A Study of Recruitment and Selection process adopted by Jaypee Resorts

7/27/2019 A Study of Recruitment and Selection process adopted by Jaypee Resorts

1/92

1

Summer Training Research Project Report

On

JAYPEE GREENS GOLF AND SPA RESORT

Title of the Summer Training

A Study of Recruitment and Selection process adopted by

Jaypee Resorts

For the partial fulfillment of the requirement of

PGDBM

(2012-2014)

Under the Guidance of : Submitted by :

Proff. Aastha Mishra Raj Kumar

Roll. No. 2012-11

GRADUATE SCHOOL OF BUSINESS AND ADMINISTRATION

Sector Alpha-02, Greater Noida, NCR India


2/92

2

DECLARATION

I, Mr. Raj Kumar, the undersigned, hereby declare that the project work titled

Recruitment and Selection in Jaypee Resort (i.e.Jaypee Group.) is bonafide work

undertaken by me atJAYPEE GROUP in Partial fulfillment of therequirement for the award ofdegree of PGDBM under guidance of Proff. Aastha MIshra

I further declare that no part of this report has been replicated from any other projectwork and the conclusions drawn therein are based on the material collected by myself.

Place: Greater Noida

(Raj Kumar)

`


3/92

3

ACKNOWLEDGEMENT

The preparation and presentation of a research report is a hard task for researcher. Being once in

a lifetime, it becomes a testing work for him (a person). During the course of the present study, I

too came across innumerous problems. However with the help, guidance, support and advice of a

large number of persons, I could somehow attain my goal. I wish to acknowledge my gratitude to

each one of them. This study could not have been completed without the help and guidance of

my mentor, Dr. Rakesh Kumar Dhar Dubey, Additional general manager (Training) of

Jaypee Golf and Spa Resort whos deep sharing and synergy has moved me many levels

beyond my own thinking.

This project was successful due to the co-operation extended by people who have truly

contributed towards it. I would like to thank all the employees and the H.R executives whoempowered me with valuable information.

I would like to thank those peoples whose lives and writings has come the wisdom of ages. I

have tried to learn from your legacy.

Lastly I thank all those persons whose names are not included in acknowledgement but whose

constant support was there throughout the process.


4/92

4

PREFACE

In spite of the theoretical knowledge gained through classroom study, a person is incomplete

if not subject to practical exposure of real corporate world and may have to face hurdles,

which will be difficult to overcome without any first hand experience of business.

Research Project Report is the most vital part of an PGDBM course, both as a link between

theory and actual industrial practices as well as opportunity for hands on experience in

corporate environment. I therefore, consider myself fortunate to receive the training in an

esteemed organization. Yet the opportunity could not have been utilized without the guidance

and support of many individuals who although held varied positions, but were equally

instrumental for successful completion of my summer training.

In this context I has been design to make the person aware of happening of the real business

world. The report, entitled Recruitment and Selection in Jaypee Resort (i.e. Jaypee

Group.) has been done by me.


5/92

5

THE EXECUTIVE SUMMARY

The HR team takes care of the recruitment and selection of the employees. It is very important as

this team analyses manpower needs and fills the gap between current and future manpower. It

maintains the entire database as well has complete authorization. The entire process is looked

after by them .This is important as technology keeps on changing which requires matching of job

with a right candidate. Even the employees are given production incentive by which they feel

very motivated as their salary keeps on increasing annually.

The importance of personnel management is being increasingly realized in industrial and non-

industrial organization both in India and abroad. This realization has come about because of

increasing complexity of the task of the managers and administrators. So far the personnel

function was confined to recruitment, salary administration and industrial relations; it was

regarded as a necessary evil. However, organizations today have realized the human resources as

more valuable than any other resource and their proper management can tremendously help

organizations to maximize the utilization of other resources.

The basic need of the study is to analyze how recruitment process is carried out in this

organization. With this objective the research has been undertaken.


6/92

6

TABLE OF CONTENT

Sr. No. Topics

Institute Certificate

Company Certificate

Acknowledgement

Preface

1. Introduction

About the Topic

Objective of the Study

Significance of the study

Methods Employed

2. Company Profile

3. Data analysis

4. Interpretation of the Data

5. Findings

6. Conclusion

7. Suggestion

8. Limitation of the Study

9. Appendices

Questionnaires

10. Bibliography


7/92

7

INTRODUCTION


8/92

8

Once the required number and kind of human resources are determined, the management has to

Find the places where required human resources are or will be available and also find the means

Of attracting them towards the organization before selecting suitable candidates for jobs. All this

process is generally known as recruitment.

Some people use the term Recruitment for employment. These two are not one and the same.

Recruitment is only one of the steps in the entire employment process. Some others use the term

recruitment for selection. These two terms are not one and the same either.

Technically speaking the function of recruitment precedes the selection function and it includes

only finding, developing the sources of prospective employees and attracting them to apply for

jobs in an organization,

Recruitment is defined as, a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Recruitment is defined as, a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient workforce.


9/92

9

THE HOTEL INDUSTRY

The hotel industry comprises a major part of the tourism company. Historically viewed as an

industry providing a luxury service valuable to the economy only as a foreign exchange earner,

the industry today contributes directly to employment (directly employing around 0.15 million

people), and indirectly facilitates tourism and commerce.

Prior to the 1980s, the Indian hotel industry was a slow growing industry. Consisting primarily

of relatively static, single-hotel companies. However the Asiad, held in New Delhi in 1982, and

the subsequent partial liberalization of the Indian economy generated tourism interest in India,

with significant benefits accruing to the hotel and tourism sector, in terms of improved demand

patterns. Growth in demand for hotels was particularly high during the early 1990s following the

initiatives taken to liberalize the Indian economy in FY1991, as per the recommendations of the

International Monetary fund (IMF). The euphoria of the early 1990s prompted major chains, new

entrants and international chains to chalk out ambitious capacity additions, especially in the

metropolitan cities. However most of these efforts were directed towards the business travelers

and foreign clientele.


10/92

10

STRUCTURE OF THE INDUSTRY

Hotels in India are broadly classified into 7 categories (five star deluxe, five star, four star, three

star, two star, one star and heritage hotels) by the Ministry of Tourism, Government of India,

based on the general features and facilities offered. The ratings are reviewed every five years.

PREMIUM AND LUXURY SEGMENT

This segment comprises the high-end 5-star deluxe and 5 star hotels, which mainly cater

to the business and up market foreign leisure travelers and offer a high quality and range

of services.

MID-MARKET SEGMENT

This segment comprises 3 and 4 star hotels, which cater to the average foreign and

domestic leisure traveler. This segment also caters to the middle level business travelers

since it offers most of the essential services of luxury hotels without the high costs since

the tax component of this segment is lower compared with the premium segment.

BUDGET SEGMENT


11/92

11

These comprise 1 and 2 star hotels referred to as Budget Hotels. These categories do not

offer as many facilities as the other segments but provide inexpensive accommodation to

the highly price-conscious segment of the domestic and foreign leisure travelers.

HERITAGE HOTELS

In the past four decades, certain architecturally distinctive properties such as palaces and

forts, built prior to 1950, have been converted into hotels. The Ministry of Tourism has

classified these hotels as heritage hotels.

OTHERS

At any point in time, applications for classification are usually pending with the Ministry

of Tourism because of which such properties remain unclassified. The number of hotel

rooms pending classification has declined from historical 15-20% to 5% of the total

rooms available

.


12/92

12

KEY CONSUMER SEGMENTS

The market for the hotel industry can be divided into the following key consumer

segments based on purpose of visit:

THE BUSINESS TRAVELLER

The business traveler is a businessman or a corporate executive travelling for business

purposes. This segment includes corporate, both domestic and foreign, who open offices

in the hotel premises during start-ups, corporate executives who make extended stay

either for long duration projects or while waiting for permanent accommodation

(primarily expatriates) and convention arrivals. While the senior executives usually stay

in 5 star hotels, the middle level executives, who are much larger in number, stay in the

budget hotels.

