HR AUDIT REPORT

ON

Jet Airways

CORPORATE VISION

Jet Airways will be the most preferred domestic airline in India. It will be the automatic

first choice carrier for the travelling public and set standards, which other competing

airlines will seek to match.

Jet Airways will achieve this pre-eminent position by offering a high quality of service

and reliable, comfortable and efficient operations.

Jet Airways will be an airline which is going to upgrade the concept of domestic airline

travel - be a world class domestic airline.

Jet Airways will achieve these objectives whilst simultaneously ensuring consistent

profitability, achieving healthy, long-term returns for the investors and providing its

employees with an environment for excellence and growth.

 

Background

With 67 destinations, Jet connects a place every 5 minutes.

Jet Airways has come a long way since its first flight in 1993. It's one of the fastest

growing airlines in the world, and now it's all set to change the way you fly - for the

better!

Jet Airways operates flights to 24 international destinations and 43 destinations within

India, thus offering you a better choice in the skies.

International Destinations:

Abu

dhabi

Dhaka

Doha

Kathmandu

Kuala Lumpur

New York

Newark

Bahrain

Bangkok

Brussels

Colombo

Dammam

Dubai

Hong ong

Jeddah

Johannesb

Kuwait

London

Milan (MXP)*

Muscat

Riyadh

Sharjah

Singapore

Toronto

Destinations within India:

Agartala

Ahmedab

Amritsar

Aurangab

Bagdogra

Bengaluru

Bhavnaga

Bhopal

Bhubanes

Bhuj

Chandigar

Chennai

Coimbat

Dehradun

Delhi

Diu

Goa

Guwahati

Hyderaba

Indore

Jaipur

Jodhpur

Jorhat

Khajuraho

Kochi

Kolkata

Leh

Madurai

Mangalore

Mumbai

Patna

Porbandar

Port Blair

Pune

Raipur

Rajahmundry

Ranchi

Srinagar

Thiruvananthapuram

Tirupati

Udaipur

Vadodara

Varanasi

About the company –

Jet Airways is a major Indian airline based in Mumbai, Maharashtra. It is India's second

largest airline after Air India and the market leader in the domestic sector. It operates

over 400 flights daily to 67 destinations worldwide. Its main domestic hubs

are Mumbai and Delhi. It has an international hub at Brussels Airport, Belgium. Jet

Airways is owned by the London-based billionaire Naresh Goyal.

Jet Airways was incorporated as an air taxi operator on 1 April 1992. It started Indian

commercial airline operations on 5 May 1993 with a fleet of four leased Boeing 737-

300 aircraft. In January 1994 a change in the law enabled Jet Airways to apply for

scheduled airline status, which was granted on 4 January 1995. It began international

operations to Sri Lanka in March 2004. The company is listed on the Bombay Stock

Exchange, but 80% of its stock is controlled by Naresh Goyal (through his ownership of

Jet’s parent company, Tailwinds). It has 10,017 employees (as at March 2007).

Jet Airways

Type Public (BSE: JETAIRWAYS

Industry Transportation

Founded 1 April 1992

Headquarters Mumbai, Maharashtra, India

Area served Africa, Asia, Europe and North

America

Key people Naresh

Swarnkar, Founder &Chairman

Nikos Kardassis, CEO

Services Airlines & Aviation

Airline

Catering & Foodservice

Ground Handling Services

Services

Revenue ▲   10,622.92 crore (US$2.39

billion)(2009-10) [3]

Employees 10,017 (2007)

Subsidiaries JetLite

Website JetAirways.com

Naresh Goyal – who already owned Jetair (Private) Limited, which provided sales and

marketing for foreign airlines in India – set up Jet Airways as a full-service scheduled

airline to compete against state-owned Indian Airlines. Indian Airlines had enjoyed a

monopoly in the domestic market between 1953, when all major Indian air transport

providers were nationalised under the Air Corporations Act (1953), and January 1994,

when the Air Corporations Act was repealed, following which Jet Airways received

scheduled airline status.

Air Sahara buyout

In January 2006 Jet Airways announced that it would buy Air Sahara for US$500 million

in an all-cash deal, making it the biggest takeover in Indian aviation history. The

resulting airline would have been the country's largest[4] but the deal fell through in June

2006.

