Summer Training Research Project Report On JAYPEE GREENS GOLF AND SPA RESORT Title of the Summer Training

A Study of Recruitment and Selection process adopted by Jaypee Resorts

For the partial fulfillment of the requirement of PGDBM (2012-2014)

Under the Guidance of : Proff. Aastha Mishra

Submitted by : Raj Kumar

Roll. No. 2012-11

GRADUATE SCHOOL OF BUSINESS AND ADMINISTRATION Sector Alpha-02, Greater Noida, NCR India
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DECLARATION I, Mr. Raj Kumar, the undersigned, hereby declare that the project work titled Recruitment and Selection in Jaypee Resort (i.e.Jaypee Group.) is bonafide work undertaken by me at JAYPEE GROUP in Partial fulfillment of the requirement for the award of degree of PGDBM under guidance of Proff. Aastha MIshra

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

Place: Greater Noida (Raj Kumar)

ACKNOWLEDGEMENT

The preparation and presentation of a research report is a hard task for researcher. Being once in a lifetime, it becomes a testing work for him (a person). During the course of the present study, I too came across innumerous problems. However with the help, guidance, support and advice of a large number of persons, I could somehow attain my goal. I wish to acknowledge my gratitude to each one of them. This study could not have been completed without the help and guidance of my mentor, Dr. Rakesh Kumar Dhar Dubey, Additional general manager (Training) of Jaypee Golf and Spa Resort whos deep sharing and synergy has moved me many levels beyond my own thinking. This project was successful due to the co-operation extended by people who have truly contributed towards it. I would like to thank all the employees and the H.R executives who empowered me with valuable information. I would like to thank those peoples whose lives and writings has come the wisdom of ages. I have tried to learn from your legacy. Lastly I thank all those persons whose names are not included in acknowledgement but whose constant support was there throughout the process.

PREFACE

In spite of the theoretical knowledge gained through classroom study, a person is incomplete if not subject to practical exposure of real corporate world and may have to face hurdles, which will be difficult to overcome without any first hand experience of business. Research Project Report is the most vital part of an PGDBM course, both as a link between theory and actual industrial practices as well as opportunity for hands on experience in corporate environment. I therefore, consider myself fortunate to receive the training in an esteemed organization. Yet the opportunity could not have been utilized without the guidance and support of many individuals who although held varied positions, but were equally instrumental for successful completion of my summer training. In this context I has been design to make the person aware of happening of the real business world. The report, entitled Recruitment and Selection in Jaypee Resort (i.e. Jaypee Group.) has been done by me.

THE EXECUTIVE SUMMARY

The HR team takes care of the recruitment and selection of the employees. It is very important as this team analyses manpower needs and fills the gap between current and future manpower. It maintains the entire database as well has complete authorization. The entire process is looked after by them .This is important as technology keeps on changing which requires matching of job with a right candidate. Even the employees are given production incentive by which they feel very motivated as their salary keeps on increasing annually. The importance of personnel management is being increasingly realized in industrial and nonindustrial organization both in India and abroad. This realization has come about because of increasing complexity of the task of the managers and administrators. So far the personnel function was confined to recruitment, salary administration and industrial relations; it was regarded as a necessary evil. However, organizations today have realized the human resources as more valuable than any other resource and their proper management can tremendously help organizations to maximize the utilization of other resources. The basic need of the study is to analyze how recruitment process is carried out in this organization. With this objective the research has been undertaken.

TABLE OF CONTENT

Sr. No.

Topics

Institute Certificate Company Certificate Acknowledgement Preface 1. Introduction About the Topic Objective of the Study Significance of the study Methods Employed 2. Company Profile 3. Data analysis 4. Interpretation of the Data

5. Findings 6. Conclusion 7. Suggestion 8. Limitation of the Study 9. Appendices Questionnaires 10. Bibliography

INTRODUCTION

Once the required number and kind of human resources are determined, the management has to Find the places where required human resources are or will be available and also find the means Of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These two terms are not one and the same either.

Technically speaking the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.

THE HOTEL INDUSTRY

The hotel industry comprises a major part of the tourism company. Historically viewed as an industry providing a luxury service valuable to the economy only as a foreign exchange earner, the industry today contributes directly to employment (directly employing around 0.15 million people), and indirectly facilitates tourism and commerce. Prior to the 1980s, the Indian hotel industry was a slow growing industry. Consisting primarily of relatively static, single-hotel companies. However the Asiad, held in New Delhi in 1982, and the subsequent partial liberalization of the Indian economy generated tourism interest in India, with significant benefits accruing to the hotel and tourism sector, in terms of improved demand patterns. Growth in demand for hotels was particularly high during the early 1990s following the initiatives taken to liberalize the Indian economy in FY1991, as per the recommendations of the International Monetary fund (IMF). The euphoria of the early 1990s prompted major chains, new entrants and international chains to chalk out ambitious capacity additions, especially in the metropolitan cities. However most of these efforts were directed towards the business travelers and foreign clientele.

STRUCTURE OF THE INDUSTRY

Hotels in India are broadly classified into 7 categories (five star deluxe, five star, four star, three star, two star, one star and heritage hotels) by the Ministry of Tourism, Government of India, based on the general features and facilities offered. The ratings are reviewed every five years.

PREMIUM AND LUXURY SEGMENT

This segment comprises the high-end 5-star deluxe and 5 star hotels, which mainly cater to the business and up market foreign leisure travelers and offer a high quality and range of services.

MID-MARKET SEGMENT

This segment comprises 3 and 4 star hotels, which cater to the average foreign and domestic leisure traveler. This segment also caters to the middle level business travelers since it offers most of the essential services of luxury hotels without the high costs since the tax component of this segment is lower compared with the premium segment.

BUDGET SEGMENT

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These comprise 1 and 2 star hotels referred to as Budget Hotels. These categories do not offer as many facilities as the other segments but provide inexpensive accommodation to the highly price-conscious segment of the domestic and foreign leisure travelers.

HERITAGE HOTELS

In the past four decades, certain architecturally distinctive properties such as palaces and forts, built prior to 1950, have been converted into hotels. The Ministry of Tourism has classified these hotels as heritage hotels.

OTHERS

At any point in time, applications for classification are usually pending with the Ministry of Tourism because of which such properties remain unclassified. The number of hotel rooms pending classification has declined from historical 15-20% to 5% of the total rooms available .

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KEY CONSUMER SEGMENTS

The market for the hotel industry can be divided into the following key consumer segments based on purpose of visit:

THE BUSINESS TRAVELLER The business traveler is a businessman or a corporate executive travelling for business purposes. This segment includes corporate, both domestic and foreign, who open offices in the hotel premises during start-ups, corporate executives who make extended stay either for long duration projects or while waiting for permanent accommodation (primarily expatriates) and convention arrivals. While the senior executives usually stay in 5 star hotels, the middle level executives, who are much larger in number, stay in the budget hotels. This segment offers better realizations, as they demand relatively smaller discounts on room rents (about 10% - 15%), use more of facilities such as PCs, fax multimedia, conference halls. Also the food & beverage (F&B) revenues are better as they usually eat in the hotel itself due to their busy schedules.