This segment offers better realizations, as they demand relatively smaller discounts on

room rents (about 10% - 15%), use more of facilities such as PCs, fax multimedia,

conference halls. Also the food & beverage (F&B) revenues are better as they usually eat

in the hotel itself due to their busy schedules.

THE LIESURE TRAVELLER

The leisure traveler could either be a foreigner or a domestic traveler whose primary

purpose of visit is holiday and site-seeing. Among non-business foreign tourists the


13/92

13

primary motivation for visiting India is largely cultural attraction followed by

conferences and conventions, tourist attractions like beaches, wild life, hill resorts etc.

Usually, leisure travelers are part of a package run by a tour operator. The margins

offered by leisure travelers tend to be lower because of two reasons.

Firstly, they seek higher discounts and also provide less F&B revenues as they usually eat

out. The business offered by this segment is highly seasonal and tends to peak in the

September to march period.

AIRLINE CABIN CREW

Airline Cabin Crew forms another important segment because of the repetitive and guaranteed

nature of the business that they provide. Usually, these are a part of an annual contract whereby,

in return for a fixed rate, a certain number of rooms are provided on demand for cabin crews.

With discount rates in the range of 40% and 50%, this represents a low yield segment for hotels

in general.


14/92

14

ABOUT THE TOPIC

Jet Blue Airways shows how an entrepreneurial venture is able to use human resource

management, specifically a values-centered approach to managing people, as a source of

competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-

centered organization at a rapid rate, while retaining high standards for employee selection and

maintaining a small company culture. (Gittlel.J.H, 2001)

Online recruitment has changed the way companies conduct their business in todays scenario,

including how they attract as well as recruits employees for their organization, all this has given

online recruitment the top priority. Companies can now recruit with their, Own websites, job

boards, newspapers and advertisements etc.An effective and efficient recruitment process

increases a firms value in the market and lowers the costs and seeks the opportunity as well. All

this has helped the company as well the job seekers. They are now more comfortable with online

recruitment process. (Borstoff.T,2001)

Every recruiter in an organization is classified into different categories:

A contingent recruiter is paid no money until the job is filled and recruits as he is concerned with

filling up of the job as soon as possible.

Retained recruiter: a retained recruiter is made by paying an upfront fee based on the salary level

of the position that is supposed to be filled in the organization. One-third fee is paid at the

beginning, another one-third at an agreed upon landmark and rest is paid when the person is

hired.

A contract recruiter works on hourly rates and is also called as rent a recruiter.


15/92

15

On the other hand some recruiters also give recommendations on human resource concerns and

how to make the company more effective and attractive and different ways to increase the

retention rate of employees as well.(Harbert.T,2006)

All human resource management theories focus on the different methods of recruitment and

selection and highlight the advantages of interviews.

Recruitment process could be internal or external successful recruitment methods include a

through analysis of the job and the labour market conditions. Failure recruitment in an

organization

Can create difficulties which include long term loss in profitability and lack in staffing skills. So,

recruitment is not just a simple technique but needs high management decision making and

through planning of manpower. (David.j, 2006)

Gerand says that discrimination against the female employee is a common feature now a day.

Many reputed employees have also found themselves in danger for the manner in which they had

recruitment and selection in their organization.

The list is endless to count. One of the most important cases to have risen recently was the

appointment of gynecologists to a hospital. They were asked to engage in hospitals sexual assault

treatment units and male employees were kept far from this though they were willing to work.

So, he focused that good recruitment contains the key demand of the job as opposed to biasness

or discrimination on every basis, and such questions which causes biasness must not be asked.

1) To remove biasness the information commission has asked that relevant questions

regarding the requirement of job should be asked.

2) Interview panel should consist of both the sexes of interviewers.

3)

Records of interviews should be kept as well.(Mcmahon.G,2001)

The author here says that, Abramson centre includes a wide variety of basic clinical and cancer

control programmes.


16/92

16

Recruitment of these populations requires the development of methods that are sensitive and

deals with the complexity of recruiting minorities and unrepresented populations. The RROC

provides funded scientist stable, scientific evidence based outcome research approach to

recruitment and retention.

It aims at increasing overall clinical trials and cancer control and prevention trial recruitment and

developing an integrated system to track and report recruitment activities and accrual.

RROC links the vast resources devoted to recruitment and outreach efforts and channel them

into a coordinated resource for peer-review funded research. (Walkins.B, 2001)

The author says that the economic meltdown has affected the workforce all around the globe. All

organizations are facing staff cuts and shrinking budgets. The downturn was largely expected in

china with all this many training departments are now asked to focus on short term needs.

Recruitment is a challenging task in such a condition and companies are also paying less

attention in retaining staff. In such economic slowdown, training is the first budget to cut down

and training departments are asked to explore different ways of delivering training such as e-

learning. In case of Latin-American focusing of staff is critical and main focus on outplacement

process but in UK focus is placed heavily on retention and working smartly of workers.

The end goal is to position the learning function as a performance and retention driver to

contribute to an organization overall success. (Lauren.F,2001)

Few companies are thinking about hiring right now, but that's a mistake. If history is any guide,

staffing will become a front-burner issue once the economic upheaval eases. Even now,

companies are running into staffing problems in emerging markets, and many will have to find

talented replacements for baby-boom retirees. Will they be able to meet their needs?

The result: About a third of promising new hires depart within three years of being recruited. As

a remedy, the authors offer their best thinking about state-of-the-art hiring practices for the top

levels of the organization. Their recommendations cover the entire hiring cycle in seven steps:

anticipating the need for new hires, specifying the job, developing a pool of candidates, assessing

the candidates, closing the deal, integrating the newcomer, and reviewing hire-process


17/92

17

effectiveness. Whatever the future brings, firms that follow these practices successfully will have

a distinct advantage over their shortsighted competitors. (Fernndez-Aroz.C, 2009).

Details power dynamics that unfold in the firm when one of its best and brightest threatens to

leave. It focuses on the dynamics of attracting, hiring, compensating, negotiating, and leveraging

a star performer in a professional service firm. In particular, traces the detailed events from the

resignation of a star to the manager's struggle to decide which of the eligible candidates should

be hired. Four candidates and their firms are discussed in great detail. The case allows students to

consider both individual (e.g., background, aspirations, attitudes, past short-term and long-term

performance) and organizational (e.g., cultures, strategies, structures, performance management

systems) factors in choosing a candidate to maximize individual-organization fit. (Groysberg.B,

2006)

Here, the author tried to make and develop his own approach to succeed. He developed a web

design consultancy into a company that helps organization address experience design challenges

of all kinds. His initial approach was to talk to everyone they knew and it turned up a little but

nothing was panned out. They never had CEO but later on felt the need of the same to achieve

success. Their business needed time and they spent lot of time talking in phone and with their

determined practices they finally succeeded to build their company. (Merholz.P, 2008)

Here the author had been instructed by his superiors to evaluate the process by which he

selected solders for its 20-month long training program. Was the Army conducting this process

in an ideal manner? The case examines the Special Forces training in light of the types of

missions soldiers are expected

to execute and asks students to consider whether the Special Forces recruitment and training

process identifies the best possible candidates.

It gives focus on hiring, recruiting, management talent and apprising individual organization fit.

(Groysberg.B, 200


18/92

18

OBJECTIVE OF THIS REPORT

To,have detailed understanding of the concept of recruitment, what it is, how it

takes place, what it involves what are the various tools and sources and the like.

