Post on 08-Apr-2015
HR AUDIT REPORT
ON
Jet Airways
CORPORATE VISION
Jet Airways will be the most preferred domestic airline in India. It will be the automatic
first choice carrier for the travelling public and set standards, which other competing
airlines will seek to match.
Jet Airways will achieve this pre-eminent position by offering a high quality of service
and reliable, comfortable and efficient operations.
Jet Airways will be an airline which is going to upgrade the concept of domestic airline
travel - be a world class domestic airline.
Jet Airways will achieve these objectives whilst simultaneously ensuring consistent
profitability, achieving healthy, long-term returns for the investors and providing its
employees with an environment for excellence and growth.
Background
With 67 destinations, Jet connects a place every 5 minutes.
Jet Airways has come a long way since its first flight in 1993. It's one of the fastest
growing airlines in the world, and now it's all set to change the way you fly - for the
better!
Jet Airways operates flights to 24 international destinations and 43 destinations within
India, thus offering you a better choice in the skies.
International Destinations:
Abu
dhabi
Dhaka
Doha
Kathmandu
Kuala Lumpur
New York
Newark
Bahrain
Bangkok
Brussels
Colombo
Dammam
Dubai
Hong ong
Jeddah
Johannesb
Kuwait
London
Milan (MXP)*
Muscat
Riyadh
Sharjah
Singapore
Toronto
Destinations within India:
Agartala
Ahmedab
Amritsar
Aurangab
Bagdogra
Bengaluru
Bhavnaga
Bhopal
Bhubanes
Bhuj
Chandigar
Chennai
Coimbat
Dehradun
Delhi
Diu
Goa
Guwahati
Hyderaba
Indore
Jaipur
Jodhpur
Jorhat
Khajuraho
Kochi
Kolkata
Leh
Madurai
Mangalore
Mumbai
Patna
Porbandar
Port Blair
Pune
Raipur
Rajahmundry
Ranchi
Srinagar
Thiruvananthapuram
Tirupati
Udaipur
Vadodara
Varanasi
About the company –
Jet Airways is a major Indian airline based in Mumbai, Maharashtra. It is India's second
largest airline after Air India and the market leader in the domestic sector. It operates
over 400 flights daily to 67 destinations worldwide. Its main domestic hubs
are Mumbai and Delhi. It has an international hub at Brussels Airport, Belgium. Jet
Airways is owned by the London-based billionaire Naresh Goyal.
Jet Airways was incorporated as an air taxi operator on 1 April 1992. It started Indian
commercial airline operations on 5 May 1993 with a fleet of four leased Boeing 737-
300 aircraft. In January 1994 a change in the law enabled Jet Airways to apply for
scheduled airline status, which was granted on 4 January 1995. It began international
operations to Sri Lanka in March 2004. The company is listed on the Bombay Stock
Exchange, but 80% of its stock is controlled by Naresh Goyal (through his ownership of
Jet’s parent company, Tailwinds). It has 10,017 employees (as at March 2007).
Jet Airways
Type Public (BSE: JETAIRWAYS
Industry Transportation
Founded 1 April 1992
Headquarters Mumbai, Maharashtra, India
Area served Africa, Asia, Europe and North
America
Key people Naresh
Swarnkar, Founder &Chairman
Nikos Kardassis, CEO
Services Airlines & Aviation
Airline
Catering & Foodservice
Ground Handling Services
Services
Revenue ▲ 10,622.92 crore (US$2.39
billion)(2009-10) [3]
Employees 10,017 (2007)
Subsidiaries JetLite
Website JetAirways.com
Naresh Goyal – who already owned Jetair (Private) Limited, which provided sales and
marketing for foreign airlines in India – set up Jet Airways as a full-service scheduled
airline to compete against state-owned Indian Airlines. Indian Airlines had enjoyed a
monopoly in the domestic market between 1953, when all major Indian air transport
providers were nationalised under the Air Corporations Act (1953), and January 1994,
when the Air Corporations Act was repealed, following which Jet Airways received
scheduled airline status.