THE LIESURE TRAVELLER

The leisure traveler could either be a foreigner or a domestic traveler whose primary purpose of visit is holiday and site-seeing. Among non-business foreign tourists the 12

primary motivation for visiting India is largely cultural attraction followed by conferences and conventions, tourist attractions like beaches, wild life, hill resorts etc. Usually, leisure travelers are part of a package run by a tour operator. The margins offered by leisure travelers tend to be lower because of two reasons. Firstly, they seek higher discounts and also provide less F&B revenues as they usually eat out. The business offered by this segment is highly seasonal and tends to peak in the September to march period.

AIRLINE CABIN CREW

Airline Cabin Crew forms another important segment because of the repetitive and guaranteed nature of the business that they provide. Usually, these are a part of an annual contract whereby, in return for a fixed rate, a certain number of rooms are provided on demand for cabin crews. With discount rates in the range of 40% and 50%, this represents a low yield segment for hotels in general.

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ABOUT THE TOPIC

Jet Blue Airways shows how an entrepreneurial venture is able to use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this peoplecentered organization at a rapid rate, while retaining high standards for employee selection and maintaining a small company culture. (Gittlel.J.H, 2001)

Online recruitment has changed the way companies conduct their business in todays scenario, including how they attract as well as recruits employees for their organization, all this has given online recruitment the top priority. Companies can now recruit with their, Own websites, job boards, newspapers and advertisements etc.An effective and efficient recruitment process increases a firms value in the market and lowers the costs and seeks the opportunity as well. All this has helped the company as well the job seekers. They are now more comfortable with online recruitment process. (Borstoff.T,2001)

Every recruiter in an organization is classified into different categories: A contingent recruiter is paid no money until the job is filled and recruits as he is concerned with filling up of the job as soon as possible. Retained recruiter: a retained recruiter is made by paying an upfront fee based on the salary level of the position that is supposed to be filled in the organization. One-third fee is paid at the beginning, another one-third at an agreed upon landmark and rest is paid when the person is hired. A contract recruiter works on hourly rates and is also called as rent a recruiter. 14

On the other hand some recruiters also give recommendations on human resource concerns and how to make the company more effective and attractive and different ways to increase the retention rate of employees as well. (Harbert.T,2006)

All human resource management theories focus on the different methods of recruitment and selection and highlight the advantages of interviews. Recruitment process could be internal or external successful recruitment methods include a through analysis of the job and the labour market conditions. Failure recruitment in an organization Can create difficulties which include long term loss in profitability and lack in staffing skills. So, recruitment is not just a simple technique but needs high management decision making and through planning of manpower. (David.j, 2006)

Gerand says that discrimination against the female employee is a common feature now a day. Many reputed employees have also found themselves in danger for the manner in which they had recruitment and selection in their organization. The list is endless to count. One of the most important cases to have risen recently was the appointment of gynecologists to a hospital. They were asked to engage in hospitals sexual assault treatment units and male employees were kept far from this though they were willing to work. So, he focused that good recruitment contains the key demand of the job as opposed to biasness or discrimination on every basis, and such questions which causes biasness must not be asked. 1) To remove biasness the information commission has asked that relevant questions regarding the requirement of job should be asked. 2) Interview panel should consist of both the sexes of interviewers. 3) Records of interviews should be kept as well.(Mcmahon.G,2001)

The author here says that, Abramson centre includes a wide variety of basic clinical and cancer control programmes. 15

Recruitment of these populations requires the development of methods that are sensitive and deals with the complexity of recruiting minorities and unrepresented populations. The RROC provides funded scientist stable, scientific evidence based outcome research approach to recruitment and retention. It aims at increasing overall clinical trials and cancer control and prevention trial recruitment and developing an integrated system to track and report recruitment activities and accrual. RROC links the vast resources devoted to recruitment and outreach efforts and channel them into a coordinated resource for peer-review funded research. (Walkins.B, 2001)

The author says that the economic meltdown has affected the workforce all around the globe. All organizations are facing staff cuts and shrinking budgets. The downturn was largely expected in china with all this many training departments are now asked to focus on short term needs. Recruitment is a challenging task in such a condition and companies are also paying less attention in retaining staff. In such economic slowdown, training is the first budget to cut down and training departments are asked to explore different ways of delivering training such as elearning. In case of Latin-American focusing of staff is critical and main focus on outplacement process but in UK focus is placed heavily on retention and working smartly of workers. The end goal is to position the learning function as a performance and retention driver to contribute to an organization overall success. (Lauren.F,2001)

Few companies are thinking about hiring right now, but that's a mistake. If history is any guide, staffing will become a front-burner issue once the economic upheaval eases. Even now, companies are running into staffing problems in emerging markets, and many will have to find talented replacements for baby-boom retirees. Will they be able to meet their needs? The result: About a third of promising new hires depart within three years of being recruited. As a remedy, the authors offer their best thinking about state-of-the-art hiring practices for the top levels of the organization. Their recommendations cover the entire hiring cycle in seven steps: anticipating the need for new hires, specifying the job, developing a pool of candidates, assessing the candidates, closing the deal, integrating the newcomer, and reviewing hire-process

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effectiveness. Whatever the future brings, firms that follow these practices successfully will have a distinct advantage over their shortsighted competitors. (Fernndez-Aroz.C, 2009).

Details power dynamics that unfold in the firm when one of its best and brightest threatens to leave. It focuses on the dynamics of attracting, hiring, compensating, negotiating, and leveraging a star performer in a professional service firm. In particular, traces the detailed events from the resignation of a star to the manager's struggle to decide which of the eligible candidates should be hired. Four candidates and their firms are discussed in great detail. The case allows students to consider both individual (e.g., background, aspirations, attitudes, past short-term and long-term performance) and organizational (e.g., cultures, strategies, structures, performance management systems) factors in choosing a candidate to maximize individual-organization fit. (Groysberg.B, 2006)

Here, the author tried to make and develop his own approach to succeed. He developed a web design consultancy into a company that helps organization address experience design challenges of all kinds. His initial approach was to talk to everyone they knew and it turned up a little but nothing was panned out. They never had CEO but later on felt the need of the same to achieve success. Their business needed time and they spent lot of time talking in phone and with their determined practices they finally succeeded to build their company. (Merholz.P, 2008)

Here the author had been instructed by his superiors to evaluate the process by which he selected solders for its 20-month long training program. Was the Army conducting this process in an ideal manner? The case examines the Special Forces training in light of the types of missions soldiers are expected to execute and asks students to consider whether the Special Forces recruitment and training process identifies the best possible candidates. It gives focus on hiring, recruiting, management talent and apprising individual organization fit. (Groysberg.B, 200

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OBJECTIVE OF THIS REPORT

To,have detailed understanding of the concept of recruitment, what it is, how it takes place, what it involves what are the various tools and sources and the like.

To understand the recruitment practiced followed at JAYPEE GREENS GOLF AND SPA RESORT different tools or sources used by the organization to have pool of qualified candidates and the related activities.

To understand the recruitment process followed to recruit various categories of employees.

