SUMMER TRAINING PROJECT REPORT ON TAJ VIVANTA

TRAINING & DEVELOPMENT

A project report submitted to Amity school of Hospitality, Amity University in partial fulfillment for the requirement

of the award of degree in

Master of Business administration.

SUBMITTED BY: SUBMITTED TO:

Saanya Sanghvi Mr. Pranshu Chomplay MBA-HM (2010-2012)Roll No. : A2701410003

1

Index

Sr. No. Topic Page No.

1. Acknowledgment 3

2. Preface 4

3. Declaration 5

4. Guide Certificate 6

5. Taj Vivanta Certificate 7

6. Appreciation certificate 8

7. Taj at a glance 9

8. Vivanta - Delhi 30

9. Nature of Training and Development 36

10. Importance of T& D 40

11. Objective and scope of the Research 47

12. Limitations Of the Research 47

13. Methods of training 48

14. Research Methodology 53

15. Analysis 58

16. Conclusion 65

17. Bibliography 66

18. Annexure 1 67

Acknowledgement

2

A project is never the sole product of a person whose name has appeared on the cover. Even the best effort may not prove successful without proper guidance. For a good project one needs proper time, energy, efforts, patience, and knowledge. But without any guidance it remains unsuccessful. I have done this project with the best of my ability and hope that it will serve its purpose.

It was really a great learning experience and I am really thankful to Mr. Pranshu Chomplay (designation), and Vishal Shekhri (Manager) who not only helped me in the successful completion of this report but also despite of their busy schedule, spread their precious and valuable time in expanding my knowledge base.

After the completion of this Project I feel as a well aware person about the Training & Development at hotel industry and the complexities that can arise during the process. Also I get an insight of different departments of a hotel and its effectiveness. Finally, I am also grateful to all the respondents for their cooperation in responding to all the questions and all other personalities who have helped me directly or indirectly in bringing up this project report.

PREFACE

3

As a student of MBA(Master of Business Administration) one of the most reputed

professional courses. The attractive feature of the MBA is that along with theory

we also get to have the exposure of the practical environment.

Success of an organization depends to an extent upon its people. The employees

at hotel are involved in several important and complex issues in the form of the

multi dimensional reactions involving social, personal and cultural phenomenon.

For an organization to get the maximum output of their employees, it becomes

imperative to satisfy them to the maximum possible level so that the employees

can perform better for the success of the organization.

This research study aims at exploring the understanding of training &

development at Taj Vivanta – Delhi .

DECLARATION

4

This is to certify that the Project Report titled “Training &

Development” for Taj Vivanta in partial fulfillment of the

requirement for the award of degree Master of Business

Administration in Hospitality Management (MBA-HM) from Amity

University is an authentic work carried out by me with the best of my

efforts.

To the best of my knowledge the content of this summer project is

original and authentic being practical to every nature.

Place: Delhi

Date: 24th JULY 2011

Saanya Sanghvi

MBA 2nd Year

A2701410003

5

GUIDE CERTIFICATE

This is to certify that the Project Report titled “Training &

Development” for Taj Vivanta, is a bona fide work carried out by Ms

Saanya Sanghvi of MBA-Hospitality Management (2010-12) program

of Amity School of Hospitality for fulfillment of MBA-Hospitality

Management course of Amity University, Noida.

Guide:

(Mr. Pranshu Chomplay)

Date:

Place:

6

7

8

TAJ at a Glance

HOUSE OF TATAs Born into a Parsi family in 1839, Jamsetji Tata came to Bombay at the age of 14. In 1868, at age 29, he started a private trading firm with a capital of Rs. 21,000. Jamsetji Tata earned his fortune from textiles. He established the Empress Mills and later, the Swadeshi & Ahmedabad Advance Mills. He believed in the creation of wealth through employment for the good of the society. He was among India’s pioneering industrialists and a man of great vision. Jamsetji Tata was a true nationalist. He foresaw the significance of the Industrial Revolution for India and spelt out the three basic ingredients necessary to attain it:

• Hydroelectric power – the cheapest energy to be generated• Steel was – the backbone of the heavy industry• Technical education, coupled with research, was essential for industrial advancement.

Jamsetji Tata on Philanthropy

“There is one kind of charity common enough among us, and which is certainly a good thing, though I do not think it the best thing we can have. It is that patchwork philanthropy which clothes the ragged, feeds the poor, and heals the sick and halt. I am far from decrying the noble spirit which seeks to help a poor or suffering fellow-being…What advances a nation or community is not so much to prop up its weakest and most helpless members as to lift up the best and most gifted so as to make them of the greatest service to the country.”

Times of India, obituary on Jamsetji Tata- May 20th 1904

“He was not a man who cared to bask largely in the public eye. He disliked public gatherings, he did not care for making speeches, his sturdy strength of character prevented him from fawning on any man, however great; for he himself was great in his own way, greater than most people realised. He sought no honour, and he claimed no privilege. But the advancement of India and her myriad peoples was with him an abiding passion...”

9

In July 1938, J. R. D. Tata took over as the Chairman of Tata Sons. He was known for……a strong sense of values.…a principle of trusteeship.…creating the TATA Code of ethics.

J. R. D. Tata1904 – 1993

J.R.D Tata was the pioneer of Indian Aviation. He started the Tata Aviation Service in 1932. The service was first used for delivery of mail. The airline was later nationalized to become Air India International. JRD said that “No success or achievement in material terms is worthwhile, unless it serves the interest of the country and its people”. In 1992, J.R.D Tata was awarded the highest civilian honor – the Bharat Ratna by the President of India, Mr.R.Venkataraman. In 1991, Ratan Tata took over as the Chairman of Tata Sons. He restructured the House of Tatas and paved the way for ventures into new high-tech sunrise industries. In 1993, the turnover of the TATA Group of Companies was in excess of Rs 45000 crores, with over 90 companies and 2,70,000 employees worldwide. TODAY Revenues of USD Rs. 53,000 crores.85 Operating companies Trusted by over 2 million shareholders Accounts for 5.1% of India’s exports.

10

The Group Today The Group’s pioneering spirit has continued in more recent times when in 1958, the Group founded Tata Consultancy Services, today Asia’s largest software and services company, and in 1999, when the Group’s automobile company, Tata Engineering, becomes the first car makes in a developing country to design and produce a car from the ground up. The car, the Tata Indica, has now sold over 200, 000 units, and is currently the largest selling car in its category in the county. The business operation of the Group currently encompass the Engineering, Materials, Energy, Chemicals, consumer products, services, and communications and information systems sectors. The group has the largest footprint in India’s “New Economy”, and is India’s largest private sector telecom service provider. Today, the scale of the group’s operations is increasingly turning global. Tata Tea is the first Indian MNC in the global tea industry and India’s largest integrated tea company; Tata Chemicals is Asia’s largest manufacturer of soda ash; Titan is one of the world’s top six manufacturer brands in the watch segment; Tata Engineering is amongst the top ten commercial vehicle manufacturers I the world; and Videsh Sanchar Nigam limited is India’s largest ILD services provider, and one of the largest players in the internet services market. To leverage the value of the Tata brand, the thrust of the group’s business has shifted from a product –driven to a brand driven portfolio. The group’s stable of brands and services includes Tata. Tata Indica, Tata Safari, Titan, Tanishq, Taj Hotels, Tata Tea, Tetley, Tata Salt, Westside and VSNL. The group has always believed in giving back more to society than what it has received. Thus, nearly two thirds of the equity of Tata Sons, the groups premier promoter company, is held by philanthropic trusts, which have created a host of national institutions in natural sciences, medical care, energy and the arts. By combining ethical values with business acumen, globalisation with national interests and core strengths with flexibility, the Tata Group aims to be the largest and most respected global brand from India: a long standing commitment to improving the quality of life of its stakeholders.

