Final Project- Ajit Dias - 2224313 - PGCHRM Batch-14

Final Project

‘Master Craftsmen’ – An Innovative Skill Focused Talent

Assessment Initiative

(A pilot Study in Vivanta by Taj Hotels in Bangalore & Goa)

XLRI - Virtual Interactive Learning

Program: PGCHRM

Batch: 14

Centre: Mumbai – Dadar (West)

NAME

SMS ID:

SID ID:

AJIT DIAS

2224313

DH 12071

Project submitted in fulfillment of XLRI PGCHRM

Master Craftsmen – An Innovative Skill Focused Talent Assessment Initiative

Declaration

I declare that this Dissertation is the result of my own individual effort and that it

confirms to course regulations regarding plagiarism.

No material contained within this Dissertation has been used in any other submission,

by the author.

Ajit Dias

PGCHRM, Batch -14

Centre – Mumbai, Dadar (West)


Acknowledgement

I would like to take this opportunity to thank my organization and Mr. H.N. Shrinivas

our Sr. V.P. Human Resources for the live project and inspiration provided through the

duration of this project

I would also like to acknowledge my project guide professor M.G. Jomon support and

guidance on this project.

I would also like to acknowledge my two colleagues Bosco Furtado and Nikhil

Mujumdar for their active support in assisting me in the pilot phase of the project which

was very instrumental in completing all required research work.

Ajit Dias

PGCHRM

Batch: 14

Centre: Mumbai – Dadar (west)


TABLE OF CONTENTS

Declaration i

Acknowledgement ii

Table of Contents iii

Contents Page

Synopsis 4

Chapter 1 - Issue identification

1.1 Introduction

1.2 Identification of the problem

7

1.3 The aim of this research is

1.4 The objective of the research

1.5 Scope of the project

8

Chapter 2 – Literature review

2.1 Efforts to recognize talent

2.2 Skill & Talent Inventory

9

2.3 Employees must play an active role 11

2.4 Skill imbalance

2.5 Passion is a sign

12

2.6 Talent management begins and ends with skills 13

2.7 Skills and vision of a company 14

2.8 Talent support

2.9 Drivers for talent management

15

2.10 Conclusion 16

Chapter 3 – Research Methodology

3.1 Introduction

3.2 Research approach

3..3 Research process

17

3.4 Initiative development

3.5 Research process

18

3.6 Pilot Study – Design of study 19

3.7 Impact of pilot study 20

Chapter 4 - Pilot Study

4.1 Introduction

4.2 Communicating the concept

21

4.3 Creating the buzz 22


TABLE OF CONTENTS

Contents Page

4.4 Departmental presentation and briefing

4.5 Application process

23

4.8 Behavioral Assessment 25

4.9 Practical evaluation rounds 27

4.10 Personal interview 33

4.11 Consolidation 35

Chapter 5 – Impact of Pilot Study 37

51. Introduction

5.2 Impact of the employees who participated in the initiative

37

5.3 Impact on guest satisfaction 39

5.4 Impact on employee attrition

5.5 Impact on employee motivation

5.6 Impact on employee performance

41

Chapter 6 – Conclusion

6.1 Conclusion

42

6.2 Recommendations 43

6.3 Scope for further research 44

Bibliography 45

Annexure 46-53


Synopsis

Housekeeping is a critical department in any hotel as the main purpose of a customer

visiting a hotel is to stay in a clean and comfortable room. Talent assessment is a key

focus for most service based industries and specially the hotel industry. Skill levels are a

prime focus to deliver superior levels of service that impacts desired guest satisfaction

levels.

The organization under study here is Indian Hotels Company Limited which has been

in operation as an organization for over a century. The Housekeeping department was

taken as the area of focus, as there is an extensive amount of skill and knowledge at

display. There are associates in our House keeping department who display great levels

of Skill and tacit knowledge, with remarkable levels of work efficiency. Some of these

associates have reached a certain level of skill competency and they are able to achieve a

certain amount of excellence at work effortlessly. Though there were training and

development mechanisms in place we did not have a structured approach to test and

understand the best talent available at each hotel.

This project aims to study the determinants to assess superior levels of functional skills

and talent development. Review of this research portrays arguments and various issues

and connection between skills focused talent assessment and development.

A conceptual framework in terms of a hypothesis was framed and a new initiative was

developed, internally branded as ‘Master Craftsmen’ and tested in a pilot Study (action

research) at the Vivanta brand hotels in Bangalore (three hotels). This is being followed

by another pilot study which is being done from the learning’s of the first study at four

hotels of the same hotel brand in Goa.

This research has taken into evaluation; the inputs that have gone into the process and

what that impacted the outcome..


Post the action research (pilot study), the research looked at the impact this study has

had on employee motivation, attrition and the customer satisfaction levels. This was

done through personal interviews and questionnaires administered to the various

stakeholders in this initiative, administered questionnaires which were based on the

model developed during the pilot study. The outcomes have also been mapped as

individual interview transcripts from participants

Data gathered from this research post the pilot test was analyzed and this data was

interpreted and conclusions were drawn from it. This dissertation cones to an end with

the recommendations and scope for future research


Chapter 1

Issue Identification

1.1 Introduction

The intention of this chapter is to introduce the subject under study and the issue under

consideration. This chapter also talks about why the aim and objectives of the

dissertation. It also states the scope of this research and the outcome that the author

expects to draw from the outcomes of this research. A comprehensive structure of the

dissertation is also outlined followed by summary of the subject.

1.2 Identification of the problem

Vivanta by Taj is one of the brands of Indian Hotels Company Limited popularly

known as Taj Hotels, Resorts & Palaces. This brand was launched in 2010 and is the

youngest brand at the Taj group of hotels, consisting of about 36 hotels. The brand

comprises of primarily existing hotels that got rebranded and about 11 hotels that have

been launched over the last three years.

The problem domain here is hotel operations and house keeping department which

over the last five year span has seen significant increase in attrition levels in the

housekeeping staff with an increase from 22% to approximately 31% in attrition levels.

International players too have entered the market and the first source that they look to

build their manning levels from the existing hotels in the market. This problem has got

compounded as over the last few years there are now increased opportunities of

employment due to the emergence of newer industries such as retail, residential

apartments, etc that also target the talent pool under consideration.

The organization has a structured process in place to receive and track customer

feedback which is know as the Guest Satisfaction Tracking System (GSTS). The GSTS


scores for the housekeeping department too have been impacted and there was

evidence of lower customer satisfaction levels.

High attrition possibly had also impacted the employee morale levels which was

evident from the employee satisfaction surveys that were conducted. Discussions with

senior management had also revealed that human resources should further engage the

workforce at a functional or departmental

1.3 The aim of this research is:

In this dissertation the author aims at studying innovative approaches to identify and

differentiate talent that exists in the house keeping function. It tries to assess and

identify those who are at a superior level of performance and display role model, work

out comes and behavior. This research also aims to see the impact of talent assessment

on high performing employee attrition, employee motivational levels and guest

satisfaction levels.

1.4 The Objectives of this research are:

a) To enable a culture of recognizing the best talent in terms of functional knowledge,

skill and abilities through an innovative approach.

b) Develop a process to achieve the same.

c) Dwell on ways to take this process across other hotels in the brand.

d) The process should evaluate and identify the top 5 team members in the function

under consideration.

1.5 Scope of Project

Due to the constraints and availability of information on skill focused talent assessment

initiative for a company or organization there is not much literature review. Thus the

focus has been on discovering and developing a process and methodology of evaluating

the objectives of the study by developing a new process in the housekeeping

department and pilot testing it in select hotels in the organization under study.


