Gaurav Pokhariyal, Executive Vice President – Human Resources, IHCL, brings with him 28 years of rich experience in Operations. He has essayed a number of critical roles along the way such as General Manager – The Taj Mahal Palace & Tower, Mumbai, Area Director – New Delhi & GM – Taj Palace, New Delhi, Senior Vice President – Operations Delhi, NCR & Rajasthan, Senior Vice President – Operations NCR, UP, Uttarakhand, Jaipur & Ajmer and most recently, Senior Vice President – Operations, North.
Carrying a ‘nothing is impossible’ attitude which has helped him break barriers, present out-of-the-box solutions and rally teams, Gaurav is known for his decision-making ability, commitment and passion towards his work.
How does Taj’s legacy and brand reputation help in attracting high-potential talent, and what measures are taken to retain them in a competitive environment?
At IHCL, we take pride in our 120+ year legacy, which inspires a deep sense of belonging among our workforce. Our commitment to service excellence attracts individuals who share our passion for hospitality and delivering exceptional guest experiences. Rooted in the Tata Group’s core values, we ensure a fair, respectful, and principled work environment.
Additionally, IHCL’s strategy to be South Asia’s largest hospitality eco-system with its diversified brandscape addressing the heterogenous market has put us on a path of accelerated growth. In 2024, IHCL set a new benchmark with 85 signings and 40 new openings across all its brands and its homestay brand reached a milestone of 250 bungalow portfolio. This pace of growth offers opportunities to build diverse career paths across brands, geographies and functions. This also accelerates the path to leadership positions both at head of department and General Manager levels.
We also adopt a holistic approach to ensure loyalty by creating a workplace where talent feels valued, inspired, and committed to long-term growth. Our compensation and benefits are carefully designed to stay competitive through regular benchmarking and are linked to performance-based incentives. We invest in the growth and development of our associates by offering structured training programs, customized career pathways, mentorship initiatives, and multi-modal courses tailored to help employees build their skills and grow both personally and professionally.
We also focus on open and transparent communication, employee recognition programs, diversity initiatives, in order to create a respectful, engaging work culture thereby leading to a positive and inclusive workplace. We also have wellness programs and employee assistance initiatives support Holistic Well-being & Work-Life Balance. We also prioritize Employee Engagement, conducting regular surveys to understand our teams’ needs and addressing identified areas for improvement.
What initiatives have IHCL introduced to promote diversity,
equity, and inclusion (DE&I) in leadership roles across your properties?
Our DEI strategy is built on three core pillars of H.E.R – Hiring without discrimination, Environment of Inclusion, and Retention through continuous growth and development. Also, we have set clear goals to hire individuals from marginalized communities and people with disabilities as well as create a talent pool of women for leadership roles.
Today, women are well-represented across junior to senior levels, including two women on our Executive Committee handling critical portfolios. To nurture high-potential women employees, we offer a range of developmental programs across levels. For senior women colleagues, we run a sponsorship program where members from the Executive Committee act as their advocates and sponsors, invested in their growth to the next level of leadership. Additionally, we have targeted initiatives to build a pipeline of women General Managers at IHCL.
Our pro-women policies, such as extended maternity leave, creche facilities at all hotels, and industry-leading benefits like reimbursement for IVF and surrogacy, further strengthen our commitment to attracting and retaining women employees. We hold ourselves accountable to these DEI commitments by integrating them into performance metrics, tracking progress through measurable targets, conducting monthly reviews, and reporting outcomes.
In what specific ways does IHCL contribute to the cultivation and refinement of talent?
At IHCL, we utilize a comprehensive approach to recognise talent and offer structured cadre and capability development programs for different leadership levels. At all levels of junior, mid and senior management, there are a diverse range of initiatives such as instructor-led sessions, online learning, advanced education, action learning projects, international exposure, masterclasses, and cross-functional immersions, including opportunities within other Tata Group companies.
Our Cadre Building Programs are designed to identify and groom the best talent in the industry and nurture leaders of tomorrow through our 17 Comprehensive Cadre Building Programs and Learning Academies for niche industry skills in the areas of wellness and homestays. These programs help build operational and functional expertise through opportunities across hotel operations, supply chain, customer centricity, finance, engineering, human resources and more.
IHCL offers a variety of programs including our flagship Hotelier Development Program, Hotel Operations Management Training, Ginger Leadership Program, Sales Executive Development Program, among others.
