Talent management practices In

travel and tourism industry

Subject- Human resource management

COURSE- mba (m&S)

Section- a

Made by-
Nandita Goswami (49)
Akash Bhatt (51)
Drishty Sharma (61)
Ayush Sachdeva (72)
 Objectives of the project
1. To indentify 4 organisations in travel and tourism industry and
give company profile of each.

2. To identify 10 research papers on talent management practices

in Travel and tourism Industry and interpret the indentified
papers.

3. To identify the talent management practices followed by the 4

companies mainly focusing on 2 key areas-

a) Talent Acquisition

b) Employee engagement and Retention

 Make my trip
Industry Online travel

Founded 2000

Founder Deep Kalra

Headquarters Gurugram, Haryana

Area served Worldwide

Products Booking flights, hotels, holidays, buses, trains and cars

Revenue US$ 675.26 Million (2017-18)

Number of employees 3051 (March 2018)

Website www.makemytrip.com

 MakeMyTrip.com, India’s leading online travel company was founded in the year
2000 by Deep Kalra. Created to empower the Indian traveller with instant booking
and comprehensive choices, the company began its journey in the US-India travel
market. It aimed to offer a range of best-value products and services along with
cutting-edge technology and dedicated round-the-clock customer support.
 With the foresight to seize the opportunities in the domestic travel market, brought on
by a slew of new airlines, MakeMyTrip offered travellers the convenience of online
travel bookings at rock-bottom prices.
 Remaining reliable, efficient and at the forefront of technology, MakeMyTrip’s
commitment and customer-centricity allows it to better understand and provide for its
customers’ diverse needs and wants, and deliver consistently. With dedicated 24x7
customer support and offices in 20 cities across India and 2 international offices in
New York and San Francisco (in addition to several franchise locations),
MakeMyTrip is there for you, whenever and wherever.
 Yatra.com
Type Public

Traded as NYSE: YTRA

Industry Online travel agency

Founded 1 August 2006

Founder Dhruv Shringi (CEO), Manish Amin (CIO)

and Sabina Chopra (COO - Corporate
Hotels)

Headquarters Gurgaon, Haryana, India

Products Flights, hotels, holidays, trains, buses

Services Travel booking

Website www.yatra.com

Yatra.com is an Indian online travel agency and a travel search engine based in
Gurugram, Haryana, founded by Dhruv Shringi, Manish Amin and Sabina Chopra in August
2006. In April 2012, it was the second largest online travel website in India, with a 30 percent
share of the ₹370 billion (US$5.1 billion) market for all online travel-related transactions. It
also launched a "holiday-cum-shopping card" with State Bank of India (SBI), India's largest
bank.
It is a leading online travel company in India providing a 'best in class' customer experience
with the goal to be 'India's Travel Planner'. Through their website, www.yatra.com, their
mobile applications and other associated platforms, leisure and business travellers can
explore research, compare prices and book a wide range of services catering to their travel
needs. Since their inception in 2006, more than 7 million customers have used one or more of
their comprehensive travel-related services, which include domestic and international air
ticketing, hotel bookings, home stays, holiday packages, bus ticketing, rail ticketing,
activities and ancillary services. With over 83,000 hotels contracted across India, it is India's
largest platform for domestic hotels.
 CLEARTRIP
Type of Private
business

Founded 2006; 13 years ago

Headquarters India

Area served India, UAE, Saudi Arabia and Egypt

Founder(s) Stuart Crighton (CEO), Matthew Spacie and

Hrush Bhatt

Industry Online Travel Company

Revenue ₹276 crore (US$38 million) (2017)

Website www.cleartrip.com

Current status Online

Cleartrip was founded in 2006 as a hotels and air aggregator by Hrush Bhatt, Matthew
Spacie and Stuart Crighton. Seeing the fragmentation that existed in the Indian travel and
hospitality sector, the founders decided to enter the online travel space with a vision of
'making travel simple. Cleartrip also operates Cleartrip for Business, an online corporate
travel management tool; Agent Box, a travel tool for travel agents; and Cleartrip Mobile, a
travel booking app for mobile devices. Later it added new services such as Quickeys, for last-
minute deals on hotel booking and other journey planning services. In 2012, the company
launched mobile application for iPhone and Android users.In April 2018 Cleartrip launched
an Arabic version of its website to target the growing Arabic community in the GCC region.
Later it got into strategic partnerships expanding the footprint of its integrated travel services
in 48 European and 18 Southeast Asian countries.
 OYO ROOMS
Type of Private
business

Founded 2013; 6 years ago

Headquarters India

Area served India, Nepal, China, Singapore, England, Malaysia, Philippines, UAE and
Sri Lanka

Founder(s) Ritesh Agarwal

Industry Hospitality

Revenue ₹2,600 crore(US$360 million) (2017)[1]

Net income ₹3,125 crore(US$430 million) (2017)[1]

Website www.oyorooms.com

Current status Online

OYO Rooms, commonly known as OYO which stands for “On Your Own” is India's
largest hospitality company, consisting mainly of budget hotels. It was founded in 2013 by
Ritesh Agarwal and has since grown to over 8,500 hotels in 337 cities
in India, Malaysia, UAE, Nepal, China and Indonesia. The main Goal of OYO is to change
the way people stay away from home. OYO offers standardized and hassle-free stay
experiences at an unmatched price.
 Research Papers on talent
management practices in travel and
tour industry

I. Jennifer Chishamiso Nzonzo and Tsitsi Chipfuva, “Managing talent in the Tourism
and Hospitality sector”-This paper provides a conceptual analysis of managing talent in the
hospitality and tourism industry. Due to the highly service orientation nature of this industry
lately, strategic importance has been placed on ensuring that employees with the appropriate
skills and knowledge are effectively recruited and retained. Resultantly, actions such as the
modernization of tourism training systems, more versatile working methods, and flexible
working hours are key to this industry’s success. It is against this construct that this paper
attempts to evaluate the extent to which talent management strategies adopted in the industry
contribute to organizational effectiveness.

