Answer 1 (a)

As described in the Case, the management structure at Taj under Ajit Kerkar and Krishna
Kumar were extremely different. On one side, Kerkar was more geared on the soft skills in
the business while on the other hand, Krishna Kumar pursued more of a formal approach
whereby he built performance management tools as well as 360-degree feedback
mechanism for all workers in the Taj Group of Hotels. The differences between the two
systems can be shown through the following:

Performance management method under Kerkar:

Pros

1. Classical employee-oriented management strategy

2. A high-sense of self-worth since the crew has relied totally on his competence for about
30 years
3. Difficult model to duplicate and sustain for a long period, creating competitive
advantage
4. Contended personnel remain loyal to the Taj, leading in extraordinarily low retention
rates
5. Low cost, high effectiveness, as seen by the fact that staff were often paid as low as 20-
30 percent below industry norm and nevertheless continued to be devoted to the IHC
6. Social control inside the organization was well balanced, as everyone was oriented
towards the same purpose
7. Less taxing monetarily and simpler to execute compared to the extensive system under
Mr. Kumar

Cons

1. Selection of personnel was vital since a mistake in judgement may affect the
organization adversely
2. Strong culture works to homogenize the workforce and minimize variety. This may limit
creativity and innovation
3. Barrier to mergers, acquisition and transfers, since after working at a same place for
extended periods, the personnel are difficult to adjust to novel people and settings
4. Sole stewardship may result in things going crazy as witnessed around 1997, when the
corporate governance and ethical standards of the Taj Group came under question
5. Difficult to recognize and take up remedial actions, as evidenced by the fact that
workers occasionally demonstrated lack of contact with the leader of the pack i.e., Mr
Kerkar who couldn’t have feasibly devoted considerable amounts of time to every person
under him
6. Owing to the preceding premise, there may have been some animosity of sorts among
staff who were not being mentored directly by Mr. Kerkar. This may undermine staff
morale and drive them to explore for alternatives in the long term
7. System was highly based on intuition
 Performance management system under Kumar:

Pros

1. Systematic and democratic leader, and focused more on openness, employee

assessment and growth, based on strict standards and a board that was put in place to
achieve this i.e., CDC
2. This method ironed out all the shortcomings of Kerkar’s approach since the new system
was goal driven and had great transparency
3. Equal chance to each person to fulfill their full potential inside the firm
4. Decision making gets quicker, since the workforce has clear objectives to fulfill and can
grasp what is expected of them before their next assessment cycle
5. Corrective steps are straightforward to discover and take up
6. The new method allowed workers a chance on growth and also to experience
leadership
7. Potential Development Centre and Career Development System were designed to fast-
track exceptional achievers, based on a comprehensive assessment

Cons

1. Selection of personnel was vital since a mistake in judgement may affect the
organization adversely
2. Higher cost of implementation and worker to management ratio in the training also
rose high
3. System based approach was not a replacement for mentorship
4. Seemed to have a glass barrier for Indian management at a later time, when Taj Group
wished to adopt the Indian service concept with the technology foundations of the
western world
5. Tenured workers who are pleased with their job, may not want to endure the
repetitious evaluation procedure as they may wish to continue in the same function
6. Some workers may feel that the procedure was too open in various ways
7. Attrition rates may surge because personnel ranked lower may believe that they were
not examined correctly

The above comparison clearly highlights the contrast between the management methods of
Kerkar and Krishna Kumar. Below are some of the instances from the case which further
verify the arguments.
For Ajit Kerkar, who managed the Taj Group from April 1970 through August 1997 –

 Although IHC was part of the Tata conglomerate, Kerkar led for so long that many
people regarded him the only voice of authority. Handpicked by J. R. D. Tata, he had been
granted substantial autonomy, allowing him to govern IHC without interference from Tata
corporate management.
 Many, both within and outside the Taj Group, regarded Kerkar as a guy who had
“hotels in his blood.

 Many, both within and outside the Taj Group, regarded Kerkar as a guy who had
“hotels in his blood.

 Kerkar had a sense for ferreting out who would be a good leader, and he could
successfully nurture them. A single man’s idea was behind our progress, and your success
here was decided by your closeness to Kerkar.

 Kerkar may visit an assistant food and drinks manager once every six months and say
thanks for a nice job, and that would be enough to encourage the manager for the following
year. But the greatest difficulty with a charismatic CEO who governs the business primarily
on personal ties is that he doesn’t know where he stops, and the firm begins.