On 12 April 2007 Jet Airways agreed to buy out Air Sahara for INR14.5 billion (US$340

million). Air Sahara was renamed JetLite, and was marketed between a low-cost carrier

and a full service airline. In August 2008 Jet Airways announced its plans to completely

integrate JetLite into Jet Airways.

Present

In October 2008 Jet Airways laid off 1,900 of its employees, resulting in the largest lay-

off in the history of Indian aviation. However the employees were later asked to return to

work; Civil Aviation Minister Praful Patel said that the management reviewed its

decision after he analysed the decision with them.

In October 2008 Jet Airways and rival Kingfisher Airlines announced an alliance which

primarily includes an agreement on code-sharing on both domestic and international

flights, joint fuel management to reduce expenses, common ground handling, joint

utilisation of crew and sharing of similar frequent flier programmes.

On 8 May 2009 Jet Airways launched another low-cost airline, Jet Konnect. The new

airline uses spare aircraft from Jet Airways' routes that were discontinued due to low

passenger load factors. It also uses the same operator code as Jet Airways. The decision

to launch a new brand instead of expanding the JetLite network was taken after

considering the regulatory delays involved in transferring aircraft from Jet Airways to

JetLite, as the two have different operator codes.

According to a PTI report, for the third quarter of 2010, Jet Airways (Jet+JetLite) had a

market share of 26.9% in terms of passengers carried, thus making it a market leader in

India, followed by Kingfisher Airlines with 19.9% .

Effects of recession

The recession forced Jet Airways to discontinue the following routes: Ahmedabad–

London, Amritsar–London, Bangalore–Brussels and Mumbai–Shanghai–San Francisco.

It also had to put an indefinite delay on its expansion plans. Jet Airways was forced to

lease out seven of its ten Boeing 777-300ERs to survive the financial crunch. Due to the

recession all flights toNorth America were operated on an Airbus A330-200 replacing

the Boeing 777-300ERs. It also had to sell a brand new, yet-to-be-delivered Boeing 777-

300ER in 2009 and had to defer all new aircraft deliveries by at least two years.

Head office

Jet Airways's head office is the S.M. Center, a rented, unmarked six storey building

in Andheri, Mumbai. In 2008 Robyn Meredith of Forbes said that the complex was "as

shabby as [Jet Airways CEO Naresh] Goyal's home is posh" and that the complex was

"in need of a fresh coat of paint". Meredith also said that the complex was 15 minutes

driving time fromChhatrapati Shivaji International Airport

Subsidiaries

JetLite

JetLite was established as Sahara Airlines on 20 September 1991 and began operations

on 3 December 1993 with two Boeing 737-200 aircraft. Initially services were primarily

concentrated in the northern sectors of India, keeping Delhi as its base, and then

operations were extended to cover all the country. Sahara Airlines was rebranded as Air

Sahara on 2 October 2000. On 12 April 2007 Jet Airways took over Air Sahara and on 16

April 2007 Air Sahara was renamed as JetLite. JetLite operates a fleet of mixed owned–

leased Boeing 737 Next Generation aircraft and Bombardier CRJ-200ER.Jet Konnect

Jet Konnect

 is the low-cost brand of India-based Jet Airways. It was launched on 8 May 2009, and

shares the same airline code and call sign as Jet Airways. It operates a mixed fleet ofATR

72-500s and Boeing 737-800s.

Jet Airways' original livery was Navy Blue, Light Grey and Chrome Yellow. The

top and bottom of the aircraft were painted in light grey and had the flying sun logo

in the navy blue background.

2007–present

Jet Airways' current livery was introduced in 2007.[14] The design retained the dark blue

and gold-accented colour scheme of Jet Airways' previous corporate identity, along with

the airline's "flying sun" logo.[14] The new livery, created with Landor Associates, added

yellow and gold ribbons. A new yellow uniform was simultaneously introduced, created

by Italian designer Roberto Capucci.[14] Jet Airways introduced its new identity in

conjunction with a global brand re-launch which included new aircraft and seating.[14]

Destinations

Jet Airways serves 44 domestic destinations and 23 international destinations in 19

countries across southern Africa, Asia, Europe and North America.