Chapter 2

Literature review

2.1 Efforts to Recognize Talent in People

“Talent is the multiplier. The more energy and attention you invest in it, the greater the

yield. The time you spend with your best is, quite simply, your most productive time.”

This is how Marcus Buckingham and Curt Coffman (First Break all rules, 1999) have

described talent and what the world’s greatest managers do differently.

Vinita Siddiqui (Enterprise Talent Management, 2011) mentions that Great talent is easy

to spot and those like famous sportsmen etc, in addition to being well known, what

they have in common is, at some point in time they recognized their talents and they all

made a conscious decision to enhance them. In an organization though we may spot

good talent, as a business owner or leader one needs to recognize the talents of our

employees and if one has determined what their talents are, then it is our duty to help

them evolve. By helping the talents to evolve an employer is not helping the

organization to profit from it but then the employee is also being helped to become a

total person. Once talents have been discovered and developed, they need to be utilized

in the most constructive manner. Talent along with being an interesting and curious

topic is also extremely critical in the workforce. It diversifies between the top

performers and the average performers. Unfortunately it has been seen that talent is not

always recognized by both employers and the employees.

2.2 Skills and Talent inventory

Melvin J. Scales (Developing talent, 2010) has described the need to develop a

workforce development plan based on skills inventory. To avoid having to hire

externally, organizations must create a comprehensive workforce development plan

based on a carefully crafted skills and needs inventory.


As per Brainbench thought leadership report 2002, an objective system must rely on an

established list of predefined skills and an agreed-upon set of criteria by which to

measure them. Managers must be able to select a group of employees to participate

in a skills inventory initiative and quickly decide which skills are critical to the group’s

success. And they must be able to do so without having to endure the time-consuming

process of defining each skill. A focused list of critical skills is often the best foundation

for what will later grow into a wider skills inventory management capability. As a

foundation for establishing a skills program, many companies begin by agreeing on key

business objectives and identifying the skills that most closely impact those goals. An

objective skills classification system frees decision-makers to focus on critical skills and

business objectives, and helps to clearly establish the parameters for a successful

initiative.

The report further goes on to state that the following questions are on the minds of

executives currently engaged in skills inventory management initiatives:

• Which of our employees’ skills should be inventoried?

• How do I account for various levels of skill?

• What skill sets will be needed to meet the needs of critical projects, programs, and

customers?

• Where does our inventory of critical skills fall short, and by how much?

These questions must be addressed as part of any skills inventory management

initiative. If you find yourself frustrated as you try to inventory the skills that drive

everything from customer satisfaction and product development to sales and

operational success, you’re not alone.

Talent inventory is also another consideration that Will Marre (Save the World & Still

Be Home for Dinner, 2009 ) has recommended to look at while considering skill

inventory and harnessing the talent pool.

In you talent inventory exercise the author recommends that For the first part of this

exercise you will need to choose a


Talent Team of three trusted people who know you pretty well. You’ll ask them four

questions about you. You will want to ask people who are not afraid to tell you what

they think. People who are on your side, who want you to succeed and be happy. They

can be people you’ve lived with, worked with, who have seen you in a variety of

circumstances over time. Don’t make this complicated. Just ask three people

the questions and write down their answers. If you wish, use the space provided in the

Imagine Journal. You probably won’t be excited by what your “Talent Team”

has to say. That’s because we generally admire others’ talents and take our own for

granted. Again, we think everyone can do what we do. List three people that belong to

your “Talent Team.” Ask each member of your Talent Team the following four

questions and write down their answers:

1. What do you value about me?

2. What do you think I do best?

3. What do you wish I would do more of?

4. What do you most admire about me?

Asking Tip: You receive the greatest value from answers that are thoughtfully given. So

tell people why you’re asking. Tell them it’s important. Tell them that you’re gathering

information to help you focus on a higher level of happiness and success. Let them

know you’re going to carefully consider their responses. I’ve found that it

is better to get feedback in a direct conversation rather than an email. First, people are

more likely to respond, and second, you can easily ask follow-up questions.

2.3 Employees must play an active role

The case for developing talent has always been clear, If an organization is to achieve its

primary objectives, it Must align talent with strategy by developing a workforce with

the necessary capabilities.

Melvin J. Scales (Developing talent, 2010) has mentioned that Employee engagement is

a highly significant business performance issue. Employees can have all the skills and

talent in the world, but if their job and organization fail to engage them, they are


unlikely to put their skills and talent to the best and fullest use. A large and growing

body of research has linked engagement to retention, productivity and, ultimately,

organizational performance. Organizations that fail to engage their employees fully will

never perform at their best. In fact, they risk losing their most talented employees, their

ability to respond quickly and effectively to changing market conditions,

and their competitive edge.

2.4 Skill imbalance

As per Vinita Siddiqui (Enterprise Talent Management, 2011) the lack of skills or

imbalance of skills can easily mask talent. In the workplace this could be someone who

is in the wrong role and doing things they don’t have any talents for. If they are aware

of them they usually cloud it with their decision to pursue a different career, live a

certain lifestyle or be surrounded by friends that are drawing away their talents or

simply pushing them far away. People with amazing skills may suffer in fundamental

areas such as social skills, where they are disregarded or ignored. Socially inept people

and their talents don’t get the attention or development as other people’s might, even

though the talents can easily be as great or greater in comparison. Recognizing talent

can only be done if it is objective without prejudice or comparison to others.

As an employer or manager we need to explore our employee’s interests and hobbies to

discover hidden talent that they may not bring to the fore in the workplace. Let them try

new things or different genre of work so that you may uncover or develop a talent that

is masked by mundane or repetitive tasks. You may be surprised to discover the variety

of talents which existed right under your nose!

2.5 Passion is a sign

if one is passionate about something, the person can quickly expose or develop a talent,

and it is this talent that creates passion in the first place. Is passion present only with

certain activities or skills another person is using? Or is passion on its own and existing

regardless of what that person is doing? A talent is always exposed if they are


passionate about a certain activity or skill. One needs to look deeper to see the root and

hopefully this will lead to a talent being recognized.

As an employer we need to look for and develop natural instinct when you have people

who have good gut instinct for decisions, leadership and communication.

2.6 Talent management begins and ends with skills

Today, retaining talent is a central issue and key business strategy for organizations

Worldwide. Yet many organizations are unprepared and unequipped for locating,

maintaining and developing high-potential employees. These pressing concerns have

given rise to talent management software applications. By definition, talent

management tools are designed to automate a company’s efforts to hire, manage and

develop employees, so individual and collective talents are focused on meeting strategic

business objectives. Standard talent management activities include: job requisition,

talent development, talent assessment and benchmarking, compensation and incentive

management and related analytical and reporting capabilities.

If we want to be successful at recognizing talent, you must learn to be objective and

separate talents from your own desires, and see each one equally. As a manager you

must discover the hidden talents in your team and develop them. To measure your own

successes look at your team’s accomplishments and developments. This will enable you

to bring many talents from your team to the table instead of only the ones you think

you may have yourself, but actually don’t!

As per Zapoint white paper on talent management and skills inventory, 2009 managing

a specific HR function, organizations must first understand what skills they currently

possess in order to more effectively recruit, maintain and develop their human capital.

Developing a skills inventory is critical to the success of any organization and helps

facilitate other talent management processes from recruitment to retirement. It involves

analyzing the need for and availability of human resources in meeting the

organization’s goals and objectives. A true skills inventory is a compilation of the skills,


education and experiences of current employees. Organizations use these inventories to

assess their ability to meet certain company goals. Understanding the company’s pool

of current skills can aid an organization on its strategic planning efforts.