11

COMPANY INTRODUCTION

The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and is recognised 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.

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

12

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.

13

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

14

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

15

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 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.

16

HISTORY AND CERTAIN CORPORATE MATTERS

Introduction and Overview

The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace & Tower, Mumbai, in 1903. The Company then undertook major expansion of The Taj Mahal Palace & Tower, Mumbai by constructing an adjacent tower block and increasing the number of rooms from 225 to 565 rooms. With the completion of its initial public offering in the early 1970s, the Company began a long term programme of geographic expansion and development of new tourist destinations in India which led to its emergence as a leading hotel chain in India. From the 1970s to the present day, the Taj Group has played an important role in launching several of India's key tourist destinations, working in close association with the Indian Government. The Taj Group has a philosophy of service excellence which entails providing consistently high levels of personalized service and innovative means of improving service quality.

The Taj Group has been active in converting former royal palaces in India into world class luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and Umaid Bhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first international five star deluxe beach resort, the Fort Aguada Beach Resort in Goa. The Taj Group also began its business in metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj Coromandel in Chennai in 1974, acquiring an equity interest and operating contract for the Taj President, a business hotel in Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in 1978.

In 1980, the Taj Group took its first step internationally by opening its first hotel outside India, the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired interests in the Crown Plaza - James Court, London and 51 Buckingham Gate Luxury Suites and Apartments in London.

In 1984, the Taj Group acquired under a license agreement each of The Taj West End, Bangalore, Taj Connemara, Chennai andSavoy Hotel, Ooty, with which the Taj Group made its foray into Bangalore.

With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj Group became the only hotel chain with a presence in the five major metropolitan cities of Mumbai, Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its luxury hotel chain in the major metropolitan cities, the Taj Group also expanded its business hotels division in the major metropolitan and large secondary cities in India.

17

During the 1990s, the Taj Group continued to expand its geographic and market coverage in India. It developed specialized operations (such as wildlife lodges) and consolidated its position in established markets through the upgrading of existing properties and development of new properties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s along with the Kerala Tourism Development Corporation. In 1998 the Taj Group opened the Taj Exotica Bentota which strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of the 56 acre Taj Exotica, Goa and the Taj Hari Mahal in Jodhpur were completed.

In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up Taj GVK Hotels and Resorts Limited and thereby obtained a prominent position in the market in the southern business city of Hyderabad, holding three hotels and a major share of the market. In 2001, the Taj Group took on the management contract of Taj Palace Hotel, Dubai, and has established itself as an up-market hotel in the Middle East region. The Taj Exotica Resort & Spa, Maldives launched the Taj Group into the premium luxury hotel market and since its opening in July 2002, has won several international awards. The Taj Group also obtained licenses to manage and operate two leisure hotels; the Rawal-Kot, Jaisalmer and Usha Kiran Palace, Gwalior in October 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent Hotel in Bandra which gave the Taj Group access to the midtown and North Mumbai market. The hotel has since been renamed as the Taj Lands End, Mumbai.

In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, the Taj Mahal Palace & Tower, Mumbai.

In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in Mumbai. In the same year, the Taj Group also launched the first of its "value-for-money" hotels in Bangalore branded 'Ginger', which division has 11 hotels in various locations in India and is owned through its wholly owned subsidiary.

In 2005 the Company acquired on lease The Pierre, a renowned hotel in New York City, to enter the luxury end of the developed hotel markets internationally. The Company entered into a management contract for Taj Exotica in Palm Island Jumeirah in Dubai to expand its existing presence in the United Arab Emirates.

The Company enhanced its position as an operator of converted palaces by entering into a management contract for Umaid Bhawan Palace, Jodhpur in the princely state of Rajasthan in India. The Company, through a subsidiary, acquired the erstwhile 'W' hotel in Sydney, Australia

18

in February 2006 and renamed it as 'Blue, Woolloomooloo Bay'. To expand its presence in the US market, the Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place in San Francisco.

Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives, Malaysia, Sri Lanka, the United Kingdom, Yemen and Zambia.

Scheme of Amalgamation ("Scheme")

On October 12, 2006, the Board of Directors of the Company approved the Scheme, under Sections 391 to 394 of the Companies Act for the for the amalgamation of Indian Resorts Hotel Limited, Gateway Hotels and Getaway Resorts Limited, Kuteeram Resorts Private Limited, Asia Pacific Hotels Limited, Taj Lands End Limited (Transferor Companies) with the Company. The Scheme was approved by the respective High Courts.

Rationale for the Scheme of Amalgamation

The Transferor Companies and the Company were engaged in the leisure and business hotels as part of the Taj group of hotels. A consolidation of the Transferor Companies and the Company was therefore expected to lead to greater synergy in operations, a more efficient utilisation of capital and create a stronger base for future growth of business in general and the Company in particular. The amalgamation was expected to result in administrative rationalization, organizational efficiencies, and optimal utilization of various resources.

Milestones achieved by the Company since incorporation are listed below:

1903

The Company opens its first hotel, the "Taj Mahal Palace" in Mumbai, India.

1974

The Company opens its first five star deluxe beach resort, the "Fort Aguada Beach Resort" in Goa.

The Company begins business in metropolitan hotels by opening the five star deluxe hotel, the "Taj Coramandel" in Chennai.

1980

The Company opens its first hotel outside India, the "Taj Sheba Hotel" in Sana'a, Yemen.

19

1984

The Company entered into a licence agreement to operate the "Taj West End" in Bangalore, "Taj Connemara" in Chennai and the "Savoy" in Ooty.

1989

The Company opens a five star deluxe hotel in Calcutta, the "Taj Bengal".

1990

The Company establishes the Taj Kerala Hotels and Resorts Limited with the Kerala Tourism Development Corporation.

1998

The Company opens the "Taj Exotica" in Bentota, Sri Lanka.

2000

The Company establishes Taj GVK Hotels and Resorts Limited with the GVK group to operate three hotels in Hyderabad.

2001

The Company is awarded the management contract for the "Taj Palace", Dubai.

The Company launches the "Taj Exotica Spa and Resort" in Maldives.

2002

The Company obtains licences to manage and operate two leisure hotels: the "Rawal-Kot" in Jaisalmer and the "Usha Kiran Palace", Gwalior.

The Company acquires an equity interest in "Regent Hotel" in Bandra, Mumbai which is later renamed as the "Taj Lands End".

2003

The Company relaunches its flag ship property as the "Taj Mahal Palace and Tower".

2004

The company opens its first Jiva Spa at the Usha Kiran Palace in Gwalior.

20

The Company launches its first luxury serviced apartments, "Wellington Mews" in Mumbai.