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

To suggest the integrated approach toward human resource planning, recruitment and selection of human resource.

To ascertain the comparative management of human resource in hotels.

While working on the project, it was found that the company is hierarchically structured. The company has a cooperative environment among the employees. The employees always remain enthusiastic and motivated for their work. 18

SIGNIFICANCE OF REPORT

Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidates to enable the selection of best candidates for the organization.

Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. 19

Increase the pool of job candidates at minimum cost.

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RECRUITMENT

Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. The recruitment industry has four main types of agencies: employment agencies recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interview. Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment

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OBJECTIVES OF RECRUITMENT To attract people with multi-dimensional skills and experience that suits the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization To search or head hunt people whose skills fit the companys values. To devise methodologies for assessing psychological traits. To search for talent globally and not just within the company. To design entry pay that competes on quality but not on quantum

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STEPS OF RECRUITMENT:

1) Recruitment Planning & Organization. 2) Candidate Sourcing & Networking. 3) Assessment, Selection & Certification. 4) Interviewing & Hiring. 5) Induction & Orientation & Documentation of the New Joinees. 6) Employee Confirmation tracking & issuing letters after analyzing proposed 7) hike with prevailing Salary Structure and Rate in the Organization. 7) 8) Maintenance of Full and Final. Exit Interview

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

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FIG: 6 SOURCES OF RECRUITMENT:

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PROCESS OF RECRUITMENT

1. Identify a vacancy: first of all it is very important to identify the vacancy in the organization. Which post is lying vacant and how it can be filled is important to give the top priority.

2. Review the need for replacement: after identifying the vacancy, the need for replacement is done by the HR department to find out the actual positions to be filled.

3. Updating position profile / job description & job specifications: job

description and job

specification is done after review is done. Job description entails job title, job responsibility, authority etc for a particular position.

4. Advertising / searching the suitable candidate: advertising is done in different job portals and company web sites. Information is made available to the candidates in every easy manner.

5. Interviewing: once advertising is over than short listing of candidates is done by the HR department which is followed by different steps and interview is done later on.

6. Assessing the candidate: after interview is over, candidate is assessed on different parameters to know the hidden talent and capability of the candidates

7. Placement.: finally placement is done once assessment is over and the candidate gets the appointment letter.

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Job Descriptions and Brief Job Profiles at JGGR:HR Department

1. VP PGDBM (HR) .Exp.-20-25 yrs Responsible for HR functions. Should have strong communication and management skills. Should be knowledgeable about manpower planning, training & development, compensation management, handling legal issues, industrial relations, selection and recruitment, performance management system, employee welfare activities, co ordination and liaison with Govt. agencies etc. 2. GM/Sr.GM/DGM PGDBM(HR/P&A)/LLB/PGDM/MSW Min. exp. 11-18 yrs. Should have strong communication and management skills. Should be knowledgeable about manpower planning, training & development, compensation management, handling legal issues, industrial relations, selection and recruitment, performance management system, employee welfare activities, co ordination and liaison with Govt. agencies etc. 3. MANAGER PGDBM(HRJP&A)/LLB/PGDM/MSW . Min. expo 10-12 yrs. Responsible for functioning of various sections of personnel such as establishment, time office welfare, administration, compensation mgmt. Etc.

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Finance & Accounts

1. VP(commercial)/Sr. VP CA/PGDBM (finance )/Commerce/engg. Graduate Exp. 25-30 yrs. Responsible for handling administrative and commercial functions. Expected to look after' all commercial functions and must -have a good understanding of excise, service tax & VAT rules and regulations.

2. GM/AGM/DGM CA/ICWA/PGDBM(finance) Exp. 15-22 yrs. Responsible for handling administrative and commercial functions. Expected to look after all commercial functions and must have a good understanding of excise, service tax & VAT rules and regulations. 3. Manager/Sr. Manager CA/ICWA/PGDBM(finance)/M.COM Exp. 12-14 yrs. Responsible for handling administrative and commercial functions. Expected to look after all commercial functions and must have a good understanding of excise, service tax & VAT rules and regulations.

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Purchase & Stores/Raw Material

1. VP (purchases and stores) Degree/Diploma in engg. 20-25 yrs. Exp. With at least 2-3 yrs. In a large scale industrial establishment Degree/Diploma in engg. 15-20 yrs. Exp. With at least 2-3 yrs. In a large scale industrial establishment. 2. Sr. Manager/Manager Degree/Diploma in Mechanical/Electrical engg. Or PG Diploma in material mgmt. Min. expo of 10-12 yrs. In stores, MM, procurement etc. 3. Manager (RM) B.COM/M.COM/PGDBM (finance) .Min. expo 10-12 yrs. Should have through knowledge of Procurement of coal, gypsum and PP bags. Should be familiar with knowledge of taxation i.e. sales tax, VAT, service tax etc. 4. Asst. Manager Degree/Diploma in Mechanical/Electrical engg. Or PG Diploma in material mgmt. Min. expo of 5-7 yrs. In stores, MM, procurement etc.

Civil Department

VP (elec. & inst.) Electrical/Electronics engg. Exp. 20-25 yrs. Should have at least 5 yrs of relevant expo In state of the art control and instrumentation activities in steel/cement making.

VP (technical) Degree/Diploma in mechanical engg. Exp. 20-25 yrs. Should have atleast 5 yrs expo At a senior position of equivalent staus' in operation and maintenance or project implementation 29

 Sr. Manager. BE (Mech./Elec.) Exp. 10-25 yrs.

Manager (quality control) Degree/Diploma in Mech./Structural/Chemical Engg. Exp. 10-15 yrs.

5. TRAINING MANAGER

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

6. DY. HOUSEKEEPER

Diploma in Hotel Management with 7-8 yrs experience in Hospitality Industry. Should have good communication skills and interpersonal skills.

7. HOUSEKEEPING SUPERVISOR

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

8. PERSONAL MANAGER

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

9. HR EXECUTIVE

Experience 4-5 years, PGDBM from reputed Institute.

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10. ASST. FRONT OFFICE MANAGER

Experience: 8-9 years in Hotel Industry, IHM Graduate.

11. LOBBY MANAGER

Experience: 5-6 years in Hotel Industry, IHM Graduate . 12. FRONT OFFICE SUPERVISOR / HOSPITALITY SUPERVISOR

Experience: 2 years, IHM Graduate.

13. HOSPITALITY ASSISTANT

Experience: 1 year, IHM Graduate.

14. ASSISTANT F&B (MANAGER)

Experience: 8-9 years in Hotel Industry, IHM Graduate.

15. RESTAURANT MANAGER

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

16. CHEF

Experience: 8-9 years in Hotel Industry, IHM Graduate. 17. CHEF DE PARTIE

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

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18. SR. COMMIS DE RANG

Experience: 2 years, IHM Graduate.

19. GAR DE MANAGER

Experience: 3 years, IHM Graduate.

20. MATRIE DE HOTEL

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

21. ASST. SALES MANAGER

Marketing Experience 3-5 years pref. IHM Graduate.

22. CENTRAL RESERVATION ASSISTANT

Proficiency in Computer and English Conversation.