2.7 Skills and vision of a company

Every company has a vision. To achieve their vision, they must possess the right

skills in the right places. According to a recent survey by McKinsey, 58% of all line

managers believed that they were unsure if they possessed the right skills and

competencies in order to meet business objectives.1 Statistics like this have given

rise to talent management software applications designed to identify and

maintain talent from within organizations. However, despite widespread

adoption of these software applications, the majority of technologies only focus

on automating a single HR function such as payroll, compensation, or recruiting.

While useful from a functional efficiency perspective, they fail in meeting the

broader and more strategic talent management needs of the business and its

employees. And with so many forms and representations of talent spread

throughout the various HR functions, how can any business gain a consistent and

objective perspective on the skills required to carry out company objectives?

What’s more, without a consistent perspective on talent, how can any

organization determine which skills contribute to success and which do not? The

answer – they cannot without relying on traditional paper based and tactical

performance management systems that become quickly antiquated, unreliable,

and prone to subjectivity and bias.

Why today’s talent management systems fail in meeting the demands for talent:

• Today’s tools do not offer an objective and consistent perspective on talent

• Tools are designed for discrete HR functions, not the entire process

• Workforce Analytics to drive better personnel decisions are poor and very limited


2.8 Talent Support

Jobs with strict responsibilities and descriptions are often limiting, rules and guidelines

in school, tight regulations or policies and even family boundaries restricting and

limiting the exposure of talent. Talent is unleashed through creativity and employees

have to be given the creative freedom to expose their talent and it is the only way to

recognize e talent in your employees.

As an employer you have to let go of control and influence and let your team work in

their own ways for you discover their hidden talents. Support your team to make their

own suggestions and decisions and you will be surprised to see talents that you were

constantly in the way of!

The most valuable talent is being able to recognize hidden skills that others possess.

Why? There’s only one you, and you only have so much time. But if you can bring out

the best in others, you gain remarkable leverage.

2.9 Drivers for Talent Management

To gain competitive advantage, the demand for human capital drives talent management.

Talent management strategies focus on five primary areas: attracting, selecting, engaging,

developing and retaining employees. Although pay and benefits initially attract employees,

top-tier leadership organizations focus on retaining and developing talent.

Workforce trends drive talent management strategies. Factors such as an increasingly global

and virtual workforce, different generations working together, longer life expectancies and an

empowered and autonomous workforce have forever changed the workplace. Due to

demographic changes, the workforce is also increasingly diverse-—from age, gender and

ethnicity to lifestyles, migration patterns and cultural norms. Organizations are already taking

advantage of these workplace trends. For example, The Home Depot, Inc., the home

improvement giant, focuses its staffing initiatives on older workers and partners with AARP

for referrals; 15% of its workforce


As per the Conner Stone paper on talent development 2013. Annual performance

reviews are too rigid and un-relatable for daily performance. With an integrated

approach, ongoing performance management is the best way to drive learning

development programs as well as link performance results to variable compensation

factors. Proactive use of performance information for learning and rewards typically

implies a higher level of frequency for evaluations. Result: Employees and their

managers improve performance—in an ongoing task that also requires senior executive

commitment to development. Organizational reinforcement of development, (through

manager recognition) and not encouraging a Culture of meritocracy.

2.10 Conclusion

It is important for progressive organizations in order to stay at the top of their game, to

be able to recognize talent in their people and utilize it. It is required to understand the

diversity between the top performers and average performers.

There are talent imbalances that need to be also considered while doing so and an

innovative approach may be required to recognize the level of talent

Some bit of talent appreciation would emerge from existing mechanisms such as the

performance appraisal process. However, this is subject to immediate supervisor biases

as well as pre conceived notions or judgments on performance which may also be an

outcome to situational responses or performance over the last period prior to the

performance appraisal.

Though formal existing appraisals should be considered and it could be an element for

accessing talent, organizations today, need to go beyond the obvious and look at

innovative approaches to recognize those who may be at a superior level of

performance.

The approach should consider passion. A talent is always exposed if they are passionate

about a certain activity or skill. The other aspect of focus is to allow employees to do

things that excite them and that they enjoy. The approach should be a journey to

discover what they are best at and apply it in their work yielding better results


Chapter 3

Research Methodology

3.1 Introduction

The main objective of this chapter is to outline the methods used in order too carry out

the research. The chapter commences by stating the purpose of this research then

moving on to the approach and strategy used. Further, it shall draw relationship within

the framework and hypothesize the outcome of the research. It shall portray theoretical

frameworks from which logical deductions may be established leading to the outcome

of this research.

3.2 Research Approach

The researcher has adopted for an action approach, as according to the researcher that’s

the best method to apply to this study. There was a need to develop a process that

would clearly identify the existing talent in the housekeeping department and would

evaluate them on their skills and relevant competencies. This would help to

differentiate those who were superior to others in terms of functional expertise and

competence.

3.3 Research Process

The purpose of this process is to create a basic outline on which research is carried out.

It starts from identifying the issues and formulating the objectives and then moves onto

providing the researcher a basic strategy that can be followed while doing the study.

Thus to identify and recognize, those at superior levels of functional competence,

expertise, customer focus and passion for excellence the following process was adopted


i. Research planning process

ii. Issue identification.

iii. Establishing objectives of research

iv. Literature Review

v. Review conclusion and development of initiative

vi. Hypotheses Formulation (Sources of hypotheses observation, expert speak,

intuitions and personal experience)

vii. Pilot Study

viii. Impact of pilot study

ix. Conclusion, recommendations and scope for further research

3.4 Initiative Development

The initiative formulated in order to carry out the research was internally branded as:

‘Master Craftsmen’

The Master Craftsmen initiative was used to Pilot test (as action research) and develops

a conceptual framework of the cause and effects of creating a process.

3.5 Hypothesis Generation

The researcher after reaching this stage established a relationship between the variables

which have been evolved through the literature review. To test a hypothesis it means to

either confirm the theory or to prove it wrong. The hypothesis derived should not

contradict variables; instead establish a relation amongst them. A hypothesis can be

defined as a logically speculated relationship between two or more variables expressed

in form of a testable statements. Logically the hypothesis that stems from the literature

review of this research is:

An innovative skill focused talent assessment initiative, helps to energize a team, recognize

talent and has a positive impact on employee performance, motivational levels and also on guest

satisfaction levels


3.6 Pilot Study – Design of study

1) It was decided to conduct the pilot study for the Vivanta by Taj, Brand of the Taj

group of hotels.

2) Bangalore was chosen as the destination as there were three hotels in the city

3) The Learning & Development (L& D) manager at each hotel was to be the

process owner and conduct the initiative in each of the three hotels under the

study

4) The entire process was divided into two phases. Phase one was to create the plan

and communicate. Phase two was to conduct the assessments.

5) A session was conducted to involve and train the L&D managers to take the

initiative forward. This was also a platform to brainstorm for queries and

develop a Q&A for the journey ahead.

6) Communication plan developed (that included a presentation) for the all key

stake holder at the hotel. These stake holders were the General Managers,

Executive House Keepers, HR manager and executives in the Housekeeping

team. This plan aimed to explain the process and involve the stakeholders where

required.

7) Participation was targeted at the housemen / floor attendants level at the hotels.

These are the team members who are actually involved in cleaning and

maintaining the guest rooms on a daily basis. An eligibility criterion of a

minimum one year of service in the hotel was declared to encourage maximum

participation.