The Company opens its first economy hotel under the brand "Ginger" in Bangalore.

2005

The Company obtains a management contract to operate "The Pierre" in New York, USA.

The Company entered into a management contract to operate the "Taj Exotica" in Palm Island, Jumeirah, Dubai.

The Company obtained the operating agreement for the "Umaid Bhawan Palace" in Jodhpur.

2006

The Company acquires the "W" hotel in Sydney, Australia which is later renamed as the "Blue Sydney".

The Company commences operation of its first wildlife lodge at Mahua Kothi, Bandhavgarh.

2007

The Company acquires the "Ritz-Carlton" in Boston, USA which is later renamed as the "Taj Boston".

The Company commences operation of its second wildlife lodge at Baghvan, Pench.

2008

Taj's flagship property in the United Kingdom, 51 Buckingham Gate, Taj Suites and Residence's South Indian restaurant, Quilon has received the ultimate culinary accolade - a Michelin star.

Taj Hotels Partner with Saraya Islands to Operate Taj Exotica Hotel in Ras Al Khaimah, United Arab Emirates.

Taj Hotels and the Tashi Group join hands to create the new benchmark for premium hotels in Bhutan - Taj Tashi Bhutan.

ALDAR Hotels and Hospitality and Taj Hotels enter into an exclusive agreement involving a number of hotel projects. The first hotel to be developed by ALDAR Hotels and Hospitality

21

under the agreement is a five-star, 500 room luxury resort hotel which will be in a spectacular waterfront location on ALDAR's mega entertainment destination, YAS Island.

The Taj Safaris circuit will be complete in Madhya Pradesh with the addition of two more luxury lodges in Panna, Pashan Garh and Kanha, Banjaar Tola.

The Taj Mahal Hotel, New Delhi unveils Delhi's first contemporary Japanese restaurant 'WASABI by Morimoto'.

Taj Hotels Resorts and Palaces won 2 prestigious awards at The 2008 World Travel Awards: 1) Rajput Suite at The The Taj Mahal Palace & Tower, Mumbai won India's Leading Suite. 2) Taj Lake Palace, Udaipur awarded India's Leading Castle & Palace.

Taj Boston celebrates the 120th season of summer polo matches at the Myopia Polo Club in Hamilton, MA sponsoring the 2nd annual Taj Boston Cup.

Taj International Hong Kong Ltd, signed a management contract with Cuiting Hotspring Hotel Management Company Ltd. Taj will operate the latter's Temple of Heaven Park property in Beijing and the Hainan Hotel project.

Taj Safaris unveiled two new luxury lodges: Pashan Garh and Banjaar Tola which will be the third and fourth lodges added to the Taj Safari circuit.

Taj Hotels Resorts and Palaces Introduces Telepresence Services in Collaboration with Tata Communications.

Graze, the Modern European dining restaurant at Taj Residency, the only restaurant in Bangalore to be honoured the coveted Wine Spectator Award of Excellence 2008 from America's leading wine appreciation magazine Wine Spectator.

The Taj Mahal Hotel launches VARQ.

Taj Hotels Resorts and Palaces have won the Condé Nast Traveller UK in 10th Readers' Travel Awards. Taj's luxury properties have been recognised within the following categories: Overseas Business Hotel, the World's Top 100 and Overseas Leisure Hotel in Asia and the Indian Subcontinent.

Taj Hotels Resorts and Palaces unveiled a premium business hotel - Taj Residency Trivandrum. Enters into a Management contract with Dodla Intenational Limited.

Taj Hotels Resorts and Palaces, launched a new brand "The Gateway Hotel".

22

Taj Hotels Resorts and Places has ranked No. 1 in the Best Hotel Chain in India category at the Business Traveller Awards 2008. The spas at the Usha Kiran Palace, Gwalior and theRambagh Palace, Jaipur have been included among The 101 Best Spas in The World - Tatler Spa Guide 2008.

Taj Boston is the First United States Hotel and 51 Buckingham Gate, Taj Suites and Residences is the First UK Hotel introducing Cisco TelePresence Rooms for Public Use Taj Hotels Resorts and Palaces in collaboration with Tata Communications and Cisco.

Taj Boston in cooperation with Susan Cole of Boston Assemblies launches Social Style for Children. These etiquette programs for children provide easy access to the social skills essential in daily life.

The Taj Mahal Palace & Tower, Mumbai was under siegh during the 26/11 Mumbai Terror attacks.

The Taj Boston was named the best hotel in Boston and for the second year in a row ranked #22 among the world's top 100 hotels in the latest survey of hotels worldwide by Institutional Investor magazine.

The Taj Hotels Resorts & Palaces 'No room for the Ordinary' advertising campaign for the print media bagged the 2008 PATA Gold Award in the Marketing - Hospitality category and also won a second award - the 2008 Gold Magellan Award.

The Gateway Hotel Athwa Lines Surat has added a new block of rooms to take up its inventory to 208 making it the largest hotel in Gujarat. It also launches three brand new restaurants - "Flow" the all day dining restaurant, "Spice" an Indian specialty restaurant and "T3" a Tea lounge and Deli.

Taj launches The Jiva Spa Boat at Taj Lake Palace, Udaipur.

On December 21st, The Taj Mahal Palace & Tower reopens the rooms in the The Taj Mahal Tower.

Taj Hotels Resorts & Palaces announced the opening of their 'Upper Upscale' brand in Bangalore. The hotel bears a new name and identity: "Vivanta by Taj - Whitefield, Bangalore".

With the announcement of its forthcoming reopening, The Taj Mahal Palace & Towerprovides further details on the reopening of the Tower Wing. 268 rooms will be available, which include

23

9 Suites and 26 Taj Club Rooms. Exclusive services to commemorate the special occasion of the hotel's reopening have been introduced with the opening of the Tower Wing.

The Taj Group set up a public service welfare Trust fund named - "Taj Public Service Welfare Trust" (TPS Welfare Trust), In response to the unprecedented attack on Mumbai between November 26 to 29, 2008, where many people from the security forces, the Police, Fire service, hotel employees, guests of the Taj and general public were killed or wounded.

Taj Hotels Resorts and Palaces unveiled a new world-class premium hotel in Chennai - Taj Mount Road.

2009

Taj Lake Palace, Udaipur voted as the winner of the Editor's Choice Award 2008 for Gallivanter's Guide.

Taj Boston awarded 2009 Mobil Four-Star honors in recognition of its gracious and efficient service and luxurious accommodations and public spaces.

Taj Hotels Resorts and Palaces introduces Kefi - the Mediterranean restaurant at Taj Mount Road.

Taj Safaris open doors of its new luxury lodge, Banjaar Tola at Kanha National Park from February 18, 2009.

The Pierre, re-opens on June 1 following a meticulous $100 million renovation to create new guestroom and bath interiors and to reconfigure first floor public areas to accommodate a new restaurant, Le Caprice at The Pierre, as well as 2 East, a new lobby lounge, and a graciously welcoming reception area.

Taj Hotels Resorts and Palaces announce their new premium hotel, "Vivanta by Taj - Panaji, Goa", slotted in the "upper upscale" segment.

Indian Hotels Company Limited announced that it is going to acquire a controlling stake in ELEL, the company which holds a long term sub-lease for the land on which the Sea Rock Hotel is located in Bandra, Mumbai, for Rs. 680 crores.

