Recruitment Essay Business Studies

Recruitment and Selection Process


Recruitment means the overall process of attracting, selecting and appointing appropriate candidates to one or more jobs within an organization, either permanent or temporary. The term may sometimes be defined as incorporating activities which take place ahead of attracting people, such as defining the job requirements and person specification, as well as after the individual has joined the organization, such as induction and on boarding. Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as voluntary roles or training programmers.

Selection is the process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position. Certain employment laws such as anti-discrimination laws must be obeyed during employee selection.

FACTORS AFFECTING RECRUITMENT

All organizations whether large a small, do engage in recruiting activities, though not to the same extent. Factors governing recruitment may broadly be divided into internal and external factors.

EXTERNAL FACTORS
' Supply & Demand
' Unemployment rate
' Labour Market
' Sons of soils
' Political - Social Image

Supply and demand is of specific skills in the labor market. If the demand of a particular skill is high compared to the supply, than an extraordinary recruiting effort may be needed.
If the unemployment rate in a given area is high, the company's recruitment process may get simpler.
The number of unsolicited applicants are usually bigger, and the increased size of the labour provides better opportunities for attracting appropriate applicants. On the other side, as the unemployment rate decreases, recruiting efforts must be higher and new sources should be explored. The company's image also matters while attracting large number of job seekers. Most of the time, it is not the money that is important, it is the appreciation of the job seekers about the company that matters while attracting qualified expected employees.
SONS OF SOIL:
Preferences are given to people of their respective states in matters of employment
POLITICAL 'SOCIAL IMAGE:
The company's image also matters in attracting large no. of job seekers .

INTERNAL FORCES
' Recruitment policy
' Size of the firm
' Cost Growth & Expansion

RECRUITMENT POLCY
Most organizations adopt a policy on recruiting employees internally or externally. Generally, internal sourcing is used, as own employees know the company better and can recommend candidates who can adapt to the organization's culture.
An organization hiring temporary or part-time employees is less advantageous while attracting sufficient applicants. A major internal factor which can ascertain the success of the recruiting programmer is whether or not the company engages in HRP. In most of the cases, a company cannot attract prospective and qualified employees in sufficient numbers overnight. It takes time to observe the alternatives regarding the appropriate sources of recruits and most dynamic methods for obtaining them. Once the best alternatives have been recognized, recruiting plans can be made. Successful HRP greatly facilitate the recruiting efforts.

SIZE
Another internal factor is size having its influence on the recruitment process. An organization having one hundred thousand employees will find recruiting less problematic than an organization with just one thousand employees.

COST
Another internal factor cost that has to be considered. Recruiting costs are calculated as per new hire and the figure is significantly nowadays. Recruiters must, therefore, operate inside budgets. Careful HRP and consideration by recruiters can minimize recruitment costs. One of cost reduction measure, for instance, is recruiting for multiple job openings at the same time. The best solution is to use practical personnel practices to decrease employee revenue, therefore decreasing the need for recruiting. Apprising the quality, quantity and costs of recruitment convinces that it is efficient and cost effective.

STEPS OF RECRUITMENT PROCESS
Recruitment refers to the process of identifying and attracting jobseekers so as to build a pool of qualified job applicants. The process comprises of five inter-related stages:

' Planning
' Strategy development
' Searching
' Screening
' Evaluation and control

RECRUITMENT PLANNING
The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number and (ii) type of applicants to be contacted.

Number of contacts
Organizations, nearly always, plan to attract more applicants than they will hire. Each time a recruitment program is contemplated , one task is to estimate the number of applicants necessary to fill all vacancies with qualified people. Companies calculate yield ratios (YRs), which express the relationship of applicants' inputs to outputs at various decision points.

Type of contacts
This refers to the type of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

STRATEGY DEVELOPMENT
Once it is known how many and what type of recruits are required, serious consideration needs to be given to (i) ' make 'or 'buy' employees (ii) technological specification of recruitment and selection devices (iii) geographic distribution of labour markets comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the recruitment process.

'Make' or 'buy'
Organizations must decide whether to hire less skilled employees and invest on training and education programmes, or they can hire skilled labour and professionals. Essentially this is the 'make' or 'buy' decision. Organizations which hire skilled labour and professionals, shall have to pay more for these employees. 'Buying' employees has the advantage in the sense that the skilled labour and professionals can begin the work immediately and little training may be needed.

Technological Sophistication
The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. Technological advancement has made it possible for job seekers to gain better access.

Where to look
In order to reduce the costs, organizations look into labour markets most likely to offer the required job seekers. Generally, companies look into the national market for managerial and professional employees, regional or local markets for technical employees, and local markets for clerical and blue-collar employees. In the final analysis, organizations recruit where experience and circumstances dictate likely success. Recognizing this, many adopt an incremental strategy in which initial efforts are concentrated in regional or local labour markets and expanded only if these efforts fail to achieve the desired results.