8) A concise Communication plan brainstormed and developed this included

- A Poster Campaign – posters were developed to create a buzz and interest

in this initiative.

- A presentation was developed with tutor notes for the presenter

- Communication plan for key stakeholders in the hotel

- Plan for communication in the housekeeping department to encourage

better levels of participation.


9) Communication plan at the departmental level, as participation was on a

voluntary basis and the process had to excite the team members to participate

10) Formal application process to invite participation

11) Written quiz on functional knowledge administered to check knowledge levels

12) Behavioral assessment done by immediate supervisor based on last one years

performance

13) Three rounds of practical evaluations to check on skill, eye for detail and

creativity levels

14) interview with panel for further probing behavior and competencies

15) Consolidation of results.

3.7 Impact of Pilot Study

The result obtained from the pilot study was scrutinized, and the results obtained from

Administered questionnaires were analyzed. The impact was also examined by GSTS

analysis and interviewing various stake holders of this initiative.


Chapter 4

Pilot Study

4.1 Introduction

This chapter aim to detail how the pilot study was carried our. The development of this

initiative was detailed in chapter 3. This chapter accentuates all the techinques that were

used by the researcher for the pilot study.

4.2 Communicating the Concept

1. To achieve the participation of key stakeholders in this initiative, it was important to

communicate all the aspects of the program by making a presentation.

2. It was recommended to select a comfortable venue for the same and initimate those

concerned ot the date, time and venue of the presentation at least two days in

advance.

3. This presentation ws first to be made to the General Manager, Executive House

Keeper and the key House Keeping Executive / supervisory team.

4. It was then recommended to be followed up by including any other audience that

need to be involved in this initiative

5. This presentation could also be used in townhalls, departmental briefings.

6. Tutor notes were provided to guide the process owners in taking this presentation

forward. (Annexure 1.1)


4.3 Creating a Buzz – The Poster Campaign

1. Posters are an interesting way to generate curiosity and interest to what was intend

to be done.

2. Thus 6 set of posters that were exclusively created for this initiative. (annexure 1.2)

3. The aim was to use these posters as the first medium of communication prior to all

other forms of communication in the

HK department.

4. Housekeeping department notice

boards were targeted and other areas

that may be frequented and noticed by

the HK team such as the floor pantries.

5. The posters were created in JPEG

format. It was advised to use a colored

print out in A 3 size as the poster.

6. The idea communicated was to put up

one poster at a time on the identified

notice boards and keep changing the

posters every day to create a buzz.

7. Thus this poster campaign was run

over a period of 5-6 days and each day

all posters were removed and replaced

by a new one.


4.4 Departmental Presentation & Briefings

1. This was done at a briefing or a more relaxed venue that would foster a

presentation and Q&A session.

2. Session commenced by capturing attention which was by conducting an activity or

an Ice breaker to explain the need of the program.

3. This activity used was an interesting puzzle or riddle or any House Keeping trivia

to capture interest of the audience.

4. Wood cutter and axe story was used to emphasize, that it is important to sharpen

one’s axe from time to time to smooth out our blunt edges and discover the best in

us.

5. Tutor notes developed and used to run through the presentation of the Master

Craftsmen program.

6. The session was minuted and a record of follow up questions was kept.

7. Objective of the briefing was to generate the curiosity, and a desire to participate in

the program. It also answered queries on what participants may have had on the

concept of this program.

8. The departmental briefing session was held 3-4 days post the commencement of

the poster campaign

4.5 Application Process

1. Eligibility for participation.

a. Minimum work experience of 1 year with the hotel as on April 30th, 2013.

b. This is applicable only for candidates at associate levels.

c. Ability to understand and communicate in English.

2. An email was sent to the Executive House Keeper, to seek nominations, specifying

the elegibility criteria and deadline for the submission of the application


3. Application form print outs also were kept ready for enrollment in the House

Keeping department

4. On recieving the Applications validity of the details was checked

5. On closing the application process an email specifying the final list of participant

was sent and the final list of the participants was displayed on the department notice

board.

4.6 Application Format

An application format was designed and prescribed to invite applications formally.

4.7 Administering the written Quiz

1. The commencement date, time and venue of the written examination, was

announced via an email to HOD/dept as well as a notices were put up on the main

communication board.

2. The answer sheets were to be checked by only the the L&D resource.


4.8 Behavioral Assessment

The Behavioral assessment consists of behavioral indicators such as discipline, quality

& Productivity, reliability etc. and it is on a 5 point rating scales (1 being lowest and 5

highest) each participant was rated against each competency by the immediate

supervisor/manager in the presence of the department head. In this step of the process

details of why the participant is being given a specific rating was discussed. The

parameters used were base on data that was analysed and this was a time consuming

process.

1. Time was blocked with the Executive House Keeper and a date fixed on which the

Behavioral Assessment will be conducted.

2. The assessment was done on the basis of past one year’s performance of the

participant.

3. Ratings were given on the scale between 1 to 5 where:

4. Assessment were done using a specially created template that was based on 10

parameters. Rating Scale:

1= FAR BELOW EXPECTATION

2 = BELOW EXPECTATIONS

3 = AS PER EXPECTATIONS

4 = ABOVE EXPECTATIONS

5 = FAR ABOVE EXPECTATIONS

5. The assessment was shared with the concerned participant in a one to one session,

where the immediate supervisor/manager and L&D resource provided feedback to the

team member, to get them to understand how they are being assessed on the

parameters prescribed format given below.


Behavioral Indicator Template - Master Craftsmen Initiative

Guidelines for scoring:

1. Please tick in the appropriate box against the respective attribute.

2. Please mark the scores in the appropriate (last) column.

3. Calculate the Total score and then divide by 10, to give your rating for this part.

KEY: 1 = FAR BELOW EXPECTATIONS

2 = BELOW EXPECTATIONS

3 = AS PER EXPECTATIONS

4 = ABOVE EXPECTATIONS

5 = FAR ABOVE EXPECTATIONS

Items / Key words Rating Scale – 1 Rating Scale – 2 Rating Scale – 3 Rating Scale – 4 Rating Scale - 5 Score

1. Discipline

Attendance

Punctuality

Adherence to standards

Planning &

Organization

Frequently late & no

intimation of leave plan.

Does not adhere to

expected standards of

conduct. Tends to be

disorganized and

confused at work.

Generally in time but

unplanned leave

occasionally. Needs

supervision to adhere to

standards of conduct and

plan tasks.

Punctual, normally plans

the leave in advance.

Adheres to expected

standards of conduct.

Plans the tasks and tries

to keep up with it.

Always on time & takes

planned leave. Adheres

to the standards of

conduct. (Plays 'by the

book'). Sets priorities in

order to organize the

work and plan the tasks.

Very punctual, always on

time & plans leave well in

advance. Adheres well to

expected standards of

conduct. Always sets

priorities and plan the

jobs. Encourage others to

do the same.

2. Quality &

Productivity

Speed

Accuracy

Utilization of resources

Slow at work. Makes lot

of mistakes. Does not

know how to use/ does

not utilize the available

resources and

technologies to their best

use.

Needs a push to get the

job done in time. Makes

mistakes frequently.

Partial use of the

available resources and

technologies.

Average speed of

performing the tasks.

Occasionally makes

mistakes. Makes a good

use of the available

resources and

technologies.

Finishes the tasks on time.

Is accurate. Has eye for

details. Makes a

productive use of the

available resources and

technologies.

Makes the best utilization

of the resources available

and always finishes the

tasks in advance and with

high quality.

3. Reliability

Responsibility

Meeting deadlines

Deliver as promised

Dependability

Cannot be relied on to

complete the job. Needs

constant pressure and

supervision.