For Krishna Kumar, who managed the Taj Group from following Ajit Kerkar –

 Krishna Kumar began about putting in place new personnel and new procedures.
Some top executives departed, and among those who stayed there was anxiety that their
devotion and knowledge would not be respected.

 Voluntary early-retirement packages generally regarded to be substantial were

provided to executives and personnel across the Taj chain. Of 15,000 workers, 265
executives and 1,697 staff people accepted the packages. Krishna Kumar subsequently
upped compensation across the board to be more in line with market pricing.

 The new performance-appraisal method was to be based 75 percent on objective

findings and 25 percent on judgmental analysis. Goals and goals, dubbed key result areas
(KRAs), were written out at the beginning of each year, and progress against them was
recorded and assessed.
 It was a tremendous change,” remarked one executive, “to have people asking,
‘Where are you on your KRAs,’ not ‘How close are you to Krishna Kumar?

 To identify who should be “fast tracked,” Taj developed potential assessment

centers (PACs) to which employees recognized by their supervisors as top achievers were
sent for four days of screening and analysis.

Therefore, from these words it can be easily understood that the management style of both
Kerkar and Krishna Kumar had significant disparities whereby each of them wanted to boost
the profits and income of Taj Hotels via their own approach.
Each of these comparisons helped the organization develop to higher heights. However,
now the true dilemma was in the hands of Krishna Kumar as to whether he should heed to
Bhowmick's plea or not.

Answer 1 (b)

Mr. Krishna Kumar need not alter the judgment of the CDC on account of the following
listed points:
• Taj Group is concerned with promoting within company and personally making efforts to
educate and better their current staff and promote a positive outlook
• The promotion in Taj Group is being governed by how well the employee is completing
that KRA instead of his/her personal relationship between employee and management
• Employees are aware of the CDC and they know that the performance is continuously
being monitored by the central management
• This shows employees that with good work ethic and motivation the company will
promote from within to strengthen their employees
• With driven employees the Taj Group will be stronger internally and have a more
committed work force

It is normally far from being plainly real whether Kumar need to obey to Bhowmick's plea.
Truth be told, the scenario is not unequal. As verified for the scenario, Kumar accomplished
a few improvements in the management system notably with regard to human asset
management system. Regardless of the handful of obstacles faced in actualizing the new
system, the benefits are evident. This text holds up that Kumar must not make do with the
less. Bhowmick has to recognize change and figure out how to realize that operating an
association ought not be a small-time concern. Under the new structure, the association
works on defined goals and with an ability to discern east from west not with an individual
interest. As lack of trust in an association is unsettling and effects one's job and demeanor.
In regards, maintain up trust is vital for the smooth operation of the organization.
All things considered; the person who has been picked to experience the position of the
senior supervisor at the Taj Kumarakom is not the proper candidate for the task. I figure
Kumar have to evaluate the few issues that have been voiced by senior heads about the
new enlistment and choice cycle because this probably the most optimal techniques utilised
to engage employees in the dynamic cycle. After making these contemplations, Kumar
ought to accept Bhowmick's solicitation, but he should first walk toward the Career
Development Committee and counsel the people about the solicitation. Kumar should
remind the advisory group persons that top chiefs are not comfortable with the approach
that the council utilizes to replace unfilled administrative jobs.
The rationale behind Bhowmick's appeal is the probability that, very much experienced
people from an association increase performance and delegating directors to senior
positions depending on experience profoundly rouses representatives. This viewpoint has
been showed up at after a comprehensive analysis of the ways that should be continued in
executing the board cycle. Execution the executives is a cycle that occurs in a cycle. The
cycle begins with executing arranging where representatives' assumptions are shown,
including the goals they intend to achieve while working with the business. Taking a gander
at representatives' assumptions and degrees of engagement is crucial on the grounds that it
provides some understanding about how the professionals will take care of company.
This illustrates why it is vital to let ranking directors to adapt their assumptions with that of
the organization when filling vacant administrative circumstances at Taj Group Hotel.
Therefore, this will allow the ranking directors to achieve substantial results when given the
new roles. Since the existing framework used by the organization does not provide
employees room to link their work assumptions with those of the organization, the star
representatives may not respond clearly to it. Since a stance has been decided that Kumar
ought to recognize Bhowmick's solicitation, it is fruitless to provide justification for denying
the solicitation.