Air Sahara buyout
In January 2006 Jet Airways announced that it would buy Air Sahara for US$500 million
in an all-cash deal, making it the biggest takeover in Indian aviation history. The
resulting airline would have been the country's largest[4] but the deal fell through in June
2006.
On 12 April 2007 Jet Airways agreed to buy out Air Sahara for INR14.5 billion (US$340
million). Air Sahara was renamed JetLite, and was marketed between a low-cost carrier
and a full service airline. In August 2008 Jet Airways announced its plans to completely
integrate JetLite into Jet Airways.
Present
In October 2008 Jet Airways laid off 1,900 of its employees, resulting in the largest lay-
off in the history of Indian aviation. However the employees were later asked to return to
work; Civil Aviation Minister Praful Patel said that the management reviewed its
decision after he analysed the decision with them.
In October 2008 Jet Airways and rival Kingfisher Airlines announced an alliance which
primarily includes an agreement on code-sharing on both domestic and international
flights, joint fuel management to reduce expenses, common ground handling, joint
utilisation of crew and sharing of similar frequent flier programmes.
On 8 May 2009 Jet Airways launched another low-cost airline, Jet Konnect. The new
airline uses spare aircraft from Jet Airways' routes that were discontinued due to low
passenger load factors. It also uses the same operator code as Jet Airways. The decision
to launch a new brand instead of expanding the JetLite network was taken after
considering the regulatory delays involved in transferring aircraft from Jet Airways to
JetLite, as the two have different operator codes.
According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a
market share of 26.9% in terms of passengers carried, thus making it a market leader in
India, followed by Kingfisher Airlines with 19.9% .
Effects of recession
The recession forced Jet Airways to discontinue the following routes: Ahmedabad–
London, Amritsar–London, Bangalore–Brussels and Mumbai–Shanghai–San Francisco.
It also had to put an indefinite delay on its expansion plans. Jet Airways was forced to
lease out seven of its ten Boeing 777-300ERs to survive the financial crunch. Due to the
recession all flights toNorth America were operated on an Airbus A330-200 replacing
the Boeing 777-300ERs. It also had to sell a brand new, yet-to-be-delivered Boeing 777-
300ER in 2009 and had to defer all new aircraft deliveries by at least two years.
Head office
Jet Airways's head office is the S.M. Center, a rented, unmarked six storey building
in Andheri, Mumbai. In 2008 Robyn Meredith of Forbes said that the complex was "as
shabby as [Jet Airways CEO Naresh] Goyal's home is posh" and that the complex was
"in need of a fresh coat of paint". Meredith also said that the complex was 15 minutes
driving time fromChhatrapati Shivaji International Airport
Subsidiaries
JetLite
JetLite was established as Sahara Airlines on 20 September 1991 and began operations
on 3 December 1993 with two Boeing 737-200 aircraft. Initially services were primarily
concentrated in the northern sectors of India, keeping Delhi as its base, and then
operations were extended to cover all the country. Sahara Airlines was rebranded as Air
Sahara on 2 October 2000. On 12 April 2007 Jet Airways took over Air Sahara and on 16
April 2007 Air Sahara was renamed as JetLite. JetLite operates a fleet of mixed owned–
leased Boeing 737 Next Generation aircraft and Bombardier CRJ-200ER.Jet Konnect
Jet Konnect
is the low-cost brand of India-based Jet Airways. It was launched on 8 May 2009, and
shares the same airline code and call sign as Jet Airways. It operates a mixed fleet ofATR
72-500s and Boeing 737-800s.
Jet Airways' original livery was Navy Blue, Light Grey and Chrome Yellow. The
top and bottom of the aircraft were painted in light grey and had the flying sun logo
in the navy blue background.
2007–present
Jet Airways' current livery was introduced in 2007.[14] The design retained the dark blue
and gold-accented colour scheme of Jet Airways' previous corporate identity, along with
the airline's "flying sun" logo.[14] The new livery, created with Landor Associates, added
yellow and gold ribbons. A new yellow uniform was simultaneously introduced, created
by Italian designer Roberto Capucci.[14] Jet Airways introduced its new identity in
conjunction with a global brand re-launch which included new aircraft and seating.[14]
Destinations
Jet Airways serves 44 domestic destinations and 23 international destinations in 19
countries across southern Africa, Asia, Europe and North America.