SEARCHING
Once a recruiting plan and strategy are worked out the search process can begin. This involves two steps-
' Source activation
' Selling

Source Activation
Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications. The applications received must be screened. Those who pass have to be contacted and invited for interview.

Selling
In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regard to media, it may be stated that effectiveness of any recruiting message depends on the media. Selection of media or medium needs to be done with a lot of care.

SCREENING
Screening of applications can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. The purpose of screening is to remove from the recruitment process, at an early stage, those applicants, who are visibly unqualified for the job. Effective screening can save a lot of time and money. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.

EVALUATION AND CONTROL
Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are - Salaries for recruiters ; management and professional time spent on preparing job, description, job specifications, advertisements, agency liaison, and so forth ; Cost of producing supporting literature ; Recruitment overheads and administrative expenses ; Cost of advertisements or other recruitment methods ; Cost of overtime and outsourcing while the vacancies remain unfilled ; Cost of recruiting suitable candidates for the selection procedure.

Evaluation of recruitment process
The recruitment process has the objective of searching for and obtaining applications from job seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include - Return rate of applications sent out ; Number of suitable candidates for selection ; Retention and performance of the candidates selected ; Cost of the recruitment process ; Time lapsed data ; Comments on image projected.

Method of evaluation of recruitment
The evaluation of recruitment methods might include:
' Number of initial enquiries received which resulted in completed application forms.
' Number of candidates at various stages of the recruitment and selection process, especially those short-listed.
' Number of candidates recruited.
' Number of candidates retained in the organization after six months.

Sources of recruitment
It refers to the methods or sources of recruitment. Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employees it needs. Generally there are two types of sources from which any organization can look for potential employees. These sources accordingly may term as internal and external.

Internal versus external recruiting methods
Internal recruiting methods include posting position openings, distributing memos within the organization and searching organizational databases for a match between the skills required to perform the job and the skills held by the current employees. This method of recruiting looks to internal sources to fill positions and encourages promotions from within. External recruiting methods include advertising position. Whether managers choose internal or external-recruiting methods depends on the degree to which organization's strategy encourages promotions and transfers from within the organization. Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available. In addition filling positions with existing employees ensures to large extent that these employees are socialized as to the organization's culture and personality. However problems can arise if the internal promotion system is not viewed as fair. The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures. If steps are taken to ensure a fair internal promotional process, most people will accept their loss and remain productive and useful organizational citizen. External recruiting method helps bring new ideas and approaches to the organization.

Internal sources of recruitment
Internal sources are the most obvious sources. These include personnel already on the payroll of an organization is its present work force. Whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who were once on the pay roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily or those on production layoffs.

Present employees
Promotions and transfers from among the present employees can be a good source of recruitment. Promotion to higher positions has several advantages. They are ' It is good public relations ; It builds morale ; It encourages competent individuals who are ambitious ; It improves the probability of a good selection, since information on the individual's performance is readily available ; It is cheaper than going outside to recruit ; Those chosen internally are familiar to the organization ; When carefully planned, promoting from within can also act as a training device for developing middle level and top-level managers. Promotion, to be effective, requires using job positing, personnel records, and skill banks. Many positions can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company newsletter or posting announcement on the companies' intranet. A job posting procedure enables employees to strive for a better position within the company. Notices of important openings should include all-important information about the job. Some firms have turned to computers to make their job posting more fruitful. All employees who wish to participate, complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills. When a position needs to be filled the requirements is matched and candidates selected. Although positing jobs can be an efficient method of recruiting, numbers of problems have been associated. Example it can lead to personal bias and stiff competition. Another way to recruit from present employees is transfer without promotion. Transfers are often important in providing employees with a broad based view of the organization, necessary for future promotions.

Skills inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the company skill inventory to identify potential candidates for the position opening.

Job bidding
These procedures typically specify that qualified applicants from within the bargaining unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for the job by applying if they are qualified. The individual fills the position with the highest seniority from among the qualified applicants. In some cases applicants take competitive examinations. However, only current employees are eligible. Using a job bidding system is normally very easy. However it can present some difficulties.

Referrals
An excellent source of information is current employees who may know someone who would be qualified and interested in the open position. To entice employees to make job referrals, some companies offer a referral bonus. People tend to associate with people like themselves, if the employee fits the organization, chances are his or her referrals will be good. Employees, whose referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the company.

Advantages of Internal Sources
Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits:
' Employees are motivated to improve their performance.
' Morale of employees is increased.
' Industrial peace prevails in the enterprise because of promotional avenues.
' Filling of the jobs internally is cheaper as compared to getting candidates from external sources.
' A promotion at a higher level may lead to a chain of promotions at lower levels in the organization. This motivates the employees to improve their performance through learning and practice.
' Transfer or job rotation is a tool of training the employees to prepare them for higher jobs. Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff.