Occasional follow-up is

required to ensure

meeting targets /

instructions.

Takes responsibility for

the job and generally does

not need follow-up once

instructions are given.

Makes sure that the job is

done as per instructions

without reminders.

Takes full responsibility

for the job, accompanies

the process and makes

sure the task is completed

before time and according

to instructions.

4. Initiative

Motivation

Drive

Self-starter

Concerned only with

routine jobs. Lacks drive.

Does not make any effort

to improve processes or

solve problems.

Needs constant

reminding to start &

finish a task. Does not try

to add value or make

special effort.

Shows willingness to

tackle problems.

Frequently originates the

action, but does not try to

improve the processes.

Limited creativity and

innovation. Has moderate

drive to achieve results.

Shows ready appreciation

and willingness to tackle

problems. Positively

seeks to improve

knowledge and

performance. Has high

energy level.

Demonstrates ambition to

achieve progressively.

Self-starter, self-driven,

self-motivated. Very

effective in analyzing

situation and resourceful

in solving problem. Has

very high energy level.

5. Team work

Cooperation

Adaptability / Flexibility

Does not facilitate the

running of the process in

any way. Does not get

along/ interact well with

people. Is not open to

change.

Lacks interaction with

others. Collaborates when

required but usually does

not offer help. Slow in

adapting to new

methods/ technologies.

Tries to contribute as a

team player. Gets along

well with others. Is

flexible and is open for

change. Has no difficulty

in adapting to new

methods/ technologies.

Enhances work efficiency

through teamwork. Very

good interaction with

colleagues. Flexible,

seeking the best results as

a team.

Understands the process

foreseeing the team goals.

Builds consensus.

Approachable and

flexible. Adapts to new

methods/ technologies

easily & encourages

others for the same.

6. Customer

OrientationAttitude

Does not feel comfortable

interacting with people.

Lacks confidence and

enthusiasm. Does not mix

well with internal &

external customers.

Sometimes impatient,

uncooperative or

indifferent about people -

both internal & external

customers. Slow to mix

with others.

Maintain cordial relations

with people. Helpful and

polite. Handles internal &

external customers well.

Positive frame of mind,

pro-active. Ability to

manage well the

relationships with

internal & external

customers.

Enthusiastic, charismatic,

diplomatic. Has an

outstanding rapport with

internal & external

customers. Strong desire

to achieve and develop.


Photograph of a behavioral assessment round in progress

4.9 Practical Evaluation Rounds

The Competition rounds aims to check skill levels of each participant by putting them

through 3 practical evaluation exercises

The following guidlines were used for each round

7. Communication

Transmitting ideas

Assertiveness

Spoken communication

Written communication

Cannot organize the

thoughts nor express

them to other people.

Confused, incoherent.

Can organize the

thoughts and ideas but

finds it difficult to

transmit it to someone

else.

Can organize thoughts

and ideas and express

them fairly well. Is

assertive and persuasive

in speech for results.

Can articulate the ideas,

following a logic line of

thought. Shows no

difficulty in expressing

oneself, both through

written and spoken

language. Make use of the

best ways to make sure

the message was

understood.

Outstanding capacity of

communicating thoughts

and ideas. Says what

needs to be said in a

proper manner and can

always makes oneself

clear. Excellent speaking

and writing skills.

8. Innovation

Creativity

Never tries new ways of

solving problems,

performing tasks or

handling situations. Does

not try to do over & above

the routine and

mechanical jobs.

Eventually tries new

ways of solving problems,

performing tasks or

handling situations. Feel

satisfied doing only

routines and mechanical

jobs.

Often tries new ways of

solving problems,

performing tasks or

handling situations. Feels

comfortable doing routine

and mechanical jobs but

often tries new ideas.

Usually tries new ways of

solving problems,

performing tasks or

handling situations. Asks

for suggestions and looks

for new ideas.

Ability to generate new

ideas. Ability to grasp

problems and evolve

appropriate solutions.

Encourages others to try

new ways of doing

things.

9. Openness to

feedback

Not receptive to

feedbacks, esp. negative.

Can't deal with setbacks.

Does not accept correction

well.

Has difficulty in taking

feedbacks and accepting

corrections

Listen to correction, tries

not to repeat mistakes.

Tries to understand the

feedbacks & learn from

mistakes.

Willingly listens to

feedback. Accepts

correction and learns

from them. Tries to

improve.

Seeks feedback and

utilizes the same for

further improvement.

Receptive to corrections.

Deals with setbacks

constructively and

anticipates change.

10. Grooming

Personal hygiene

Personal appearance

Does not follow the basic

rules of personal hygiene

(shower, shampoo, shave,

deodorant). Poor / dirty /

disheveled appearance.

No evidence of special

care of dress and

appearance. Basic

personal hygiene

standards are there.

Generally neat, clean and

of good appearance.

Evidently careful of

appearance and personal

hygiene.

Always clean, shaved,

neat. Immaculate dress

and appearance.

Grooming example.

Encourages others to do

the same.

Total Sum

Rating (Total / 50)


A. Bed Making

Bed making is a daily task in housekeeping and is a round in the competitions that

would be most familiar to the participants. In this round of checking bed making skills,

it is recommended that the participants be given a stipulated time of 15 minutes to strip

and make a bed. The judges should go to each room as the participants are making the

bed to observe work flows of participants, while the beds are being made.

The following is the recommended criteria for judging this round

1. Level of Hygiene:

Here what should be looked at is whether the participants display high level of

sensitivity towards the hygiene and cleanliness at every step of the tasks involved in

bed making. This should include handling of soiled linen as well as the use of fresh

linen.

2. Flow of work:

The bed making process should have a seamless work flow in completing the entire

process. The steps of bed making process observed should look at optimum utilization

of time, available resources and the expertise of the associate. The approach to flow of

work should be looked at and whether they add on to the complete process.

3. Finesse, Freshness & Crispness :

The appearance of the bed after the bed making process should be crisp, fresh and

elegant. Crispness of linen means pleasingly firm and fresh but easily broken or

crumbled. The final outcome of this task is that the bed should provide a great look and

feel. Please check for attention given to alignment of the various components of the bed

including linen, pillow, duvet, bed sheets and the fold.


4.Timeliness :

Associate should finish the bed making within the time allotted. He/she should

bifurcate the time for each sub tasks for optimization of the process.

B. Eye for Detail

The objective of this round is to check eye for detail and memory recall. The participant

is (one at a time) taken into a room and is given about 5 minutes to observe the room.

About 20 changes are then made in the room (this could be from the obvious to not so

obvious). The participant is then again asked to go into the room and is given 5 minutes

to observe and note the changes. The participant then meets with the judges and shares

observations made. This sharing should commence once all participants have had an

opportunity of observing the room.

The following two parameters could be kept in mind while judging this round.

Ability to notice big to subtle changes:

Number of areas found with changes/defects as per the judging criteria. The objective

here is the ability to notice how the room is different or has changed from when it was

first observed.

Ability to see the whole picture yet identify what is missing or has changed:

Understand what is important to be present in the room and be able to spot any

changes from the usual in a guest room and its functionality from a guest perspective.

Scoring should be based on maximum number of observed changes.

You may refer to the following examples of what could be tested:


Subtle changes in the room could be:

a. DND placard or cord missing.

b. Piece of paper on the floor.

c. Dust/mark on the wall.

d. Socks kept on the top most rack of the wardrobe.

e. Table lamp fused (in the first event, when they enter the room the table lamp

should not be switched on)

f. One Laundry list missing.

g. Envelopes missing from the folder

h. Stain on the face towel.

i. Tissue box containing only last tissue which is visible on the top.

j. Tooth kit with tooth brush unpacked or missing.