LITERATURE REVIEW-

Burbach and Royle, (2010)- Talent Management (TM) should be viewed from three
perspectives firstly; TM should be seen as a combination of standard human resource
management practices such as recruitment, selection and career development. The second
perspective focuses on the creation of a large talent pool which has the requisite skills and
knowledge necessary for an organization. The third perspective regards talent as a resource to
be managed primarily according to performance levels or as an undifferentiated good, based
on the organizational needs.

Singh and Point (2004)- Singh and Point (2004) mentioned that human capital is a source of
unrivalled advantage in a competitive and complicated world. Therefore, talent management
should form an integral part of the central activities underlying human resource management.

ANALYSIS AND INTERPRETATION- The analysis recognizes that the tourism industry
in human resource policy terms faces fragmentation and is subject to the influence and
frequently, divergent priorities of a number of agencies with competing priorities and
agendas. The resolution of these issues determines service quality and competitiveness at the
firm and industry levels. Organisational effectiveness and efficiency is no longer measured
by the profit an organisation makes. Rather, the talent it possesses is in the form of its
employee’s skills and competencies, leading to organisational capability have become a key
input in a highly competitive business environment.

II. Michaela Sirková, Viktória Ali Taha, “ANALYTICAL INSIGHT INTO TALENT
MANAGEMENT IN TOURISM AND HOSPITALITY IN THE SLOVAK BUSINESS
ENVIRONMENT”- This paper deals with talent management in the specific context of
hospitality and tourism sector in Slovak organizations. It also highlights the benefits of talent
management implementation in this sector and specifies talent management processes used
by tourism organizations. The paper draws attention to primary data survey of 87 respondents
who were representatives of organizations working in the tourism sector. Talent management
has developed as a response to many changes in the workplace such as industrial revolution,
the rise of labour unions, globalization or outsourcing.

LITERATURE REVIEW-

1. Lewis and Heckman (2006)- The authors attempted to address the question regarding
talent management definition and determined three distinct strains of thought regarding talent
management: (1) talent management as a collection of typical human resource department
practices, activities or areas such as recruiting, selection, development, and career and
succession management; (2) talent management focused primarily on the concept of talent
pools; (3) talent management perceived more broadly, without regard for organizational
boundaries or specific positions.

2. D’Annunzio-Green (2008)- notes that the concept of talent management is now

recognized as a much broader concept (than original concept focused mainly on recruitment)
aimed at attracting, retaining, developing and transitioning talented employees. When taking
a look at the talent management processes, preliminary step in talent management strategy is
the definition of the organizational talent specification, designation of those who are
considered to be talents.

3. Baum (2008, p. 720)- Talent, in the context of hospitality and tourism does not necessarily
mean the same thing as it might in other sectors of the economy. Generally, talents refer to
people with high potential, people with specific skills, competencies, abilities, attributes,
experiences and behaviour, who are able to achieve excellent results, and thus ensure good
overall performance, viability and competitiveness of the organization.

ANALYSIS AND INTERPRETATION- Despite the lack of jobs in tourism and masses of
the unemployed, talent insufficiency can be observed. The analysis leads to some
conclusions: (1) over a third of the surveyed organizations use talent management; (2)
organizations retain and hire talents mainly for the position of “top/senior manager” and
“accommodation manager”; (3) most organizations implement talent management within the
range of 2-3 years; (4) talent development leads to employee willingness to educate and
increased motivation. The research findings support the hypotheses that the use of talent
management tools and processes are affected by the size of organization, and not by the
capital/property participation.

III. Saber Yahia Marzouki and Arnold Torrecampo Posecion, “Employee Engagement
and Commitment, Communication Skills and Talent Management Competencies of
Tourism Professionals”- In this research undertaking, results of the research findings about
the Employee Engagement and Commitment, Communication Skills and Talent Management
Competencies of Tourism Professionals, how commendable are their communication skills,
and the extent of their Talent Management Competencies (TMC), and further looked into
whether or not there are significant correlations between and among the independent
variables.
The tourism professionals who were the respondents of the study comprised of the Travel
Agents, Academic Professionals, Hotel Managers, Tour Operators, Event & Conference
Organizers, Tour Guides, Executive Chefs, and PR Managers in Cairo, Egypt. The research
method used in this research undertaking is descriptive correlation; a questionnaire was used
as a data collection method which was distributed to tourism professionals.

LITERATURE REVIEW-

1. Smith and Westerbeek, 2004- pointed out that there is a scarcity of articles and studies
conducted to describe what tourism professionalism is and a lack of consistency in its use and
meaning. The unifying factor throughout the literature of studies conducted shows that
human factor in tourism, professionalism ultimately impacts on the innovation,
competitiveness, destination development, growth and success of the tourism industry.