The Taj Residency Ummed in Ahmedabad migrated to The Gateway Hotels portfolio, making this its third property in Gujarat and the 31st Gateway hotel in India.

Taj launches Vivanta by Taj in Maldives.

24

Karambir Singh Kang, General Manager, The Taj Mahal Palace & Tower, Mumbai has been awarded the prestigious Virtuoso Hotelier of the Year Award, 2009 at the Virtuoso "Best of the Best" Hotel Awards held in Las Vegas recently during the Virtuoso's 21st Annual Travel Mart Conference.

Taj Lands End introduces 125 new rooms comprising 107 Taj Club rooms and 18 Suites, increasing the inventory to 493 rooms.

The Gateway Hotels has signed a management contract to set up a 125 room hotel on a 16-acre prime location in Shirdi.

Rambagh Palace, Jaipur has been voted the Best Hotel in the World by Condé Nast Traveller in the Readers Travel Awards for 2009 across travel and industry categories, in the World Top 100. It also tops the list of 'Overseas Leisure Hotels for Asia and the Indian sub-continent'. Scoring an overall 95.62, Rambagh Palace has the 'best ambience/décor' (98.12) and 'location' (96.5) of all hotels in the category.

Taj Exotica Resort & Spa, Maldives has been ranked 18th best Overseas Leisure Hotel in Middle East, Africa & the Indian Ocean Islands in the Condé Nast Readers' Awards 2009.

Taj Coromandel relaunches Golden Dragon - The signature Specialty Schezwan restaurant in the city.

The Taj Palace launches Blue Ginger thus introducing Vietnamese cuisine to the Delhi.

Taj Palace introduces 'The Blue Bar'.

Taj Exotica Resort & Spa, Maldives has challenged to protect the natural tropical flora and fauna and surrounding blue waters of Emboodhu Finolhu island.

On 26th of November 2009, The Taj Mahal Palace & Tower, Mumbai saw the coming together of employees and families of staff members, for a remembrance meeting that paid respects to those who lost their lives last year. There were multi faith prayers held for peace and harmony.

The standalone hotel, previously known as the Ummeid Jodhpur, was migrated to the brandThe Gateway Hotel Jodhpur. This is the third Gateway property in Rajasthan after Jaisalmer and Jaipur and the 33rd property in the country overall.

The Taj celebrates the opening of Taj Khazana at Taj Lands End, its first signature boutique store in Mumbai.

25

The Taj Mahal Palace & Tower, Mumbai announced the reopening of the iconic restaurant Golden Dragon on the 25th of November 2009.

The legendary Wasabi and the historical Harbour Bar at The Taj Mahal Palace & Tower, Mumbai reopened their doors on Dec 3, 2009.

The Indian Hotels Company Ltd announces its foray into Srinagar, in Jammu and Kashmir. A management contract for a hotel under the upper upscale brand Vivanta by Taj was signed on, December, 10, 2009 at Srinagar with SAIFCO Hill Crest Hotels Pvt. Ltd, part of a well-known business house in the state.

Taj Hotels Resorts & Palaces has been recognised for its excellence and service for its properties - Taj Exotica Resort & Spa, Maldives and Taj West End, Bangalore - at the Leading Hotels of the World Annual Convention held in Venice, Italy in November 2009.

2010

The Umaid Bhawan Palace, Jodhpur has been voted the Hotel Of The Year by the Gallivanter's Guide Editor's Choice Awards.

Taj Hotels Resorts and Palaces, one of Asia's largest and finest group of hotels, and VICTORIA-JUNGFRAU COLLECTION, an exclusive hotel group comprising four of Switzerland's leading luxury hotels have entered into a strategic joint marketing alliance to develop cross-promotional opportunities for both companies to harness each other's strengths in their respective markets.

Taj Hotels Resorts and Palaces announced the opening of Taj Cape Town. This new luxury hotel in the historic city of Cape Town is a joint venture between Indian Hotels Company Ltd and city centre developers Euro cape, with the investment in the project topping R500 million.

Taj Hari Mahal, Jodhpur won the award in 'Hotel Providing Best Facilities for Differently Abled guest' category. Chef Ananda Solomon, Executive Chef, Taj President Mumbai and Corporate Chef Taj Group of Hotels along with Chef V.K. Chandrassekaran, Executive ChefTaj West End, Bangalore has been awarded as 'Best Chef in India' in the National Tourism Awards 2008-2009 by The Ministry of Tourism, Government of India.

The Indian Hotels Company Ltd announced a new hotel in North-East India, with the unveiling the foundation stone for Vivanta by Taj - Guwahati, Assam.

26

The Taj Mahal Palace & Tower, Mumbai announced the reopening of the elegant and legendary Ballroom, in the iconic Heritage Wing of the property on the March 30th , 2010.

Indian Hotels Company Limited has been recognised for its employment engagement at the workplace and is one of the 25 organisations to win the 'Gallup Great Workplace 2010' awards announced by The Gallup Organization.

The Indian Hotel Company Limitied was chosen by the Credit Suisse Research Institute as one of the 27 'Great Brands of Tomorrow'.

The Gateway Hotel Beach Road Calicut has been voted India's Best Five Star Hotel in the National Tourism Awards 2008-2009 by The Ministry of Tourism, Government of India.

Taj Hotels Resorts and Palaces launches a new brand "Vivanta by Taj" in the Upper Upscale segment.

2011

Taj Hotels Resorts and Palaces opens a new hotel - Vivanta by Taj - Dal View, Srinagar.

27

Management

Mr. Raymond Bickson Managing Director & CEO

Mr. Anil P. Goel Executive Director - Finance

Mr. Abhijit Mukerji Executive Director - Hotel Operations

Mr. Ajoy K. Misra Sr. Vice President Sales & Marketing

Mr. Prakash V. Shukla Sr. Vice President Technology & Chief Information Officer

Mr. H.N. Shrinivas Sr. Vice President - Human Resources

Mr. Kanak Kothari Vice President Projects

Mr. Veer Vijay Singh Chief Operating Officer - Upper Upscale Hotels

Ms. Jyoti Narang Chief Operating Officer - Luxury Division Taj Hotels Resorts and Palaces

Mr. P. K. Mohankumar Chief Operating Officer - Gateway Brand

Mr. Rajiv Gujral Chief Operating Officer & Sr. Vice President Mergers, Acquisitions & Development

28

Mr. Prabhat Pani Chief Executive Officer Roots Corporation Limited

Mr. Yannick Poupon Chief Operating Officer Taj Luxury International

Mr. Beejal Desai Vice President - Legal & Company Secretary.

29

VIVANTA BY TAJ

There's a buzz in New Delhi. Just 17 km from the domestic airport and a mere 22 km from the international terminal. Located in close vicinity of Delhi's prominent landmarks such as the Lodhi Gardens, Humanyun's Tomb and The Indian Habitat Centre. A short 10 min drive to the city's main commercial, shopping centre Connaught Place.

Drive in from the airport delighting in backseat surprises (we're not revealing here). You'll see how we mean business in a quiet efficient way from the moment you step in. Our lobby is a unique mix of chic and classic.