Not so subtle changes could be:

a. Marks or dust on the room door.

b. Pen marks near the energy saving device (key slot).

c. Light in the wardrobe fused.

d. Stain on the pillow case.

e. AC temperature changed.

f. Fruits missing from the fruit platter/bowl.

g. Mini-bar item missing.


h. TV Remote control changed

i. Toilet roll paper wet.

j. Hair strand in the bath tub.

The alternative way of doing this exercise without having participants enter a room for

a second time, is based on the theme of ‘spot the defects’. This activity requires the

participants go into the room (one at a time) and spot defects in terms of what should

ideally not be there in a ready to occupy guest room. Judging criteria of better

performance is the same as what has been indicated earlier. The following are a list of

suggestions from a moderate to difficult level of defects that could be spotted by a

participant.


C. Creativity Rounds

Developing a real Sharp Eye !

EASY defects to spot MODERATE defects to spot DIFFICULT defects to spot

Pencil lead broken - which is

kept with note pad

Additional shampoo in bathroom

instead of Shower gel

Calling bell (of main door)

to be disconnected

Previous days newspaper

Bed side phone disconnected (just

remove the pin from the slot , so that

wire is not completely removed)

An expired product in mini-

bar snack item

Dental Kit with no

toothpaste in the box Outdated Magazine

Welcome letter without the

name of the guest

No clip hangers (instead of

that all are normal hangers)

Small piece of paper tissue inside the

peep hole

Scribbling pad with only 3

sheets

Crushed paper behind the

television or under the cot

Mini-bar folder insert dirty or folder

has a pen mark

Demerrara sugar missing in

tea / coffee set up

Mini safe is locked - not open Mini bar is locked or can’t be opened

One Cotton pillow placed

on bed out of 4 (rest could

be feather or polyfill as per

the standard)

Two different type of glass

wear near bedside (one

Highball and other one could

be Tom Collins) the second

glass is not the norm

Wrong TV channel set - TV when

switched on, the default channel is a

sports channel)

Additional shampoo in

bathroom instead of Shower

gel

Ash tray with no match box One of the door knobs or signages

missing.

AC set with wrong

temperature (22 for summer

and 23 during winter as per

the standard)

Additional laundry bag not

placed inside the wardrobe Jeweler tray in Safe is missing

Few hooks from the curtain

out of the channels

Bed side lamp missing Water marks all over the shaving

mirror

Sticker stuck on sheer

curtain (we could use any

small sticker available in the

hotel)

No coffee sachet with tea /

coffee set up

Soap removed from the box and empty

box placed in the room

Water bottle with seal

broken

Battery removed from the TV

remote

Previous month (page) calendar facing

the guest

A small light object (could

be even match box) placed

above the wings of the fan.

Or The wrong time of the

day getting displayed in the

clock (30 minutes slow)


The intention of this round is to a conduct simple yet interesting activity to test the

creative ability of participants.

This is a neutral activity and does not relate directly to house keeping skills and

knowledge. However abilities displayed in this round would be congruent to what is

also displayed in the actual work environment.

This activity gets participants to suggest alternative uses of commonly used items (this

does not have to be something used in a guest room)

Example: Paper clip

The participant is given a paper clip and is given 5 minutes to think of as many

alternative uses that the paper clip could be used creatively instead of only holding

papers together. These could be for:

• Hold papers together

• Cufflinks

• Earrings

• Imitation mini-trombone

• Thing you use to push that emergency restart button on your router

• Keeping headphones from getting tangled up

• Bookmark

The test measures for divergent thinking across four sub-categories that may be used to

judge this activity are:

1) Fluency - how many uses did the participant come up with


2) Originality – how uncommon those uses are (e.g. “router restarter” is more

uncommon than “holding papers together”)

3) Flexibility – how many areas do the answers cover (e.g. cufflinks and

earrings are both accessories, aka one area)

4) Elaboration – level of detail in responses; “keeping headphones from

getting tangled up” would be worth more than “bookmark”

Participants could be given at least 4-5 such common objects like, spoon, a mug, tissue

paper, etc.

4.10 Personal Interview

The Personal Interview consists of a assessment on the key performance parameters like

Communication, Guest Service Orientation, Integrity, Creativity & Passion For

Excellence, and it is on a 5 point rating scale. The following guidelines were used for

the interview round

The behavioral assessment takes cognizance, of what is observed and displayed in the

day to day work space. The objective of the interview round is to look into areas of

performance that may not have been observed. It aims to understand how a participant

thinks and would generally behave in a given situation.

Another objective was to see how candidates react to certain questions

that help to distinguish them and identify those with superior levels of desired

behavior. The interviewers were also encouraged to go beyond the indicative questions

suggested below,

These are guidelines for the interview round with candidates.

Communication

1.) What would you do if a guest was having a problem but had difficulty speaking

your language?

_ How would you communicate with the guest?

_ What would you do to ensure the guest’s problem is resolve?


_ Are there ways to ensure that the communication problem does not occur again?

2.) What would you do if you were given unclear instructions from a supervisor?

_ How would you cope with this situation?

_ How would you ensure the successful completion of your task?

_ How would you avoid future unclear instructions?

GUEST SERVICE ORIENTATION

1.) If you had a customer who was very difficult to handle what would you do?

_ How would you deal with this customer?

_ Would you provide service to this customer?

_ What would you do to relate to this customer’s concerns?

2.) If you were given a task that you don’t generally perform, what

will you do to ensure high quality in the final product?

_ What steps would you implement?

_ What checks would you implement to measure the task quality along the way?

_ How would you overcome problems that arise?

INTEGRITY

1.) If you had to interact with co-workers or customers from different cultures, how

would you ensure proper respect for their culture?

_ How would you ensure they were treated fairly?

_ How would you ensure good communication?

_ What would you do to gain their trust?

2.) If you had some information that would hurt a co-worker but itwas somewhat

important to tell them what would you do?

_ How would you tell the co-worker?

_ What would you do to help the co-worker deal with the information?


_ How would you ensure that the information stays confidential?

CREATIVITY

_ Tell us how creative you have been while servicing a guest room

_ In what way have you performed differently from your peers on your job

_ Have you been part of any process improvement that has happened in the hotel

PASSION FOR EXCELLENCE

_ Tell us about some suggestions/ideas that have been implemented because of your

efforts

_ Tell us about any of your recent guest engagement efforts

_ Tell us about some improvements that you have made in your work

4.11 Consolidation

1. This was the final step of phase two where the results were consolidated for the

written exam, Behavioral Assessment, Competitions and Personal Interview.

2. The final scores were computed as an aggregate of all the scores for each participant.

3. Prescribed weightages given for the various rounds were:

Rounds Weightage

Written Test Score 10%

Behavioral Competency 25%

Competitions 35%

Final Interviews 30%


Chapter 5

Impact of Pilot Study

5.1 Introduction

This chapter looks at the impact and effect that this study has had on the various

objectives of this research. Which are impact on employees thier engagement and

motivation levels, impact of attrition levels of identified resources. It also takes

cognizance of various stakeholders such as the training managers who were involved

with this iniative, executive housekeepers, immediate managers/supervisors and the

participants themselves. The data for this chapter was collected by questionnaires and

personal interviews. Some of these interviews have also been recorded and analysed.

5.2 Impact on employees/associates who participated in the initiative

The study had a very positive impact on the employees/associates who participated in

the program for talent assessment. The employees were very excited and engaged to be

a part of this initiative as they had never experienced such an intervention.