2. Vance, 2006- He pointed out that employees who are engaged in their work and committed
to their organizations give companies crucial competitive advantages including higher
productivity and lower employee turnover. Organizations of all sizes and types have invested
substantially in policies and practices that foster engagement and commitment in their
workforces, where the process starts with employer practices such as job and task design,
recruitment, selection, training, compensation, performance management and career
development, where such practices affect employees’ level of engagement as well as job
performance.

ANALYSIS AND INTERPRETATION- The results of this research undertaking has

manifested that the Employee Engagement & Commitment (EC) of tourism professionals is
great; there is the overarching challenge which may not be related to the contents of the
courses but the inability to ensure regular, planned and consistent training delivery for
tourism professionals, the actual willingness to take-up employment even after training, and
providing education and training efforts to strongly encourage the would be professionals
working in tourism to create interest in the tourism industry. Talent management
competencies of the professionals practicing in this field in terms of recruitment, retention
and development of the best of the best people, developing successful organizations and a
strategic priority for businesses is poor.

IV. Mohd. Sadiqe “Employee Engagement in Tourism Industry in India”-This research

paper refers to the new human resource practices which have become very essential for the
survival of business as in this era of globalization and industrialization , where there is a large
scale competition in the corporate world at domestic as well as global level, it is imperative
for any organization to look at its talent management practices closely.

Employee engagement is the latest human resource practice which has been implemented by
each and every organization of the world. By engaging employees towards the job, firm’s
increases their productivity as well as profitability also. Today the human mind has an innate
bent towards travel. Over the centuries, travel has developed for business, health, social and
cultural reasons. The primary objective of this paper is to define employee engagement in
context of Indian tourism and hospitality industry and how effective it is in the present
competitive environment.
LITERATURE REVIEW

Kahn, (1990): He described employee engagement as being different from other employee
role constructs such as job involvement, commitment, or intrinsic motivation, asserting that it
focused on how psychological experiences of work shape the process of people presenting
and absenting themselves during task performances.

ANALYSIS AND INTERPRETATION

The analysis recognizes employee engagement as an emerging topic and one of the important
practices made by the HR managers. In Indian tourism industry there is a need of engaged
workforce for the better hospitality and travel services. An engaged employee is fully
dedicated towards their work with enthusiasm and zeal. Thus it is interpreted that employee
engagement is a necessity for the survival of the business in the modern world.

V. Dr. Sanjaykumar M. Gaikwad, Mr. Kiran Shinde, Mr. Sunder Srinivasan, “ A study
of Human Resource Practices pertaining to Talent Management and its impact on
Employee Retention in Tourism Industry”

The speedy rise in the growth and development of the countries has generated challenges of
retaining talent in the tourism industry, this in turn has generated a great demand for skilled
and talented employees. The main worry however is to attract and retain their talented bunch
of employees. The HR department are making efforts towards preserving and channelizing
these employees at a very early stage of their career with the firm. This is benefitting the
organization in better customer satisfaction, good business and branding. Therefore it is the
need of the hour to identify these employees and preserve them for the betterment of the
organization. Thus this paper deals with analyzing the HR practices pertaining to talent
management adopted in travel industry and observing its impact on employee retention.

LITERATURE REVIEW

1. Becker Frederick & Tews Michael, (2016): The study had examined the impact of fun
activities among entry level employees in the tourism industry. Specifically the research had
examined the impact of these activities on employee engagement, constituent attachment and
employee turnover. The outcome demonstrated that the fun activities were overall
significantly related to both engagement and constituent attachment, but not with the turnover
of employees. The key implication of the study revealed that not all fun activities are equal,
and they may impact workplace outcomes differently.

2. Suleiman Al Battat Ahmad Rasmi & Mat Som Ahmad Puad, (2013): The basic
foundation of the study was about, how the turnover crises had great impact on the tourism
industry. The purpose of this study was to give an overview of the causes of job
dissatisfaction which force an employee to quit from their current job and consider other
opportunities. The findings had indicated that a turnover crises begins when an employee
faces dissatisfaction from a poor working environment and looks at other avenues.

3. Natalie Govaerts, Eva Kyndt, Filip Dochy, and Herman Baert, (2011): The study
investigated about the factors which influence the employee retention. There are two
parameters which were part of the study; the employees and the organization structure. The
result of the study included that, in the process of retaining the employees, a lot of attention
should be given to their learning. The result also focused on ‘age’ as a factor to decide about
the employee’s retention. The study showed a positive relationship between the age and the
retention.

ANAYLISIS AND INTERPRETATION

The analysis provides us with the importance of the necessary HR practices and its positive
impact on the employee retention. We can interpret the following from this extensive study:-

 The HR practices like ‘monetary benefits ’, ‘fringe benefits ’, helps in retaining

talented employees for a longer tenure with the organization.
 The factors related to the ‘work life balance ‘of the employees, if implemented
effectively leads to talent retention.
 Organizations should encourage ‘training and Development programs ‘which has a
positive impact and helps in retention of talented employees.
 The business’s should inculcate ‘employee centric ‘, working conditions for effective
retention of talent.
 The implementation of efficient talent retention HR practices is the need of the hour
so that the potential talented group of employees are retained.