Short-haul routes
Jet Airways' short-haul routes include 44 domestic destinations in India and a few
international destinations in South Asia, Southeast Asia andMiddle East. Short-haul
destinations are served using Boeing 737 Next Generation. ATR 72-500s are used only
on domestic regional routes.
Medium and long-haul routes
Jet Airways serves cities in Africa, East Asia, Southeast Asia, Europe and North America
as its long-haul routes using its Airbus A330-200and Boeing 777-
300ER aircraft. London, England was the airline's first long-haul destination and was
launched in 2005.
Since 2007 Jet Airways has had a scissors hub at Brussels Airport in Belgium for
onward trans-atlantic connections to Canada and the United States.
Jet Airways Fleet
AircraftIn
serviceOrders
Passengers
(First/Première/Economy)Notes
Airbus
A330-20012 5 226 (0/30/196)
10 owned
2 dry leased
from ILFC
Airbus
A330-300– 5 ??? (0/??/???)
All leased from
Intrepid Aviation
Group
Deliveries starting
2011[20]
ATR 72-
50014 6 62 (0/0/62) All will be dry leased
Boeing
737-70011 – 122 (0/20/102)
6 owned
5 dry leased
Boeing
737-80041 20
140 (0/16/124)
144 (0/24/120)
154 (0/28/126)
169 (0/0/169)
175 (0/0/175)
189 (0/0/189)
18 owned
23 dry leased
Boeing
737-9002 – 160 (0/28/132) Both owned
Boeing
777-300ER10 2 312 (8/30/274)
4 dry leased
to Turkish Airlines
3 dry leased to Thai
Airways International
Boeing
787-8– 10 TBA
Deliveries starting
2014
Total 90 48
Jet Airways Retired Fleet
Aircraft Operated
In
Service
from
Replacement Notes
Airbus
A340-300E3
2005–
2007
Airbus A330-200
Boeing 777-300ERAll were dry leased.
Boeing
737-3004
1993–
1999
Boeing 737 Next
Generation
All were dry leased.
Boeing
737-40016
1995–
201012 were dry leased.
Boeing
737-5005
1996–
2001All were dry leased.
Total 28
PERSONNEL DEPARTMENT
The Personnel department, where took care of the Personnel related matters for the entire
Northern region. The Northern region for NACIL consists of 25 outstations and Delhi,
which is the regional headquarters.
It is important to note that salary and compensation matters are completely handled by
the Finance department, however Personnel department is an important component. All
regular employees are stratified according to grades which determine their designation,
pay scale etc.
A) Establishment
1. Maintenance of Personnel files
This file is then maintained till at least 5 years post retirement of the employee. It
contains all records, occurrences, certifications, processes, punishment,
appreciations, proceedings etc. related to an employee during his service.
2. Confirmation of employees
1. 1/2 – 9 Grade (Staff grade) – 6 months probation
2. Confirmation process Involves police verification, document verification and
verification from past employer.
Check points are:
– Check for any adverse proceedings and/or appreciation
– All verifications should be complete. Even if one is pending, employee
cannot be confirmed
– Check for unauthorized leaves/ absence, however it is left to the
department head’ discretion for decision
– Any disciplinary action – if pending
– Section and Department Head approval
– If all the above are OK, then it leads to confirmation of the employee.
3. Transfers
Inter – Regional Transfers
For ½ - 9 Grade are held on employee request only. In such cases, in inter
regional transfer an employee has to accept loss of seniority, hence it is mostly
not given. The seniority for these grades is maintained region wise. Also, the
region does not want to lose the employee – EDs of both regions have to consent.
Transfers for 9A & upwards - Their seniority is All India so there is no loss of
grade while being transferred, infact they are transferred with promotion. Head
Office decides on transfers.
Intra Regional – All grades are eligible
Requirements of a region are maintained. These normally entail a 1 year posting,
however, Temporary posting may also be given (15 days etc.)