Answer 1 (c)

Each employee at an organization would desire to work for that organization if he believes
that he is being appreciated at the organization and if he is being treated properly by his
peers as well as seniors in the organization. Factors that an employee would examine at his
business are:
• A healthy work life balance
• A decent compensation
• Recognition for his performance
• Development and professional chances
These are the elements that will assist recruit, inspire and retain personnel at a firm.
At the Taj, the Career Development Committee (CDC) was established up with the purpose
of appreciating the contributions as well as to assist develop the careers of both, the steady
performers (‘B’ level workers) as well as the high-flying star performers. If the board
concentrates primarily on a specific sort of applicant, it would rise to a sense of animosity in
the other. If the top performing personnel are not given the opportunity to improve, then
they would feel unsatisfied and would wish to exit the firm. Similarly, if the solid performing
individuals are not given the opportunity to improve, then they would also desire to exit the
firm.
To nurture the prospects, the board of trustees puts all candidates through a rigorous
training program during which they work in different jobs across several Taj locations. Each
applicant is given a certain objective and is encouraged to attain that goal using their own
unique ways (unlike other hotels like Oberoi where candidates are given a guidebook to
follow) (unlike other hotels like Oberoi where candidates are given a manual to follow). This
helps to establish confidence and critical leadership abilities in the applicants.
With the reform of the performance management system at Taj, it would drive some of the
top performing workers to perform better and also reinvent their skillsets and
methodologies in order to align their performances with the aims and ambitions of the Taj
group. A few of the top performing individuals may also feel upset at the change in the
performance management system and this may be damaging the people who work beneath
them. Hence, it is extremely crucial for the firm to take into account the views of high
performing senior workers when building any performance management system. The high
performing workers may also assist the solid performing ‘B’ level employees realize their
potential and increase their performance. This would support healthy development at the
Taj group.
The adjustment in the performance management systems should have a similar impact on
the solid performing ‘B’ level staff, as they should also be encouraged to improve on their
performance to achieve the criteria established by Taj. There will be a few workers who may
feel upset at the change in the performance management system. However, they must
recognize that in every work place, practices keep changing with times, and performance
management methods are designed keeping in mind the objectives and vision of the Taj
group as well as the personal growth of the workers. It is for their own interest that such
Performance management systems are being created. The Taj company must also provide
tasks to these workers which will assist them overcome their inadequacies.
Lastly, the Taj company must give a decent remuneration and adequate incentives inside
the performance management system (for example: increments and additional benefits) to
each and every employee. This will keep them motivated, and will also assist the Taj group
maintain the High performing as well as dependable staff.
 Answer 2 (1)

Recruitment & Selection in post COVID enterprises.