VI. Bora Ly, “Tourism Talent development for Cambodia”-This paper was given by Bora
Ly, Faculty of Business and Economics, Pa~n~n_as_astra University of Cambodia (PUC).
She said ‘Tourism is very important. It is regarded as the fastest growing industry and
contributes to the economic growth.’ This article examines Cambodian tourism and
tourism talent management. It also shows the benefits of managing on-site talent and
details the talent management processes used in tourism.It was predicted that by 2030, the
number of international arrivals will only increase by 3% eachyear. That is, from the current
1.1 billion international visitors to 1.8 billion by 2030. This isIATA's forecast that air traffic
will increase by 4% annually over the next two decades. WTTCstated that tourism and
tourism (T&T) are part of the world’s largest economy, accounting for 9% of global GDP,
30% of exports, and 1 of 11 global jobs. If there is cross-examination, changes in volatility
and uncertainty will occur. Policymakers' charges must be based on a strong future strategy to
make room for tomorrow's story.
LITERATURE REVIEW-

With regard to Travel & Tourism Economic Impact (2017), T&T are employed by 1 per 10
people, accounting for 10% of GDP globally. They are the largest employers in industrialized
countries and have great potential for job creation. In terms of employment growth, T&T
have achieved a lot in various industries including finance, education, and healthcare sector.
In the next decade, T&T is expected to pursue increasing based on prediction show.

ANALYSIS AND INTERPRETATION

Interpretation includes lack of professional and progressive appeal, competition from other
industries and providing education and training performance is not enough. The study
estimates that the gap in this industry and the lack of talent can put the figure in the global
economy that it almost $610 billion in GDP and 14 million jobs where the Russian
Federation, Italy, France, China and the United States loss will be estimated between 2014
and2024 GDP (WTTC 2016).

The focus of work should be placed on:

(1) expand and popularize of geographic quality of public and private TVET infrastructures
(2) strengthen the professional development of teachers,
(3) strengthen the cooperation between the government and the private sector, and develop
and implement courses based on capabilities and frameworks,
(4) expand training courses to meet timely and challenging student resources, and
(5) Increase the number of enrolments in consideration of scholarships

VII. Ginu George and Binoy Joseph, “ A study on employees engagement in Travel
Organisation with reference to Karnataka” – Tourism is considered as a social event
because people travel around the world with their families and friends A “travel experience”
to a tourist can be provided only if there is an absolute interaction among these sectors. The
travelers need to interact with all the intermediaries from the beginning to the completion of
the journey. According to them, Employees working in travel organizations are very
important as they are the ones who come in contact with customers. Possession of
professional knowledge and experience alone is not sufficient to develop and promote
tourism, above all employees’ commitment and engagement towards work and organization
are important. Only when employees are contented and engaged in their work, they are able
to provide good work and good service to their customers. Hence, employees hired in travel
trade can modify the quality of services offered and the whole atmosphere offered in the
company. Therefore, it is very important to pick upbeat and dedicated workers at all levels in
a travel organisation. It is the job of the human resources manager to ensure that right people
are chosen to work in the company and to also take continuous measures to make the
employees committed and engaged to their work and organisation.

LITERATURE REVIEW

1. Khan (1990, p. 694)- developed the concept “Personal Engagement”, which is explained
as “harnessing of organisation members’ selves to their work roles”; in engagement, people
employ and express themselves physically, cognitively and emotionally during role
performances. Personal disengagement means “uncoupling of selves from work roles”; in
disengagement “people withdraw & defend themselves physically, cognitively and
emotionally during role performances”. According to Khan (1990) there are 3 psychological
conditions whose presence will lead to engagement and the absence of which leads to
disengagement, they are psychological meaningfulness, psychological safety and
psychological availability.

2. Schmidt, and Hayes (2002)- They were the first to study employee engagement at a
business level, were 7,939 business units was considered from 36 companies, and also
studied on the relationship between employee satisfaction, engagement and business
outcomes.

ANALYSIS AND INTERPRETATION

The finding of this research helps in understanding the evolution of the concept “employee
engagement” and also the different views on the concept by various authors. The reviews also
revealed on the need for managers working towards attaining engaged employees. When
compared to any other industry, tourism is the only industry which is growing rapidly year by
year and as a huge contribution towards the growth of the economy. Similarly, the success or
failure of a company to great extent depends on the employees’ working in these
organizations. Employees being considered as a backbone of all organisations, it is therefore
important to ensure that they are committed, satisfied and engaged to their work. From the
data it was found that employees working in travel organisation are engaged to a greater
extent at the same time it is also important for the organisations to take initiative in
maintaining the engagement level as it is vital for the successful growth of the organisations.
Engagement level do not differ much with demographic variables such as gender, age and
tenure, thus organisation need to be concerned about such factors. Employee engagement
being the buzz word across all industries, travel organisations also need to take measures to
attain and maintain actively engaged employee in their organisations.

VII. University of Stavanger, “Retaning talented employees in the hotel industry in

Stavanger: An interview-based qualitative research”- The aim of this research is to go
deeper into what managers in three different organizations in the hotel industry in Stavanger
are doing in retaining talented employees. As this research is a qualitative study the data was
gathered by conducting interviews. The sample size was eight in total distributed on three
organizations, and where the participants consisted of four leaders and four employees within
the hotel industry in Stavanger. The findings of this research show that in the effort of
retaining employees the managers are focusing on developing the employees’ skills and
abilities, this through tasks and challenges in their daily workday. However, the main
challenge in retaining talented employees, this according to all the managers in all three
organizations, seems to lie in the fact that the salary is too low. To retain employees in the
organization in the hotel industry, and especially those of the employees that are seen as
valuable, it is therefore important with an effective management on how to retain talented
employees. In this context this paper will go deeper into how valuable employees are being
retained and managed. The reason for why it is important to conduct this research is because
as there are many researches about talent management and about retention in organizations in
general there’s a lack of researches concerning how these theories applies to the real life of an
organization, and this especially in a Norwegian context.