5. Retirement
Retirement is effected at 58 years of age. A retirement review of entire service
period is held at 55 years and then a 3 year extension is granted. If extension is
not given then the employee can be retired at a 1 month notice
In the first week of every month a clearance certificate is sent to every department
for quick information of the list of retirees in that month and to enable quick
clearances for those employees.
6. All documentary requirements of an employee are met by Establishment – Certificates,
NOCs of all types, Copy of all records in the personnel file. On 25 years of service a long
service memento is given to employees in an annual function held in August.
7. Any data or information request from the Ministry/ HQ about the employees is met by
this unit.
B) Training
Training is a centralized section under Personnel department which takes care of training
requirements for the Northern region. It undertakes the following types of training:
Training on Rules & Regulations and Standing Orders (includes Leave & Passage
rules etc.)
3 day training on joining where all department workings and structure is
explained. A circular is sent to all department heads, who then nominates 1
person from the department to impart the training.
Training for Cabin Crew - Diet & Nutrition (by outside consultant), Health
awareness etc.
Computer Awareness for all
Training on RTI
Awareness programme for Safai Karmchari
Integration Communication program - ½ day programme for atleast 50%
employees across grades, by Internal faculty to communicate the why, how and
implications of the merger.
Management Trainees are given 3 months training after which they join as Asst Mgrs.
During training they are sent to all departments and are required to prepare a project
which is then marked by GM & DGM (P). Their reports are sent to HQ after which they
join on probation. Since 2 years, plans to conduct skill based training as a follow up on
the appraisals, but nothing could be done due to recent financial crunch. Coordination for
sending participants to Hyderabad Training center for various programmes is conducted
by them.
Standard procedure
1. Training section decides to conduct a training program
2. A circular is sent to all departmental and sectional heads detailing how many
participants are required and the purpose of the training.
3. Department head nominates participants
4. Training department arranges for faculty and training based on number of
participants etc., conducts the training
5. Attendance is recorded and feedback is sent to department heads
6. Process payments if any for trainers
Sends monthly report to HO with all statistics of the training. An annual report
detailing the duration, programme, No. of Participants – General, SC, ST, OBC,
Male, Female – is sent to HO.
C) Leave and Passage
The section is headed by an Assistant Manager rank who reports to DGM (P), and has a
span of control of 2 officers and 14 staff under him.
Main unit for Leave and Passage is based at the airport office for the Northern
region. Apart from this there are 3 other locations for local monitoring – Airbus,
A320 and Safdarjung. But all compilation of data happens here.
Main Functions:
o Monitoring office timings, shifts, overtime, attendance
o Monitoring salary disbursements. If any negative feedback on any
employee for unauthorized leave etc is found, due to which any deduction
in salary has to be made, they inform the Finance department.
o Managing leaves – reporting unauthorized leaves
o Issuing Passages
Every employee has an account with them, which records all the above
In the Leave and Passage section, work is allocated department wise
– 1 person handles Finance department employees, 1 for store, 2 for Engineering
department etc. On an average, an employee handles records of about 250
employees.
As per Standing Orders, absence of more than 8 days without information is
unauthorized absence. Such cases are reported to Discipline every 3 months for
disciplinary action and a charge sheet is initiated. Employee may have to face
punishment, salary cut or even termination. All disciplinary actions are recorded
in personnel file which affect promotion.
Apart from these there are Accident & Disability Leave, Quarantine Leave, Special Sick
leave and Leave without pay. Despite being covered under the above authorized leaves,
employees are observed to be indulging in taking unauthorized leaves and facing
disciplinary action for the same. The reason for this behavior and the departments or
grades where it is more prevalent needs to be ascertained by further research. Based on
the results, action plan could be drawn up to reduce this practice.
Immediate computerization of data
Better attendance management
Passages
1. Issuing free air passages or tickets to servicing and retired employees
2. All grades are eligible after 1 year of service. But available on the spot only if
seats are available, employee may have to return.