Short-haul routes

Jet Airways' short-haul routes include 44 domestic destinations in India and a few

international destinations in South Asia, Southeast Asia andMiddle East. Short-haul

destinations are served using Boeing 737 Next Generation. ATR 72-500s are used only

on domestic regional routes.

Medium and long-haul routes

Jet Airways serves cities in Africa, East Asia, Southeast Asia, Europe and North America

as its long-haul routes using its Airbus A330-200and Boeing 777-

300ER aircraft. London, England was the airline's first long-haul destination and was

launched in 2005.

Since 2007 Jet Airways has had a scissors hub at Brussels Airport in Belgium for

onward trans-atlantic connections to Canada and the United States.

Jet Airways Fleet

AircraftIn

serviceOrders

Passengers

(First/Première/Economy)Notes

Airbus

A330-20012 5 226 (0/30/196)

10 owned

2 dry leased

from ILFC

Airbus

A330-300– 5 ??? (0/??/???)

All leased from

Intrepid Aviation

Group

Deliveries starting

2011[20]

ATR 72-

50014 6 62 (0/0/62) All will be dry leased

Boeing

737-70011 – 122 (0/20/102)

6 owned

5 dry leased

Boeing

737-80041 20

140 (0/16/124)

144 (0/24/120)

154 (0/28/126)

169 (0/0/169)

175 (0/0/175)

189 (0/0/189)

18 owned

23 dry leased

Boeing

737-9002 – 160 (0/28/132) Both owned

Boeing

777-300ER10 2 312 (8/30/274)

4 dry leased

to Turkish Airlines

3 dry leased to Thai

Airways International

Boeing

787-8– 10 TBA

Deliveries starting

2014

Total 90 48

Jet Airways Retired Fleet

Aircraft Operated

In

Service

from

Replacement Notes

Airbus

A340-300E3

2005–

2007

Airbus A330-200

Boeing 777-300ERAll were dry leased.

Boeing

737-3004

1993–

1999

Boeing 737 Next

Generation

All were dry leased.

Boeing

737-40016

1995–

201012 were dry leased.

Boeing

737-5005

1996–

2001All were dry leased.

Total 28

PERSONNEL DEPARTMENT

The Personnel department, where took care of the Personnel related matters for the entire

Northern region. The Northern region for NACIL consists of 25 outstations and Delhi,

which is the regional headquarters.

It is important to note that salary and compensation matters are completely handled by

the Finance department, however Personnel department is an important component. All

regular employees are stratified according to grades which determine their designation,

pay scale etc.

A) Establishment

1. Maintenance of Personnel files

This file is then maintained till at least 5 years post retirement of the employee. It

contains all records, occurrences, certifications, processes, punishment,

appreciations, proceedings etc. related to an employee during his service.

2. Confirmation of employees

1. 1/2 – 9 Grade (Staff grade) – 6 months probation

2. Confirmation process Involves police verification, document verification and

verification from past employer.

Check points are:

– Check for any adverse proceedings and/or appreciation

– All verifications should be complete. Even if one is pending, employee

cannot be confirmed

– Check for unauthorized leaves/ absence, however it is left to the

department head’ discretion for decision

– Any disciplinary action – if pending

– Section and Department Head approval

– If all the above are OK, then it leads to confirmation of the employee.

3. Transfers

Inter – Regional Transfers

For ½ - 9 Grade are held on employee request only. In such cases, in inter

regional transfer an employee has to accept loss of seniority, hence it is mostly

not given. The seniority for these grades is maintained region wise. Also, the

region does not want to lose the employee – EDs of both regions have to consent.

Transfers for 9A & upwards - Their seniority is All India so there is no loss of

grade while being transferred, infact they are transferred with promotion. Head

Office decides on transfers.

Intra Regional – All grades are eligible

Requirements of a region are maintained. These normally entail a 1 year posting,

however, Temporary posting may also be given (15 days etc.)