Additionally, IHCL partners with Les Roches Global Hospitality Education, Switzerland and ESSEC Business School in France to offer scholarship programs in hospitality management.
In a commitment towards building world-class hospitality leadership talent, our Leadership Accelerator Program is a first ever fast-track growth program. It helps develop leadership skills in talent from diverse educational backgrounds and sectors, accelerating their journey to becoming General Managers.
How has technology transformed talent management in hospitality, particularly in recruitment, performance management, and employee engagement?
At IHCL, we adopt a data-driven approach to streamline our HR processes, leveraging advanced tools like Applicant Tracking Systems and virtual assessments to attract and evaluate top-tier talent for long-term success.
These assessments and development centres are integral to our talent management strategy, helping us identify potential and create personalized development journeys and career paths aligned with individual strengths and aspirations. These initiatives foster continuous professional growth across the organization.
Digital survey platforms have revolutionized how we measure and enhance associate experiences. Tailored surveys provide actionable insights, enabling leaders to implement targeted interventions that boost employee satisfaction, retention, and motivation.
Additionally, our digital learning platforms empower employees with the flexibility to pursue self-paced and diversified learning opportunities, supporting their professional development. By integrating technology at every touchpoint, we have enhanced operational efficiency and enabled data-driven decision-making, all the while staying true to our people-first philosophy.
How do you use training programs to instil the ‘Tajness’ ethos across different levels of employees, especially new recruits?
IHCL’s iconic brand Taj is an enduring symbol of hospitality. What sets Taj apart is not just its world-class hotels, but the emotional connection it fosters with both our guests and colleagues across all our hotels. This distinctive service ethos that we call Tajnesss is delivered by the dedicated and committed team of IHCL.
This intuitive and empathetic service ethos is nurtured across all levels with specialized programs such as Culture Meets for senior leadership development, Inspired Living & Working Workshops for General Managers, and Thriving Together to equip Heads of Departments with essential skills.
Initiatives like Project JIGYASA focus on developing emotional intelligence within our future leadership pipeline, while Beyond 100% Modules offer bite-sized learning to enhance emotional intelligence among frontline associates.
Every new hire, irrespective of their role, undergoes the Taj Swagat induction program, which immerses them in the history, values, and culture of the Tata Group and IHCL. These programs emphasize the core components of Tajness—Trust, Awareness, and Joy.
By embedding the essence of Tajness into all training initiatives, we ensure that employees develop the necessary skills and internalize the values essential for creating extraordinary guest experiences. This consistent reinforcement of Tajness preserves our unique identity while strengthening our competitive edge.
Employee well-being has gained prominence in talent management. What policies or programs have you implemented to ensure the mental and emotional health of your workforce?
IHCL is committed to creating a positive environment where associates can grow, thrive, and reach their full potential. Recognizing that overall wellness is crucial to this journey, we have introduced WELLWEING, a comprehensive wellness framework focused on three key pillars: physical, mental and emotional, and financial wellness. To ensure consistency across locations, we have developed a wellness playbook to guide the implementation of wellness initiatives at our hotels.
Throughout the year, we offer a variety of programs to support these pillars. For physical wellness, we organize virtual fitness challenges, encouraging associates to lead healthy lifestyles through step challenges, spot challenges, and interactive activities. For mental and emotional wellness, we partner with 1to1 Help, our Employee Assistance Program (EAP) provider, offering confidential counselling sessions to associates and their dependents. Additionally, we collaborate with Tata Group companies to provide expert financial planning sessions and helpdesks, supporting our associates in managing their financial well-being.
Our commitment to associate wellness extends beyond programs to the creation of best-in-class facilities. These include cafeterias, rest areas, locker rooms, and recreational spaces, all designed to enhance joy and well-being in the workplace.
What is the most critical piece of advice you would offer to HR professionals looking to excel in talent management within the hospitality sector?
HR is the business behind the business. As enablers, HR provides support, guidance, and resources that allow managers to succeed in managing their teams, ensuring alignment with the company’s strategy and culture. This creates a productive, high-performing workforce where both employees and the organization can thrive. Success in talent management within the hospitality sector requires a delicate balance of strategy, operational insight, and a commitment to a people-first mindset.
As you navigate the evolving landscape of the hospitality sector, agility will be essential. The ability to adapt talent strategies to champion Diversity & Inclusion and prioritize Employee Experience directly impacts engagement, retention, and overall organizational health. A deep understanding of operational realities is essential to ensure that these talent strategies are grounded in the practical needs of the business, yet always maintain the human element at the core.