LITERATURE REVIEW-

1. Malhotra(2004)- According to Malhotra (referred in Whicker & Andrews, 2004) the

knowledge that employees possesses are the most essential for an organizational competitive
advantage. The challenge therefore lies in exploiting this knowledge in an organization, this
according to Saint and Wallace (referred in Whicker & Andrews, 2004). With a possibility
that employees with valuable knowledge and talent might leave an organization for another,
which results in the employees bringing with them their talent and knowledge, the importance
not only lies in managing employees in a way that the knowledge and talents possessed can
be used as competitive advantage.

2. Barney (referred in Barney & Wright, 1997)- According to Barney (referred in Barney
& Wright, 1997) competitive advantage is provided by three basic resources; physical capital
resources, organizational capital resources, and human capital resources, where this paper is
going to focus on this last of the three resources. With the society being more based on skills
and knowledge Barney and Wright (1997) further refers to a development towards a greater
focus on the human resources in an organization and on how the employees as a resource are
being managed. Although essential, managing talents seems to have an ongoing curse
considering failures and dysfunctionality in properly is getting a hold on managing human
resources in organizations, this according to Cappelli (2008). Cappelli further brings out
organizations in the U.S. as an example where the issue lies in organizations being staggered
between having a surplus of talents and to a shortcoming of talents.

ANALYSIS AND INTERPRETATION-

The limitations for this research lie in the uneven number of participants, this in terms of the
number of participating employees interviewed in the tree organizations but also in the
participating managers and their distribution of roles within the organization. When it comes
to managing the human resources in each of the organizations this research has been given
valuable information on how a very subjective form of managing talents can be perceived by
the employees. As this paper has shown to how the managers’ perception on the organization
can be totally different from how the employees are perceiving it, this can at the same time
show to organizations where the lack of knowing each other and the lack of communication
has led to not being able to utilizing the most of a talented employee in terms of skills,
knowledge and ability.

IX. Ramona Gruescu and Roxana Nanu, “Human Resource Management in the tourism
Industry”- Tourism is a multiproduct industry and different sectors of tourism offer a wide
range of occupations with a diversity of human capital requirements. Characteristics of
tourism highlight a number of features that have important ramifications for the people of this
sector and is also characterised by duality whereby, large MNC's co-exist with SMEs and
micro-business. The realities of human resource development like training of human
resource, skills etc… are very different for large and small, indeed micro-operators. As a
result human result human resource plays a vital role in enhancing the productivity and
quality at all levels within the organisations, destinations and countries.

LITERATURE REVIEW-

1. SZIVAS E., (1999)- argues that ‘only competent and motivated employees can deliver
high-Quality service and achieve competitive advantage for their firms and tourist
destinations. The quantitative increasing of those involved in the organization and the
unwinding of Voyages, in the serving of tourists is an effect of the significant increasing of
the number of Persons who make a journey, the distances of departure, the time allocated to
holidays etc. the Number of those who work in hotels and restaurants, transports, tourism
agencies, Providing/catering of pleasure, the administrative leadership of the touristic
apparatus registering a substantial increase after the development of tourism. These activities
are found, totally or partially, in the structure of the touristic industry, which makes it
difficult to evaluate with strictness the number of those occupied in tourism; many of these
jobs are at the season time or part-time, thus the contribution of tourism to the full-time
employments is considerably smaller in comparison to the jobs paid by the hour.

2. Riley (2003) - points to the features of employment in these conditions in terms of

recruitment, training and professional status and, unsurprisingly, notes that many areas of
tourism work typify weak internal labour market characteristics. Alongside this assessment
sits trends within most developed countries and within economic regions such as the
European Union which point to erosion of elements of labour market strength and a general
weakening of workplace conditions.

ANALYSIS AND INTERPRETATION- The small enterprises have supported a tradition

of maintenance of amateur personnel in management, which only the big unities started to
change. The qualified personnel and trained professionals, and most of all those with
experience in other industries, are an unusual thing outside the big firms. These lead to a lack
of complexity of the politics and practices of human resources. The success of the tourism
industry and ultimately of the destination depend on the quality of employees. There are a
number of approaches to recruiting, retaining and motivating employees:

- Positively targeting recruits from groups under-represented in the workplace;

- providing career development opportunities;

- providing training and development opportunities and ensuring that the organisation views
training as an investment rather than a cost;

- ensuring competent line management;

- considering job design and job roles, including: job enlargement, job enrichment, job
rotation, job satisfaction and job sharing.