5. Retirement

Retirement is effected at 58 years of age. A retirement review of entire service

period is held at 55 years and then a 3 year extension is granted. If extension is

not given then the employee can be retired at a 1 month notice

In the first week of every month a clearance certificate is sent to every department

for quick information of the list of retirees in that month and to enable quick

clearances for those employees.

6. All documentary requirements of an employee are met by Establishment – Certificates,

NOCs of all types, Copy of all records in the personnel file. On 25 years of service a long

service memento is given to employees in an annual function held in August.

7. Any data or information request from the Ministry/ HQ about the employees is met by

this unit.

B) Training

Training is a centralized section under Personnel department which takes care of training

requirements for the Northern region. It undertakes the following types of training:

Training on Rules & Regulations and Standing Orders (includes Leave & Passage

rules etc.)

3 day training on joining where all department workings and structure is

explained. A circular is sent to all department heads, who then nominates 1

person from the department to impart the training.

Training for Cabin Crew - Diet & Nutrition (by outside consultant), Health

awareness etc.

Computer Awareness for all

Training on RTI

Awareness programme for Safai Karmchari

Integration Communication program - ½ day programme for atleast 50%

employees across grades, by Internal faculty to communicate the why, how and

implications of the merger.

Management Trainees are given 3 months training after which they join as Asst Mgrs.

During training they are sent to all departments and are required to prepare a project

which is then marked by GM & DGM (P). Their reports are sent to HQ after which they

join on probation. Since 2 years, plans to conduct skill based training as a follow up on

the appraisals, but nothing could be done due to recent financial crunch. Coordination for

sending participants to Hyderabad Training center for various programmes is conducted

by them.

Standard procedure

1. Training section decides to conduct a training program

2. A circular is sent to all departmental and sectional heads detailing how many

participants are required and the purpose of the training.

3. Department head nominates participants

4. Training department arranges for faculty and training based on number of

participants etc., conducts the training

5. Attendance is recorded and feedback is sent to department heads

6. Process payments if any for trainers

Sends monthly report to HO with all statistics of the training. An annual report

detailing the duration, programme, No. of Participants – General, SC, ST, OBC,

Male, Female – is sent to HO.

C) Leave and Passage

The section is headed by an Assistant Manager rank who reports to DGM (P), and has a

span of control of 2 officers and 14 staff under him.

Main unit for Leave and Passage is based at the airport office for the Northern

region. Apart from this there are 3 other locations for local monitoring – Airbus,

A320 and Safdarjung. But all compilation of data happens here.

Main Functions:

o Monitoring office timings, shifts, overtime, attendance

o Monitoring salary disbursements. If any negative feedback on any

employee for unauthorized leave etc is found, due to which any deduction

in salary has to be made, they inform the Finance department.

o Managing leaves – reporting unauthorized leaves

o Issuing Passages

Every employee has an account with them, which records all the above

In the Leave and Passage section, work is allocated department wise

– 1 person handles Finance department employees, 1 for store, 2 for Engineering

department etc. On an average, an employee handles records of about 250

employees.

As per Standing Orders, absence of more than 8 days without information is

unauthorized absence. Such cases are reported to Discipline every 3 months for

disciplinary action and a charge sheet is initiated. Employee may have to face

punishment, salary cut or even termination. All disciplinary actions are recorded

in personnel file which affect promotion.

Apart from these there are Accident & Disability Leave, Quarantine Leave, Special Sick

leave and Leave without pay. Despite being covered under the above authorized leaves,

employees are observed to be indulging in taking unauthorized leaves and facing

disciplinary action for the same. The reason for this behavior and the departments or

grades where it is more prevalent needs to be ascertained by further research. Based on

the results, action plan could be drawn up to reduce this practice.

Immediate computerization of data

Better attendance management

Passages

1. Issuing free air passages or tickets to servicing and retired employees

2. All grades are eligible after 1 year of service. But available on the spot only if

seats are available, employee may have to return.

D) Recruitment

Main functions of this sub unit are Notification for filling up of posts, management of the

Selection process and Promotion process. Notification may be internal and/or external. It

is mandatory to notify an externally notified vacancy internally as well. A notification

necessarily carries the pay scale, benefits and emoluments and the Job Description and

Specifications. A Staff Assessment Committee if formed at the Corporate HQ level

which decides on the strength or recruitment requirements of the organization. Strength

of a particular cadre and department is more or less fixed unless a new kind of skill

employee is required. Number of employees that will be lost through retirement,

transfers, unforeseen circumstances such as death and dismissal are taken into account.