DISADVANTAGES OF INTERNAL SOURCES
' When vacancies are filled through internal promotions, the scope for fresh talent is reduced.
' The employees may become lethargic if they are sure of time bound promotions.
' The spirit of competition among the employees may be hampered.
' Frequent transfers of employees may reduce the overall productivity of the organization.

External sources of recruitment
Every enterprise has to tap external sources for various positions. Running enterprise have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees and for meeting the additional requirements of manpower. The following external sources of recruitment are commonly used by big enterprises:

(i) Direct methods
' Campus Recruitment
Jobs in commerce an industry have become increasing technical and complex to the point where school and college degrees are widely required. Consequently, big organizations maintain a close liaison with the universities, vocational institutes and management institutes for recruitment to various jobs. Reputed industrial houses, which require management trainees, send their officials to campuses of various management institutes for picking up talented candidates.

Advantages of this method include:
The placement center helps locate applicants and provides resumes to organizations; applicants can be prescreened, applicants will not have to be lured away from a current job or lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful planning.

(ii) Indirect methods:

' Advertisements
Indirect methods involve mostly advertising in newspaper, on the radio, in television, in trade and professional journals, technical magazines and brochures. Advertising in newspapers and/or trade journals and magazines is the most frequently used method, when qualified or experienced personnel are not available from other sources. Senior posts are largely filled by such methods when they cannot be filled by promotion from within. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in the organization, etc. This method is

appropriate when (a) the organization intends to reach a large target group and (b) the organization wants a fairly good number of talented people who are geographically spread out. Nowadays after the IT revolution there are an advent of job websites. Potential candidates can post their resumes in the job sites so that the recruitment organization can search for the appropriate candidate.

Advantages of External Sources

' Qualified Personnel:
The management can make qualified and trained people to apply for vacant jobs in the organization.
' Wider Choice:
When vacancies are advertised widely, a large number of applicants from outside the organization apply. The management has a wider choice while selecting the people for employment.
' Fresh Talent:
The insiders may have limited talents. External sources facilitate infusion of fresh blood with new ideas into the enterprise. This will improve the overall working of enterprise.

' Competitive Spirit:
If a company can tap external sources, the existing staff will have to compete with the outsiders and will work harder.

Disadvantages of External Sources
' Dissatisfaction among Existing Staff
External recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their chances of promotion are reduced.
' Lengthy process
Recruitment from outside takes a long time. The business has to notify the vacancies and wait for applications to initiate the selection process.
' Costly Process
It is very costly to recruit staff from external sources. A lot of money has to be spent on advertisement and processing of applications.
' Uncertain Response
The candidates from outside may not be suitable for the enterprise. There is no guarantee that the enterprise will be able to attract right kinds of people from external sources.

SELECTION

Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization.
'Selection' is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.'
Paper screening
Carefully match job requirements to candidate qualifications.

job seekers who pass the screening and the preliminary interview are called for tests, so as to get information which is not available in application blank.
' Personality tests (like thematic apperception test etc.)
' Intelligence tests
' Interests tests
' Graphology test
' Medical test

job interview is a type of employment test that involves a conversation between a job applicant and representative of the employing organization.
Interviews are one of the most popularly used devices for employee selection.
Interviews vary in the extent to which the questions are structured, from totally unstructured and free-wheeling conversation, to a set list of questions each applicant is asked.
Structured interviews are more valid than unstructured, that is, they are more accurate in predicting which applicants will make good employees.

Types of Interview:
1.Structured Interview : A preset standardized questions. A structured interview (also known as a standardized interview or a researcher-administered survey) is a quantitative research method commonly employed in survey research. The aim of this approach is to ensure that each interview is presented with exactly the same questions in the same order. This ensures that answers can be reliably aggregated and that comparisons can be made with confidence between sample subgroups or between different survey periods.

2. Unstructured Interview : is largely unplanned and the interviewee does most of talking. An unstructured interview is an interview in which questions are not prearranged, allowing for spontaneity and for questions to develop during the course of the interview. This is considered to be the opposite of a structured interview which offers a set amount of standardized questions

3. Preliminary Interview: a few minutes duration interview in order to check the worth of a candidate. When companies are very large they need to filter out applicants and one way they do it is with several stages of interviews.

4. Behavioral Interview : Evaluation is based on the solution and approach of the applicants. Behavioral interviews are based on the premise that a person's past performance on the job is the best predictor of future performance. When a company uses behavioral interviewing they want to

know how you act and react in certain circumstances. They also want you to give specific "real life" examples of how you behaved in situations relating to the questions.

5. Stressful : A series of harsh, rapid fire questions intended to upset the applicant. Interview situation where the person being interviewed is put under stress that is psychological in order to evaluate performance under pressure.