X. P.A Grobler and H. Diedericks, “Talent Management: An Empirical study of

selected South African hotel groups- The greatest challenge facing countries in the world
today is the creation of wealth for their citizens. One strategy to achieve this is to provide
jobs for as many people as possible. However, this can only be achieved if the country
experiences consistent economic growth. According to the World Economic Forum (WEF)
(WEF 2008: xi), travel and tourism has become a major player among the key industries in
generating wealth over the last 60 years. This industry now accounts for approximately
10.4% of the global gross domestic product (GDP), 12.2% of world exports and 9.5% of
world investment. Moreover, in South Africa the industry has a major impact on the
economy, with approximately 8.5 million international tourists visiting the country in 2006
(Visser 2007: 43–44). Thus, there is no doubt that this segment of the economy needs to be
constantly improved and expanded.
LITERATURE REVIEW-

1. Lockwood (2006) considers the recognition of talents and paying attention to employees
as the main factors leading to success (Lockwood, 2006).

2. Grobler & Diedericks (2009) state that applying employees talent in specialized works re-
sults in higher organizational performance and the improvement of innovation, job
satisfaction and employee productivity (Grobler & Diedericks, 2009). In a study, Spector
(2008) stated that any organization should consistently provide for its hu- man resource to
maintain vigor, health and productivity and regularly pay attention to their needs (Spector,
2008). It can be stated that formulating a rewarding system based on promotions must take
place in financial and non-financial forms so that employee productivity develops.

ANALYSIS AND INERPRETATION-

The primary objective of this study was to determine the extent to which talent-management
practices were being implemented in companies within the tourist accommodation industry,
focusing on the hotel sector. Despite the negative finding of the 2008 Travel & Tourism
Competitiveness Report (WEF 2008) with regard to the issue of hiring and firing practices
(on which South Africa was ranked 128th out of the 130 countries surveyed), the overall
findings of this study pertaining to human capital management were quite positive. It is
recommended that the South African hotel industry should:

• Have a fully integrated computerised human resource information system (HRIS)

• Appoint a person/persons whose sole role within the company would be to manage the
talent within the organisation

• Establish a budget for the retention of employees

• Investigate the reasons for high turnover on a continuous basis

Talent management is thus a critical business function in any economic climate; the
acquisition and retention of top talent should be an ongoing process. Successful organisations
know that exceptional business performance is driven by superior talent.
 MAKE MY TRIP
Talent acquisition-
Talent acquisition is the process of finding and acquiring skilled human labour for
organizational needs and to meet any labour requirement. When used in the context of the
recruiting and HR profession, talent acquisition usually refers to the talent acquisition
department or team within the Human Resources department.

Make my Trip conducts 3 rounds to select freshers as Assistant System Engineer in their
organisation.

 Online Written Round

 Online Coding Round
 Technical Interview Round 1
 Technical Interview Round 2
 HR Round

Academic Criteria:
 70 percent or above in B.Tech, Class X and XII.
 No backlogs at the time of interview

Written Round :
The Written round consists of three major sections namely General Aptitude Test, Verbal
Ability Test and Coding test. General Aptitude Test, has mathematical reasoning part and
logical reasoning part and verbal ability Test. In Coding test, one can also write pseudo code.

Coding Round :
The students who clear the written round are called for coding Interview. In this round, one
can expect a simple logical problem, a problem from string or array and a difficult level
problem.

Technical Interview Round 1:

The students who clear the coding round are called for Technical Interview. In this round,
they generally ask questions from languages, oops concepts, basic data structure, algorithm
based questions and projects you did. To clear this round you should be clear with your
basics. CS students will be expected to write codes in the interview. They also ask questions
from resume. You may be asked puzzles in this round. To be prepared for puzzles you can
practice from our puzzles section.

Technical Interview Round 2:

In this round, you can expect questions from advanced data structures and algorithms. You
can also be asked to improve your codes done in written round. Sometimes they also ask
questions from the resume. In this round, they don’t need exact solutions, but they observe
your problem solving approach. Sometimes you can also expect questions from design
patterns, UI templates, and rest.

Employee Engagement and Retention

The organization has institutionalized initiatives that have proven to be effective in attracting
and retaining talent. So, be it the open door policies providing easy access to leadership,
meritocracy and a healthy disrespect for hierarchy, fun@workdaily, and innovations like
Hackathons, Ideathons, CustoMORE, and Halla Bol awards – all of these have helped the
organization build a sense of camaraderie, and encourages its employee to constantly push
the edges of their job. At MakeMyTrip, fun is serious business, which reduces monotony in
the job and creates a high performance atmosphere that is least stressful, apolitical, and builds
co-worker friendship.
The exuberance and liveliness of the workplace is incomparable. The initiatives ranging from
leadership development, compensation & benefit programs, hiring, talent building practices,
CSR etc., have been designed to appeal to and attract the Gen Y. “More than a 1,000 Trippers
don’t come only to work, but to enjoy the freedom to think and follow their dreams, and that
is what makes MMT a great place to belong to,” reasons Deep Kalra, Founder & CEO,
MakeMyTrip. The company follows the following policies and strategies to engage and
retain its employees-
1. The Company has created the Whistle Blower Policy to govern all employees in
helping the Group achieve the following objectives:
 To provide employees with an avenue to raise concerns, in line with the
commitment of the Group’s philosophy of following the highest possible
standards of ethical, moral and legal business conduct.
 To open a communication and alarm process to address issues regarding the
Group’s business integrity.
 To provide necessary safeguards for the protection of employees from
retaliation for whistle blowing in good faith.
 To detect, correct and prevent “Improper Practices,” such term being defined
as actions (actual or suspected) that: (i) are not in line with applicable Group
policy and philosophy; (ii) are unlawful; (iii) amount to serious improper or
unethical conduct; (iv) constitute breaches of social and professional etiquette
or constitute morally offensive behaviour.
 To detect, correct and prevent “Accounting Misconduct”.
2. Another policy which the company created and follows is Open Door Policy-
The Company’s open door policy recommends that employees first discuss any issues
or concerns with their supervisor, the next level of supervision or the local human
resources representative. The purpose of the Open Door Policy is to encourage open
communication, feedback and discussion about any matter of importance to an
employee, allowing communication to take place from the bottom levels of Group to
its top. Employees should ‘blow the whistle’ only if they have used the open door
method and are dissatisfied with the outcome OR if they have a fear of retaliation for
reporting misconduct through the open door procedures.
3. Another program followed by the company is the Buddy Program-
Make My Trip, the largest online retailer of travel ticketing, has a ‘buddy program’ to
make its new employees feel at home from day one. The work place should be a fun
 place to be in; one should enjoy work and not be bogged down by it. And makemytrip
are proud to incorporate ‘Fun @Work’ as one of the values of our organization.
4. The Ideas Portal-
This portal welcomes ideas from employees on just about anything. Employees are
then encouraged to vote in favour of the said idea and they are implemented
depending on its feasibility. They also have a Senate Group, which is a formalized
group of all key members and business heads. This group ideates and brainstorms on
areas that affect and impact business. This not only helps MMT in making informed
decisions and elicit acceptability of those decisions but also empowers its gen-next.