Vivanta by Taj - Ambassador, New Delhi is an INTACH listed heritage building, built in 1945 by the colonial architect Walter George is a poetic medley of British and Art Deco style. This arrival zone sets the tone for guestrooms and banquet facilities that deliver the ultimate in urban relaxation. Get set to be delighted with small surprises from the moment you enter.Discover the most happening restaurants which create an enticing food corridor offering the best in world cuisine. Technology is woven through it all. Vivanta by Taj - Ambassador, New Delhi has all the entertainment and connectivity options today's traveller requires. Become a part of our world. Feel the pulse of an international business and conferencing destination. Soak in the colonial charm. Experience the buzz.

RETREAT

Modern architecture marks cosmopolitan rooms. Relax in leisure where yesterday meets tomorrow. And business meets pleasure.

BUSINESS CENTRE

Your work. Your terms. The lines between business and leisure become more blurred all the time. Our guests need to be ready to work, or play at a moment's notice so that's what Vivanta by Taj provides.

The entire hotel is wired for connectivity but sometimes you need more than just the Internet. That's where the business centre comes in. "Office hours" are a thing of the past, so we keep it open around the clock to accommodate any schedule, time zone or brilliant inspirations whenever they may strike.

Our boardroom is quite literally the next best office space to your own. This trendy boardroom can accommodate 10-12 guests in high-tech, take-charge space with all the

30

right technological advantages. Geared with a 63-inch LCD screen with laptop connectivity and built in whiteboards. There are integrated digital audio systems and automated lighting. The boar Open 24 hours

High speed Internet access Wi-Fi access Boardroom that accommodates 12 delegates Facsimile Photocopying Laptop computers & printers on hire Translation/interpretation services with advance arrangements Video-conferencing & Webcasting facilities Workstations

Room is fully equipped for those high-powered meetings and videoconferences.

FITNESS CENTRE

Stay energized. Work up a sweat. Cool down. Stretch out. The Vivanta by Taj Fitness Centre has everything you need to meet your health and fitness requirements on the go.

Open 24-hours, instructor available from 6:30 a.m. to 9:00 p.m Equipped with Life Fitness circuit training and cardio machines Personal training Yoga

LEISURE

What would you like to do today? Laze by the pool? Explore the city? Plan a romantic evening without the kids? Whether it's edgy or unexpected, we can arrange it. Vivanta by Taj loves to delight.

24-hour in room dining Beauty Salon Fitness centre Outdoor swimming pool Gift Shop DVD Library

31

CONCIERGE SERVICES

When you need something done in New Delhi, our concierge is the man to ask.

City sightseeing tours Tailor-made itineraries Car rentals Restaurant & theatre bookings Special requests Local errands - shopping/medicines/telecommunication etc

ESSENTIALS

Currency exchange Doctor-on-call Babysitting, with 24 hours prior notification 24 hour Express laundry/Dry cleaning Postal & Parcel Services Travel & Tours desk Airport and railway transfers Shoe shine

VIVID MEALS

New Delhi is an ever expanding, ever changing city and the restaurants at Vivanta by Taj - Ambassador, certainly keep up.

Vivanta by Taj - Ambassador, New Delhi entices guests into our superb food zone. The atmosphere is lively. The crowd, exceptional. Jet set foodies sample different exotic menus night after night. Yellow Brick Road rocks round the clock and offers an interesting mix of cuisines including Thai, Continental, and Indian. The large number of guests seated in the lobby waiting for a table is proof of its popularity. The quaint décor at Larry's China is well-matched to a charming selection of Chinese dishes. And everyone gravitates to InSomnia for a fast and fashionable late night chill out. Perhaps you may choose to simply unwind in the sunken pool bar. Or get away from it all for an exclusive Prive Soirée five course alfresco dinner on the fourth floor.

32

Our venues are a treat for the senses. The flavours. The aromas. The live cooking sounds. And the artistic display. All come together in a fine harmony. Dig in. Be thrilled.

Let the spirit of Vivanta by Taj enliven you.

Yellow Brick Road

Colourful and vibrant, the décor offers an inspired joie de vivre. Vintage advertising posters and faux jaded furniture make Yellow Brick Road a lively scene, even at the oddest hour. The look is chic, the vibe informal. Splashes of colour, trendy furnishings, and artistic food presentations set the tone.

Here's where iconic dishes on the menu complement a lavish breakfast buffet. Not to be missed is Bull's Eye. People drive miles and wait in the lobby for this rich warm chocolate dessert topped with vanilla ice-cream. And also for the YBR Chicken. There is no better choice for 3 a.m. coffee or snack attack. Fans rave about the Idli Chaat. Whenever you need to eat, Yellow Brick Road is there with exactly what you need. We'll even pack you a breakfast to go.

InSomnia

Unwind. Chill out. Then watch the night warm up at InSomnia, the high-energy nightspot at Vivanta by Taj - Ambassador. The drinks flow easy.See fresh fruit and herbs happily muddled to make refreshing cocktails. Sheer poetry in motion as the bar man creates amazing cocktails. From Tamarind Margaritas to the YBR Martini. You must try the house special, 'InSomniac' - a smooth vodka based cocktail blended with jaggery, cardamom and clove.Find yourself spoilt for a choice of international spirits. InSomnia boasts of fine selection of rare whiskies (labels such as Bruichladdich, Dalmore, White and Mackay), Premiums Malts, Vodkas (labels such as Kauffman, Ciroc, Van Gogh), a variety of domestic and imported Beers (21 labels) with the best selections of cognacs and liqueurs. The barman is proud to offer Bruichladdich - Islay Single Malt aged 40 years for a little over Rs 28,200 for a 60 ml serving.The food offerings have been created with an eclectic touch to suit all tastes. Groove to superbly selected music that will have you on your feet. It's all happening here.

Larry’s China

Larry Carrington Goodrich (born in 1894), was an American photographer who catalogued a comprehensive photo collection of China, its land, people and culture. That's the inspiration behind this amazing Chinese restaurant. The quaint décor at Larry's China is well-matched to a charming selection of Chinese dishes. Rustic, wooden floors and design details like Chinese

33

memorabilia and navigational equipment create a feel that would make you want to explore. Discover amazing Cantonese and Szechuan Cuisine. Be it Crispy Konjee Lamb, Sliced Fish in Corn & Ginger Sauce or Mandarin Glass Peach over Vanilla Ice Cream.

POOL BAR

Dip a little longer.Soak in the relaxed groove of this sunken pool bar. Perfect for an afternoon chat over a choice of beverages, cool cocktails and multi-cuisine snacks. Arrive before sunset and bask in a mellow afterglow of calmness as the sun InSomnias its way down to the other side of the hemisphere. Dip. Sip. Dip.

ENERGY & TRANQUILITY UNITE

Blending ancient Indian wisdom with contemporary therapies, our spa offers the best in Indian rejuvenation therapies ranging from Indian aromatherapy massages, time-honoured Indian treatments, body scrubs and wraps. Our spa experiences are offered by trained experts using exclusive natural products in a fresh and harmonious setting. Signature Spa experiences bring guests the essence of traditional wellness and therapeutic experiences.

For the resident time-conscious executive, an exclusive menu with short duration, express massage treatments have been developed. Guests can avail of a spa treatment at any time of the day or evening with prior intimation to the fitness centre.