When the company wants to expand the required strength is considered and then orders

are released to unfreeze hiring. Sometimes hiring is frozen and vacancies are filled in

internally to utilize employees. All this is decided by the assessment committee.

Direct Recruitment

A notification is issued for the vacant job. A Performa for every job which captures all

details of the applicant is prepared. In IA all jobs are notified and applications are

received by the personnel department itself. In AI specific departments issue notification

and receive applications, only processing is done by the Personnel Department.

Reservation procedure, as directed by the government is recorded to check if instructions

are being followed. Certificate Verification is done against originals at the beginning.

Caste certificates are to be issued by a Revenue Officer not below the rank of a Tehsildar

and are sent to District Magistrate for verification. Final checks of documents are

conducted at the time of appointment against eligibility criteria. Verification by

competent authorities is handled by Establishment section.

Within Organization

-Selection (For 9 Grade upwards only. Past records and 3 year APAs and Fitness

& Integrity certificate is considered in addition to an Interview, if found fit then

promotion is given when they are eligible according to length of service)

-Promotion (For 3/6-7/8 Grade only. Past records and 3 year APAs and Fitness &

Integrity certificate is considered and time bound promotion Is given)

Deputation – officer is deputed from some other ministry or department for a

specified duration to fill up temporary requirement.

General, SC, ST, OBC, Physically challenged

Ex Servicemen (only in grade B&C – 14.5 &24.5 % rsvp)

E) Industrial Relations

One of the most major tasks of this sub section of the Personnel department is to

deal with the Unions and Associations of NACIL employees. NACIL has 8

recognized Unions.

Financial Assistance and loans

1. In case of a deceased employee, family is provided with a compensatory job or with

financial assistance

2. Financial Assistance to employees for higher education. It covers tuition fee, exam

fee and registration fee along with some expense for books etc. An employee can

avail a maximum of 2 such financed courses. Service may be temporarily suspended

due to financial crunch.

3. Educational scholarships to wards of employees.

Grievance Redressal System

Except matters related to Promotion, APAs and Punishment or Discipline, all other issues

can be addressed through this system. The other 3 have their own elaborate procedures as

discussed elsewhere.

Compliances with Labor Laws

The major laws which are applicable to NACIL are: Contract Labour Regulation &

Abolition Act is a guide for managing outsourced labour, Minimum Wages Act, Bonus

Act, Industrial Disputes Act, ESI Act, EPF Act, Factories Act, Labour Law Act.

Compliances with all these laws are overseen by a sub section of Industrial Relations.

Welfare Measures

Welfare Measures consist of three major functions viz. management of cleaning system

of the premises, Medical dispensary – CFMS, for employees and family while in service

and for employee and spouse after retirement; and Canteen Management.

An additional role of Industrial Relations unit at the Head Office is Negotiation with

Unions. The regional departments take care of implementation of decisions.

Legal Cases of a region are attended to by a sub section of the regional IR team. This

includes Conciliation under Industrial Disputes Act, Arbitration, Dismissal &

Retrenchment cases, dealing with Supreme Court/ High Court / District Court /

Labour Court.

Resource management

This is another major function of the IR unit and has a dedicated team to it.. The sub unit

looks after matters and issues related to all property held by the organization in North

region. The property may be owned, leased or rented used for various purposes –

Residential colonies, Areas for plants, aircrafts, commercial etc. All India policy matters

are handled and decided by HO, which defines broad working parameters, thereafter,

Regional department can make rules and regulations as per the region.

Major tasks include: Renewal of property leases, Revision of Terms & conditions of

agreements, Process the rents, Draft agreements (2 legal employees within Personnel also

available for assistance), handle disputed property issues, Send proposals for property

(location, cost etc) If approved by HO then they process it, Construction or building is

not their responsibility, Quarter maintenance of housing colonies, Residential allotment,

Holiday homes management. Ensure that all properties are well maintained, idle property

can be leased out, Ensure lease rentals are paid as well as collected on time, Payment of

property tax.