The unforeseen economic downturn triggered by the COVID-19 outbreak has ushered in an
inescapable worldwide recession and thrown our firm strategy and labour market on its
shoulders. In such unpredictable times, organizations must be adaptive. More than ever,
corporate executives must be able to think rapidly on their feet and adjust priorities as
required. Companies who have mastered digital recruiting strategies now have a
considerable edge, while those that do not must adapt swiftly. As the epidemic interrupts
fundamental work patterns, human resource professionals must reevaluate workforce and
employee planning, management, performance, and experience tactics. Greater
organizations will embrace virtual recruitment tools, place more focus on diversity, equality,
and inclusion, and extend their talent acquisition processes to accommodate distant
applicants. The greatest recruiters will take advantage of the chance to acquire new
abilities, make required modifications, and show their usefulness to the firm.
Digital transformation streamlines or eliminates admin labor while enhancing operational
efficiency by acquiring digital and data solutions across corporate divisions, including
recruiting teams. Digital transformation in recruiting comprises employing specialized
technology to handle a range of recruitment difficulties, such as unpredictable and changing
hiring needs, a rising number of applicants, the inability to perform in-person meetings and
interviews, and budget constraints. This year, COVID-19 has had an influence on many
facets of our life, including recruiting. While some organizations have witnessed a large
decline in hiring, others have noticed an increase in demand. As a consequence of the most
major business change: more firms adopting a flexible working approach, the necessity for
workers to come into the office has lessened. While face-to-face meetings offer major
productivity advantages, there is no doubting that remote working has helped many firms
and individuals.
Recruiters will be in high demand in the post-COVID future, and organizations that can
weather the storm will prosper. Recruiters encounter certain hurdles as a consequence of
this, since many like to get to know prospects before suggesting them for opportunities. In
contrast, video conferencing is going to become their most important asset. Recruiters may
need to adapt their recruiting methods in order to appropriately examine key abilities and
job fit. To ensure that corporate culture is not severely damaged, internal HR departments
will need to monitor and adjust to the consequences.
Below are several ways in which firms have modified their employment methods after
Covid:
• Virtual and video interviews are the new standard
Companies have been pushed to fast adopt the virtual interview process owing to a
shortage of resources. While navigating virtual interviews and identifying outstanding
applicants may be tough, particularly when the bulk of interviews have been performed in
person, the cost and time savings for both sides make it beneficial. Employers may realize
that virtual interviews are the best choice throughout the recruiting process in many
circumstances, or that virtual components are just employed to make the process more
efficient.
• Demand change for enterprises and industries
Some sectors or kinds of organizations that used to attract top talent that wanted to move
quickly and take risks may be losing talent to more established firms as professionals seek
employment security, which is a legitimate need in uncertain times. Furthermore, when
professionals look forward, sectors and services such as technology are more in demand
than more conventional industries.
• Hiring and creating trust
Finding competent workers will become more tough. Many individuals think that body
language and informal chat during face-to-face interviews aid recruiters to gain a sense of
how a candidate's personality would fit in the organization. As the process goes online, it
should be the same. Spending some time getting to know the prospect during the interview
process will be vital to future recruitment success, particularly if the person will be working
remotely.
• New recruits take up remote working
Employees may feel more at ease at home, but it is unknown if this atmosphere is more
ergonomically beneficial. Recruiters will face the difficulty of ensuring that new employees
are equipped for remote work and have suitable remote working circumstances in which
they can stay productive while also caring for their health. Organizations must invest on
providing suitable workplace for their workers. This necessitates making detailed
evaluations and giving the relevant resources. People with disabilities were most typically
employed in surroundings that were adapted to their requirements, and when they work
from home, their employers must ensure that their needs are addressed as well.
• No Limitation on Location choice
As a consequence of COVID-19, many firms have been obliged to relocate portions or all of
their operations online, indicating that geography isn't a limiting factor in many economic
transactions, including talent recruiting. Whereas in the past, the hunt for the right
employee was restricted by geography or relocation expenditures, firms today have access
to a considerably bigger talent pool.
• Company Culture is vital
When it comes to company culture, your physical workplace will be less significant than
before, which means that a well-stocked pantry or ping pong table will no longer sufficient
to substitute the formation of a unique culture and enduring values inside the corporation.
Now is the moment for firms to review their company culture and the principles that guide
their operations.
• Professionals are now emphasizing purpose
As a consequence of these longer periods of time at home, professionals are examining
their job, the effect it has, and the value it contributes to society. "We will witness a shift in
the mentality of professionals," stated Nicolas Dumoulin, Managing Director of Michael
Page India. Many individuals will reassess their employment once we see more definite
dates when they can return to a normal work schedule. We foresee a huge number of
professionals wishing to alter their lives and employment."
• Professionals prefer to work for organizations with a strong reputation
Candidates are more aware about working circumstances than ever before, and how
businesses react in these challenging times will make a huge difference. "People will
remember what you do as a business through bad times - what you do today will be
remembered forever," Trang Tam Nguyen, Global Head of Human Resources at Unilever
Singapore, remarked. In difficult times, the employer functions as a social safety net, and
how you manage the team through a crisis will influence future retention and capacity to
recruit talent."
• Remote working balance
When questioned, the majority of CEOs and their employees reported a preference for a
mix of home and office-based work. Allowing workers to pick enables them to adapt their
jobs to their preferences, which may enhance productivity. If some flexibility and occasional
presence in the office are necessary, this should be conveyed to the prospect during the
interview process so that the applicant can easily make the trip.