To understand the recruitment practiced followed at JAYPEE GREENS GOLF

AND SPA RESORT different tools or sources used by the organization to have

pool of qualified candidates and the related activities.

To understand the recruitment process followed to recruit various categories of

employees.

To study existing method of procurement of human resource in different class of

hotels.

To suggest the integrated approach toward human resource planning, recruitment

and selection of human resource.

To ascertain the comparative management of human resource in hotels.

While working on the project, it was found that the company is hierarchically structured. The

company has a cooperative environment among the employees. The employees always remain

enthusiastic and motivated for their work.


19/92


20/92

20

Increase the pool of job candidates at minimum cost.


21/92

21

RECRUITMENT

Recruitment refers to the process of screening, and selecting qualified people for a job at anorganization or firm, or for a vacancy in a volunteer-based some components of the recruitment

process, mid- and large-size organizations and companies often retain professional recruiters or

outsource some of the process to recruitment agencies. External recruitment is the process of

attracting and selecting employees from outside the organization.

The recruitment industry has four main types of agencies: employment agencies recruitment

websites and job search engines, "headhunters" for executive and professional recruitment, and

in-house recruitment. The stages in recruitment include sourcing candidates by advertising or

other methods, and screening and selecting potential candidates using tests or interview.

Every organization has the option of choosing the candidates for its recruitment processes from

two kinds of sources: internal and external sources. The sources within the organization itself

(like transfer of employees from one department to other, promotions) to fill a position are

known as the internal sources of recruitment. Recruitment candidates from all the other sources

(like outsourcing agencies etc.) are known as the external sources of recruitment


22/92

22

OBJECTIVES OF RECRUITMENT

To attract people with multi-dimensional skills and experience that suits the present and future

organizational strategies.

To induct outsiders with a new perspective to lead the company.

To infuse fresh blood at all levels of the organization

To search or head hunt people whose skills fit the companys values.

To devise methodologies for assessing psychological traits.

To search for talent globally and not just within the company.

To design entry pay that competes on quality but not on quantum


23/92

23

STEPS OF RECRUITMENT:

1) Recruitment Planning & Organization.

2) Candidate Sourcing & Networking.

3) Assessment, Selection & Certification.

4) Interviewing & Hiring.

5) Induction & Orientation & Documentation of the New Joinees.

6) Employee Confirmation tracking & issuing letters after analyzing proposed 7) hike

with prevailing Salary Structure and Rate in the Organization.

7) Maintenance of Full and Final.

8) Exit Interview

9)

To anticipate and find people for positions that does not exist yet.


24/92

24

FIG: 6 SOURCES OF RECRUITMENT:


25/92


26/92

26


27/92

27

Job Descriptions and Brief Job Profiles at JGGR:-

HR Department

1. VP

PGDBM (HR) .Exp.-20-25yrs

Responsible for HR functions.

Should have strong communication and management skills.

Should be knowledgeable about manpower planning, training & development,

compensation management, handling legal issues, industrial relations, selection and

recruitment, performance management system, employee welfare activities, co

ordination and liaison with Govt. agencies etc.

2. GM/Sr.GM/DGM

PGDBM(HR/P&A)/LLB/PGDM/MSW

Min. exp. 11-18 yrs.

Should have strong communication and management skills.

Should be knowledgeable about manpower planning, training & development,

compensation management, handling legal issues, industrial relations, selection and

recruitment, performance management system, employee welfare activities, co

ordination and liaison with Govt. agencies etc.

3. MANAGER

PGDBM(HRJP&A)/LLB/PGDM/MSW .

Min. expo 10-12 yrs.

Responsible for functioning of various sections of personnel such as establishment, time office

welfare, administration, compensation mgmt. Etc.


28/92

28

Finance & Accounts

1. VP(commercial)/Sr. VP

CA/PGDBM (finance )/Commerce/engg. Graduate

Exp. 25-30 yrs.

Responsible for handling administrative and commercial functions. Expected to look

after' all commercial functions and must -have a good understanding of excise,

service tax & VAT rules and regulations.

2. GM/AGM/DGM

CA/ICWA/PGDBM(finance)

Exp. 15-22 yrs.

Responsible for handling administrative and commercial functions.

Expected to look after all commercial functions and must have a good understanding

of excise, service tax & VAT rules and regulations.

3. Manager/Sr. Manager

CA/ICWA/PGDBM(finance)/M.COM

Exp. 12-14 yrs.

Responsible for handling administrative and commercial functions.

Expected to look after all commercial functions and must have a good

understanding of excise, service tax & VAT rules and regulations.


29/92

29

Purchase & Stores/Raw Material

1. VP (purchases and stores)

Degree/Diploma in engg.

20-25 yrs. Exp. With at least 2-3 yrs. In a large scale industrial establishment

Degree/Diploma in engg.

15-20 yrs. Exp. With at least 2-3 yrs. In a large scale industrial establishment.

2. Sr. Manager/Manager

Degree/Diploma in Mechanical/Electrical engg. Or PG Diploma in material mgmt.

Min. expo of 10-12 yrs. In stores, MM, procurement etc.

3. Manager (RM)

B.COM/M.COM/PGDBM (finance) .Min. expo 10-12 yrs.

Should have through knowledge of Procurement of coal, gypsum and PP bags.

Should be familiar with knowledge of taxation i.e. sales tax, VAT, service tax etc.

4. Asst. Manager

Degree/Diploma in Mechanical/Electrical engg. Or PG Diploma in material mgmt.

Min. expo of 5-7 yrs. In stores, MM, procurement etc.

Civil Department

VP (elec. & inst.)

Electrical/Electronics engg.

Exp. 20-25 yrs.

Should have at least 5 yrs of relevant expo In state of the art control and

instrumentation activities in steel/cement making.

VP (technical)

Degree/Diploma in mechanical engg.

Exp. 20-25 yrs.

Should have atleast 5 yrs expo At a senior position of equivalent staus' in

operation and maintenance or project implementation


30/92

30

Sr. Manager.

BE (Mech./Elec.)

Exp. 10-25 yrs.

Manager (quality control)

Degree/Diploma in Mech./Structural/Chemical Engg.

Exp. 10-15 yrs.

5. TRAINING MANAGER

Experience: 8-10 years, PGDBM from reputed Institute.

6. DY. HOUSEKEEPER

Diploma in Hotel Management with 7-8 yrs experience in Hospitality Industry. Should

have good communication skills and interpersonal skills.

7. HOUSEKEEPING SUPERVISOR

Experience: 3-4 years in Hotel Industry, IHM Graduate.

8. PERSONAL MANAGER

PGDBM (HRD) with experience of at least 6-7 years.

9. HR EXECUTIVE

Experience 4-5 years, PGDBM from reputed Institute.


31/92

31

10. ASST. FRONT OFFICE MANAGER


11. LOBBY MANAGER

Experience: 5-6 years in Hotel Industry, IHM Graduate

.

12. FRONT OFFICE SUPERVISOR / HOSPITALITY SUPERVISOR

Experience: 2 years, IHM Graduate.

13. HOSPITALITY ASSISTANT

Experience: 1 year, IHM Graduate.

14. ASSISTANT F&B (MANAGER)


15. RESTAURANT MANAGER


16. CHEF


17. CHEF DE PARTIE

Tandoor / Indian / Bakery Experience: 4-5 years in Hotel Industry, IHM Graduate.


32/92

32

18. SR. COMMIS DE RANG


19. GAR DE MANAGER


20. MATRIE DE HOTEL


21. ASST. SALES MANAGER

Marketing Experience 3-5 years pref. IHM Graduate.

22. CENTRAL RESERVATION ASSISTANT

Proficiency in Computer and English Conversation.

