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 qua lity of service and reliable, comfortable and efficient operations.
Jet Airways will be an airline which is going to upgrade the concept of domestic d omestic airline travel - be a world class domestic d omestic 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:
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 qua lity of service and reliable, comfortable and efficient operations.
Jet Airways will be an airline which is going to upgrade the concept of domestic d omestic airline travel - be a world class domestic d omestic 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
•
Kathmandu
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Bahrain
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Doha
•
Kuala Lumpur
Newark
•
Bangkok
•
Dubai
•
Kuwait
•
Riyadh
•
Brussels
•
Hong ong
•
London
•
Sharjah
•
Colombo
•
Jeddah
•
Milan (MXP)*
•
Singapore
•
Dammam
•
Johannesb
•
Muscat
•
Toronto
•
•
New York
Destinations within India: •
Agartala
•
Chennai
•
Jorhat
•
Pune
•
Ahmedab
•
Coimbat
•
Khajuraho
•
Raipur
•
Amritsar
•
Dehradun
•
Kochi
•
Rajahmundry
•
Aurangab
•
Delhi
•
Kolkata
•
Ranchi
•
Bagdogra
•
Diu
•
Leh
•
Srinagar
•
Bengaluru
•
Goa
•
Madurai
•
Thiruvananthapuram
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Bhavnaga
•
Guwahati
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Mangalore
•
Tirupati
•
Bhopal
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Hyderaba
•
Mumbai
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Udaipur
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Bhubanes
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Indore
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Patna
•
Vadodara
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Bhuj
•
Jaipur
•
Porbandar
•
Varanasi
•
Chandigar
Jodhpur
•
Port Blair
•
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 10,0 17 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
Services
Nikos Kardassis, CEO
Airlines & Aviation
Airline
Catering & Foodservice
Ground Handling Services
Services
▲ 10,622.92 crore (US$2.39
Revenue
billion)(2009-10) [3] Employees Subsidiaries Website
10,017 (2007 )
JetLite
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 to North 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 of ATR 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 777300ER 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 Aircraft
Airbus A330-200
In service
12
Orders
5
Passengers (First/Première/Economy)
226 (0/30/196)
Notes
10 owned 2 dry leased
from ILFC All leased from Airbus A330-300
Intrepid Aviation –
5
??? (0/??/???)
Group Deliveries starting 2011[20]
ATR 72500 Boeing 737-700
14
6
62 (0/0/62)
11
–
122 (0/20/102)
All will be dry leased 6 owned 5 dry leased
140 (0/16/124) 144 (0/24/120) Boeing 737-800
41
20
154 (0/28/126)
18 owned
169 (0/0/169)
23 dry leased
175 (0/0/175) 189 (0/0/189) Boeing 737-900
2
–
160 (0/28/132)
Both owned 4 dry leased
Boeing 777-300ER
10
2
312 (8/30/274)
to Turkish Airlines 3 dry leased to Thai Airways International
Boeing 787-8 Total
–
10
90
48
TBA
Deliveries starting 2014
Jet Airways Retired Fleet Aircraft
Operated In Service
Replacement
Notes
from
Airbus A340-300E Boeing 737-300 Boeing 737-400 Boeing 737-500 Total
3
4
16
5 28
2005–
Airbus A330-200
2007
Boeing 777-300ER
1993–
All were dry leased.
1999 1995–
Boeing 737 Next
2010
Generation
1996– 2001
All were dry leased.
12 were dry leased.
All were dry leased.
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
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Training on RTI
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Awareness programme for Safai Karmchari
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Integration Communication program - ½ day programme for atleast 50% employees across grades, by Internal faculty to communicate the wh y, 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 annu al 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 He ad 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 yearend?
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:
1. What types of performance management systems do you use? Please describe. 2. Does it work effectively? If not, why? 3. Do you give constructive feedback to increase employee’s performance? 4. 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