23. JR. ENGINEER / ASST. ENGINEER

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

24. EXECUTIVE TO DIRECTOR

Proficiency in Computer, Conversation and Stenography.

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RECRUITMENT METHODS

Internal methods It is important not to forget the internal talent pool when recruiting. Providing opportunities for development and career progression is an' important factor for employee retention and motivation. The CIPD survey Recruitment, retention and turnover 20041 found that 87% of UK organizations had a policy of advertising all vacancies internally - using tools such as notice boards and their intranet. Some organizations operate an employee referral scheme. These schemes usually offer an incentive to existing employees to assist in the recruitment of family or friends.

External methods There are many options available for generating interest from individuals - outside the organization. These include placing advertisements in trade press, newspapers and on the Web. However, the CIPD survey1 finds that despite the increasing popularity of the Internet-based methods in recent' years, local newspapers currently remain the most frequently used means of attracting candidates. Advertisements should be clear and indicate tile:

Outline requirements of the job Necessary and the desirable criteria for job applicants (to limit the number of inappropriate applications received) Nature of the organization's activities Job location Reward package Job tenure (e.g. contract length) Details of how to apply. Advertisements should be genuine and relate to a job that actually exists. They should appeal to all sections of the community using positive visual images and wording. Other ways to attract applications include building links with local colleges, working with the job centre and holding open days. 33

Recruitment modes used at JGGR and time consumed in each activity:Advertisements: Take approval from the head for the posts required. Design the advertisement. Take approval of the advertisement from the head. Give a time frame to candidates to apply. Then screen the applications and shortlist the candidates whose skills match with those required. Inform the selected candidates through: 1. E-Mail 2. 2. Phone Calls 3. Call Letters etc Then call back and confirm their attendance. Then the interview procedure starts. Then follow up with selected candidates. On the date of joining fulfill all the formalities like PF etc. The whole process takes 5 weeks till selection in JGGR.

Data Bank: Find the posts that are required to be filled. Search the available skills in the data bank that is already available with those organization. Screen and shortlist those candidates whose skills match with those required. Inform the selected candidates through: mails, call letters, phone etc. Call back and confirm their presence. On the day of interview receive them and then the procedure starts. Then follow up with selected candidates. On joining welcome the employees through a formal induction programme. The whole process takes 2 weeks in JGGR. 34

Employee Referrals: Employees are told about the posts required in the organization and those who know people whose skill sets match with those required are told to apply for the particular post. Then candidates suitable are shortlisted and called for interview by informing them through Mails, Call Letters,Phone calls etc. Interview procedure takes place. Then selected candidates are told about the date of joining. On the day of joining various formalities are fulfilled along with the induction programme. It takes around 1-2 weeks as compared to others and is very effective and used in JGGR mostly.

Walk Ins: Design advertisements for the posts required and take the approval from the head. . Circulate them and allow candidates to apply for the particular posts within a stipulated time period. Calf candidates on a specific date and may be at different timings according to the requirements. Interview procedure takes place on the fixed day and date. Selected candidates are informed and various other formalities are fulfilled. This process till completion as mentioned takes around 3 weeks.

Campus Interviews: Contact colleges as per requirements and after discussion fix a specific time, date and place to conduct interviews.

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 On the day of interview set specific criteria as per requirement for the student to be applicable for the post required. Conduct Interviews after giving a brief description about the organization and the profile they would be required to work for. Select candidates are given a specific date to join on completion of their course. On the day of joining fulfill other formalities and conduct the It is time consuming as compared to other methods and takes around 4-5 weeks.

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

N TO N: Advertisement Employee Referrals

N- TO N: Advertisements Data Bank

N- TO N- : Data Bank Campus Intrerviews Advertisement Walk Ins

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DETERMINING REQUIREMENT/ MANPOWER PLANNING

The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into a Set of objectives or targets that specify the (i) number and (ii) type of applicants to be contacted.

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

Assess future recruitment needs Formulate training programs Develop promotion and career development policies Anticipate and where possible, avoid redundancies Develop a flexible workforce to meet changing requirements Control staff costs whilst ensuring salaries remain competitive Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management for supporting it. Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives. Producing a human resource plan involves:

Forecasting staffing requirements against business objectives Assessing the available supply of people to meet those requirements Matching available supply against forecast demand. 38

SOURCING & SHORTLISTING AS PER JOB PROFILE

The applications received are then analyzed as per the requirements of the organization and it is to see whether the skills match with those required and also it is to determine the right number of candidates and those short listed must match with the job profile required by the company. This is a very important step in the whole process and must be done accordingly as it can save a lot of time .in JAL this is generally done by the concerned HR deptt. To match the requirements and shortlist the required number of candidates.

SCRUTINIZING / FILTERING CANDIDATES (SCREENING) Some methods or techniques are used to filter/scrutinize the candidates, i.e., to reduce the number of applicants and also to gather relevant information needed before conducting the interview. Techniques/methods involve:

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

test the depth of experience and knowledge the candidates possess on a certain topic. The case study can form the basis of a discussion and is a useful way of probing the candidate's knowledge and judgment.

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

into an in tray' exercise and ask the candidate to place them in order of priority and give suggestions as to what action should be taken on each.

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

logical formulation of argument, how they relate to other members of the group, experience and knowledge of a topic. It is normal practice to I inform candidates to expect a group discussion beforehand and so consideration needs to be given as to when to introduce the topic e.g. do you write and let them know or introduce the topic when all of the candidates are assembled ready 39

for the group discussion. As with the case study the .group discussion must be relevant to the post and the assessors must be quite clear what they are looking for to ensure standardization of marking.

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

An example of such a test is the General Management Aptitude Test (GMAT) which many business students take prior to gaining admission to a graduate business school programme.

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

motivation to function in a particular working environment. There are various tests designed to assess a candidate's personality. The Thematic Apperception Test (TAT) assesses an individual's motivation and achievement level. Other personality tests include CPI, TTS, and MMPI to assess specific personality traits.

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

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

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

assessors either on a topic given in advance or in some cases to interpret and analyze given information and present a case to support a decision.

40

INTERVIEW SCHEDULE/LETTER/INTERVIEW The next step in the selection process is employment interview. Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Interview is a formal, in depth conversation conducted to evaluate the applicant's acceptability. It allows a twoway exchange of informations, the interviewers learns about the applicant, and the applicant learns about the employer. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer. An interview is a conversation between two or more people (The interviewer land the interviewee) where questions are asked by the interviewer to obtain information from the interviewee. Interviews can be divided into two rough types: interviews of assessment and interviews for information.

