. At Taj, the emphasis is on attracting recent graduates who intend to stay with the
company for the long term. Following recruiting, workers are required to complete a two-year
rigorous training programme. Recruits are trained in areas such as sales, marketing, finance,
hospitality, office management, and food and drinks. The training programme familiarised them with
the group's corporate ethos, the organisational managerial practises, and the deep-rooted focus on
making cross-functional departments operate, making the method followed at TAJ distinctive in its
own manner.
1. TPP (Taj People Philosophy)
To demonstrate its dedication to and believe in its workers, the group developed the "Taj People
Philosophy," or TPP, in 1999, which encompassed all the organization's people practices. Bernard
Martyris conceived of it, together with the Senior Vice-President, the HR department, the IHCL
personnel, and its core team. The TPP was dubbed "The Womb to Tomb Approach." A Womb to
Tomb strategy refers to the development of a relationship that will last throughout one's life. The Taj
People Philosophy guarantees that workers stay with the company for a long time. TPP addressed
different elements of each employee's career planning, from the moment he or she was hired until the
time he or she retired. This one-of-a-kind concept provides a wide range of benefits for the Taj Group.
It also helped the company to raise staff morale and improve service standards for the business, which
has resulted in client retention for various hotels in the groups. TPP which was developed after
aligning the aims and goals with TATA BUSINESS EXCELLENCE MODEL (TBEM).
The 3 major areas of this philosophy are-
Working system and learning processes
Training and development and
Employee welfare and growth
The group's workers were given training in a wide range of disciplines, including finance, sales and
marketing, hospitality and services, food and drinks, HR, office management, projects, and so on.
They were also required to participate in various leadership programmers, which would aid them in
establishing a strong and professional attitude, which will, in turn, contribute to a friendly work
culture. The whole group was able to analyses the prospects of employees and the training that was
necessary to enhance skills through the numerous programs on offer. The organization must provide
outstanding chances to all main groups of employees.
Balanced Scorecard System (BSS) - Taj used another component of TPP known as the Balanced
Scorecard System (BSS), which assessed the performance of numerous personnel at all hierarchical
levels. It aided in aligning their operations with the organization's goal, improving internal and
external communications, and developing appropriate strategies. The Taj Group's organizational
structure is a Matrix style of organization, which allows for a horizontal flow of talents and
information. It aids in bringing employees and managers from various departments together to work
toward a common objective.
Employee Satisfaction Tracking system (ESTS) - Aside from the Balance Scorecard System, there
was also an Employee Satisfaction Tracking System (ESTS) that aided in the resolution of different
employee concerns on a quarterly basis. Taj Group has created five Centers of Excellence for its
14000 workers, where skill enhancement training is provided. The group also put in place strict
methods to evaluate staff performance and filter out underperformers.
360-degree feedback system – It implemented initiatives such as a 360-degree feedback system to
evaluate employee performance, in which the individual received confidential and anonymous input
from co-workers. This included the employees' co-workers, manager, and other persons who worked
around him/her. To guarantee fair evaluation, the performance appraisal method was based 75% on
objective findings and 25% on judgemental reviews. KRAs, or Key Result Areas, including goals and
objectives, were established at the start of each year, and performance was assessed appropriately.
Under its STARS programme, Taj tackled the critical duty of identifying and showcasing its finest
workers, therefore inspiring and encouraging them to perform better.
2. ESTS (Employee Satisfaction Tracking System)
They use an employee satisfaction tracking system to determine the overall assessment of their
workers' levels of satisfaction. Surveys are done on a regular basis to record employee answers,
problems encountered, and any assistance or explanation required. They check in on a frequent basis
to ensure that any issues are addressed in a timely manner. It is necessary for managers to respond to
issues within two days, otherwise they would lose points. The goal is to attain complete employee
happiness. This ensures that their staff are pleased, which improves their drive to work.

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The Taj Group's training programmes inspire employees and foster a positive company culture.

1. TPP (Taj People Philosophy)

2. ESTS (Employee Satisfaction Tracking System)

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