Answer 2 (2)

Role of AI&ML in L&D interventions

With the continual flow of technical breakthroughs, it's all too easy to lose sight of the
reality that companies are managed by people. Even the greatest concept, company plan, or
strategy needs people to put it into action. There would be no business if there were no
people.
Nonetheless, the Covid-19 lock down,' as well as the long, winding, and bumpy road out of
it, as well as ongoing future uncertainties, have both highlighted the importance of people
to organizations and compressed discussion and decision-making on a wide range of people-
related issues into much shorter time frames. One of these sectors is remote and 'virtual'
work. The forced 'taste' of a new world of work, which seemed so far away at one time, will
almost surely support continuing or even greater technology use in the years ahead.
Everyone has a distinct learning and processing technique when it comes to new knowledge.
As a consequence, if these preferences were taken into consideration, the educational
process would be more successful. AI allows training programs to adapt to the needs of
each unique employee. The following are the benefits of using AI into customized learning:
Time is saved: Employees reach their learning goals quicker since they obtain knowledge
based on their particular interests and ambitions.
Engagement is encouraged: An AI-powered learning system examines each student and
offers a learning curriculum based on his or her prior performance and ambitions.
The learning process is automated: Using AI, you may construct a learning platform where
all data, programs, materials, and schedules are saved, recorded, and supplied based on
individual learner experience, preferences, and goals.
ROI is growing: The principle is straightforward: speedier learning mixed with more
engagement leads to better learning outcomes. Improved learning outcomes result in a
positive return on a company's learning expenditure.

• Grading and Marking - AI-based grading bots might relieve trainers and lecturers of a duty
that many find onerous. While it will take some time for AI to perfectly duplicate human
grading, it is presently feasible to automate grading in multiple-choice and fill-in-the-blank
assessments, and we can anticipate this form of AI grading to become more ubiquitous.
Essay grading software is on the market, although it is still in its early phases. However, the
program's quality will increase with time. When essay grading software progresses, the job
of the teacher/trainer will shift, as educators will be freed from grading commitments and
able to concentrate on more qualitative work such as personal development and in-class
activities.
• AI-Based Digital Tutors - It is apparent that AI-based digital tutors have the potential to
play a major role in aiding students in learning, especially in technical topics.
Digital teachers may soon be integrated in e-learning and m-learning programs, making
distance learning more comfortable. Teachers may assign specific curricula to digital tutors,
providing children greater flexibility and autonomy in their study.
• Customized Tests, Quizzes, and Assignments - Online courses are increasingly employing
tests, quizzes, and evaluations. They help with the accrual of information and the evaluation
of the course's efficacy. However, one downside of these tests is that they are one-size-fits-
all. As a consequence, some students may regard such assessments to be unduly simple,
while others may believe them to be overly tough. In the not-too-distant future, AI will
handle this challenge by producing adaptive assessments and exams that go beyond the
static Q&A format. Individual aptitude, advancement, and requirements will be assessed by
built-in AI, which will change assessments and future course material to meet the demands
of each student. As a consequence of the AI intervention, learner engagement and
satisfaction should increase.
• AI can offer a safe environment for trial-and-error learning - Trial and error is a vital
technique of learning that has resulted in many of humanity's greatest accomplishments.
Many students are too scared to explore and make errors in front of their classmates or
teachers/trainers in a classroom environment, hence this style of learning encourages those
who are ready to take chances. AI can make intimidation-free trial and error learning
accessible to the public by offering judgement-free learning settings mediated by a non-
judgmental AI. In this atmosphere, students may experiment, speculate, offer suggestions,
and try out new techniques without fear of criticism, remark, or public censure. AI will be
the ideal format for daring trial and error learning in the future, achieving something that no
face-to-face or social learning environment can.
• Style-Centered Learning - We all know that everyone has a preferred learning style, and
companies spend a lot of effort evaluating learning styles and producing courses that fit
them, but many don't. In the future, AI will play a role in supporting style-centered learning.
To meet the student's learning expectations while on the road, each training course would
be able to be updated via an AI-based adaptive learning engine. For example, if an
intelligent LMS identifies that a student has a predisposition for visual learning, it may
transform a percentage of textual courses into visuals. If a student prefers to read material,
an audio component of the course might be turned to text for convenient reading.
• Generating Digital Content - The L&D process demands time spent researching and
locating source material, as well as creating instructional materials. Course design, on the
other hand, is a creative and joyful activity for many individuals, hence the thought that AI
systems may be developed to handle this work will not be accepted by everyone. AI
systems, on the other hand, can identify and extract important material, which may then be
converted into a human-readable format ideal for learning. In reality, AI systems may trawl
the web or whatever learning resources are offered to build learning course content that an
instructor or teacher may deploy in a classroom environment. It implies that AI can
undertake a lot of the "hard lifting" in the course design process, enabling instructional
designers to concentrate on delivery and producing fascinating material.