ASSESSMENT The most common type of interview for assessment is a lob interview between an employer and an applicant. The goal of such an interview is to assess a potential employee to see if he/she has the social skills and intelligence suitable for the workplace. Similar interviews are also used for admissions to schools, allotment of grants, and other areas. Highly personal questions and those unrelated to the job at hand are forbidden, as are questions which invite discrimination. However some interviewers tend to ask such questions in order to see how the interviewee reacts and if (s)he is able to elegantly avert the question. Another important type of interview is the psychological one that can be divided into two forms: structured and unstructured. Structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a. consistent form to the interviews, particularly important if there are a number of candidates to be seen. 41

INFORMATION

The second class of interviews is those seeking to gather information about a subject. These types of interviews are central to the practices of journalism and instructional design. Such interviews are also important to any nonfiction writer or researcher. In general the quotes and information gathered in these interviews are used in a publication or edited for broadcast. These interviews are used by journalists, law enforcement, and private investigators. A recent technological trend in journalism interviewing has been the rise of e-mail interviews. These interviews differ from traditional telephone and face-to-face interviews in that interviewees can have more time to formulate a written response. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel some for a less formal, oneto-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.

42

PREPARING THE INTERVIEW The interviewer should prepare by: Reading the application form, job and person specifications to identify areas which need further exploration or clarification. Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g., job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years? Being ready for the candidates questions, and trying to anticipate what additional information they may seek.

CONDUCTING THE INTERVIEW

Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It allows a two-way exchange of information, the interviewers learn about the applicants, and the applicant learns about the employer. Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school- leavers, returning men and women), who may have little or no experience of what to expect in workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues.

43

The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present) this also gives the candidate time to settle down. Give some background information about the organization and the job this helps everyone to focus in the objective. Structure the questions to cover tall the relevant areas, and dons ask too many closed questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin what 'when' or 'how' avoid leading questions listen, and make brief notes as necessary on salient points have a time frame and keep to it allowing sufficient time for candidates to ask any, questions they might have Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination Tell the candidate what will happen next and when to expect to hear from the organization.

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45

SELECTION & SALARY FIXATION

Evaluation and control is necessary as considerable costs are incurred in the recruitment process. Consideration should be given as to whether the .recruitment methods used are valid and whether the recruitment process itself is effective. Stastical information on the cost of advertisement, time taken for the process and the suitability of the candidates should be gathered and evaluated. Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in your process, adjust your programs accordingly. In addition to tracking traditional metrics such as time-to-fill and cost per hire, make sure you take in account ways to measure some of the intangible metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace. In JAL after the employee is selected then the HR head along with other heads discusses the package to be offered to the selected candidate. This is planned well in advance keeping a cushion in mind. After selection the selected candidates are called again to discuss their package and negotiate if required hen6eforth coming to a final conclusion. Selection of personnel is made through face-to-face interview conducted through recruitment committee.

46

APPOINTMENT ADVICE This is a kind of joining letter that is handed over to the employee after his/her selection. It tells all the required information and gives a kind of advice as to when is the employee required to join and what all is he required to carry with him/her. It gives various details mentioning even whom to report on the day of joining etc.

47

JOINING PROCEDURE On the day of joining when the candidate reports at the required time and venue then he/she is given a list of forms to be filled by the candidate which includes pf form, pension form etc. JAL generally gives a list of 8-10 forms to be filled. On the first day of joining candidate is given a formal introduction to make the employee familiar with the company and its working, rules and policies etc.

48

PLACEMENT IN DEPARTMENT

When the employee reports to the respective person as mentioned in the appointment advice and fulfills all the required joining formalities then the person is allotted a place in the department and is made comfortable with the work environment, there is someone to assist him/her in the initial days and before starting on the job work the employee is given an induction cum training programme to get familiar with the work environment. STEP 1: The recruitment process starts with manpower planning. Manpower planning is done ill accordance with annual budget. In case of additional manpower requirement, the department head fills tip the manpower requisition form. STEP 2: The concerned requisition then goes to higher authorities for the position approval. STEP 3: Manpower approved to be plotted by carrying out job description involving the skills, knowledge and the kind of candidate required. STEP 4: HR identifies the sourcing channels and begin sourcing CV's from various sources like job portals, consultants, referrals etc. STEP 5: The HR then short-list the resumes vis--vis job description. STEP 6: The short-listed candidates are then screened accordingly by the concerned HODs. STEP 7: The HR intimates screened candidates the time and venue atleast 48 hours in advance. STEP 8: Every candidate who's CV has been short-listed has to go through several rounds of interviews, before the final decision to hire the candidate is made depending on their designation. STEP 9: The candidate would be asked to fill up green form before the interview starts. STEP 10: Depending on the position appt, for the candidate goes through different stages of interview. STEP 11: First round of interview takes place; this is mainly to assess the candidates communication skills, presentation skills and how well he/she fits into the organizational culture. After qualifying the first round, the candidate goes through the second round of interview.

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STEP 12: Second round of interview is taken by interview committee. In this round mainly candidate's overall knowledge and expertise are judged from all aspects. STEP 13: Having being qualified the second round of interview, the authorities decide and a fitment is prepared for the employee by the HR division under joining directions as per mutual acceptance. STEP 14: After this, HR issues appointment advice and gets the candidates agreement. STEP 15: follow up is conducted with selected candidates regarding their joining plan under this 3 situations occur whether the candidate joins or asks for extension or joins as per schedule. \

50

JOINING PROCEDURE AT JGGR

1. On the day of joining candidate submits the medical reports. 2. HR receives the certificates reports and verifies it with the originals. 3. HR gives the candidates certain forms to be filled regarding joining formalities like PF, pension, mediclaim forms etc. 4. HR informs the concerned HOD about the candidates joining.

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JOINING FORMALITIES The personnel Department keeps a comprehensive database of every member of the flex family. To facilitate this, a new incumbent is required to submit the following documents to confirm to the company's policies and procedure: ..... Educational certificates ..... 2 passport size photographs ..... Relieving certificate from the previous employer ..... Salary certificate from the previous employer ..... TDS certificate Salient feature of the System Maintains complete database of employee Maintains complete database of Organization (companies, locations, Divisions, Department etc.) Facilitates manpower projection for future period Maintains manpower requisition details Maintains applicant databank Keeps track of all recruitment activities

Applicant verification Applicant short-listing Applicant evaluation Final selection Call letter, Offer letter, Appointment letter to applicant

Keeps track of employee activities

Transfer/Promotion details Suspension details Facility for employee resuming Details of employee leaving organization

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Appraisal Module

Creation of Performance Appraisal Process User defined Valuation Methods Results of Appraisals

Training Module

Training Requisition Course Schedule, Budgeting & Simulation Booking facilities Training program details Training evaluation

Letter Generation Wizard Periodical MIS Reports for facilitation of decision making Integrated Web based electronic Diary Management (Reminder) System.

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54

RECRUITMENPL ANNING

TO SELECTION PROCESS

SOURCES OF RECRUITMENT

APPLICATION POOL

CONTACTING SOURCES

55

METHODS EMPLOYED

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RESEARCH METHODOLOGY

Identification of the problem is the process of recruitment that is followed by JAYPEE GREENS GOLF AND SPA RESORT. Extensive study was done to know and analyze the overall process, direct information from the employees have also been collected for reliable and accurate information. The study is based on questionnaire which is filled by the existing work force of the company. Questionnaire: It is a set of questions which is organized in proper format. The questionnaire was distributed to the company employees to gain information for statistical purpose. It contains 10 closed ended questions followed by likert scale. As people find it easy to revert to less number of questions. Close ended questionnaire and likert scale is used to obtain reliable and valid data from the people. Type of research: Exploratory research has been used in the study. Sample size:

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

from the employees working within the company. Random sampling has been used for the study. Other tools: Apart from questionnaire, primary as well as secondary source of data has been used to collect the required information. Direct information from the employees and other source of Information like office booklets, pamphlets, and company websites has been used.

