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 • Kathmandu • New York
• Bahrain • Doha • Kuala Lumpur • Newark
• Bangkok • Dubai • Kuwait • Riyadh
• Brussels • Hong ong • London • Sharjah
• Colombo • Jeddah • Milan (MXP)* • Singapore
• Dammam • Johannesb • Muscat • Toronto

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
• Bhavnaga • Guwahati • Mangalore • Tirupati
• Bhopal • Hyderaba • Mumbai • Udaipur
• Bhubanes • Indore • Patna • Vadodara
• 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 10,017
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

 Naresh
Key people
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

In Passengers
Aircraft Orders Notes
service (First/Première/Economy)
Airbus 12 5 226 (0/30/196) 10 owned
A330-200 2 dry leased
 from ILFC
All leased from
Intrepid Aviation
Airbus
– 5 ??? (0/??/???) Group
A330-300
Deliveries starting
2011[20]
ATR 72-
14 6 62 (0/0/62) All will be dry leased
500
Boeing 6 owned
11 – 122 (0/20/102)
737-700 5 dry leased
140 (0/16/124)
144 (0/24/120)
Boeing 154 (0/28/126) 18 owned
41 20
737-800 169 (0/0/169) 23 dry leased
175 (0/0/175)
189 (0/0/189)
Boeing
2 – 160 (0/28/132) Both owned
737-900
4 dry leased
Boeing to Turkish Airlines
10 2 312 (8/30/274)
777-300ER 3 dry leased to Thai
Airways International
Boeing Deliveries starting
– 10 TBA
787-8 2014
Total 90 48
Jet Airways Retired Fleet
Aircraft Operated In Replacement Notes
Service
 from
Airbus 2005– Airbus A330-200
3 All were dry leased.
A340-300E 2007 Boeing 777-300ER
Boeing 1993–
4 All were dry leased.
737-300 1999
Boeing 1995– Boeing 737 Next
16 12 were dry leased.
737-400 2010 Generation
Boeing 1996–
5 All were dry leased.
737-500 2001
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:
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

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

Employee Unions