23. JR. ENGINEER / ASST. ENGINEER

Diploma in Electrical / Mechanical with 5-7 years experience.

24. EXECUTIVE TO DIRECTOR

Proficiency in Computer, Conversation and Stenography.


33/92

33

RECRUITMENT METHODS

Internal methods

It is important not to forget the internal talent pool when recruiting. Providing opportunities for

development and career progression is an' important factor for employee retention and

motivation. The CIPD survey Recruitment, retention and turnover 20041 found that 87% of UK

organizations had a policy of advertising all vacancies internally - using tools such as notice

boards and their intranet. Some organizations operate an employee referral scheme. These

schemes usually offer an incentive to existing employees to assist in the recruitment of family or

friends.

External methods

There are many options available for generating interest from individuals - outside the

organization. These include placing advertisements in trade press, newspapers and on the Web.

However, the CIPD survey1 finds that despite the increasing popularity of the Internet-based

methods in recent' years, local newspapers currently remain the most frequently used means of

attracting candidates. Advertisements should be clear and indicate tile:

Outline requirements of the job

Necessary and the desirable criteria for job applicants (to limit the number of

inappropriate applications received)

Nature of the organization's activities

Job location

Reward package

Job tenure (e.g. contract length)

Details of how to apply.

Advertisements should be genuine and relate to a job that actually exists. They should appeal to

all sections of the community using positive visual images and wording.

Other ways to attract applications include building links with local colleges, working with the

job centre and holding open days.


34/92

34

Recruitment modes used at JGGR and time consumed in each activity:-

Advertisements:-

Take approval from the head for the posts required.

Design the advertisement.

Take approval of the advertisement from the head.

Give a time frame to candidates to apply.

Then screen the applications and shortlist the candidates whose skills match with those

required.

Inform the selected candidates through:

1. E-Mail 2.

2.

Phone Calls

3. Call Letters etc

Then call back and confirm their attendance.

Then the interview procedure starts.

Then follow up with selected candidates.

On the date of joining fulfill all the formalities like PF etc.

The whole process takes 5 weeks till selection in JGGR.

Data Bank:-

Find the posts that are required to be filled.

Search the available skills in the data bank that is already available with those

organization.

Screen and shortlist those candidates whose skills match with those required.

Inform the selected candidates through: mails, call letters, phone etc.

Call back and confirm their presence.

On the day of interview receive them and then the procedure starts.

Then follow up with selected candidates.

On joining welcome the employees through a formal induction programme.

The whole process takes 2 weeks in JGGR.


35/92

35

Employee Referrals:-

Employees are told about the posts required in the organization and those who

know people whose skill sets match with those required are told to apply for the

particular post.

Then candidates suitable are shortlisted and called for interview by informing

them through Mails, Call Letters,Phone calls etc.

Interview procedure takes place.

Then selected candidates are told about the date of joining.

On the day of joining various formalities are fulfilled along with the induction

programme.

It takes around 1-2 weeks as compared to others and is very effective and used in JGGR mostly.

Walk Ins:-

Design advertisements for the posts required and take the approval from the head.

.

Circulate them and allow candidates to apply for the particular posts within a

stipulated time period.

Calf candidates on a specific date and may be at different timings according to the

requirements.

Interview procedure takes place on the fixed day and date.

Selected candidates are informed and various other formalities are fulfilled.

This process till completion as mentioned takes around 3 weeks.

Campus Interviews:-

Contact colleges as per requirements and after discussion fix a specific time, date

and place to conduct interviews.


36/92

36

On the day of interview set specific criteria as per requirement for the student to

be applicable for the post required.

Conduct Interviews after giving a brief description about the organization and the

profile they would be required to work for.

Select candidates are given a specific date to join on completion of their course.

On the day of joining fulfill other formalities and conduct the

It is time consuming as compared to other methods and takes around 4-5 weeks.

Usage of different modes of recruitment in different levels in JGGR:-

N TO N:-

Advertisement

Employee Referrals

N- TO N:-

Advertisements

Data Bank

N- TO N- :-

Data Bank

Campus Intrerviews

Advertisement

Walk Ins


37/92

37


38/92

38

DETERMINING REQUIREMENT/ MANPOWER PLANNING

The first stage in the recruitment process is planning. Planning involves the translation of likely

job vacancies and information about the nature of these jobs into a Set of objectives or targets

that specify the (i) number and (ii) type of applicants to be contacted.

A human resource plan need not be highly complicated. A straightforward plan will help

organizations to:

Assess future recruitment needs

Formulate training programs

Develop promotion and career development policies

Anticipate and where possible, avoid redundancies

Develop a flexible workforce to meet changing requirements

Control staff costs whilst ensuring salaries remain competitive

Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management for

supporting it. Implementation is likely to be most effective if it carries the support of the

workforce, normally achieved through consultation with trade union or other employee

representatives.

Producing a human resource plan involves:

Forecasting staffing requirements against business objectives

Assessing the available supply of people to meet those requirements

Matching available supply against forecast demand.


39/92

39

SOURCING & SHORTLISTING AS PER JOB PROFILE

The applications received are then analyzed as per the requirements of the organization and it is

to see whether the skills match with those required and also it is to determine the right number of

candidates and those short listed must match with the job profile required by the company. This

is a very important step in the whole process and must be done accordingly as it can save a lot of

time .in JAL this is generally done by the concerned HR deptt. To match the requirements and

shortlist the required number of candidates.

SCRUTINIZING / FILTERING CANDIDATES (SCREENING)

Some methods or techniques are used to filter/scrutinize the candidates, i.e., to reduce the

number of applicants and also to gather relevant information needed before conducting the

interview. Techniques/methods involve:

Case Studies: Job related case studies can be used during the selection process to

test the depth of experience and knowledge the candidates possess on a certain topic. The case

study can form the basis of a discussion and is a useful way of probing the candidate'sknowledge and judgment.

In-Tray exercise: It can be useful to put together a number of typical work issues

into an in tray' exercise and ask the candidate to place them in order of priority and give

suggestions as to what action should be taken on each.

Group Discussions: Group discussions can be used to assess the candidates in

logical formulation of argument, how they relate to other members of the group, experience and

knowledge of a topic. It is normal practice to I inform candidates to expect a group discussion

beforehand and so consideration needs to be given as to when to introduce the topic e.g. do you

write and let them know or introduce the topic when all of the candidates are assembled ready


40/92

40

for the group discussion. As with the case study the .group discussion must be relevant to the

post and the assessors must be quite clear what they are looking for to ensure standardization of

marking.

Aptitude Test:It helps to determine a persons potential to learn in a given area.

An example of such a test is the General Management Aptitude Test (GMAT) which many

business students take prior to gaining admission to a graduate business school programme.

Personality Test: These tests are given to measure a prospective employees

motivation to function in a particular working environment. There are various tests designed to

assess a candidate's personality. The Thematic Apperception Test (TAT) assesses an individual's

motivation and achievement level. Other personality tests include CPI, TTS, and MMPI to assess

specific personality traits.

Role Play: Ina role play, you are given a particular role to assume for a certain

task. The task will involve dealing with a role player in a certain way and there will be an

assessor watching the play.

Presentation: You may be asked to make a formal presentation to a number of

assessors either on a topic given in advance or in some cases to interpret and analyze given

information and present a case to support a decision.


41/92

41

INTERVIEW SCHEDULE/LETTER/INTERVIEW

The next step in the selection process is employment interview. Most jobs are filled through

interviews. The interview has two main purposes - to find out if the candidate is suitable for

the job, and to give the candidate information about the job and the organization. Interview is aformal, in depth conversation conducted to evaluate the applicant's acceptability. It allows a two-

way exchange of informations, the interviewers learns about the applicant, and the applica nt

learns about the employer. Every candidate should be offered the same opportunities to give the

best presentation of themselves, to demonstrate their suitability and to ask questions of the

interviewer.