Our long stay guests can now benefit from a personalised fitness program complemented by a cuisine regime designed by a nutritionist and the hotel chef.

PREPARE WITH CONFIDENCE

Vivanta by Taj - Ambassador, New Delhi has dynamic meeting space for modern meeting and conference needs. Our meeting venues are high-tech, high-energy rooms comfortably designed for the long hours that delegates put in. No matter what your agenda, Vivanta by Taj - Ambassador will complement it with the appropriate space, staff and service. And when the day's work is done, Vivanta by Taj offers a sophisticated blend of options to entertain and recharge your group.

The Dome, Tango & Lutyen's Lawns are sure to make headlines for: Corporate meetings Product launches Large themed events

34

Grand Weddings

MEETING ROOMS AND BANQUET FACILITIES INCLUDE:

Over 4,450 sq ft of conference space spread over 3 type of conference spaces Dome, Tango & Lutyen's Lawn with seating capacities for up to 70 delegates in board room-style and 400 for theatre-style receptions.

Nature of Training and Development

35

In simple words, training and development refers to the imparting of specific skills,

abilities, knowledge to an employee. A formal definition of training and development is

determined as follows:

“It is any attempt to improve current or future employee performance by increasing an

employee’s ability to perform through learning, usually by changing the employee’s attitude or

increasing his or her skills and knowledge.”

The need for training and development is determined by the employee’s performance

deficiency, computed as follows:

Training and development needs =

Standard performance – Actual performance

We can make a distinction among training, education and development. Such

distinctions enables us to acquire a better perspective about the meaning if the term training.

Which refers to the process of imparting specific skills, Education, on the other hand is confined

theoretically learning in classroom

To distinct more, the training is offered in case of operatives whereas development

programs are conducted for employees at higher levels. Education however is common to all

the employees

Inputs in Training and Development

36

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look into the

distant future. The inputs of training and development are as follows:

1) Skills

2) Education

3) Development

4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate machines, and

use other equipments with least damage and scrap. This is basic skills without which the

operator will not function.

There is also a need of motor skills or psychomotor skills as they are refer to performance of

specific physical activities .These skills involve learning to move various parts of their body in

response to certain external and internal stimuli. Employees particularly like supervisors and

executives, need interpersonal skills mostly know as people skills. These skills helps a person

understand oneself and others better and act accordingly. Examples of interpersonal skills

include listening. Persuading and showing an understanding of others feelings.

2) Education

37

The purpose of education is to teach theoretical concepts and develop a sense of reasoning and

judgment. That any training and development programme must contain an element of

education is well understood by the HR specialist.

In fact, sometimes, organizations depute or encourage employees to do courses on a part time

basis. Chief executive officers (CEO’s) are known to attend refresher course conducted in many

Business schools. The late Manu Chabria, CMD, Shaw Wallace, attended such a two month

programme at the Harvard business school. Education is more important for managers and

executives than for lower-cadre workers.

3) Development

Another component of a training and development programme is development which is less

skill – oriented but stress on knowledge. Knowledge about business environment, management

principles and techniques, human relations, specific industry analysis and the like is useful for

better management of a company.

Development programme should help an employee to be a self-starter, build sense of

commitment, motivation, which should again helps him being self generating. It should make

their performance result oriented and help them in being more efficient and effective. It should

also help in making the employee sensitive towards the environment that is his work place and

outside. This programme should keep the employee aware of him i.e. his potentials and his

limitations. Help him see himself as others see him and accept his self image as a prelude to

change. It helps teach an individual to communicate without filters, to see and feel points of

view different from their own. Also helps them understand the powers in their hands and

thereby develop leadership styles which inspire and motivate others. And finally helps install a

zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo.

4) Ethics

38

There is a need for imparting greater ethical orientation to a training and development

programme. There is no denial of the fact that ethics are largely ignored in businesses. They are

less seen and talked about in the personnel function this does not mean that the HR manager is

absolved if the responsibility. If the production, finance or marketing personnel indulge in

unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the

employees in the organization about the need for ethical behavior.

5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect

motivation, satisfaction and job commitment. Negative attitudes needs to be converted into

positive attitudes. Changing negative attitudes is difficult because of

(1) Employees refuse to change

(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the organization and give

better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for making

organizational decision and solve work related problems. Learning related to decision making

and problem solving skills seeks to improve trainee’s abilities to define and structure problems,

collect and analysis information, generate alternatives. Training of this type is typically provided

to potential managers, supervisors and professionals

Importance of Training and development for the organization

39

There are many benefits of Training and Development to the organization as well as

employee. We have categorized as under

1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal group relation

and policy implementation

1) Benefits for the organization

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through transfer or

promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

2) Benefits for the individual

40

a) Helps and individual in making better decision and effective problem solving.

b) Through training and development, motivational variables of recognition

achievement, growth, responsibility and advancement are internalized and

operationalised.

c)Aid in encouraging and achieving self–development and self confidence.

d) Helps a person handle stress, tension, frustration and conflict.

e) Provides information for improving leadership, knowledge, communication skills and

attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving interactive skills.

h) Satisfies personal needs of a trainee.

i) Provides the trainee an avenue for growth in his or her future.

j) Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l) Helps a person improve his listening skill, speaking skills also with his writing skills.

3) Benefits for personnel and human relation, intra group and internal group

relation and policy implementation

41

a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through transfer or

promotion.

c)Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live

Training Process

The steps of Training Process are as under:

42

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its

objectives and strategies. What business are we in? At what level of quality do we wish to

provide this product or service? Where do we what to be in the future? Its only after answering

these and other related questions that the organization must assess the strength and weakness

of its human resources.

43

Organizational Objectives and

Strategies

Assessment of Training Needs

Establishment of Training Goals

Devising Training Programme

Implementation of Training

programme

Evaluation of Results

b) Needs assessment

Needs assessment diagnoses present problems and future challenge to be met through training and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem.

The following diagram explains performance deficiency

Performance

Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

c) Training and development objectives

44

Once training needs are assessed, training and development goals must be established.

Without clearly-set goals, it is not possible to design a training and development programme

and after it has been implemented, there will be no way of measuring its effectiveness. Goals

must be tangible, verifying and measurable. This is easy where skilled training is involved

d) Designing training and development program

Who are the trainees? Who are the trainers? What methods And techniques?

What is the what are the where to conduct level of training principles of learning the program

e) Conducting training activities

Where is the training going to be conducted and how?

At the job itself.

On site but not the job for example in a training room in the company.

Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

45

Program implementation involves actions on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training programme.

Conducting the programme.

Monitoring the progress of the trainees.

g) Evaluation of the results

The last stage in the training and development process is the evaluation of the results.

Since huge sums of money are spent on training and development, how far the programme has

been useful must be judge/determined. Evaluation helps determine the results of the training

and development programme. In the practice, however organizations either overlook or lack

facilities for evaluation.

46

Scope & objective of the Research :

The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity in the  hotel..

Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

Limitations Of Research:

The results through the questionnaire not always correct.

Few questionnaires were incomplete.

Convenient sampling some time leads to the distortion in results.

47

The sample size of 25 employees may not be sufficient for exact results

48

Methods of Training

A multitude of techniques are used to train employees. Training techniques represent

the medium of imparting skills and knowledge to employees. Training techniques are means

employed in the training methods. They are basically of two types.