Negotiation of a property takes place through a committee after approval from the ED

North. Committee consists of 1 person each from – Commercial department since

booking is involved, Finance department since rent is there, Estate department, and civil

engineering department in case of a new property is to be built etc.

NACIL maintains only one housing colony in North in Vasant Kunj. It has 810 flats

divided in 4 blocks - Block D – For GMs and above, Block C – Asst Mgr to Chief Mgr,

Block B – For Superintendant to Sr Sup., Block A – Assistants, Block A1 – 4th class

employees.

Allotment process: Notification is issued once every 2 years inviting applications from

eligible employees seeking accommodation in the Jet Airways Housing colonies. Certain

criteria for eligibility – self/spouse should not hold any house in Delhi or nearby areas,

min 5 yrs of service etc. Applications are then screened; employees found eligible are

empanelled on basis of Grade, seniority – length of service, as per their block

entitlement. Names are arranged first in blocks according to grades and then according to

seniority within blocks. Finally, allotment is made as per the seniority in each block.

Employee code of conduct:

One of the most important functions of Industrial Relations unit is to handle disciplinary

actions against employees. It concerns & handles issues related to the factory area –

engineering, GSD, Stores, Medical, Motor & Transport, Civil Engg etc. This sub section

is responsible for facilitating the disciplinary action and maintaining records. Action is

taken by the disciplinary authority according to 2 sets of Standing Orders – For Factory

Workers and another for employees other than factory workers. Issues (Misconduct)

could consist of - Willful insubordination or slowing down performance at work,

Participation in illegal strike, Theft, fraud, dishonesty, Absence without leave for more

than 8 consecutive days, Breach of any standing order, Gambling, Smoking, drunkenness

or sleeping on duty, Sexual Harassment, Fighting/Quarreling or posing any threat to

national security etc. These deviances and the competent authority for each are well

defined in the standing orders. It is handled by a Sr Mgr with a team of 4 under him.

A case may come in through 2 sources:

Directly reported to Discipline Via department Head

Vigilance is an independent department responsible for keeping a vigil on employee

overall conduct and actions. Any inside or outside person can report any act of

misconduct of an employee to the vigilance department. e.g. if an employee is serving

employment elsewhere as well, he may be reported to the vigilance department. Such

cases require certain investigation from the organization before a charge sheet against

an employee is prepared and filed. Through a department head, a disciplinary action

is initiated.

Procedure in a domestic inquiry (taken in brief from the Official documents):

Calling for an explanation – 3 days given to submit explanation

Suspension - Preparation of suspension orders and/or charge sheet. If suspension

orders are given before charge sheet, then the CS must be issued within 1 month

Issue of Charge sheet

The charge sheeted employee is given 7 days time to submit an explanation. If the

explanation is satisfactory then the case is closed if unsatisfactory - An Enquiry

officer (EO) and a Presenting officer (PO) are appointed on behalf of the

management who conduct the case.

Personal Hearing

If possible to be held at the place of the charge sheeted employee. Then the enquiry is

held.

Submission of enquiry report & orders of the Competent Authority (Comp Auth is

defined for each level) To be submitted within 2 weeks from the close of enquiry and

the comp auth decision to be given within 2 working weeks.

Appeals

Questionnaire for audit

Organization and Structure

1. Is there an organizational chart?

2. Does the chart include both employees’ names and position titles?

3. Does the chart show reporting relationships?

4. Is the chart updated as changes occur?

5. As the needs of the organization change, does its structure change?

Functions of the HR Department

Pre-Recruitment Process 

a. Receipt of requirement of manpower from various department heads. 

b. Scutinise them and take approval from concerned authorities if the post is new. 

c. Prepare a recruitment budget and CTC for the employee and take approval. 

d. Select the appropriate Recruitment process. 

2. Recruitment Process 

a. Prepare Advertisements etc for the recruitment. 

b. Scrutinise and shortlist the applications received. 

c. Send interview call letters/mails as required. 

d. Conduct Interviews through panels. 

e. Preparation of offer letters as required. 