Background investigations:
It includes various aspects like
' References prior
' employment, educational requirements.
' identity verification.
' criminal background.

Physical examinations:
Certain jobs require unusual stamina, strength and tolerance of hard working conditions.
Candidate has to undergo physical fitness test done by company's physician or approved medical officers. It determines whether the candidate is physically fit to perform the job provides the records of employees health. It will protect the employers from workers compensation claims that are not valid as the injuries or illness were present when they were hired.

Job offer:
Finally selection decision must be made. After getting information from the preceding steps, decision has to be made in consideration with the line managers (dept. heads), as they are responsible for the performance of the employees.

It depends upon:
' Conditional offer subject to verifications, physical exam, references.
' Clarify probationary period and consequences of failure. Job Offer is made through appointment letter
' Contains date, salary, rules and policies of the organisation , Job description generally made on probation.


STUDY ON

Introduction:

Taj is a strategic Business unit of TATA. And it is the largest Hotels Company in Asia .Tata which is the parent company of Taj is not just a company but it is treated as pride of the nation. Taj has played important role for development of tourism place.
Taj has basically categories of Hotels
1) Luxury Hotel
2) Business Hotel
3) Leisure Hotel.

But now a days they are also moving to new segments of the market ,so they have successfully launched the Ginger hotels. Taj has also different business in several area of hospitality. It has 'Taj Sats' for air catering services. They have 'Taj Air' for providing the charter planes for business organization.
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 centers 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 traveler across metropolitan cities, other commercially important centers 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 traveler and bon vivant, Vivanta by Taj Hotels & Resorts create experiences that will amuse, invigorate & inspire you. Vivanta revels in a spirit that presents the normal with an unexpected twist. Experiences which make you pause & appreciate the hidden beauty in life! It challenges your expectations of a hotel and unfolds multiple layers of delight. Innovative cuisine concepts, the smart use of technology & the challenge to constantly engage, energize and relax you all add up to make Vivanta by Taj the new signature in hospitality.

' The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India network of hotels and resorts that offers business and leisure travelers a hotel designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe in keeping things simple. This is why, our hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and Explore.

As travel often means more hassle than harmony, more stress than satisfaction, modern travelers are looking for smarter choices. Driven by our passion for perfection, we welcome our customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere. Offering the highest consistency in quality, service and style we set new standards and take the unwanted surprises out of traveling. Our warm welcomes make our guests feel at home, away from home and our crisp and courteous service empowers them to get more done with greater effectiveness and control. And through our unrivalled network we provide service that is effortless, simple, never overwhelming, always warm.

' Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the value segment. Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at travelers who value simplicity and self-service.
Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto international shores with plans to build an international network of luxury hotels, which will provide an exemplary product-service combination and in the process create a global brand. The current international portfolio includes luxury resorts in the Indian Ocean, business and resort destinations in the Middle East and Africa, serviced apartments in the UK, the first hotel in Australia and three a top-end luxury hotels in the US.
Throughout the Company's expansion, its mandate has been twofold: to infuse a sense of Indian heritage and culture within each diverse property, while also anticipating the needs and desires of the sophisticated traveler. 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 tranquility 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 SATS (formerly known as Singapore Airport Terminal Services).
Additionally, it operates the Indian Institute of Hotel Management, Aurangabad since 1993. The institute offers a Four-year diploma, designed with the help of international faculty and has affiliations with several American and European programmes.

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 Gangotri Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimize the 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.

The Role of HR Department:
In an organization HR plays an important role and is like a backbone. It contributes significantly for an organization to run its business smoothly and efficiently in order to achieve its sustained organizational goals by adopting best staffing policies, recruitment strategies, and manpower training & development policies. The Department is overall responsible for employees selection, their administration and welfare by keeping healthy , stress free culture and motivational policies in the organization. These in turn help the organization to retain their employees and attract best talents from the market to overcome manpower deficiencies faced from time to time.

RECRUITMENT IN TAJ GROUP OF HOTELS

The taj group hires most of the frontline staff from smaller towns and cities like:
' Pune not Mumbai
' Chandigarh and Dehradun not Delhi
' Coimbatore and Trichirappalli not Chennai
' Mysore and Manipal not Bangalore
' Haldia not Kolkata

STEPS OF RECRUITMENT PROCESS:
The process comprises five inter-related stages:

' Planning
' Strategy development
' Searching
' Screening
' Evaluation and control

RECRUITMENT PLANNING :
The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number and (ii) type of applicants to be contacted.

Number of contacts
Organizations, nearly always, plan to attract more applicants than they will hire. Each time a recruitment program is contemplated , one task is to estimate the number of applicants necessary to fill all vacancies with qualified people.

Type of contacts
This refers to the type of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

STRATEGY PLANNING
Once it is known how many and what type of recruits are required, serious consideration needs to be given to (i) ' make 'or 'buy' employees (ii) technological specification of recruitment and selection devices (iii) geographic distribution of labour markets comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the recruitment process.