An interview is a conversation between two or more people (The interviewer land the

interviewee) where questions are asked by the interviewer to obtain information from the

interviewee. Interviews can be divided into two rough types: interviews of assessment and

interviews for information.

ASSESSMENT

The most common type of interview for assessment is a lob interview between an employer and

an applicant. The goal of such an interview is to assess a potential employee to see if he/she hasthe social skills and intelligence suitable for the workplace. Similar interviews are also used for

admissions to schools, allotment of grants, and other areas.

Highly personal questions and those unrelated to the job at hand are forbidden, as are questions

which invite discrimination. However some interviewers tend to ask such questions in order to

see how the interviewee reacts and if (s)he is able to elegantly avert the question.

Another important type of interview is the psychological one that can be divided into two forms:

structured and unstructured.

Structured interview designed to discover all relevant information and assess the competencies

of the applicant is an efficient method of focusing on the match between job and candidate. It

also means that there is a. consistent form to the interviews, particularly important if there are a

number of candidates to be seen.


42/92

42

INFORMATION

The second class of interviews is those seeking to gather information about a subject. These

types of interviews are central to the practices of journalism and instructional design. Such

interviews are also important to any nonfiction writer or researcher. In general the quotes and

information gathered in these interviews are used in a publication or edited for broadcast.

These interviews are used by journalists, law enforcement, and private investigators. A recent

technological trend in journalism interviewing has been the rise of e-mail interviews.

These interviews differ from traditional telephone and face-to-face interviews in that

interviewees can have more time to formulate a written response.

Interviews need not be formal. The length and style of the interview will relate to the job and the

organization. Some vacancies may call for a formal interview panel some for a less formal, one-

to-one interview. The interviewer(s) should consider the job and the candidates when deciding

on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be successful.

Each candidate should leave with a sense of being treated well and fairly and having had the

opportunity to give of their best.


43/92

43

PREPARING THE INTERVIEW

The interviewer should prepare by:

Reading the application form, job and person specifications to identify areas which need

further exploration or clarification.

Planning the questions. In some interviews it is appropriate to ask only one or two

questions to encourage the candidate to talk at length on certain subjects. In others it may

better to ask a series of short questions on several different areas. If there is more than

one interviewer, different people can cover different topics, e.g., job knowledge, training,

qualifications. Do not ask for personal information or views irrelevant to the job. Do not

ask potentially discriminatory questions such as 'Are you planning to have children in the

next few years?

Being ready for the candidates questions, and trying to anticipate what additional

information they may seek.

CONDUCTING THE INTERVIEW

Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It

allows a two-way exchange of information, the interviewers learn about the applicants, and theapplicant learns about the employer. Conduct the interview in an environment that will allow

candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls,

welcome the candidate(s), and show them cloakroom facilities etc.

If possible, let the candidate have a brief tour of the place of work. This is particularly useful in

the case of people new to the job market (school- leavers, returning men and women), who may

have little or no experience of what to expect in workplace. It may also prove valuable in

offering an additional opportunity to assess the candidate's interaction with possible colleagues.


44/92

44

The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present) this also gives the candidate time to

settle down.

Give some background information about the organization and the job this helps

everyone to focus in the objective.

Structure the questions to cover tall the relevant areas, and dons ask too many closed

questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no

answer) will encourage the candidate to speak freely - they often begin what 'when' or

'how'

avoid leading questions

listen, and make brief notes as necessary on salient points

have a time frame and keep to it allowing sufficient time for candidates to ask any,

questions they might have

Make sure the candidate is familiar with the terms and conditions of the job, and they are

acceptable. If not, and the candidate is the best one for the job, then some negotiation

may be necessary - be careful to avoid inadvertent discrimination

Tell the candidate what will happen next and when to expect to hear from the

organization.


45/92

45


46/92

46

SELECTION & SALARY FIXATION

Evaluation and control is necessary as considerable costs are incurred in the recruitment process.

Consideration should be given as to whether the .recruitment methods used are valid and whether

the recruitment process itself is effective. Stastical information on the cost of advertisement, time

taken for the process and the suitability of the candidates should be gathered and evaluated.

Continual monitoring of your recruiting process will lead to better hires. When you identify an

issue in your process, adjust your programs accordingly. In addition to tracking traditional

metrics such as time-to-fill and cost per hire, make sure you take in account ways to measure

some of the intangible metrics, such as quality of hire and retention. Keeping track of your

recruiting and retention successes and challenges will help you fine tune your program into an

effective and efficient hiring system that your whole company can embrace.

In JAL after the employee is selected then the HR head along with other heads discusses the

package to be offered to the selected candidate. This is planned well in advance keeping a

cushion in mind. After selection the selected candidates are called again to discuss their package

and negotiate if required hen6eforth coming to a final conclusion.

Selection of personnel is made through face-to-face interview conducted through recruitment

committee.


47/92

47

APPOINTMENT ADVICE

This is a kind of joining letter that is handed over to the employee after his/her selection. It tells

all the required information and gives a kind of advice as to when is the employee required to

join and what all is he required to carry with him/her. It gives various details mentioning evenwhom to report on the day of joining etc.


48/92

48

JOINING PROCEDURE

On the day of joining when the candidate reports at the required time and venue then he/she is

given a list of forms to be filled by the candidate which includes pf form, pension form etc. JAL

generally gives a list of 8-10 forms to be filled. On the first day of joining candidate is given aformal introduction to make the employee familiar with the company and its working, rules and

policies etc.


49/92

49

PLACEMENT IN DEPARTMENT

When the employee reports to the respective person as mentioned in the appointment advice and

fulfills all the required joining formalities then the person is allotted a place in the department

and is made comfortable with the work environment, there is someone to assist him/her in the

initial days and before starting on the job work the employee is given an induction cum training

programme to get familiar with the work environment.

STEP 1: The recruitment process starts with manpower planning.

Manpower planning is done ill accordance with annual budget. In case of additional manpower

requirement, the department head fills tip the manpower requisition form.

STEP 2: The concerned requisition then goes to higher authorities for the position approval.

STEP 3: Manpower approved to be plotted by carrying out job description involving the skills,

knowledge and the kind of candidate required.

STEP 4: HR identifies the sourcing channels and begin sourcing CV's from various sources like

job portals, consultants, referrals etc.

STEP 5: The HR then short-list the resumes vis--vis job description.

STEP 6: The short-listed candidates are then screened accordingly by the concerned HODs.

STEP 7: The HR intimates screened candidates the time and venue atleast 48 hours in advance.

STEP 8: Every candidate who's CV has been short-listed has to go through several rounds of

interviews, before the final decision to hire the candidate is made depending on their designation.

STEP 9: The candidate would be asked to fill up green form before the interview starts.

STEP 10: Depending on the position appt, for the candidate goes through different stages of

interview.

STEP 11: First round of interview takes place; this is mainly to assess the candidates

communication skills, presentation skills and how well he/she fits into the organizational culture.

After qualifying the first round, the candidate goes through the second round of interview.


50/92

50

STEP 12: Second round of interview is taken by interview committee. In this round mainly

candidate's overall knowledge and expertise are judged from all aspects.

STEP 13: Having being qualified the second round of interview, the authorities decide and a

fitment is prepared for the employee by the HR division under joining directions as per mutualacceptance.

STEP 14: After this, HR issues appointment advice and gets the candidates agreement.

STEP 15: follow up is conducted with selected candidates regarding their joining plan under this

3 situations occur whether the candidate joins or asks for extension or joins as per schedule.