D) Recruitment
Main functions of this sub unit are Notification for filling up of posts, management of the
Selection process and Promotion process. Notification may be internal and/or external. It
is mandatory to notify an externally notified vacancy internally as well. A notification
necessarily carries the pay scale, benefits and emoluments and the Job Description and
Specifications. A Staff Assessment Committee if formed at the Corporate HQ level
which decides on the strength or recruitment requirements of the organization. Strength
of a particular cadre and department is more or less fixed unless a new kind of skill
employee is required. Number of employees that will be lost through retirement,
transfers, unforeseen circumstances such as death and dismissal are taken into account.
When the company wants to expand the required strength is considered and then orders
are released to unfreeze hiring. Sometimes hiring is frozen and vacancies are filled in
internally to utilize employees. All this is decided by the assessment committee.
Direct Recruitment
A notification is issued for the vacant job. A Performa for every job which captures all
details of the applicant is prepared. In IA all jobs are notified and applications are
received by the personnel department itself. In AI specific departments issue notification
and receive applications, only processing is done by the Personnel Department.
Reservation procedure, as directed by the government is recorded to check if instructions
are being followed. Certificate Verification is done against originals at the beginning.
Caste certificates are to be issued by a Revenue Officer not below the rank of a Tehsildar
and are sent to District Magistrate for verification. Final checks of documents are
conducted at the time of appointment against eligibility criteria. Verification by
competent authorities is handled by Establishment section.
Within Organization
-Selection (For 9 Grade upwards only. Past records and 3 year APAs and Fitness
& Integrity certificate is considered in addition to an Interview, if found fit then
promotion is given when they are eligible according to length of service)
-Promotion (For 3/6-7/8 Grade only. Past records and 3 year APAs and Fitness &
Integrity certificate is considered and time bound promotion Is given)
Deputation – officer is deputed from some other ministry or department for a
specified duration to fill up temporary requirement.
General, SC, ST, OBC, Physically challenged
Ex Servicemen (only in grade B&C – 14.5 &24.5 % rsvp)
E) Industrial Relations
One of the most major tasks of this sub section of the Personnel department is to
deal with the Unions and Associations of NACIL employees. NACIL has 8
recognized Unions.
Financial Assistance and loans
1. In case of a deceased employee, family is provided with a compensatory job or with
financial assistance
2. Financial Assistance to employees for higher education. It covers tuition fee, exam
fee and registration fee along with some expense for books etc. An employee can
avail a maximum of 2 such financed courses. Service may be temporarily suspended
due to financial crunch.
3. Educational scholarships to wards of employees.
Grievance Redressal System
Except matters related to Promotion, APAs and Punishment or Discipline, all other issues
can be addressed through this system. The other 3 have their own elaborate procedures as
discussed elsewhere.
Compliances with Labor Laws
The major laws which are applicable to NACIL are: Contract Labour Regulation &
Abolition Act is a guide for managing outsourced labour, Minimum Wages Act, Bonus
Act, Industrial Disputes Act, ESI Act, EPF Act, Factories Act, Labour Law Act.
Compliances with all these laws are overseen by a sub section of Industrial Relations.
Welfare Measures
Welfare Measures consist of three major functions viz. management of cleaning system
of the premises, Medical dispensary – CFMS, for employees and family while in service
and for employee and spouse after retirement; and Canteen Management.
An additional role of Industrial Relations unit at the Head Office is Negotiation with
Unions. The regional departments take care of implementation of decisions.
Legal Cases of a region are attended to by a sub section of the regional IR team. This
includes Conciliation under Industrial Disputes Act, Arbitration, Dismissal &
Retrenchment cases, dealing with Supreme Court/ High Court / District Court /
Labour Court.
Resource management
This is another major function of the IR unit and has a dedicated team to it.. The sub unit
looks after matters and issues related to all property held by the organization in North
region. The property may be owned, leased or rented used for various purposes –
Residential colonies, Areas for plants, aircrafts, commercial etc. All India policy matters
are handled and decided by HO, which defines broad working parameters, thereafter,
Regional department can make rules and regulations as per the region.
Major tasks include: Renewal of property leases, Revision of Terms & conditions of
agreements, Process the rents, Draft agreements (2 legal employees within Personnel also
available for assistance), handle disputed property issues, Send proposals for property
(location, cost etc) If approved by HO then they process it, Construction or building is
not their responsibility, Quarter maintenance of housing colonies, Residential allotment,
Holiday homes management. Ensure that all properties are well maintained, idle property
can be leased out, Ensure lease rentals are paid as well as collected on time, Payment of
property tax.