SEARCHING
Once a recruiting plan and strategy are worked out, the search process can begin. This involves two steps-
' source activation ' selling

Source Activation
Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications. The applications received must be screened. Those who pass have to be contacted and invited for interview.

Selling
In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regard to media, it may be stated that effectiveness of any recruiting message depends on the media. Selection of media or medium needs to be done with a lot of care.

SCREENING
Screening of applications can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. The purpose of screening is to remove from the recruitment process, at an early stage, those applicants , who are visibly unqualified for the job. Effective screening can save a lot of time and money. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.

EVALUATION AND CONTROL
Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are:1.Salaries for recruiters.2.Management and professional time spent on preparing job, description, job specifications, advertisements, agency liaison, and so forth.3.Cost of producing supporting literature.4.Recruitment overheads and administrative expenses.5.Cost of advertisements or other recruitment methods.6.Cost of overtime and outsourcing while the vacancies remain unfilled.7.Cost of recruiting suitable candidates for the selection procedure.

Evaluation of recruitment process
The recruitment process has the objective of searching for and obtaining applications from job seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include:1.Return rate of applications sent out.2.Number of suitable candidates for selection.3.Retention and performance of the candidates selected.4.Cost of the recruitment process. 5.Time lapsed data.6.Comments on image projected.

Evaluation of recruitment methods
The evaluation of recruitment methods might include:
1. Number of initial enquiries received which resulted in completed application forms.
2. Number of candidates at various stages of the recruitment and selection process, especially those short-listed.
3. Number of candidates recruited.
4. Number of candidates retained in the organization after six months.

Purpose & Importance of Recruitment:

' Attract and encourage more and more candidates to apply in the organisation.
' Create a talent pool of candidates to enable the selection of best candidates for the organisation.
' Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
' Recruitment is the process which links the employers with the employees.
' Increase the pool of job candidates at minimum cost.
' Help increase the success rate of selection process by decreasing 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.
' Meet the organizations legal and social obligations regarding the composition of its workforce.
' Begin identifying and preparing potential job applicants who will be appropriate candidates.

' Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Factors of recruitment in Taj

External factors
' supply and demand is of specific skills in the labor market. If the demand of a particular skill is high compared to the supply, than an extraordinary recruiting effort may be needed.
' If the unemployment rate in a given area is high, the company's recruitment process may get simpler.
' The number of unsolicited applicants are usually bigger, and the increased size of the labour provides better opportunities for attracting appropriate applicants. On the other side, as the unemployment rate decreases, recruiting efforts must be higher and new sources should be explored. The company's image also matters while attracting large number of job seekers. Most of the time, it is not the money that is important, it is the appreciation of the job seekers about the company that matters while attracting qualified expected employees.

Internal factors
' Recruiting policy
Most organizations adopt a policy on recruiting employees internally or externally. Generally, the policy is used internal sourcing, as own employees know the company better and can recommend candidates who can adapt to the organization's culture.
' Temporary and part time Employees
An organization hiring temporary or part-time employees is less advantageous while attracting sufficient applicants. A major internal factor which can ascertain the success of the recruiting programmer is whether or not the company engages in HRP. In most of the cases, a company cannot attract prospective and qualified employees in sufficient numbers overnight. It takes time to observe the alternatives regarding the appropriate sources of recruits and most dynamic methods for obtaining them. Once the best alternatives have been recognized, recruiting plans can be made. Successful HRP greatly facilitate the recruiting efforts.

' Size
Another internal factor is size having its influence on the recruitment process. An organization having one hundred thousand employees will find recruiting less problematic than an organization with just one thousand employees.
' Cost
Another internal factor cost that has to be considered.Recruiting costs are calculated as per new hire and the figure is significantly nowadays. Recruiters must, therefore, operate inside budgets. Careful HRP and consideration by recruiters can minimize recruitment costs. One of cost reduction measure, for instance, is recruiting for multiple job openings at the same time. The best solution is to use practical personnel practices to decrease employee revenue, therefore
decreasing the need for recruiting. Apprising the quality, quantity and costs of recruitment convinces that it is efficient and cost effective.

Methods or Techniques of Recruitment :-

Following are the methods techniques and source of recruitment -
External methods of recruitment :-
' Campus recruitment :- It is a method of recruiting by visiting and participating in college campuses and their placement centers.
' Advertisements:- The ads generally give a brief outline of the job ' ads by newspapers magazines radio TV and hidings.
' State or Public Employment Agencies:- These agencies provide a wide range of services-counseling, assistance in getting jobs, information about the labor market, labor and wage rates.
' Employee Referrals:- It is a recommendation from a current employee regarding a job applicant. Friends and relatives of present employees are also a good source.
' Trade Unions :- trade unions may provide manual and skilled workers in sufficient numbers as job requirement .