3. Joining Formalities: 

a. Administrating Joining formalities. 

b. Pre Employment Reference checks. 

c. Preparation of Appointment Advice and intimating the same to other departments. 

d. Preparing and entering new hire paperwork. 

e. Co ordinating to get Employee ID Cards. 

f. Handing over the New hire to the concerned HOD/Manager. 

g. Preparation of Job Profiles co ordination with HOD/Managers for new posts. 

4. Employee Personal File Maintenance: 

a. Opening new file and Closing the Resigned employee’s File. 

b. Make sure all Employee files are maintained safely with care. 

c. Make sure all personal records are available in the files. 

d. Periodic Personal File Auditing. 

5. Employee Data Base: 

a. Keeping Track of Knowledge Management Software. 

b. Maintenance of HRIS. 

6. Confirmation Formalities: 

a. Intimating the concerned HOD/Manager about the due dates for confirmation. 

b. Conducting Confirmation Appraisals. 

c. Co ordinating for Skill Gap Analysis. 

d. Co ordinating to set Quality Objectives for each job profile. 

e. Ensuring updation of the existing Job Profiles. 

f. Processing the Confirmation. 

7. ISO Compliance: 

a. Ensuring all the updation of the ISO documentation and HR Formats. 

b. Learning and enforcing Standard Operating Procedures (SOP). 

c. Facing the Internal and External Audits, accountable to enforce the correctional

actions. 

8. Statutory Compliance: 

a. Handling PF and ESI formalities and co ordinating with other departments. 

b. Handling Apprentice Training, Submitting Periodic Returns to Board. 

c. Submitting other returns to the labour Department as per Shops and establishment

Act. 

9. Training And Development: 

a. Conducting Induction Training for new hires. 

b. Training Need Analysis based on Skill Gap Analysis, Appraisal Feedback and

suggestions. 

c. Co ordinating External and Internal Training Programs. 

d. Maintaining Training Records. 

e. Analysis of Training Feedback. 

10. Performance Appraisal: 

a. prepared the new Appraisal Form. 

b. Educated employees about self-appraisal. 

c. Provided inputs to HOD’s for Appraisals. 

d. Prepared Appraisal Letters. 

11. Employee Relation: 

a. having formal and Informal counseling with employees. 

b. Prepared Event Calendar of monthly recreation to motivate employees. 

c. Handling Corporate Medical Insurance. 

d. Processing required letters on employee’s request. 

12. Report Generation: 

a. Generating and analyzing Employee Attrition Reports, Training Evaluation, and

Manpower Status. 

b. Weekly and monthly recruitment reports 

c. Report generation of Pre appraisal, Appraisal and Post Appraisals. 

d. Salary Details Reports to Accounts Department. 

e. Reports as per the HOD’s request. 

13. Exit Formalities: 

a. Administering Exit paper work including all Statutory requirements. 

b. Conducting Exit Interviews. 

c. Preparing Exit Interview Summary. 

d. Giving post employment reference for relieved employees. 

e. Processing File to Accounts Department for final settlement.

HR Strategy:

1. What was total revenue for the business unit for the most recently completed

fiscal year?

2. What were total assets for the business unit for the most recently completed fiscal

year?

3. How many locations exist within the business unit? (Include all operating and

administrative locations which perform HR activities.)

4. Is the business unit a publicly-held or a privately-held entity?

5. What was the pre-tax income for the business unit for the last fiscal year-end?

HRP:

1. Are your workforce formation fits the company’s business objectives?

2. Does the company have manpower plan?

3. How do you create a manpower plan?

4. Do you develop a competency-based approach to staffing?

5. Does every position have competency/requirement?

6. Does every employee understand competency/requirement needed to perform a

job/position?

Recruitment and Selection:

1. Answer the following in relation to the job offer cycle:

a. What was the total number of offers made in most recent complete fiscal year?

b. What was the total number of offers accepted most recent complete fiscal year?

c. What was the average time (in days) from job requisition to extension of job offer?

2. How many positions (job titles) exist across the organization?

3. How is the recruitment process?

4. Does it eliminate unsuitable applicants early and focus on promising candidates?

5. How is the recruitment methodology? Does it attract desirable’s workers? Does it

match capabilities of candidates with competency requirement for positions?