Negotiation of a property takes place through a committee after approval from the ED
North. Committee consists of 1 person each from – Commercial department since
booking is involved, Finance department since rent is there, Estate department, and civil
engineering department in case of a new property is to be built etc.
NACIL maintains only one housing colony in North in Vasant Kunj. It has 810 flats
divided in 4 blocks - Block D – For GMs and above, Block C – Asst Mgr to Chief Mgr,
Block B – For Superintendant to Sr Sup., Block A – Assistants, Block A1 – 4th class
employees.
Allotment process: Notification is issued once every 2 years inviting applications from
eligible employees seeking accommodation in the Jet Airways Housing colonies. Certain
criteria for eligibility – self/spouse should not hold any house in Delhi or nearby areas,
min 5 yrs of service etc. Applications are then screened; employees found eligible are
empanelled on basis of Grade, seniority – length of service, as per their block
entitlement. Names are arranged first in blocks according to grades and then according to
seniority within blocks. Finally, allotment is made as per the seniority in each block.
Employee code of conduct:
One of the most important functions of Industrial Relations unit is to handle disciplinary
actions against employees. It concerns & handles issues related to the factory area –
engineering, GSD, Stores, Medical, Motor & Transport, Civil Engg etc. This sub section
is responsible for facilitating the disciplinary action and maintaining records. Action is
taken by the disciplinary authority according to 2 sets of Standing Orders – For Factory
Workers and another for employees other than factory workers. Issues (Misconduct)
could consist of - Willful insubordination or slowing down performance at work,
Participation in illegal strike, Theft, fraud, dishonesty, Absence without leave for more
than 8 consecutive days, Breach of any standing order, Gambling, Smoking, drunkenness
or sleeping on duty, Sexual Harassment, Fighting/Quarreling or posing any threat to
national security etc. These deviances and the competent authority for each are well
defined in the standing orders. It is handled by a Sr Mgr with a team of 4 under him.
A case may come in through 2 sources:
Directly reported to Discipline Via department Head
Vigilance is an independent department responsible for keeping a vigil on employee
overall conduct and actions. Any inside or outside person can report any act of
misconduct of an employee to the vigilance department. e.g. if an employee is serving
employment elsewhere as well, he may be reported to the vigilance department. Such
cases require certain investigation from the organization before a charge sheet against
an employee is prepared and filed. Through a department head, a disciplinary action
is initiated.
Procedure in a domestic inquiry (taken in brief from the Official documents):
Calling for an explanation – 3 days given to submit explanation
Suspension - Preparation of suspension orders and/or charge sheet. If suspension
orders are given before charge sheet, then the CS must be issued within 1 month
Issue of Charge sheet
The charge sheeted employee is given 7 days time to submit an explanation. If the
explanation is satisfactory then the case is closed if unsatisfactory - An Enquiry
officer (EO) and a Presenting officer (PO) are appointed on behalf of the
management who conduct the case.
Personal Hearing
If possible to be held at the place of the charge sheeted employee. Then the enquiry is
held.
Submission of enquiry report & orders of the Competent Authority (Comp Auth is
defined for each level) To be submitted within 2 weeks from the close of enquiry and
the comp auth decision to be given within 2 working weeks.
Appeals
Questionnaire for audit
Organization and Structure
1. Is there an organizational chart?
2. Does the chart include both employees’ names and position titles?
3. Does the chart show reporting relationships?
4. Is the chart updated as changes occur?
5. As the needs of the organization change, does its structure change?
Functions of the HR Department
Pre-Recruitment Process
a. Receipt of requirement of manpower from various department heads.
b. Scutinise them and take approval from concerned authorities if the post is new.
c. Prepare a recruitment budget and CTC for the employee and take approval.
d. Select the appropriate Recruitment process.
2. Recruitment Process
a. Prepare Advertisements etc for the recruitment.
b. Scrutinise and shortlist the applications received.
c. Send interview call letters/mails as required.
d. Conduct Interviews through panels.
e. Preparation of offer letters as required.