' Traditional agency:- Recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency's books. Recruitment consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a contract or direct basis.
' Executive research & resourcing firms
These firms are the new hybrid operators in the recruitment world, able to combine the research aspects of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts.

Internal method of recruitment :-

' Promotion :- movement of employee from lower position to higher .
' Transfer :- movement of employee from one job two another.
' Retired & disable employee :- retired employee and disable employee can join available post.
' Employee referral :- It is a recommendation from a current employee regarding a job applicant.
' Recruitment websites:
Such sites have two main features: job boards and a r??sum??/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a r??sum?? to be included in searches by member companies. Fees are charged for job postings and access to search resumes.
' Recruitment agency directories:
The emergence of the Internet provided the functionality to provide recruitment agencies with a low-cost alternative to advertising. Unlike a standard directory, these niche directories have helped those searching for employment representatives.
' Social recruiting
Social recruiting is the use of social media for recruiting including sites like Facebook, Twitter, and LinkedIn. It is a rapidly growing sourcing technique, especially with middle-aged people. On Google+, the fastest-growing age group is 45-54. On Twitter, the expanding generation is people from ages 55'64.Mobile social recruiting is rapidly expanding. CareerBuilder ran a recent survey

of the Fortune 500 companies and discovered that 39% of people in the United States use tablet computers. Another recent survey done by Glassdoor.com revealed that 43% of candidates research company, policy, culture, and history all within the fifteen minute time period before an interview begins. However, 80% of Fortune 500 companies fail to use mobile-optimized career sites.

SELECTION IN TAJ GROUP OF HOTELS

' Selection in various departments like security, collection and house keeping are a bit
Difficult and strict.
' The process of selection have various steps. steps are:
' Application form
' Written examination
' Medical examination
' Various rounds of interviews
' The Taj does not rehire employees who have already left their jobs. They always prefer fresh group of graduates as new employees.
' Job posting is maximum of 9 months and minimum of 3 months.
' While this period if the hired employee is not suitable for the job the next most suitable candidate is called to replace him from the waiting list.
' They hire on monthly and permanent basis.
' The labours are hired by contractors on daily wage basis.
' They provide 100% equality to both the genders.
' They do not employee children as it is against the policies of major business firms and it is unethical.

FACTORS AFFECTING THE SELECTION PROCEDURE:
The factors to be considered for selecting the right person for the right job are as under:
1:Physical characteristics:
Sound body, height, weight, sight etc.
2:Personnel characteristics:
Age, sex, marital status, number of children, family background etc.
3:Proficiency or skill and ability:
Qualifications and previous experience
4:Competency:
Potentiality of an individual for learning and becoming proficient in a job. Competency points out capacity to acquire knowledge and skill for success on the job.
5:Temperament and character:
Emotional, moral and social qualities, honesty, loyalty etc. A high degree of intellectual competency can serve as a substitute for such qualities as honesty and trustworthiness. It is important to know about individual's character, his habits of work, his way of reacting in this or that situation, his driving forces in determining the fitness for the job.
6:Interest:
Without interest, work is colorless and monotonous. With interest, work seems meaningful and worthwhile to the individual and abilities are developed as well as accomplishments are realized. Even if a person has skill, competency, efficiency, but if he has no interest in the job, he will be unhappy in his work.

STEPS IN SELECTION PROCEDURE
There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology etc while coming to hiring decisions. However, in modern times, these are considered to be unreliable measures. Every candidate for the job has to clear a number of hurdles before getting selected for the job. If he is not found suitable at any stage, he is not considered for the further stages. Thus, he will be rejected. For instance, if a candidate's particulars in the application are not found suitable, he will not be called for the tests. Similarly, if a candidate fails in the tests, he will not be called for the interview. The following is a popular procedure through it may be modified to suit individual situation:

Preliminary Interview:
Applications received from job seekers are subjected to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same. Preliminary interview helps reject the misfits for reason, which do not appear in the application forms.

Selection Tests
Job seekers who pass the interview are called for the tests. Different types of tests may be conducted depending on the job and the company. Generally tests determine the applicant ability, aptitude and personality.

A) Ability tests
Assist in determining how well an individual can perform tasks related to the job.
B) Aptitude tests
Help determine a person's potential to learn in a given area.
C) Personality tests
Are given to measure a prospective employee's motivation towards functioning of a particular working environment.

D) Interest tests
Are used to measure an individual's activity preferences.
E)Graphology test
Is designed to analyze the handwriting of an individual. It can suggest the degree of energy, inhibitions and spontaneity.
F) Polygraph tests
Are designed to ensure accuracy of the information given in the applications.