The feedback from the participants was positively overwhelming as they described

thier experiences. The key highights of interview feedback sessions were as follows

1) There was an overwhelming sense of delight to have been part of this

program

2) Sense of gratitude for the immense learning that they had

3) Appreciation of the evaluation rounds and the kind of vigor that was

created

4) Better understanding of processes that were impacted when the standards

were under scruitiny

5) Lot of learnings from the behavioral indicator rounds

6) Revisting theoritical aspects of the function to prepare for the written quiz

round help increase knowledge

7) Interveiw round on thier job role was a first time experience.

8) Better understanding on how the role was looked at from a larger

perspective

9) Lot of fun and the feeling of being complete engaged

10) Happy to see the kind of interest that was being shown in the house

keeping department

Given below are transcripts from interviews which were recorded with the the

participants. These are highlights of the interviews


Transcript 1

This is from a recorded interview of Ilayaraj who is a room attendant at Vivanta bu Taj

– M.G. Road, Bangalore. He has been with Taj hotels for over 10 years now. He is

describing his experience in this initiative. The interview was recorded during one of

the practical evaluation rounds in Bangalore

He was asked two questions first how did he feel about the initiative and the second

was if he was to describe this initiative to someone who did not know what if was all

about, what woud he say.

• I have been with the company for 10 years and this is the first time that i have

experienced such a competition in which I learnt new things,

• Every step of the competition came as a surprise which created a thrill.

• Also first time got a chance to stay in the hotel which is a dream come true.

• The written test had some different questions which helped me in learning more

about House Keeping.

• The Eagle Eye round challenged me in having a sharp Eye for detail which in my

routine work may get overlooked.

Transcript 2

This is during the evaluation round a question asked to the participant on how he

viewed the iniative

• This initiative motivates us to learn something more.

• House Keeping people are always in the back of the house so with this initiative

they have got the chance to show their creativity.


Transcript 3

The question asked to the participant was how did he feel an initiative like this would

help him.

This initiative will help in moving ahead in my work as it has tested my skills like never

before. It has made me also understand my strengths and what i am good at and what i

need to focus to improve while i am at work.

5.3 Impact on Guest Satisfaction levels

The iniative had a very positive impact on the guest satisfaction levels, there are two

parameters/index which are clear measures of house keeping performance. These are

very prime in the tracking mechanism for the housekeeping department guest

satisfaction scores

1) the first is the index which is on cleanliness of the room and bathroom.

This imdex saw a significant increase in the excellent and very good scores

(top box as well as top two scores)

2) The second index that of Competency, Courtesy & Responsivness of the

houskeeping staff. The guests rate this based on thier interaction and

experience of the houskeeping staff

Given below are the aggregate GSTS scores which are on the above mentioned

parameters for all three hotels which were under the pilot study.

The scores were analysed for three months prior to the initiative and then three months

post the initiative. This analysis does show a positive impact on the guest statisfaction

scores post the initiative. It does indicate that the iniaitive brought about renewed focus

on quality aspects of room cleaning and maintenance that led to better levels of guest

satisfaction


12

17

5

0

7

11

21

6

0

8

14

23

6

0

11

21

13

7

0

9

27

9

5

0

5

26

13

4

0

6

27

7

3

0

3

0

5

10

15

20

25

30

Jan-13 Feb-13 Mar-13 Apr-12 May-13 Jun-13 Jul-13

EXCELLENT

VERY GOOD

GOOD

FAIR

POOR

Scores for the guest satisfaction index: Cleanliness of room and bathroom

33

19

75

0

35

17

66

0

35

15

64

0

43

17

53

0

44

21

7

31

47

23

7

4

0

49

25

11

100

5

10

15

20

25

30

35

40

45

50

Jan-13 Feb-13 Mar-13 Apr-12 May-13 Jun-13 Jul-13

EXCELLENT

VERY GOOD

GOOD

FAIR

POOR

Scores for the guest satisfaction index: Courtesy, competency & responsiveness of Housekeeping staff


5.4 Impact on Employee attrition

The research has only considered a time period of three months, however there has

been no turnover in the department post these three months of the iniative. None of the

participants in this iniative have left the organisation. Vis a viz the same duration over

last year there has been an average attrition of 21% for the period under consideration.

Thus inital data does show a positive impace on the employee attrition levels.

5.5 Impact on employee motivation

This research aimed to check the impact of the initiative on the motivational levels of

the employees who participated. The

5.6 Impact on employee performance

This research also tries to look at the impact of the iniative on employee performance

levels. Data collected from guest satifaciton index does see a very visible indication of

positive impact. The research also looked at direct feedback from the departmental

heads and immediate supervisors which have been very positive to the impact the

initiative has had (Annexe 1.6)


Chapter 6

Conclusion

6.1 Conclusion

The researcher in this chapter intends to summarize the concerns and arguments

examined during the course of this research. This chapter also aims to conclude various

findings from the literature review as well as the action research to reach a common

consent on the issue of this research. This chapter also outlines recommendations

suggested by the researcher and scope for further research.

The research planning looked at the aim and objectives of the project and took into

consideration what aspects needed to be covered and explored for this research. It was

decided to go in for action research in the form of a pilot study. The researcher decided

to look for similarity and common factors in the hotels that were meant to be taken as

the sample for the action research. Thus, the three hotels in Bangalore were selected as

they were in the same city and belonged to the same brand which also meant similarity

in processes and standards followed.

The crux of this dissertation was to first look at an innovative approach to assess

superior functional skills in the department. To do so the researched had to develop a

completely new process which took into consideration various aspects of skill, that

talent would be assessed on. The researcher also wanted to take into consideration

findings from the literature research, that the approach should consider the various

essential elements described to assess the talent. The other aspect of focus is to allow

employees to do things that excite them and that they enjoy.

The approach should be a journey to discover what they are best at and apply it in their

work sphere to yield better results


Though data collected through literature review portrays limited views of the existing

picture of the hospitality / hotel industry in terms of what is the impact of such studies

in the organization as well as the employees in reality. The researcher has

comprehensively gone through the works and arguments of various eminent authors,

who have done a great deal of work in the area under study. These arguments were

used in formation of the conceptual framework as well as to deduce hypotheses. This

research mainly focused on the study of the determinants as well as its impact on the

employees

It took a while to the develop all the elements of the pilot study to check the hypotheses

that ..

An innovative skill focused talent assessment initiative, helps to energize a team, recognize

talent and has a positive impact on employee performance, motivational levels and also on guest

satisfaction levels

The Pilot study was carried out as designed in the three hotels and post the study, there

were interveiws done with the participants, immediate supervisors, head of

departments as well as the human resources and learning & development manangers

the feedback is represendted in Annexure 1.4.. Hence the hypothesis developed stands

good from the various analysis and feedback recieved that it the tested skill focused

talent assessment initiative does help to energize a team and has a very positive impact

on employee performance, motivational levels as well as on guest satisfaction.

6.2 Recommendations

The dissertation has shown many benefits from the pilot study that had a very positive

impact on the house keeping department of all three hotels that paricipated.

The researcher went one step ahead and promoted the iniatitve at the four Goa hotels of

the brand. The intention was to see how it worked in resort hotels vis a viz city hotels.

The initial feedback has again been very positive, thus the recommendation is for other

hotels in the brand to also adopt this iniative.


Once this initiative completes a full cycle and all hotels in the brand are covered. It

could be also taken to other brands in the group.