1) Lectures

It is the verbal presentation of information by an instructor to a large audience. The

lecturer is presumed to possess knowledge about the subject. A virtue in this method is that it

can be used for large groups and hence the cost of training per employee is very low. However,

this method violates the principle of learning by practice. Also this type of communication is a

one-way communication and there is no feedback from the audience because in case of very

large groups it is difficult to have interactive sessions. Long lectures can also cause Boredom.

2) Audio Visuals

This is an extension of the lecture method. This method includes slides, OHPs, video

tapes and films. They can be used to provide a range of realistic examples of job conditions and

situations in the condensed period of time. It also improves the quality of presentation to a

great extent.

3) On- the – Job- Training

It is used primarily to teach workers how to do their present jobs. Majority of the

industrial training is on the job training. It is conducted at the work site and in the context of

the job. Often, it is informal, as when experienced worker shows a trainee how to perform

tasks. In this method, the focus of trainer’s focus is on making a good product and not on good

training technique. It has several steps; the trainee first receives an overview of the job, its

purpose and the desired outcomes. The trainer then demonstrates how the job is to be

performed and to give trainee a model to copy. And since a model is given to the trainee, the

transferability to the job is very high. Then the employee is allowed to mimic the trainer’s

example. The trainee repeats these jobs until the job is mastered.

49

4) Programmed Instruction (PI)

In this method, training is offered without the intervention of the trainer. Information is

provided to the employee in blocks, in form of books or through teaching machine. After going

through each block of material, the trainee goes through a test/ answers a question. Feedback

in the form of correct answers is provided after each response. Thus PI involves:

Presenting questions, facts, and problems to the learner.

Allowing the person to respond

Providing feedback on the accuracy of the answers

If the answers are correct, he proceeds to the next block or else, repeats the

same.

However it is an impersonal method and the scope of learning is less as compared to

other methods of training. Also the cost of preparing books, manuals and machinery is very

high.

5) Computer Assisted Instruction (CAI)

This is an extension of the PI method. In this method, the learner’s response determines

the frequency and difficulty level of the next frame. This is possible thanks to the speed,

memory and the data manipulation capabilities of the computer.

6) Simulation

It is any equipment or technique that duplicates as nearly as the possible the actual

conditions encountered at the job. It is an attempt to create a realistic for decision-making. This

method is most widely used in Aeronautical Industry.

7) Vestibule Training

This method utilizes equipment which closely resembles the actual ones used in the job.

It is performed in a special area set aside for the purpose and not at the workplace. The

emphasis is placed on learning skills than on production. It is however difficult to duplicate

pressures and realities of actual situations. Even though the kind of tension or pressure may be

the same but the employee knows it is just a technique and not a real situation. Also the

50

employees behave differently in real situations than in simulations. Also additional investment

is required for the equipment.

8) Case study

It is a written description of an actual situation in the business, which provokes the

reader to think and make decisions/ suggestions. The trainees read the case, analyze it and

develop alternative solutions, select the best one and implement it. It is an ideal method to

promote decision making skills. They also provide transference to an extent. They allow

participation through discussion. This is the most effective method of developing problem

solving skills.

The method /approach to analysis may not be given importance. Many a times only the

result at the end of the case may be considered and not the line of thinking to approach it. This

is a major disadvantage since case studies must primarily be used to influence or mend the

attitude or thinking of an individual.

9) Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The

essences are on creating a real life situation and have trainees assumed parts of specific

personalities (mostly interchanged roles of boss and subordinate to create empathy for one

another). The consequence is better understanding of issues from the other’s point of view.

Concept of Behavior Modeling:

Fundamental psychological process by which new patterns of behavior can

be acquired and existing ones can be altered.

“Vicarious process” learning takes place not by own experience but by

observation or imagination of others’ action.

It is referred to as “copying”, “observational learning” or “imitation” implying

that it a behavior is learned or modified through observation of other’s

experiences.

51

This change may be videotaped and showed to the trainee and he can review

and critique it.

It also helps him see the negative consequences that result from not using

the behavior as recommended.

10) Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with a

passive trainer and get an insight into their own behavior and that of others. These meetings

have no agenda and take place away from the workplace. The discussions focus on why

participants behave the way they do and how others perceive them. The objective is to provide

the participants with increased awareness of their own behavior, the perception of others

about them and increased understanding of group process. Examples: Laboratory training,

encounter groups. Laboratory training is a form of group training primarily used to enhance

interpersonal skills. It can be used to develop desired behaviors for future job responsibilities. A

trained professional serves as a facilitator. However once the training is over employees get

back to being the way they are.

11) Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be

supplemented with other off-the-job methods for effectiveness. It is applied in cases of most

craft workers, carpenters, plumbers and mechanics. This approach uses high levels of

participation and facilitates transferability. Coaching is similar to apprenticeships. But it is

always handled by a supervisor and not by the HR department. The person being trained is

called understudy. It is very similar to on the job training method. But in that case, more stress

is laid on productivity, whereas here, the focus is on learning.

In this method skilled workforce is maintained – since the participation, feedback and

job transference is very high. Immediate returns can be expected from training – almost as

soon as the training is over the desired outcomes can be seen in the trainee

52

Research Methodology

This process includes the following steps:

53

Research Design

Data Collection

Primary Research

Questionnaire Surveys

Talking with people

Personal interviews

Secondary research

Literature searches

Through internet

Through Periodicals

Sampling Procedure

Analysis Of Data.

Conclusion

Process adopted:

Gaining knowledge about Training & Development :

Reading about the variety of concepts on training and development does not only give in depth knowledge about what is been offered by the Taj hotel but also proved useful while developing the questionnaire.

Steps in the Development of the Survey Instruments: The main instruments required for survey was a well-developed questionnaire. The questionnaire development took place in a series of steps.

Step 1

Research objectives are being transformed into information objectives.

Step 2

54

The Appropriate data collection methods have been determined

Step 3

The information required by each objective is being determined.

Step 4

Specific Questions/Scale Measurement format is developed.

Step 5

Question/Scale Measurements is being evaluated.

Step 6

The number of information needed is being determined.

Step 7

The questionnaire and layout is being evaluated.

Step 8

Revise the questionnaire layout if needed.

Step 9

The Questionnaire format is being finalized.

Step 10

The selected customers have filled the questionnaires.

Step 11

Filled questionnaire are being analyzed

Step 12

Conclusion and Recommendations are drawn after the analysis.

Research Design

55

We carried out the research using a combination of primary and secondary data. Thus the research is designed with a combination of:

Exploratory Research design Descriptive Research design

EXPLORATORY RESEARCH

As I was unaware of the employee engagement concept for employee benefit, thus exploratory research helped me to gather information from the secondary resources. I referred to various magazines, Internet, and college association reports etc. and was able to gather information on employee engagement.

DESCRIPTIVE DESIGN

After conducting the exploratory research, for further concrete details regarding various employees in the hotel. I resorted to the Descriptive Design of market research. Under this I have analyzed the employee on different parameters. The Descriptive design has given me a better insight of scope of better understanding of employee by bringing to the fore many minute details regarding the student preferences. It has further helped me in a careful analysis of the secondary data and also refining the desired data by making the objective clearer.