Employment Interview
The next step in the selection process is the employment interview. An interview is conducted at the beginning and at the end of the selection process. An interview is a formal, in-depth conversation concluded to evaluate the applicant's acceptability. The employment interview can be:

A)One-to-One:
There are only two participants-the interviewer and the interviewee.
b)Sequential:
Involves a series of interviews, usually utilizing the strength and knowledge base of each interviewer.
C) Panel Interview:
Consists of two or more interviewers. Any panel interview is less intimate and more formal then the one-to-one, but if handled and organized well, it can provide a wealth of information.

Reference and Background Checks
Many employers request names, addresses, and contact numbers or reference for the purpose of verifying information and perhaps gaining additional information on an applicant. Reference checks serve two purposes. One purpose is to gain insight about the potential employee from the people who have had previous experience with him or her.Second purpose is to assess the potential success of a prospect.
Selection Decision
After obtaining information through the preceding steps, selection decision-the mostcritical of all the steps 'must be made. The other stages in the selection process have beenused to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks.
Physical Examination
After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical test are recorded in a statement and are preserved in the personnel records.
Job Offer
Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty.
Contracts of Employment
After the job offer has been made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. There is also a need for preparing a contract of employment.
Concluding the Selection Process
Contrary to popular perception, the selection process will not end with executing the contract. There is another step- a more sensitive one- reassuring those candidates who have not been selected.

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 30-minutes' drive from the airport and 15-minutes from the railway station. Taj Chandigarh is the city's finest hotel and is well suited to both, business and leisure travelers to the city.
Taj Chandigarh offers rooms equipped with the latest technology, ergonomic furniture and contemporary amenities; comprehensive business facilities; inviting restaurants and bars; the city's widest range of banquet facilities; and the legendary Taj tradition of hospitality and service.

ACCOMODATION
The property comprises of 149 rooms including :
' Presidential Suite 01
' Luxury / Junior Suite 03
' Superior Queen 63
' Superior 21
' Deluxe Queen 37
' Deluxe Twin 14

All the rooms are equipped with telephone / telefax with STD/ISD, wifi, mini bar, tea/coffee maker, state of the art 42' Plasma with multiple channels.

FOOD AND BEVERAGE OUTLETS
' CAF?? 17
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 large screens, lunch with sports and dinner with pleasant candle light and soft music. The guests can sit in open air too which is a romantic set up near the water body, a rare combination of fire and water.

' DERA
The Indian Specialty Restaurant, open from 19:00hrs. ' 23:45hrs. It is a contemporary Indian restaurant serving the delicacies of Punjab, Lahore and Peshawar. An interactive live kitchen adds to the charm of the restaurant.

' BLACK LOTUS
It is the Chinese Specialty Restaurant, serving the 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 and an exquisite 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 and trendy bar brings an exotic menu of cocktails and finest single malts. Adorned with lava lamps, this bar is unique in its own kind. Live music every evening creates a pleasant atmosphere and ignites one and all.

' BANQUET
Taj Chandigarh has 05 sound proof, elegantly designed banquet has to suit the customers' requirements.

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

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 Manjumbdar 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 Negwani L&D Manager
Mr. Kamaljeet Dhiman Assistant IT Manager
Mr. Tanay Singh Front Office Manager

COORDINATION AND ARRANGEMENT OF EMPLOYEES EVENTS

Arrangement for birthday bash
' Personal invitation to staff members
' Invitation mail to GM and all HOD
' Mail to Chef, F&B Manager for cake and service arrangement
' Information to cafeteria
' Arrangement of camera
' Photographs to PR Manager for Taj Buzz

Arrangement for sports tournament
' Poster to announce the sports event
' Arrangement for prizes
' Arrangement for sports goods

Arrangement for staff picnic
' List of employee from HOD
' Arrangement of food in coordination with HOD, F&B Manager, Purchase Manager, HR Manager
' Arrangement of bus

RECRUITMENT AT TAJ CHANDIGARH
Taj Chandigarh 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 at the 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 a vacancy, head of that particular department sends a requisite form to the HR Manager. The form contains specifics, eg. 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's recruiting procedure is based on the nature of jobs. What kind of job is it? Is it a job for labour or some managerial level? 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 fulfilled. HR Manager, then has to consult with the GM of the particular unit and 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 unsuitable, the next most suitable candidate is called from the waiting list to replace them.
' They hire on permanently and monthly basis.
' For labour work, Taj Hotel uses contractors to provide them with the specified no. of employees as required. These employees are hired by contractors on daily wage.
' The organization does not go for child labour 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.