Rewards and Recognition to employees-

It strives to build a 'Recognition Culture' by acknowledging and appreciating
employee commitment, meritocracy and relationships in an innovative way. The
company recognizes these behaviours in the form of teambuilding trips, project
completion / target achievement celebrations, birthday bashes, picnics, offsites and
many more such activities. It imbibes the culture of Everyday Recognition.
Everyday Recognition is another program which helps in motivating and retaining the
employees in Make My Trip-:

 'PEER to PEER recognition' is a forum where trippers nominate their peers for their valued
support in everyday transactions.
 'Raving Fans' is a forum where the feedback received from our external customers for
employees is posted for all trippers to read.
 'Study Tours' also known as FAM trips are a unique way of rewarding the top performers by
sponsoring a visit to the destinations and they are expected to drive the sales for that
destination.
 It is a long standing tradition to regularly address all members of MMT through Bi-
Annual 'Town Hall Meet'. Besides this, it is a forum to recognize the top 10% performers on
a company wide basis.
 'Star Performer' & 'Star Extraordinaire' are forms of formal recognitions given to trippers
for exceptional performance.
 The "Varun Sharma Memorial" is awarded to a tripper at every Town Hall Meet who
exhibits our company values in an exemplary manner, and this is in the memory of a Tripper
who is no more. The winner takes home a cash reward.

Created with the objective of empowering Indian travellers with instant booking and
comprehensive choices, MakeMyTrip has been amongst the most sought after companies by
potential employees. Apart from running programs and processes, HR’s KRA is to design
events, communication, and stories to keep the culture vibrant. As a guiding philosophy,
MakeMyTrip welcomes people with new ideas and a desire to make a difference, they
empower and encourage employees and prepares them to take risks. This has helped maintain
a fine balance between freedom to experiment and accountability.
 Yatra.com
Talent Acquisition-
Yatra.com conducts 5 rounds to select freshers as Assistant System Engineer in their
organisation.
 Online Coding Round
 Technical Round 1
 Technical Round 2
 Project Round
 HR Round

Academic Criteria:
 65% percent or above in B.Tech, Class X and XII.
 No backlogs at the time of interview

Online Coding Round:

This round consists of programming based MCQs and coding problems.

Technical Rounds:
The students who clear the written round are called for Technical Interview. To clear this
round you should be clear with your basics. You should be prepared with Data structures and
Algorithms, DBMS, OOPs concepts. Students will be expected to write codes in the
interview. You can find some commonly asked interview questions here. They also ask
questions from resume. You may be asked puzzles in this round. To be prepared for puzzles
you can practice from our Puzzles section.

Project Rounds:
In this round you would be in-depth review of each and every project mentioned in the CV,
queries related to database, new technologies used in e-Commerce websites and brief about
Yatra.com.
HR Rounds:
In this wound you can expect general HR questions like:
1. Tell me about yourself
2. Why Yatra.com?
4. What are your strengths and weaknesses?
5. Questions form resume
6. You can also expect some technical questions

Where to Apply?
  Yatra.com careers
 Yatra.com Official Website

Employment engagement and Retention-

Yatra.com follows the following strategies for engaging and retaining its employees-
1. Great Peers- Yatra.com hires applicants with a great sense of belongingness which is
an important aspect for retaining the employees in the organisation. The applicants
hired are go getters, achievers, fun loving, aware and ambitious. Through this
technique, the company is able to retain the talent in the organisation itself.
2. Fun @ Work- To engage the employees even more, many fun activities are
organised throughout the year such as Hackathons , Cricket Matches, Festival
Celebrations, Yummy Food Stalls, Surprise Games, etc.
3. Freedom with Responsibility- Employees at Yatra.com enjoy freedom at work. They
take responsibility of their own actions and can even perform the various activities
assigned to them in their own particular way.
4. Open Culture- Yatra.com stresses upon the fact that every view and opinion is to be
heard and respected. It follows a decentralised system of management where the
designations are not taken into account and every employee has an equal say in the
decisions of the management.
5. Catalyst for Change- Yatra.com treats every employee as a catalyst for change as
they are aware that the employees are the foundation of the company and they are the
enablers who inspire any change in the organisation.