Employee Retention

1. What kind of programs does exist for employee retention? Are they sufficient?

2. Does the company develop attractive benefit program that can retain employees?

3. Do you track your staff turnover? What is your turn over rate this fiscal year?

Learning process:

1. Does the company have a clear development or training plan/strategy ?

2. What was the total cost for training in the previous year?

3. How do you conduct Training Need Analysis (TNA)?

4. How do you translate the TNA into a Training Program?

5. What kind of training programs offered to employees?

6. Do managers and employees find the training program relevant to their needs?

7. How do you evaluate training effectiveness?

Appraisals: What types of performance management systems do you use?

Please describe.

1. Does it work effectively? If not, why?

2. Do you give constructive feedback to increase employee’s performance?

3. Do you include a customer satisfaction element in performance evaluations?

Reward and benefits:

1. What is the current compensation system in your company? Please describe

2. Do you offer compensation plans that provide a stable base with variables linked to

performance?

3. Is the compensation system reviewed periodically? How do you evaluate your pay

structure and compensation policy at least annually and adjust it when needed?

4. Do you compare the company’s compensation programs with the market rates? Does

the current compensation system competitive?

5. Do you set up procedures that ensure company compliance with all applicable payroll

laws needed?

6. Please describe the current benefit and allowance system of your company? (describe

in detail if there is differences among upper / middle / lower level of management /

staff?)

Employee development:

1. What is the current system for Career Development in your company? Please

describe.

2. Does it work based on meritocracy and fairness?

3. How does this current system apply to the employee individually?

4. What is the current system of succession planning?

5. Do succession plan exist for all critical positions?

Industrial Relation

1. Do you build a culture of inclusion that promotes labor and management as partner in

business success? How?

2. What problems does the company encounter in labor relation issues? Do you have

labor union? Does the labor union represent the employees well?

3. Do employees give feedback to solve IR issues? Do you design grievance procedure

for resolving employee’s problem?

Human Resources Information System

1. What IT systems and infrastructure do you use to support your HRIS? Does it work

effectively?

2. How can the IT system be used to support the HR Strategy?

Retirement

1. What is the current retirement policy?

2. Please indicate the number of employees participating in retirement plans.

Managerial :

Supervisor

Staff :

Employee Communication

1. Do you create an environment of open communication between employees and

management?

2. How do managers and employees perceive the effectiveness and integrity of current

communication culture?

3. What mechanisms do you have for obtaining employee feedback on a regular basis?

Human Resources Cost

1. How much the cost for the following items:

Human resources department direct labor cost (Wages, overtime, and benefits.)

Human resources department operating expenses (Supplies, training, and other

locally controllable expenses not including rent, depreciation, or allocated

overhead expenses.)

Outsourcing fees, if any (Contract fees including annual fees and monthly

operating charges.)

Contracted services cost (Temporary and contract labor).

SWOT ANALYSIS:

Strengths

Employee skills are not enough to hire person, HR also evaluate the other attribute such

as personality and attitude.

Jet blue is the strong brand among the US people.

Jet blue has been efficiently utilization the resources which results in low operating cost.

Efficient and talented employee help Jet Blue to perform operation in a better way to

facilitate its customers.

Consumer are satisfied from the services offered by Jet Blue.

JetBlue was named the number one U.S. domestic airline by Coned Nast Traveler

magazine’s “Readers’ Choice Awards” for the sixth year in a row.

Former employees of Southwest Airlines are currently working with Jet Blue.

Better use of technology, reservation are handled online with the unique reservation

system.

Weaknesses

Jet Blue is still new in the industry as compared to other Airlines.

Weak financial reporting, highlighted in the audit.

It has been using a single fleet

Opportunities

Jet Blue financial position is strong, so it can think for further expansion nationally and

internationally.

Add up more services for the passengers.

Increase number of flights.

Joint ventures with other Airlines for new market development.

Threats

Terrorism is the major concern after 9/11 Incident.

Raise in fuel prices

Strong competition from AMR Corporation, Southwest Airlines and UAL Corporation.

Employee Unions