SELECTION AT TAJ CHANDIGARH
Selection varies according to the job post. At Taj Hotel, they use work sample testing technique, whereas the basic criteria for testing and selection are listed below :
' Appearance and grooming
' Professional qualifications
' Experience and knowledge of job applied for
' Communication skills in English
' Balance poise and maturity
' Potential for growth
' Reasoning and judgment
' Computer skills

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

INTERVIEW
Step by step procedure is as follows :
1) The candidate is first interviewed by the management of Taj hotel and the HR director. This interview is unstructured, the HR Manager asks frequent questions to screen out the eligibility and the potential of the candidate. After all the interviews, he prepares a list of capable of candidates.
2) In the second step, the selected candidates are called again for the structured interview which is to be conducted by the head of the particular department.
3) In such interviews, general knowledge questions which are related to the job are asked from the candidates, and also the behavioural based questions are asked, like how a candidate would be performing under certain situations. This helps them to judge the temperament, attitude, personality and the minimum stress which could be handled by the candidate.

ORIENTATION
' New employees have 2 days of orientation program. The employee is given a brief introduction of the hotel, working environment in which he has to work and of the work related colleagues.
' The employees are also given job descriptions of their work at the time of orientation, which guides them for the services which they have to provide and also introduce them to the rules of the company.
' There is a difference in the dress code of each employee from top to bottom, and they should respect the privacy of other employees.

SELECTION PROCESS OF HOUSEKEEPING AND MANAGERIAL DEPARTMENT
Preplacement presentation
A brief presentation about the organization is given to the candidates by the panel. It also involves a briefing with regards to the job profile and the opportunities available.
Group discussion
A topic is given to a group of candidates and their opinions on the topic are evaluated by the panel.
Eye of detail test
A brief interview with the HR Manager that involves test for candidates' compatibility for the job profile.
Preliminary iterview
A preliminary screening interview is conducted to test the candidates' skill level in his field of specialization, along with his communication skills.
Final interview
The final interview involves a round up with the senior management ; this includes negotiation regarding the compensation and any other enquiries regarding the job.
Offer letter
The candidate is formally given the job offer letter which completes his selection process.

SELECTION PROCESS FOR CHEF
Preplacement presentation
A brief presentation about the organization is given to the candidates by the panel. It also involves a briefing with regards to the job profile and the opportunities available.
Group discussion
A topic is given to a group of candidates and their opinions on the topic are evaluated by the panel.
Personal interview
The candidates' strengths, weaknesses, attributes, etc. are tested in this round which involves a formal round with the HR Manager.
Food trial
The candidates' dishes are tasted and based on various parameters, the dishes are evaluated and qualified by competent judges.
GM interview
The final phase of the interview involves a round up with the senior management ; this includes negotiation regarding the compensation and any other enquiries regarding the job.
Offer letter
The candidate is formally given the job offer letter which completes his selection process.

TRAINING CUSTOMER AMBASSADORS

' Taj group has always been known for its training and mentoring, which helps them to sustain customer centricity. The practice of training developed in the 1960s when CEO Ajit Kerkar personally interviewed all the recruits, including Bellhop , cooks and wait staff, before employing them-had mentored generations of employees. The effort has become more process-driven over the years.

' The taj groups research and experience has shown that employees make their 70% to 80% of their friendly contacts with guests in an unsupervised atmosphere.

' Training behaviours therefore assume, first that employees will usually have to deal with guests in an unsupervised atmosphere-that is employees should know what to do and how to do in a particular situation without looking for help from their supervisor.

CAREER OPPORTUNITIES IN TAJ

' While employee development is critical to the success of an organization, both the employee and the organization must recognize that most of the responsibility for development falls to the employee.

' The taj is a brand which combines a rich legacy of cautiously nurtured values stepped in a culture of brilliance with opportunities for participating in new views of the company development. The main factor for success of taj is their employees and talent selected for their exciting journey.

' The taj group considers theirs employees as the most important stakeholders in taking it to new height of service standard and guest delight. At the taj, every employee is an ambassador of the spirit and culture of the taj.

' The taj 'magic' is all about persuading excellence, feeling included, the passion with one is doing their work, the warmth and very high level of service standards with a persistent and determined obsession about satisfying the guests.

' The spirit that rings in the heart of every taj employee that makes a difference between a career in taj and a job in any hospitality company.


CONCLUSION

The employees of any organization are its life blood. With the dawn of this realization, upon the present day business organizations, there appears to be a major shift towards HRM. The employees of today are encouraged to participate in the decision making and thus play a vital role in the management of an organization. At Taj, the performance of the organization depends upon the efficiency that its employees exhibit. Therefore, it is of crucial importance that employees with the most suitable qualifications be selected. This is where the process of recruitment and selection comes in.
The various selection procedures given in this report indicate that these processes require a great level of thought and advanced planning. It is not only the HR department that is involved, the finance department also provides the budget for these processes, and the manpower gap is determined by inputs from all the departments. Also, the taxing process through which the candidate goes through, is in itself an indicator of the significance of these processes in the efficient functioning of the hotel.

Source: Essay UK - http://www.essay.uk.com/free-essays/business/recruitment-selection.php


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