\


51/92

51

JOINING PROCEDURE AT JGGR

1. On the day of joining candidate submits the medical reports.

2. HR receives the certificates reports and verifies it with the originals.

3. HR gives the candidates certain forms to be filled regarding joining formalities like PF,

pension, mediclaim forms etc.

4. HR informs the concerned HOD about the candidates joining.


52/92

52

JOINING FORMALITIES

The personnel Department keeps a comprehensive database of every member of the flex family.

To facilitate this, a new incumbent is required to submit the following documents to confirm to

the company's policies and procedure:

..... Educational certificates

..... 2 passport size photographs

..... Relieving certificate from the previous employer

..... Salary certificate from the previous employer

..... TDS certificate

Salient feature of the System

-Maintains complete database of employee

- Maintains complete database of Organization (companies, locations, Divisions,

Department etc.)

- Facilitates manpower projection for future period

- Maintains manpower requisition details Maintains applicant databank

- Keeps track of all recruitment activities

Applicant verification

Applicant short-listing

Applicant evaluation

Final selection

Call letter, Offer letter, Appointment letter to applicant

- Keeps track of employee activities

Transfer/Promotion details

Suspension details

Facility for employee resuming

Details of employee leaving organization


53/92

53

- Appraisal Module

Creation of Performance Appraisal Process

User defined Valuation Methods

Results of Appraisals

- Training Module

Training Requisition

Course Schedule, Budgeting & Simulation

Booking facilities

Training program details

Training evaluation

- Letter Generation Wizard

- Periodical MIS Reports for facilitation of decision making

- Integrated Web based electronic Diary Management (Reminder) System.


54/92

54


55/92

55

RECRUITMENPLANNING

SOURCES OFRECRUITMENT

CONTACTINGSOURCES

APPLICATIONPOOL

TO SELECTIONPROCESS


56/92

56

METHODS

EMPLOYED


57/92

57

RESEARCH METHODOLOGY

Identification of the problem is the process of recruitment that is followed by JAYPEE GREENS

GOLF AND SPA RESORT. Extensive study was done to know and analyze the overall process,

direct information from the employees have also been collected for reliable and accurate

information. The study is based on questionnaire which is filled by the existing work force of the

company.

Questionnaire: It is a set of questions which is organized in proper format. The

questionnaire was distributed to the company employees to gain information for

statistical purpose. It contains 10 closed ended questions followed by likert scale.

As people find it easy to revert to less number of questions. Close ended questionnaire

and likert scale is used to obtain reliable and valid data from the people.

Type of research: Exploratory research has been used in the study.

Sample size: The sample size taken for the study is 40.The responses are collected

from the employees working within the company. Random sampling has been used for

the study.

Other tools: Apart from questionnaire, primary as well as secondary source of data has

been used to collect the required information.

Direct information from the employees and other source of Information like office

booklets, pamphlets, and company websites has been used.


58/92

58

COMPANY PROFILE


59/92

59

Jaiprakash Associated Private Ltd. (JAPL) was found in 1979. Since then, Jaypee Group has not

looked back. It is still growing at a very fast pace.

VISION

As a group, we are committed to strategic business development in infrastructure, as the

key to nation building in the 21st

century. We aim to achieve perfection in everything we

undertake with a commitment to excel. It is the determination to transform every challenge into

opportunity: to seize every opportunity to ensure growth and the grow with a human face.

MISSION

Our solitary Mission is to achieve Excellence in every sector that we operate in be it

Engineering & Construction, Cement, Real Estate or Consultancy. To augment our core

competencies and adopt the most comprehensive modern technology to overtake the obstacles in

our path of achievement. To obtain sustainable development and simultaneously enhancing the

shareholders value and fulfilling our obligations towards building a better India.

Transforming challenges into opportunity has been the hallmark of the Jaypee Group,

ever since its inception four decades ago. The group is a diversified infrastructure conglomerate

and has a formidable presence in Engineering & Construction along with interests in the power,

cement and hospitality. The infrastructure conglomerate has also expanded into real estate &

expressways.

ENGINEERING AND CONSTRUCTION

The Engineering and construction wing of the group is an acknowledged leader in the

construction of multi-purpose river valley and hydropower projects. It has had the unique

distinction of executing simultaneously 13 hydropower projects spread over 6 start and the

neighboring country Bhutan for generating 10,290 MW of power.


60/92

60

The group has been assigned CRI grade ICRA Ltd indicating very Strong Contract

Execution Capacity with best prospects of timely completion of projects without cost overruns

etc. for projects with average value of Rs. 2500 crores. It is the only group that ate awarded in

the country.

A leader in engineering & construction of hydropower projects in India, the Company has

the largest market share in the India hydropower, E & C and EPC sector having participated in

54% of hydropower projects developed in 10th

5-year Plan in different capacities.

The company has the distinction of executing of executing out of five hydropower projects

contracted on an EPC basis in the country till March 2007. Two of these, 300 MW ChameraII

and 520 MW Omkareshwar, have been completed ahead of schedule.

The 900 MW Baglihar (Stage-I and II) hydroelectric project in Jammu & Kashmir, in the

challenging environment of the State with 22 million cubic metrers of concrete, has been the

largest EPC project executed in the country in the hydropower sector, so far.

The Key non-EPC projects completed/under execution across India are

1450 MW Sardar Sarover Project, the largest water resources project in India.

1000 MW Tehri Dam, Asias highest rock fill dam.

1000 MW Indira Sagar Power House, second largest underground house in thecountry.

1500 MW Naptha Jhakri Power House, the largest underground surface power

house in the country

The in house Design and Consultancy Company, Jaypee Ventures Pvt. Ltd. (JVPL), gives

JAL a competitive edge over its rivals. The design and engineering arm has been awarded CT1

grade by ICRA with CIDC (The Construction Industry Development Council). This is the

highest rating assigned to consultants in the field of engineering.


61/92

61

CEMENT

Jaypee group is the 4th

largest cement producer in the country. It produces Ordinary

Portland Cement and Pozzolana Portland Cement under the brand names Buland and

Buniyad. Its Cement division currently operates modern, computerized process control cementplants with an aggregate capacity of 7.0 MTPA. The company is in the midst of capacity

expansion of its cement business in Northern, Central and Western parts of the country and is

slated to be a 25 MTPA cement producer by the year 2010 and 30.5 MTPA by 2011 with

Captive Thermal Power Plants totaling 250 MW.

Post expansion the Group will have 8 integrated cement plants supported by 250 MW of

Captive Thermal Power, 8 split location plants, 11 railway sidings and one jetty giving the Group

a pan India presence in cement sector.

POWER

Jaypee Group, an integrated power player in the country after having established a strong

presence in the Hydro-Power Sector has initiated its entry into Thermal Power Generation,

Power Transmission and also forayed into Wind Power.

The group with its operational projects of 300 MW Baspa-II (Himanchal Pradesh) and

400 MW Vishnuprayag (Uttarakhand) is Indias largest Private sector Hydro-power producer.

Besides this 1000 MW Karcham Wangtoo project (Himachal Pradesh) is under advanced

stage of implementation. In addition to these, with 2525 MW projects (2025 MW Lower Siang &

500 MW Hirong) coming up in Arunachal Pradesh and 720 MW (720 MW Umngot and 450

MW Kynshi Stage-II) in Meghalaya, the Group will have total hydro-power generation capacity

of over 5600 MW.

The group is also in the process of implementing 2 660 MW pit head based Nigrie

Thermal Power Plant in District Sidhi of M.P. and is setting up through M/s Suzlon, 50 MW of

Wind Power in two phases of 25 MW each in Maharashtra.

The group is setting up Transmission System associated with 1000 MW Karcham

Wangtoo Hydro Electric Project. The Transmission Project will consist of a 230 km long

transmission line between Wangtoo in Himachal Pradesh and Abdullapur in Haryana.


