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26/11 Mumbai Attack: HR Practices Converted Ordinary Taj Employees Into Heroes
26/11 Mumbai Attack: HR Practices Converted Ordinary Taj Employees Into Heroes
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This research is interspersed with tales of employee heroism a 20-something banquet manager
helping guests escape; telephone operators staying at their posts and alerting guests to stay
indoors; and staff forming a human shield to protect guests at the time of evacuation.
One executive chef at the hotel told the researchers that other groups have tried to hire him, but
he refused to go. Reason: There is a connection with the guests.
Generations have come to the Sea Lounge for matchmaking and weddings are celebrated in the
Crystal Room; and waiters have been serving people for generations, the researchers were told.
"(At a time when) we are hearing so many stories of human frailty, mismanagement, moral
turpitude, the Taj research is about ordinary people who became heroes. It's about leadership
from everywhere, especially leadership from below," said Deshpande.
The research will be published in HBR's December 2011 issue. The context for the students and
organisations is to learn about HR practices that have been put together on unique criteria, said
Deshpande.
The culture of employee-empowerment has been ingrained in the Taj workforce for some time
now. For instance, the researchers found similar displays of gallantry at the at the Taj properties
in Maldives at the time of tsunami in December 2004. "I realised that just like the character of a
human being is the sum of choices made over the years, the culture of an organisation is the sum
of values, policies and practices consciously fostered over the years," said Raina.