Rewards and Recognition-

1. Rewards for Performance- These are differentiating rewards based on

performance of the employee where the reward is based on their respective
performance. The reward strategy is a significant measure to retain talent and keep
them motivated, not just for the coming quarters but for years to come.
2. Group Based Reward System- Yatra.com rewards its employees on the basis of
Group-based reward systems which are based on a measurement of team
performance, with individual rewards received on the basis of this performance.
While these systems encourage individual efforts toward common business goals,
they also tend to reward under-performing employees along with average and
above-average employees. A reward program which recognizes individual
achievements in addition to team performance can provide extra incentive for
employees.
3. Employee Appreciation Program- The firm follows an employee appreciation
program in which points are awarded to the employees that shows positive qualities
towards their work such as punctuality, assisting their colleagues etc. These points
collected at the end of the month can be redeemed for various financial and non
financial prizes.
4. Share Management Rewards- Yatra.com offers rewards usually based on result of
a team effort. During times like these, it is important to share the wealth
 accordingly. If the company has exceeded their sales goals for the month, they have
a fun activity on hand for employees such as a sporting event, outing or perhaps
even a company trip. Other options include days off for jobs well done or even a
spa package.
5. Incentive Program- The organisation has a monthly incentive program in place
for its employees. Various monetary and non-monetary benefits are provided on the
basis of successful completion of their targets.

cLEARTRIP
TALENT ACQUISITION:

Cleartrip conducts recruitment process every year to select new candidates. The selection
process of the the company consists of 4 rounds. These rounds are as follows:
 Written Round
 Technical Interview 1
 Technical Interview 2
 HR Interview

Academic Criteria :
 A total of 60 percent throughout (Class X, XII and Graduation).
 Education gap of not more than one year

Written Round:
The Written round is a programming round. It may be online or offline. To clear this round
one must be well prepared with data structures and algorithms. Pattern of Written Exam:

Section No. of questions Time allotted (in minutes)

Aptitude + Technical 18 45
Coding 2
Total 20

Employee Engagement and Retention:

Although Cleartrip do not discriminate, a little competition is always healthy. Encouragement
is indeed the best motivation. Awards and accolades go hand-in-hand as testimony of their
appreciation for the employees.

1. Annual Cleartrip Achievers Award (The Big One) - The most prestigious award which
is provided to the employees for show casing excellent performance in all parameters
throughout the year. The award has additional bonus attached to it.
2. Rockstar awards (The monthlies) - This award is provided to the employees when their
monthly targets are achieved. It consists of additional perks and benefits which the employees
can enjoy for another upcoming month.

3. Spot Awards – The impromptus- Spot awards are the awards which the employees get
when they complete a specific task within the specified time efficiently and effectively. These
awards are attached with cash rewards and appreciation certificate as well.

4. Customer Service Champ (The real heroes)- Employees at Cleartrip enjoy the chance of
getting awarded the Customer Service Champ award which is for customer relationship
management. The employees who are able to generate good amount of leads and keep them
satisfied as well, are the ones who have a chance of winning this award.

Oyo rooms

TALENT ACQUISITION:

OYO Rooms conducts 5-6 rounds to select freshers as Software Engineer in their
organisation.
 Written Round
 Technical Round 1
 Technical Round 2
 Technical Round 3
 Technical Round 4
 HR Round

Academic Criteria :
 70 percent or above in B.Tech, Class X and XII.
 No backlogs at the time of interview

Written Round :
The Written round is a programming round. It may be online or offline. To clear this round
one must be well prepared with data structres and algorithms.

Technical Round and HR Round :

The students who clear the written round are called for Technical Interview. To clear this
round one should be clear with the basics. One should be prepared with Data structures and
Algorithms, DBMS, Operating System. One should be well prepared with system design
problems. Students will be expected to write codes in the interview. They also ask questions
from resume. They frequently ask questions about your previous projects.
Questions Asked in OYO Rooms :
1. Four Elements
2. Max Sum without Adjacents
3. Topological sort
4. Connect Nodes at Same Level
5. Diameter of Binary Tree
6. Check for BST
7. What is image map?
8. What is semantic HTML?
9. Indexing performance
10. What are secondary indices?

Employee Engagement and Retention:

Hospitality chain Oyo is not only among India’s fastest growing startups. It is also the most-
sought after startup by professionals. The ranking is fueled by the engagement and job
interest data of more than 50 million professionals in India. Oyo’s success stems from the fact
that the startup attempts to treat its employees as partners—or OYOpreneurs, as they are
called. This has imbibed among employees a sense of belonging and ownership in the
company, which translated to a happier workforce. They promote an open and approachable
work environment which is something that most professional look for in their workplace.
This is one of the reasons why young professionals love to be a part of such brand.
To ensure transparency, the startup uses an artificial intelligence-powered chat-bot named
Amber which can help the staff communicate with the top management in real time. The bot
also gauges the behaviour and sentiment of staff which in turn helps the top management to
engage with them and retain talent.

This is a crucial aspect as in many cases, and employees tend to feel that their concerns are
unheard and unaddressed. With this, they have been able to bridge the gap in communication
between the top level management and staff at the grass root level. The startup has also been
organising a quarterly town-hall to encourage free flow of communication and ideas between
employees and management.
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