62/92

62

HOSPITALITY

The group owns and operated four five star hotels, two in the national capital, New Delhi

and one each in Agra and Mussorrie and also a five star Golf resort at Greater Noida, with a total

capacity of 675 rooms.

REAL ESTATE AND EXPRESSWAYS

The real estate industry in India has been witnessing strong growth over the last 5 years

mainly driven by positive growth in the economy with major areas of development including

retail, hospitality, entertainment industries (e.g. hotels, resorts, multi-complexes), economic-

enabled services (e.g. call centres).

The Group is a pioneer in the development of Indias first golf centric Real Estate. Jaypee

Greens a saga, a story a world class integrated community with a sanctuary of homes with

limitless hours of enhancement. Residences sculpted around an international championship 18

hole Greg Norman Golf Course with an integrated sports complex, a spa resort, more than 16

lakes and water bodies, 60 acre nature reserve and other natural greens. A masterful creation

spread over 7 million sq.ft. in over 450 acres of land at Greater Noida, it has become the most

exclusive address for hish end segment of homeowners.

In addition to the construction and operation of 165 Km, Noida to Agra expressway, a

Ribbon Development of 2500 Hectares of land at five or more locations along the expressway

for commercial, industrial, institutional and residential and amusement purposes, will also be

undertaken as an integral part of the project. The company plans to develop such installations to

international standards with state of the are technology.


63/92

63

CORPORATE SOCIAL RESPONSIBILITY

SOCIAL COMMITMENTS

The group has always believed in growth with a human face and to fulfill its obligations

it has set up Jaiprakash Sewa Sansthan (JSS), a not -for-profit trust which primarily serves the

objectives of socio economic development, reducing the pain and distress in society and

providing education at all levels of the learning curve with sixteen schools, two ITIs and three

universities.

For over 3 decades now Jaypee Group has supported the socio-economic development of

the local environment in which they operate and ensure that the economically and educationally

challenged strata of the work surroundings are also benefited from the groups growth by

providing education, medical and other facilities for local development.

Apart from this sustaining the ecological balance is of paramount importance. Our

ecological management approach has led to efficient and optimum utilization of available

resources, minimization of waste. Our group has also taken green initiatives, afforestation drives,

resources conservation, water conservation, air quality control & noise pollution control and

created a green oasis amidst the limestone belt at our cement complex in Rewa.


64/92

64

Jaypee Hotels limited primarily engages in the ownership and operation of hotels in India. The

company owns three Five Star Deluxe Hotels, namely Jaypee Palace Hotel at Agra, and Jaypee

Vasant Continental and Jaypee Siddharth Hotel at New Delhi. It also manages the operation of

the hotels Jaypee Residency Manor at Mussorie and Jaypee Greens golf and spa resort, Jaypee

Delcourt and Jaypee Atlantis in Greater Noida.

The company is headquartered in New Delhi, India. Jaypee hotels limited are a subsidiary of

Jaiprakash Associates Limited. It has diversified itself in various sectors:

ENGINEERING AND CONSTRUCTION

POWER

CEMENT

EXPRESSWAYS

HOSPITALITY

SPORTS

REAL ESTATE

EDUCATION

It is the leading infrastructure company in INDIA.

It developed South Asias first formula 1 circuit.

It is the largest private sector Hydropower developer.

It is the third largest cement producer in the country.

It has 25 schools, 3 industrial training centre, 2 polytechnics, 2 post graduate colleges and

3 universities catering to over 22000 students.

Massive plantation of over 8,00,000 trees has been done around various project locations.


65/92

65

CORPORATE TEAM

MR. SUNIL K SHARMACHAIRMAN

MRS. MANJU SHARMADIRECTOR

MR. S.M AZMATSR. JT. PRESIDENT (S&M)

MR. A. MOHANSR. VICE PRESIDENT (P&S)

MR. P GUPTASR. VICE PRESIDENT (Material)

CHEF N. NAGARAJCORPORATE EX CHEF

MR. PRAVIN NIGAMSR. GM FINANCE

MS TARANDEEPHEAD (MKTNG AND COMM.)


66/92

66

JAYPEE GREENS GOLF AND SPA RESORT

TEAM JGGR

MR. S.M AZMATSR. JOINT PRESIDENT

MR. AMIT MIDHAGENERAL MANAGER

MS. PUJA MEHTAGM (HOUSEKEEPING)

MR. ASHWINI SHARMAAGM (SALES)

MR. S AGARWALUFC

DR..CHEF S.N KAINSR. EXECUTIVE CHEF

MR. A JAINSR. MANAGER (P&A)

MR. R MARWAHF&B MANAGER

MR. RAJEEV JHASYSTEM MANAGER

MR. K.D SHARMASECURITY MANAGER

MR. A CHAKROBARTYFOM

MR. S TULICHIEF ENGINEER

MR. P NIJHAWANDY PURCHASE MANAGER


67/92

67

ABOUT JAYPEE GREENS GOLF AND SPA RESORT

Revealing the best in 5 star luxury, Jaypee Greens Golf and Spa Resort is set amid 60 acres of

pristine land along-with the international championship 18 hole Greg Norman Golf Course at

Jaypee Greens, Greater Noida, a suburb of New Delhi.

There are total 170 rooms in JAYPEE GREENS GOLF AND SPA RESORT.

With a minimum room size of 750 Sq. Ft. the naturally lit rooms at Jaypee greens golf and spa

resort are one of the largest in the country.

It has 149 Deluxe rooms 750 Sq. Ft. overlooking the Golf Course/ Swimming Pool/ Landscaped

Courtyard.

It has 3 accessible Deluxe Rooms for guests with special needs.

It has 7 Deluxe Suites 1200 Sq. Ft each overlooking the golf course.

It has 3 Executive Suites 1500 Sq. Ft each overlooking the golf course.

It has 8 Premium Suites 1600 Sq. Ft each overlooking the golf course.

IN ROOM FACILITIES

It has high speed wired and wireless internet access.

It has touch screen telephones.

It has a digital safe and a personal bar.

It has 42 inch LCD screens.

It has a walk-in-wardrobes.

It has I-pod docking station with inbuilt digital alarm clocks.

It has a pillow menu and 8 layered beds.


68/92

68

BATHROOMS

The naturally Lit, 115 sq. ft. bathrooms at Jaypee Greens Golf & Spa Resort are the

largest in NCR.

The 5 fixture bathroom consists of:

A sunken Bath-tub.

Rain shower enclosure.

Twin Wash-basin.

Water closet.

Linen rack.

Amenities from the world renowned

FOOD & BEVERAGE OUTLETS

There are 9 F&B outlets. They are:

Eggspectation

Paatra

Matrix

La brezza

Ano Tai

The Tea Lounge

Aquene

The Churchill

Bakers studio


69/92

69

BANQUETING

The 25000 square feet banqueting complex with separate access can take up to 2000 guests.

The naturally Lit Pre-function area and Party halls reflect a fine Blend of aesthetics and well

designed elegant space with flexibility.

ROYAL BALLROOM

Biggest column free ball room in the region.

12,290 Sq Ft.

Partition able into 3 spaces.

OAK, MAPLE AND CEDAR

3 Break away rooms which can be joined.

3100 Sq. Ft.

The MILNI PLAZA which is integral part of the complex is a dynamic and exciting setting with

enclosed green space, ideal for corporate events, wedding receptions and social gatherings.


70/92

70

SIX SENSE SPA

Only resort in the country to have a six sense spa spread over 3 levels with an area of over 70000

Sq. Ft. The spa has following facilities:

18 therapy roomsSingle and for couples.

2 Hamams (Turkish bath) separate for ladies and gentlemen.

Separate swimming pools for ladies and gentlemen.