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COMPANY PROFILE

58

Jaiprakash Associated Private Ltd. (JAPL) was found in 1979. Since then, Jaypee Group has not looked back. It is still growing at a very fast pace.

VISION As a group, we are committed to strategic business development in infrastructure, as the key to nation building in the 21st century. We aim to achieve perfection in everything we undertake with a commitment to excel. It is the determination to transform every challenge into opportunity: to seize every opportunity to ensure growth and the grow with a human face.

MISSION Our solitary Mission is to achieve Excellence in every sector that we operate in be it Engineering & Construction, Cement, Real Estate or Consultancy. To augment our core competencies and adopt the most comprehensive modern technology to overtake the obstacles in our path of achievement. To obtain sustainable development and simultaneously enhancing the shareholders value and fulfilling our obligations towards building a better India. Transforming challenges into opportunity has been the hallmark of the Jaypee Group, ever since its inception four decades ago. The group is a diversified infrastructure conglomerate and has a formidable presence in Engineering & Construction along with interests in the power, cement and hospitality. The infrastructure conglomerate has also expanded into real estate & expressways.

ENGINEERING AND CONSTRUCTION The Engineering and construction wing of the group is an acknowledged leader in the construction of multi-purpose river valley and hydropower projects. It has had the unique distinction of executing simultaneously 13 hydropower projects spread over 6 start and the neighboring country Bhutan for generating 10,290 MW of power.

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The group has been assigned CRI grade ICRA Ltd indicating very Strong Contract Execution Capacity with best prospects of timely completion of projects without cost overruns etc. for projects with average value of Rs. 2500 crores. It is the only group that ate awarded in the country. A leader in engineering & construction of hydropower projects in India, the Company has the largest market share in the India hydropower, E & C and EPC sector having participated in 54% of hydropower projects developed in 10th 5-year Plan in different capacities. The company has the distinction of executing of executing out of five hydropower projects contracted on an EPC basis in the country till March 2007. Two of these, 300 MW Chamera II and 520 MW Omkareshwar, have been completed ahead of schedule. The 900 MW Baglihar (Stage-I and II) hydroelectric project in Jammu & Kashmir, in the challenging environment of the State with 22 million cubic metrers of concrete, has been the largest EPC project executed in the country in the hydropower sector, so far. The Key non-EPC projects completed/under execution across India are 1450 MW Sardar Sarover Project, the largest water resources project in India. 1000 MW Tehri Dam, Asias highest rock fill dam. 1000 MW Indira Sagar Power House, second largest underground house in the country. 1500 MW Naptha Jhakri Power House, the largest underground surface power house in the country The in house Design and Consultancy Company, Jaypee Ventures Pvt. Ltd. (JVPL), gives JAL a competitive edge over its rivals. The design and engineering arm has been awarded CT1 grade by ICRA with CIDC (The Construction Industry Development Council). This is the highest rating assigned to consultants in the field of engineering.

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CEMENT Jaypee group is the 4th largest cement producer in the country. It produces Ordinary Portland Cement and Pozzolana Portland Cement under the brand names Buland and Buniyad. Its Cement division currently operates modern, computerized process control cement plants with an aggregate capacity of 7.0 MTPA. The company is in the midst of capacity expansion of its cement business in Northern, Central and Western parts of the country and is slated to be a 25 MTPA cement producer by the year 2010 and 30.5 MTPA by 2011 with Captive Thermal Power Plants totaling 250 MW. Post expansion the Group will have 8 integrated cement plants supported by 250 MW of Captive Thermal Power, 8 split location plants, 11 railway sidings and one jetty giving the Group a pan India presence in cement sector.

POWER Jaypee Group, an integrated power player in the country after having established a strong presence in the Hydro-Power Sector has initiated its entry into Thermal Power Generation, Power Transmission and also forayed into Wind Power. The group with its operational projects of 300 MW Baspa-II (Himanchal Pradesh) and 400 MW Vishnuprayag (Uttarakhand) is Indias largest Private sector Hydro-power producer. Besides this 1000 MW Karcham Wangtoo project (Himachal Pradesh) is under advanced stage of implementation. In addition to these, with 2525 MW projects (2025 MW Lower Siang & 500 MW Hirong) coming up in Arunachal Pradesh and 720 MW (720 MW Umngot and 450 MW Kynshi Stage-II) in Meghalaya, the Group will have total hydro-power generation capacity of over 5600 MW. The group is also in the process of implementing 2 660 MW pit head based Nigrie Thermal Power Plant in District Sidhi of M.P. and is setting up through M/s Suzlon, 50 MW of Wind Power in two phases of 25 MW each in Maharashtra. The group is setting up Transmission System associated with 1000 MW Karcham Wangtoo Hydro Electric Project. The Transmission Project will consist of a 230 km long transmission line between Wangtoo in Himachal Pradesh and Abdullapur in Haryana. 61

HOSPITALITY The group owns and operated four five star hotels, two in the national capital, New Delhi and one each in Agra and Mussorrie and also a five star Golf resort at Greater Noida, with a total capacity of 675 rooms.

REAL ESTATE AND EXPRESSWAYS The real estate industry in India has been witnessing strong growth over the last 5 years mainly driven by positive growth in the economy with major areas of development including retail, hospitality, entertainment industries (e.g. hotels, resorts, multi-complexes), economicenabled services (e.g. call centres). The Group is a pioneer in the development of Indias first golf centric Real Estate. Jaypee Greens a saga, a story a world class integrated community with a sanctuary of homes with limitless hours of enhancement. Residences sculpted around an international championship 18 hole Greg Norman Golf Course with an integrated sports complex, a spa resort, more than 16 lakes and water bodies, 60 acre nature reserve and other natural greens. A masterful creation spread over 7 million sq.ft. in over 450 acres of land at Greater Noida, it has become the most exclusive address for hish end segment of homeowners. In addition to the construction and operation of 165 Km, Noida to Agra expressway, a Ribbon Development of 2500 Hectares of land at five or more locations along the expressway for commercial, industrial, institutional and residential and amusement purposes, will also be undertaken as an integral part of the project. The company plans to develop such installations to international standards with state of the are technology.

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CORPORATE SOCIAL RESPONSIBILITY SOCIAL COMMITMENTS The group has always believed in growth with a human face and to fulfill its obligations it has set up Jaiprakash Sewa Sansthan (JSS), a not-for-profit trust which primarily serves the objectives of socio economic development, reducing the pain and distress in society and providing education at all levels of the learning curve with sixteen schools, two ITIs and three universities. For over 3 decades now Jaypee Group has supported the socio-economic development of the local environment in which they operate and ensure that the economically and educationally challenged strata of the work surroundings are also benefited from the groups growth by providing education, medical and other facilities for local development. Apart from this sustaining the ecological balance is of paramount importance. Our ecological management approach has led to efficient and optimum utilization of available resources, minimization of waste. Our group has also taken green initiatives, afforestation drives, resources conservation, water conservation, air quality control & noise pollution control and created a green oasis amidst the limestone belt at our cement complex in Rewa.