The researcher has initiated an internal news letter to inform other hotels on how the

initiative is progressing. It is recommended that all hotels also adopt a news letter to

share thier own learnings and progress.

It is also recommended that a similar model for talent assessment is taken and tried in

the other functional departements of the hotel.

6.3 Scope For Further Research

The research has been a conclusive and wholesome attempt at studying the concept of

an innovative skill focused talent assessment initiative

The researcher feels that there are more aspects of further research in this area. There

are few aspects which researcher was not able to cover in this piece of work. The

researcher believed by throwing light on these aspects would be beneficial for the

academic purpose as well as for the managers in Indian hotel companies.

The first thing which the researcher would like to suggest is that further scope of

research in this area to study the impact of skill focused talent assessment in terms of

more detailed review of house keeping competencies that get measured more

frequently.

One can also study the impact of such an initiative and how it impacts guest

satisfaction, employee motivational and attritional levels, which should be measured

over a longer duration of time.

There is a further scope of research in this subject by looking at more detailed guest

feedback and feedback from other stakeholders such as the managers and other

departments that coordinate with the house keeping department.


Bibliography

1. First Break All Rules – Marcus Buckingham & Curt Coffman

2. Enterprise Talent Management - Vinita Siddiqui

3. Melvin J. Scales - Developing talent, 2010

4. SHRM Research Quarterly, 2006

5. Brainbench thought leadership report 2002

6. Cornerstone on demand - Paper on Talent Management, 2013

7. Zapoint white paper on talent management and skills inventory, 2009

8. University of Science & Technology white paper on Skills inventory

2008

9. The Ohio State University Office of Human Resources Page

Talent Management position description, 2010.

10. Thought leadership report 2002: Four essential components for skill

Inventory Management


Annexure 1.1

Notes For the Presentation (Used to introduce the concept)

Introduction

Welcome the audience to the presentation and explain that you are happy to take them

through a small presentation on the concept and objective of an exciting and dynamic

initiative.

To start with, seek their opions on who they think are masters in thier function.

The idea here is to get the audience to think and share, what are the characteristics of

those at superior functional competence and expertise.


Summarize the comments and acknowledge that you too have these champions in your

teams, it is important for us to identify and recongize them.

Thus the ‘Master Craftsmen’ inititiave is about realizing and appreciating ‘Great

Talent’. Its an innovative approach of taking interested candidates through three unique

approaches at different levels of selection to recognize who are the ‘Master Craftsmen’ in

our House Keeping teams. The first level is very important as if it is conducted well it

would result in the success of the other two rounds as well.

Explain with the curtain raiser today, we are taking the first important step to Level

One, which would be now taken to departemental team briefings. It is important to

encourage everyone in the department to participate. We would need the house

keeping leadership to be completly involved in this initiative so that we get the best our

of this initiative.

Discuss the next steps forward and seek feedback, inputs for implementation. The focus

over the next 2-3 weeks needs to be on this first phase that seeks to check levels of

competence it would be in the following sequence


The Second and third levels would comprise of comprise of learning inputs and

advanced screening of the candidates. The second level aim to seek the masters at the

city or regional level.

Master Level will be mutually beneficial stage for Hotel, for the region and for the

brand to achieve World Class Excellence. The final level would also assess the role-

modelling ability of the participants.

Thank the audience for thier participation and do share feedback suggestions with us.


Annexure 1.2

Sequence of poster for poster campaign to create a buzz to the initiative

Given below is the recommended sequence of these posters: The posters are

shared as an annexure as well

Main Logo Spoons Reindeer First Logo Day 1 Day 2 Day 3 Day 4

The Bird The flower

Day 5 Day 6


Annexure 1.3

Guests Feedback : Vivanta by Taj – Yeshwantpur, Bangalore



Annexure 1.4

Feedback from questionnaires administered to various stakeholders

MASTER CRAFTSMEN FEEDBACK – VIVANTA BANGALORE HOTELS

1 How would you describe the impact of this initiative in the

department in terms of the guest satisfaction levels

Respondent

Name

Designation

1 This initiative has made me realize that I can achieve my

goals through learning more, determination and hard

work. After winning the competition at the hotel level,

my confidence has increased tremendously. I worked

harder after this competition to get chosen for the

promotion interviews, and now I have been selected. I

thank the company for giving me this opportunity to

grow in my career and realize my potential.

Prasanth RA Team Member

2 Being a fresher in the hospitality industry this experience

has given me enormous exposure in the function and I

have received an opportunity to increase my knowledge

and skill and perform better in my career.

Lohe Team Member

3 I had the opportunity to learn about new areas of work

like the right process for bed making, ironing in laundry,

creativity appreciation. Thanks to the competition.

Bhabhani

Shankar

Team Member

4 The Department was alive with excitement and fervor to

be in their very best form.

Sathish

Kumar

Deputy

Housekeeper 5 Once the competition commenced, the entire team in

Housekeeping was completely tuned into the event and

each one was keen to learn more & excel in their work.

Misbah

Banday

Manager -

Housekeeper

6 I never realized my own potential and that I was capable

of achieving so much more in my career and self

development.

Chokhoni Team Member

2 How has it impacted the participants of the program Respondent

Name

Designation

1 Seeking knowledge to learn more Lohe Team Member 2 Increase in self confidence & motivation levels Prasanth RA Team Member 3 Higher Guest Engagement levels, much higher

employee motivation

Sathish Kumar Deputy

Housekeeper 4 Associates seeking to grown up the internal ladder

E.g. Speed program

Shirin

Jayaraam

Executive

Housekeeper 5 Commitment & Initiative taken towards the higher

responsibilities at work

Misbah Banday Manager -

Housekeeper


3 Are they any other observations/comments that you

may have on this initiative?

Respondent

Name

Designation

1 Neutral Judges to evaluate the competition & a senior

Housekeeper from Taj may act as the guiding mentor

for any reference checks.

Shirin

Jayaraam

Executive

Housekeeper

2 Participants should be given a practice session before

the main event

Shirin

Jayaraam

Executive

Housekeeper

3 Mock guest interactions to see associate reaction Lohe Team Member

4 External Judges from competition hotels Misbah Banday Manager -

Housekeeper

4 Any feedback to improve the process if it is run again Respondent

Name

Designation

1 Increase participation in the first 1-2 rounds of the

competition by lowering the minimum experience of 6

months.

Chokhoni Team Member

2 Incorporate a round to assess the Supervisory /

Managerial capabilities of the participant.

Misbah Banday Manager -

Housekeeper

3 The qualifying group must have the opportunity to

critically evaluate a space (lobby / outlet / guest room)

in another hotel and state a few areas of improvement

& strengths. The objective of this round is to enable

the participant to build his/her own perspective and

judgment interpreting good practices & areas of

improvement for a property.

Ajey Kashyap HR Manager

4 The above exchange of ideas/practices may enable the

team to compile the Best Practices of Housekeeping of

a region. Making it a possibility to collate the Best of

Best Housekeeping Practices for the company.

Yasmin Paul L&D Manager


Ajit Dias | 2224313 | PGCHRM Batch -14

54

Final Project

‘Master Craftsmen’ – An Innovative Skill Focused Talent

Assessment Initiative

(A pilot Study in Vivanta by Taj Hotels in Bangalore & Goa)

XLRI - Virtual Interactive Learning

Program: PGCHRM

Batch: 14

Centre: Mumbai – Dadar (West)

NAME

SMS ID:

SID ID:

AJIT DIAS

2224313

DH 12071

****************** End of Project Report ********************

Final Project- Ajit Dias - 2224313 - PGCHRM Batch-14

Documents