Separate steam and sauna facilities for both ladies and gentlemen.

1 Aerobic Pool and a Watsu Pool.

Saloon and Pedicure studios separate for ladies and gentlemen.

Yoga, meditation and relaxation rooms.

State of the art fitness centre with latest and most advance Technogym equipment.

GOLF COURSE

18 Hole championship Greg Norman signature golf course.


71/92

71

UNIQUE SELLING PROPOSITION

Spacious kids area, kids pool with synchronized musical fountain, a giant chess board

and snakes and ladders.

Only resort to have a 18 hole championship Greg Norman signature golf course.

Closest hotel to Buddh International Circuit the only F1 track in the country.

Only hotel to have an Integrated Sports Complex spread over 16 acres.

Only resort in the country to have a six sense spa spread over 3 levels with an area of

over 90000 Sq. Ft.

Multi level parking space for over 800 cars.

Jaypee Greens Golf & Spa Resort promises to offer a perfect culinary experience for the food

connoisseurs, where the team of chefs turning out International and Indian cuisines to suit every

palate. For social or business affairs, there are elegant, multifunctional venues with extensive

banquet & conferencing facilities.

Other services offered at Jaypee greens, is a world class township with integrated sports

complex, town center, golf academy, formula 1 race track and an upcoming international cricket

stadium.


72/92

72

The staff at Jaypee Greens Golf & Spa Resort leaves no stone unturned in making guests and

their family feel at home, by looking after all the routine services. Its no surprise that the guests

consider Jaypee Greens Golf & Spa Resort a true home away from home and keep returning

here to be welcomed back with open arms.

It has taken ECO-SENSITIVE measures also:

Solar panels for water heating.

Sewage treatment plant.

VFD drives for all major motors like chillers and associated pumps helps conserve 25%

energy.

Rain Water Harvestingwater collected in Sump Pits is directed to the lakes in the golf

course.

LED and CFL lights and dimmers for banquets, restaurants and SPA treatment rooms.

Double glazed glass panes for guest rooms help maintain temperature and reduce noise.

Wooden flooring at different locations- guest rooms, SPA treatment rooms helps

maintaining desired temperatures for longer durations that saves air conditioning load.


73/92

73

DATA ANALYSIS

AND

INTERPRETATION


74/92

74

Ques1) How have you been recruited by the company?

Campus

recruitment

Solicited

applicants

Internal

source

Employee

reference

Any other

14 0 4 2 20

Interpretation: JGGR recruits the best of the candidates. So to recruit candidates, Campus

recruitment and other sources are given the top priority and if needed internal source is taken into

consideration.

0

2

4

6

8

10

12

14

1618

20

values

Campus

recruitment

Solicited

applicants

Internal

source

Employee

reference

Any other

different sources

Sources of recruitment in the company


75/92

75

Ques2) Are you satisfied with the different modalities that were taken into consideration when

you were recruited by the company?

Highly

agree

Agree Neutral Disagree Highly

disagree

Aptitude

test

7 13 5 7 8

Oral test 9 12 4 8 7

Behavioral

test

22 5 5 5 3

Written test 28 13 5 2 2

INTERPRETATION: Maximum of the employees says that behavioral tests and written tests

are taken into consideration while they were recruited by the company and a few says that

aptitude test was also given priority in their recruitment process.

Areas of recruitment

Aptitude

test

Aptitude

testAptitude

test

Aptitude

test

Aptitude

test

Highly agree Agree Neutral Disagree Highly disagree


76/92

76

Ques3) Are you satisfied with the ongoing recruitment process followed by the company?

Yes No

32 8

INTERPRETATION: More than 80% employees are fully satisfied with the ongoing

recruitment process followed by the company as compared to the minorities.

Only a few are not satisfied with the companys recruitment process.

32

8

0

10

20

30

40

values

level of satisfaction of recruitment

Yes No


77/92

77

Ques4 In case there is a selection test, what is the different selection modality?

Multiple choice question 9

Written and oral tests 24

Psychological tests 3

Others 4

INTERPRETATION: After recruitment is done than majority of the people says that written

test and oral test are mostly conducted to select a candidate but in some cases behavioral tests

with multiple choice questions are also undertaken.

0

5

10

15

20

25

values

Multiple choice

question

Written and

oral tests

Psychological

tests

Others

different parameters

Parameters for selection


78/92


79/92

79

Ques6) What is the frequency of recruitment in the company?

Every six months

25

Every 3-4 months

10

Less than 3 months 2

Others

3

INTERPRETATION: The chart above shows that, the frequency of recruitment in the company

is every six-month and sometimes it

Depends upon the requirement as well.

0

5

10

15

20

25

values

Every six

months

Every 3-4

months

Less than 3

months

others

time taken

Freequency of recruitment in the company


80/92

80

Ques7) Do you have working experience before joining JGGR?

Yes 34

No 6

INTERPRETATION: Majority of the employees of JGGR has a previous working experience

and they are quite satisfied with the ongoing recruitment process as well. Where as only a few do

not have previous working experience.

Previous work-experience of the employees

Ye85%

No15%

Yes No


81/92

81

Ques8) Do you agree to recommend a particular vacancy of the company to your Friends and

relatives?

Highly agree 23

Agree 8

Neutral 2

Disagree 3

Highly disagree 4

INTERPRETATION: From the above chart we can analyze that majority of the employees are

satisfied with their jobs and are ready to recommend the vacancy to others in case needed as

compared to a few others.

0

5

10

15

20

25

values

Highly

agree

Agree Neutral Disagree Highly

disagree

Satisfaction level

Satisfaction level of employees to recommend a

vacancy of the company.


82/92

82

Ques9): How do you rate the HR practices of the company?

50% of the managers feel that HR department is good where and 30% say thats its very good

where as 20% says its average and only 10% manager feel its bad.


83/92

83

FINDINGS OF THE SURVEY

There are some finding of the survey that has been stated below:--

1. Expectations of the company are clearly spelt out to the candidates before joining.

2. The company takes the best candidates which fulfill the requirement of job in all discipline.

3. Succession planning is done well in advance for having Right man for the right job

4. JAYPEE has well defined recruitment policy, which ultimately favours the goals and

objectives of the organization.

5. Employees are aware of promotion policy in JAYPEE ASSOCIATES LTD.

6. Quantification scheme of promotion are good.

7. Employees are satisfy with the weitage given to PAR criteria in promotion policy.


84/92

84

CONCLUSION


85/92

85

This presents the summary of the study and survey done in relation to the Recruitment and

Selection in JAYPEE GREENS GOLF AND SPA RESORT. The conclusion is drawn from the

study and survey of the company regarding the Recruitment and Selection process carried out

there.

The recruitment process at JAYPEE to some extent is not done objectively and therefore lot of

bias hampers the future of the employees. That is why the search or headhunt of people should

be of those whose skill fits into the companys values.

Most of the employees were satisfied but changes are required according to the changing

scenario as recruitment process has a great impact on the working of the company as a fresh

blood, new idea enters in the company are as follows-:

The company takes the best candidates which fulfils the requirement of job in all discipline.

Successionplanning is done well in advance for having Right man for the right job

JAYPEE has well defined recruitment policy, which ultimately favours the goals and objectives

of the organization. Employees are aware of promotion policy in JAYPEE GREENS GOLF

AND SPA RESORT


86/92


87/92

87

LIMITATIONS OF THE STUDY

Paucity of time.

As the sample size was less so less data was collected.

Employees in the company do not have enough time to fill the questionnaire.


88/92

88

APPENDICES

A Study of Recruitment and Selection process adopted by Jaypee Resorts

Documents

Transcript of A Study of Recruitment and Selection process adopted by Jaypee Resorts