3. Joining Formalities:
a. Administrating Joining formalities.
b. Pre Employment Reference checks.
c. Preparation of Appointment Advice and intimating the same to other departments.
d. Preparing and entering new hire paperwork.
e. Co ordinating to get Employee ID Cards.
f. Handing over the New hire to the concerned HOD/Manager.
g. Preparation of Job Profiles co ordination with HOD/Managers for new posts.
4. Employee Personal File Maintenance:
a. Opening new file and Closing the Resigned employee’s File.
b. Make sure all Employee files are maintained safely with care.
c. Make sure all personal records are available in the files.
d. Periodic Personal File Auditing.
5. Employee Data Base:
a. Keeping Track of Knowledge Management Software.
b. Maintenance of HRIS.
6. Confirmation Formalities:
a. Intimating the concerned HOD/Manager about the due dates for confirmation.
b. Conducting Confirmation Appraisals.
c. Co ordinating for Skill Gap Analysis.
d. Co ordinating to set Quality Objectives for each job profile.
e. Ensuring updation of the existing Job Profiles.
f. Processing the Confirmation.
7. ISO Compliance:
a. Ensuring all the updation of the ISO documentation and HR Formats.
b. Learning and enforcing Standard Operating Procedures (SOP).
c. Facing the Internal and External Audits, accountable to enforce the correctional
actions.
8. Statutory Compliance:
a. Handling PF and ESI formalities and co ordinating with other departments.
b. Handling Apprentice Training, Submitting Periodic Returns to Board.
c. Submitting other returns to the labour Department as per Shops and establishment
Act.
9. Training And Development:
a. Conducting Induction Training for new hires.
b. Training Need Analysis based on Skill Gap Analysis, Appraisal Feedback and
suggestions.
c. Co ordinating External and Internal Training Programs.
d. Maintaining Training Records.
e. Analysis of Training Feedback.
10. Performance Appraisal:
a. prepared the new Appraisal Form.
b. Educated employees about self-appraisal.
c. Provided inputs to HOD’s for Appraisals.
d. Prepared Appraisal Letters.
11. Employee Relation:
a. having formal and Informal counseling with employees.
b. Prepared Event Calendar of monthly recreation to motivate employees.
c. Handling Corporate Medical Insurance.
d. Processing required letters on employee’s request.
12. Report Generation:
a. Generating and analyzing Employee Attrition Reports, Training Evaluation, and
Manpower Status.
b. Weekly and monthly recruitment reports
c. Report generation of Pre appraisal, Appraisal and Post Appraisals.
d. Salary Details Reports to Accounts Department.
e. Reports as per the HOD’s request.
13. Exit Formalities:
a. Administering Exit paper work including all Statutory requirements.
b. Conducting Exit Interviews.
c. Preparing Exit Interview Summary.
d. Giving post employment reference for relieved employees.
e. Processing File to Accounts Department for final settlement.
HR Strategy:
1. What was total revenue for the business unit for the most recently completed
fiscal year?
2. What were total assets for the business unit for the most recently completed fiscal
year?
3. How many locations exist within the business unit? (Include all operating and
administrative locations which perform HR activities.)
4. Is the business unit a publicly-held or a privately-held entity?
5. What was the pre-tax income for the business unit for the last fiscal year-end?
HRP:
1. Are your workforce formation fits the company’s business objectives?
2. Does the company have manpower plan?
3. How do you create a manpower plan?
4. Do you develop a competency-based approach to staffing?
5. Does every position have competency/requirement?
6. Does every employee understand competency/requirement needed to perform a
job/position?
Recruitment and Selection:
1. Answer the following in relation to the job offer cycle:
a. What was the total number of offers made in most recent complete fiscal year?
b. What was the total number of offers accepted most recent complete fiscal year?
c. What was the average time (in days) from job requisition to extension of job offer?
2. How many positions (job titles) exist across the organization?
3. How is the recruitment process?
4. Does it eliminate unsuitable applicants early and focus on promising candidates?
5. How is the recruitment methodology? Does it attract desirable’s workers? Does it
match capabilities of candidates with competency requirement for positions?