Descriptive Design using the following methods:

QUALITATIVE METHODS:

Questionnaire Survey Talking to the employees Observing employees and working with them.

QUANTITATIVE METHODS:

Data Collection

The whole research is based on primary data as well as secondary data.

Primary Data:

56

Primary data collected through the questionnaire from the various respondents.

Secondary Data:

Secondary data collected through the magazines, newspapers, Companies catalogue and observing them.

Sample Status

SAMPLE SIZE:

Approx. 25 respondents.

The respondents of various departments like house keeping, front office, F&B of

hotel Industry.

These 25 respondents are selected approximately equally.

The Age of respondents is approximately between 18-55 yrs.

It is based on the convenient sampling.

Reasons for selecting convenient sampling.

Time constraint

Resource constraint

Cost constraint

Limitations Of Research:

57

• The results through the questionnaire not always correct.

• Convenient sampling some time leads to the distortion in results.

• The sample size of 25 employees may not be sufficient for exact results

Sample size

The sample size taken for this market research was 50. But this sample size is too small to be true representative for population size. The data collected from this sample size cannot be generalized for the population.

Target population

The target population for this market group was 18 and above. But while conducting the research I found that the respondents were maximum in the age category of 45 – 55.

Data Collection:

Data is collected from various employees through personal interaction. Specific questionnaire is prepared for colleting data. Data is collected with mere interaction and formal discussion with different respondents

Data Collection Sources:

I have visited various departments of the hotel and worked in most of the departments for a short duration to understand employees better for the survey of my summer internship project.

DATA ANALYSIS

58

20%

12%

24%

20%

12%

12%

department segmentation

House keepingFront office F&B product & serviceHR & T&DengineeringSec/sales/Kst/etc.

24%

8%

16%32%

20%

No. of years in the organisation

0-5 years5-10 years10-15 years15-20 years20 +

59

less than 25 years

25-35 years 35-45 years more than 45 years

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Age and Satisfaction level

needs improvementpositive

32%

24%

44%

EDUCATION QUALIFICATION

Under Metric10+Graduate /diploma

60

Q1 what is your opinion on the duration of the training?

Too Long 1 2 3 4 5 Too short

too long16%

long16%

appro-priate40%

short20%

too short8%

Respondents

too longlongappropriateshorttoo short

2. What do you think of the session workload?

Too Heavy 1 2 3 4 5 Too light

Too heavy; 4

Heavy; 6

Average; 8

light; 6

Too light; 1

Respondents

Too heavyHeavyAveragelightToo light

61

Q3 The time allowed for the games was: Too Long 1 2 3 4 5 Too short

Too long8%

long 12%

Average40%

Short28%

Too Short12%

Respondents

Too longlong AverageShortToo Short

Q4 The time allowed for the role-plays was: Too Long 1 2 3 4 5 Too short

Too long20%

Long16%

Average40%

Short16%

Too Short8%

Respondents

Too longLongAverageShortToo Short

Q5 How interesting/stimulating was this trainer?

62

Very interesting 1 2 3 4 5 Not at all

Very Interesting56%

Interesting20%

Average8%

not interesting12%

boring4%

Respondents

Very InterestingInterestingAveragenot interestingboring

Q6 Did u understand the content? Very Difficult 1 2 3 4 5 Very easy

very difficult20%

Difficult12%

Average28%

Easy 28%

Very Easy12%

Respondents

very difficultDifficultAverageEasy Very Easy

Q7 what do you think of the quality of the training material?

63

Very Good 1 2 3 4 5 Very Poor

Very Good60%Good

20%

Average16%

Poor 4%

Respondents

Very GoodGoodAveragePoor Very Poor

Q8 How relevant was the training for your job? Extremely relevant 1 2 3 4 5 Not at all

Extreamely relevant

20%

Relevant36%

Average28%

not relevant 12%

Not relevant at all4%

Respondents

Extreamely relevantRelevantAveragenot relevant Not relevant at all

64

Q9 How would you overall rate the training module?

Very good 1 2 3 4 5 very poor

Very good40%

Good28%

Average28%

Poor4%

Respondents

Very goodGoodAveragePoorVery Poor

Q10 would you like to attend more training?

Definitely 1 2 3 4 5 not at all.

Definitely56%

not sure12%

sure20%

may be8%

not at all4%

Respondents

Definitelynot suresuremay benot at all

65

Conclusion

Gone are the days when training was a 2 hour process on the first day of the job.

Training & Development has transformed from an add-on function to a core function of

companies. It has become more of a science with systematic rules and formats guiding the

companies on how to go about training and development. And that is the way it should be.

Training and development is a necessity for both the trainer and the trainee. The trainer

(the company) would want to make its staff more efficient in this highly competitive world. It

would want its employees to know the latest trends and technologies and use them according

to the company’s principles and objectives. The trainees (staff) on the other hand, view training

and development as a stepping stone for enriching their career and fulfilling their personal

needs. Training and development is another round of education for them, the knowledge from

which is to be applied later. So, it’s more of a mutual necessity and agreement between the

companies and their respective employees when it comes to training and development.

The future would demand more from the employees as well as the companies in terms

of productivity. New technology, multi-tasking, group culture, etc. will be more emphasized

upon. This means training and development is going to be even more important, complex and

rigorous. Companies already foresee this and are already in preparations to make their staff

better equipped. On this we conclude our report with the following words “Education ends with

school but learning ends with life.”

66

BIBLIOGRAPHY

Employee Training & Development..........Raymond & Noe. Training Instruments for HRD................. Uday Pareek. Training & development ……. GEORGE GREEN Organizational Behavior by K. Aswathappa Principles of Management by P C Tripathi, P N Reddy http://en.wikipedia.org/wiki/Training_and_development http://www.vivantabytaj.com/ http://www.tajhotels.com/

67

Annexure 1

Research Questionnaire on Training & Development for employees of Vivanta by Taj - Delhi

PERSONAL INFORMATION

1. Name (optional):2. Department:3. Designation:4. Age (please tick relevant)

Less than 25 years [ ]25- 35 years [ ]35- 45 years [ ]More than 45 years [ ]

5. Gender (please tick relevant)Male [ ]Female [ ]

6. Educational qualification:

7. Number of years in this organization:

8. Total years of work experience:

Other information

1.What is your opinion on the duration of the training?

Too Long 1 2 3 4 5 Too short

2. What do you think of the session workload?

Too Heavy 1 2 3 4 5 Too light

3. The time allowed for the games was:

68

Too Long 1 2 3 4 5 Too short

4. The time allowed for the role-plays was: Too Long 1 2 3 4 5 Too short

5. How interesting/stimulating was this trainer? Very interesting 1 2 3 4 5 Not at all

6. Did u understand the content ? Very Difficult 1 2 3 4 5 Very easy

7. What do you think of the quality of the training material?

Very Good 1 2 3 4 5 Very Poor

8. How relevant was the training for your job? Extremely relevant 1 2 3 4 5 Not at all

9. How would you overall rate the training module?

Very good 1 2 3 4 5 very poor

10. would you like to attend more trainings by campus and beyond?

Definitely 1 2 3 4 5 not at all.

Date:

Place:

Thank you for your cooperation.

69