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Jaypee Hotels limited primarily engages in the ownership and operation of hotels in India. The company owns three Five Star Deluxe Hotels, namely Jaypee Palace Hotel at Agra, and Jaypee Vasant Continental and Jaypee Siddharth Hotel at New Delhi. It also manages the operation of the hotels Jaypee Residency Manor at Mussorie and Jaypee Greens golf and spa resort, Jaypee Delcourt and Jaypee Atlantis in Greater Noida. The company is headquartered in New Delhi, India. Jaypee hotels limited are a subsidiary of Jaiprakash Associates Limited. It has diversified itself in various sectors:

ENGINEERING AND CONSTRUCTION POWER CEMENT EXPRESSWAYS HOSPITALITY SPORTS REAL ESTATE EDUCATION

It is the leading infrastructure company in INDIA. It developed South Asias first formula 1 circuit. It is the largest private sector Hydropower developer. It is the third largest cement producer in the country. It has 25 schools, 3 industrial training centre, 2 polytechnics, 2 post graduate colleges and 3 universities catering to over 22000 students. Massive plantation of over 8,00,000 trees has been done around various project locations.

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CORPORATE TEAM

MR. SUNIL K SHARMA CHAIRMAN MRS. MANJU SHARMA DIRECTOR MR. S.M AZMAT SR. JT. PRESIDENT (S&M) MR. A. MOHAN SR. VICE PRESIDENT (P&S) MR. P GUPTA SR. VICE PRESIDENT (Material) CHEF N. NAGARAJ CORPORATE EX CHEF MR. PRAVIN NIGAM SR. GM FINANCE MS TARANDEEP HEAD (MKTNG AND COMM.)

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JAYPEE GREENS GOLF AND SPA RESORT

TEAM JGGR

MR. S.M AZMAT SR. JOINT PRESIDENT MR. AMIT MIDHA GENERAL MANAGER MS. PUJA MEHTA GM (HOUSEKEEPING) MR. ASHWINI SHARMA AGM (SALES) MR. S AGARWAL UFC DR..CHEF S.N KAIN SR. EXECUTIVE CHEF MR. A JAIN SR. MANAGER (P&A) MR. R MARWAH F&B MANAGER MR. RAJEEV JHA SYSTEM MANAGER MR. K.D SHARMA SECURITY MANAGER MR. A CHAKROBARTY FOM MR. S TULI CHIEF ENGINEER MR. P NIJHAWAN DY PURCHASE MANAGER

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ABOUT JAYPEE GREENS GOLF AND SPA RESORT

Revealing the best in 5 star luxury, Jaypee Greens Golf and Spa Resort is set amid 60 acres of pristine land along-with the international championship 18 hole Greg Norman Golf Course at Jaypee Greens, Greater Noida, a suburb of New Delhi.

There are total 170 rooms in JAYPEE GREENS GOLF AND SPA RESORT. With a minimum room size of 750 Sq. Ft. the naturally lit rooms at Jaypee greens golf and spa resort are one of the largest in the country. It has 149 Deluxe rooms 750 Sq. Ft. overlooking the Golf Course/ Swimming Pool/ Landscaped Courtyard. It has 3 accessible Deluxe Rooms for guests with special needs. It has 7 Deluxe Suites 1200 Sq. Ft each overlooking the golf course. It has 3 Executive Suites 1500 Sq. Ft each overlooking the golf course. It has 8 Premium Suites 1600 Sq. Ft each overlooking the golf course.

IN ROOM FACILITIES

It has high speed wired and wireless internet access. It has touch screen telephones. It has a digital safe and a personal bar. It has 42 inch LCD screens. It has a walk-in-wardrobes. It has I-pod docking station with inbuilt digital alarm clocks. It has a pillow menu and 8 layered beds.

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BATHROOMS

The naturally Lit, 115 sq. ft. bathrooms at Jaypee Greens Golf & Spa Resort are the largest in NCR. The 5 fixture bathroom consists of: A sunken Bath-tub. Rain shower enclosure. Twin Wash-basin. Water closet. Linen rack. Amenities from the world renowned

FOOD & BEVERAGE OUTLETS

There are 9 F&B outlets. They are: Eggspectation Paatra Matrix La brezza Ano Tai The Tea Lounge Aquene The Churchill Bakers studio

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BANQUETING

The 25000 square feet banqueting complex with separate access can take up to 2000 guests. The naturally Lit Pre-function area and Party halls reflect a fine Blend of aesthetics and well designed elegant space with flexibility.

ROYAL BALLROOM

Biggest column free ball room in the region. 12,290 Sq Ft. Partition able into 3 spaces.

OAK, MAPLE AND CEDAR

3 Break away rooms which can be joined. 3100 Sq. Ft.

The MILNI PLAZA which is integral part of the complex is a dynamic and exciting setting with enclosed green space, ideal for corporate events, wedding receptions and social gatherings.

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SIX SENSE SPA

Only resort in the country to have a six sense spa spread over 3 levels with an area of over 70000 Sq. Ft. The spa has following facilities: 18 therapy rooms Single and for couples. 2 Hamams (Turkish bath) separate for ladies and gentlemen. Separate swimming pools for ladies and gentlemen. Separate steam and sauna facilities for both ladies and gentlemen. 1 Aerobic Pool and a Watsu Pool. Saloon and Pedicure studios separate for ladies and gentlemen. Yoga, meditation and relaxation rooms. State of the art fitness centre with latest and most advance Technogym equipment.

GOLF COURSE 18 Hole championship Greg Norman signature golf course.

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UNIQUE SELLING PROPOSITION

Spacious kids area, kids pool with synchronized musical fountain, a giant chess board and snakes and ladders.

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

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

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

Only resort in the country to have a six sense spa spread over 3 levels with an area of over 90000 Sq. Ft.

Multi level parking space for over 800 cars.

Jaypee Greens Golf & Spa Resort promises to offer a perfect culinary experience for the food connoisseurs, where the team of chefs turning out International and Indian cuisines to suit every palate. For social or business affairs, there are elegant, multifunctional venues with extensive banquet & conferencing facilities.

Other services offered at Jaypee greens, is a world class township with integrated sports complex, town center, golf academy, formula 1 race track and an upcoming international cricket stadium.

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The staff at Jaypee Greens Golf & Spa Resort leaves no stone unturned in making guests and their family feel at home, by looking after all the routine services. Its no surprise that the guests consider Jaypee Greens Golf & Spa Resort a true home away from home and keep returning here to be welcomed back with open arms.

It has taken ECO-SENSITIVE measures also:

Solar panels for water heating.

Sewage treatment plant.

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

Rain Water Harvesting water collected in Sump Pits is directed to the lakes in the golf course.

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

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

Wooden flooring at different locations- guest rooms, SPA treatment rooms helps maintaining desired temperatures for longer durations that saves air conditioning load.