Employee Retention
1. What kind of programs does exist for employee retention? Are they sufficient?
2. Does the company develop attractive benefit program that can retain employees?
3. Do you track your staff turnover? What is your turn over rate this fiscal year?
Learning process:
1. Does the company have a clear development or training plan/strategy ?
2. What was the total cost for training in the previous year?
3. How do you conduct Training Need Analysis (TNA)?
4. How do you translate the TNA into a Training Program?
5. What kind of training programs offered to employees?
6. Do managers and employees find the training program relevant to their needs?
7. How do you evaluate training effectiveness?
Appraisals: What types of performance management systems do you use?
Please describe.
1. Does it work effectively? If not, why?
2. Do you give constructive feedback to increase employee’s performance?
3. Do you include a customer satisfaction element in performance evaluations?
Reward and benefits:
1. What is the current compensation system in your company? Please describe
2. Do you offer compensation plans that provide a stable base with variables linked to
performance?
3. Is the compensation system reviewed periodically? How do you evaluate your pay
structure and compensation policy at least annually and adjust it when needed?
4. Do you compare the company’s compensation programs with the market rates? Does
the current compensation system competitive?
5. Do you set up procedures that ensure company compliance with all applicable payroll
laws needed?
6. Please describe the current benefit and allowance system of your company? (describe
in detail if there is differences among upper / middle / lower level of management /
staff?)
Employee development:
1. What is the current system for Career Development in your company? Please
describe.
2. Does it work based on meritocracy and fairness?
3. How does this current system apply to the employee individually?
4. What is the current system of succession planning?
5. Do succession plan exist for all critical positions?
Industrial Relation
1. Do you build a culture of inclusion that promotes labor and management as partner in
business success? How?
2. What problems does the company encounter in labor relation issues? Do you have
labor union? Does the labor union represent the employees well?
3. Do employees give feedback to solve IR issues? Do you design grievance procedure
for resolving employee’s problem?
Human Resources Information System
1. What IT systems and infrastructure do you use to support your HRIS? Does it work
effectively?
2. How can the IT system be used to support the HR Strategy?
Retirement
1. What is the current retirement policy?
2. Please indicate the number of employees participating in retirement plans.
Managerial :
Supervisor
Staff :
Employee Communication
1. Do you create an environment of open communication between employees and
management?
2. How do managers and employees perceive the effectiveness and integrity of current
communication culture?
3. What mechanisms do you have for obtaining employee feedback on a regular basis?
Human Resources Cost
1. How much the cost for the following items:
Human resources department direct labor cost (Wages, overtime, and benefits.)
Human resources department operating expenses (Supplies, training, and other
locally controllable expenses not including rent, depreciation, or allocated
overhead expenses.)
Outsourcing fees, if any (Contract fees including annual fees and monthly
operating charges.)
Contracted services cost (Temporary and contract labor).
SWOT ANALYSIS:
Strengths
Employee skills are not enough to hire person, HR also evaluate the other attribute such
as personality and attitude.
Jet blue is the strong brand among the US people.
Jet blue has been efficiently utilization the resources which results in low operating cost.
Efficient and talented employee help Jet Blue to perform operation in a better way to
facilitate its customers.
Consumer are satisfied from the services offered by Jet Blue.
JetBlue was named the number one U.S. domestic airline by Coned Nast Traveler
magazine’s “Readers’ Choice Awards” for the sixth year in a row.
Former employees of Southwest Airlines are currently working with Jet Blue.
Better use of technology, reservation are handled online with the unique reservation
system.
Weaknesses
Jet Blue is still new in the industry as compared to other Airlines.
Weak financial reporting, highlighted in the audit.
It has been using a single fleet
Opportunities
Jet Blue financial position is strong, so it can think for further expansion nationally and
internationally.
Add up more services for the passengers.
Increase number of flights.
Joint ventures with other Airlines for new market development.
Threats
Terrorism is the major concern after 9/11 Incident.
Raise in fuel prices
Strong competition from AMR Corporation, Southwest Airlines and UAL Corporation.
Employee Unions