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 Düsseldorf 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 hotel 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.

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.

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 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.

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
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.

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.
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 feedbacksystem 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.

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.
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
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
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 in fact 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
The HRP Process

Environment

Organizational Objectives & Policies

HR Demand Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation of Program

Surplus Shortage

Fig: HRP Process

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 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 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.

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 30- minutes’ 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 restaurantsand 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 01

Luxury / Junior Suite 13

It also offers the following choices of rooms:

Superior Queen 63
Superior 21

Deluxe Queen 37

Deluxe Twin 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.
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 non-vegetarian
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!!!
BANQUET
Taj Chandigarh has 05 sound proof, eleganty
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.

Head
General
Manager
 Human Resource

FAMILY MEMBERS AT TAJ CHANDIGARH

Mr. Anil Malhotra General Manager
Mr. Neeraj Chaudhary Chef & Beverage Manager
Mr. Manjeet Maan Engineering Incharge
Ms. Saira Dhir Sales Manager
Mr. Sanjib Majumbdar Financial Controller
Mr. Praveen Kumar Purchase Manager
Mr. Surender Ahlawat Human Resource Manager
Mr. Ashish Bali Security Manager
Mr. Aslam Khan Laundry Incharge
Mr. Babu Chaudhary Executive Housekeeping
Mr. Vikas Nagwani L&D –Manager
Mr. Kamaljeet Dhiman Assistant IT Manager
Mr. Tanay Singh Front Office Manager

HR Responsibilities at Taj hotel

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
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:
 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
 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
 Supply and Demand factors
 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors
METHODS OF RECRUITMENT

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:
 Quality Candidates
 Cost savings
 Faster recruitment cycles
 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.
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.
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.
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.
 TAJ HOTEL does not rehire employees which have gone. They prefer fresh graduate’s employees.
 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.
 They hire permanent and monthly basis.
 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.
 The organization does not go for child labor as it is unethical and against the policies of major business firms.
 They provide 100 % Diversity (Equal opportunity to both genders).
 Applications from candidates are kept in separate files according to the job titles and whenever there is a
vacancy available.
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.
SELECTION PROCEDURE AT TAJ HOTEL:
 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.
 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.
 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.
 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.
 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.
 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 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.
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.

Pre-placement Presentation

Group Discussion
Personal Interview
Food Trial

GM Interview
Letter of Offer
 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.
 References
https://www.scribd.com/
https://www.slideshare.net/
https://www.tajhotels.com/

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