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DATA ANALYSIS AND INTERPRETATION

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Ques1) How have you been recruited by the company?

Campus recruitment 14

Solicited applicants 0

Internal source 4

Employee reference 2

Any other

20

Sources of recruitment in the company

20 18 16 14 12 values 10 8 6 4 2 0 Campus Solicited recruitment applicants Internal source Employee reference Any other

different sources

Interpretation: JGGR recruits the best of the candidates. So to recruit candidates, Campus recruitment and other sources are given the top priority and if needed internal source is taken into consideration.

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Ques2) Are you satisfied with the different modalities that were taken into consideration when you were recruited by the company? Highly agree Aptitude test Oral test Behavioral test Written test 28 13 5 2 2 9 22 12 5 4 5 8 5 7 3 7 13 5 7 Agree Neutral Disagree Highly disagree 8

Areas of recruitment

Aptitude test

Aptitude test

Aptitude test Aptitude test

Aptitude test

Highly agree

Agree

Neutral

Disagree

Highly disagree

INTERPRETATION: Maximum of the employees says that behavioral tests and written tests are taken into consideration while they were recruited by the company and a few says that aptitude test was also given priority in their recruitment process.

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

Yes 32

No 8

level of satisfaction of recruitment

40 30 values 20 10 0

32

Yes

No

INTERPRETATION:

More than 80% employees are fully satisfied with the ongoing

recruitment process followed by the company as compared to the minorities. Only a few are not satisfied with the companys recruitment process.

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

Multiple choice question Written and oral tests Psychological tests Others

9 24 3 4

Parameters for selection

25 20 15 values 10 5 0 Multiple choice question Written and oral tests Psychological tests Others

different parameters

INTERPRETATION: After recruitment is done than majority of the people says that written test and oral test are mostly conducted to select a candidate but in some cases behavioral tests with multiple choice questions are also undertaken.

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Ques5) Who all are the positional heads that were involved in your recruitment process?

Manager Deputy manager AVP Others

28 6 4 2

people involved in recruitment.

10% 15%

5%

70%

Manager

Deputy manager

AVP

others

INTERPRETATION: Recruitment in JGGR is done by the manager of the concerned department and sometimes it is done by the deputy manager as well. So, we can make out that manager and deputy manager plays an important role in the recruitment process.

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

Every six months 25 Every 3-4 months 10 Less than 3 months Others 3 2

Freequency of recruitment in the company

25 20 15 values 10 5 0 Every six months Every 3-4 months Less than 3 months others

time taken

INTERPRETATION: The chart above shows that, the frequency of recruitment in the company is every six-month and sometimes it Depends upon the requirement as well.

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Ques7) Do you have working experience before joining JGGR?

Yes No

34 6

Previous work-experience of the employees

No 15%

Yes 85%

Yes

No

INTERPRETATION: Majority of the employees of JGGR has a previous working experience and they are quite satisfied with the ongoing recruitment process as well. Where as only a few do not have previous working experience.

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

Highly agree Agree Neutral Disagree Highly disagree

23 8 2 3 4

Satisfaction level of employees to recommend a vacancy of the company.

25 20 15 values 10 5 0 Highly agree Agree Neutral Disagree Highly disagree

Satisfaction level

INTERPRETATION: From the above chart we can analyze that majority of the employees are satisfied with their jobs and are ready to recommend the vacancy to others in case needed as compared to a few others.

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

50% of the managers feel that HR department is good where and 30% say thats its very good where as 20% says its average and only 10% manager feel its bad.

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FINDINGS OF THE SURVEY

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

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

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

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

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

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

6. Quantification scheme of promotion are good.

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

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CONCLUSION

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This presents the summary of the study and survey done in relation to the Recruitment and Selection in JAYPEE GREENS GOLF AND SPA RESORT. The conclusion is drawn from the study and survey of the company regarding the Recruitment and Selection process carried out there.

The recruitment process at JAYPEE to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or headhunt of people should be of those whose skill fits into the companys values. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company are as follows-: The company takes the best candidates which fulfils the requirement of job in all discipline. Succession planning is done well in advance for having Right man for the right job JAYPEE has well defined recruitment policy, which ultimately favours the goals and objectives of the organization. Employees are aware of promotion policy in JAYPEE GREENS GOLF AND SPA RESORT

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SUGGESTIONS The company can follow the system of continuous feedback to know the employees view point and area of improvements as well. Latest and updated ways of training can be provided to the people to recruit best candidates. Methods of recruitment and selection can be more efficient if online processing is done properly. The company can step forward for employee referrals to recruit candidates which can save lots of time. Last not the least, it can focus on more for corporate social responsibility.

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LIMITATIONS OF THE STUDY

Paucity of time.

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

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

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APPENDICES

QUESTIONNAIRES

Ques1) How have you been recruited by the company? Campus placement Solicited applicants Internal source Employee reference Any other

Ques2 How satisfied are you with the different modalities that were Taken into consideration when you were recruited?

Highly agree Aptitude test

agree neutral disagree

H.disagree

ORAL TEST
Behavioral test Written test Others

Ques4) Are you satisfied with the ongoing recruitment process Followed by the company? Yes No

If no, then specify the reasons? --------------------------------------------------------------------------------------------------------------------

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Ques5) In case there is a selection test, then what are the different selection modalities? o Multiple choice questions o Written and oral tests o Psychological tests o Others

Ques6) Who all are the positional heads that were involved in your recruitment process?

Manager Deputy Manager AVP Others

Ques7) What is the frequency of recruitment in the company? o Every six months o Every 3-4 months o Less than 3 months o Others

Ques8) Do you have working experience before joining JP? Yes No

If yes, then how satisfied are you with the recruitment process of the previous company as compared to the present company.

Highly agree

agree

neutral

disagree

highly disagree.

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Ques9) What is the total time taken by the company for your recruitment? o 15-20 days o 20-30 days o 1-2 months o More than 2 months o Ques10) How satisfied are you to recommend the vacancy of the company to your friends/relatives or others? Highly agree agree neutral PERSONAL DETAILS: NAME AGE DESIGNATION : : disagree highly disagree

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BIBLIOGRAPHY

BOOKS: 1. Ashwathappa K., Human Resource Management,Tata Mc Graw hill Publication-3rd addition.(113-156). 2. Prasad L.M., Human Resource Management, Sultan Chand and Sons Publication-1st addition.(165-213). 3. Dessler Gary, Human Resource Management,-11th edition.(165-241). 4. C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases. Himalaya P.ublication. 5. K.Aswahthappa (2001),Human Resource and Personnel Management

6. Human Resource Management, (2005), Dr.P.C. Pardesh C.B Gupta (2005)

REFERENCES 1) Aroz .F 2009, the definitive guide to recruiting in good times and bad. 2) Groysberg .B 2006 recruitment of a star. 3) Nerholz .P 2008 The adaptive path approach to executive recruitment blogging. 4) Borstoff .T 2001 Online recruitment attitudes and behavior of job seekers.

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5) Groysberg .B 2008 Israeli special forces: selection strategy. 6) David .J. 2006 recruitment as the most important aspect of human resource management.

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