Institute of Management Technology, Hyderabad

PGDM 2017-19

Managing People at Work

Final Project
Group-1
Company Analysis
JAYPEE HOTELS AND RESORTS

Submitted by:
Rajat Lokwani (17A3HP217)
Manvendra Singh (17A3HP505)
Saket Ladha (17A1HP280)
Satyam Sushil (17A1HP474)
Ruchika Singh (17A3HP270)
Anubhav Sharma (17A1HP484) Submitted to:
Karan Sachdeva (17A1HP363) Dr. Pavan Kumar

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 Contents

Introduction………………………………………………………………………3
Performance Appraisal………………………………………………………4
Recruitment Process………………………………………………………….7
Training and Development………………………………………………..9
Conclusion…………………………………………………………………………10
References…………………………………………………………………………11

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 JAYPEE HOTELS AND RESORTS

Introduction:
Jaypee Hotels and Resorts are a part of Jaypee Group. Contemporary style and elegance best
describes Jaypee Luxury Hotels. With six hotels at six strategic destinations namely New Delhi,
Agra, Mussoorie, Greater Noida and Uttarakhand, the group has five-star hotels; two in New
Delhi and one each in Agra and Mussoorie with a total capacity of 689 rooms. The Golf and
Spa Resort is another 5-star luxury creation with 170 living rooms. The Golf & Spa Resort has
set-up in collaboration with Six Senses Spa their first-ever Spa in India. With a chain of luxury
and deluxe hotels in India, Jaypee Group has not only emerged as a trusted brand in the
hospitality industry but promises to deliver utmost comfort to the customers. Every magical
creation of Jaypee is aesthetically-designed and sufficiently accommodative. An exclusive
destination for business and pleasure, these masterpieces exemplify splendour at their best.
Ultimate luxury, lavish accommodation, superior amenities and signature cuisines, the
extremely gorgeous creations of Jaypee Group are no less than some of the most renowned
5-star hotels in India. A pageant of superfluity and grandeur, the boutique hotels of Jaypee
Group exhibits magnificence from every corner.

History:

The division was started in year 1982 in New Delhi, by Mr. Jaiprakash Gaur with a mission to
combine the warmth of traditional Indian hospitality, with modern systems and processes to
create a truly contemporary, competitive and unique Indian hospitality brand.

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 Performance Management Process at Jaypee
Hotels and Resorts
Performance Appraisal Process is a part of the overall Performance Management Process. It
is an attempt to help all the employee of the organization to achieve the higher level of
performance in their current roles. Performance appraisal is also a way to determine the
exact place at where the person is standing, what are his training requirements, what are his
core competencies and many more. Another key objective of the performance appraisal
process is to determine the rewards and promotions that the employee deserves on account
of his performance throughout the period.

Time: The Performance Appraisal is divided into two cycles:

1. Mid Term Review: Nov-Dec

2. Final Appraisal: April-May

The division is mainly done so as to ensure the continuous feedback on the performance
assessment.

The Review Process:

Performance reviews can be broadly categorized into 6 stages:

 Goal / Objective Setting

 Performance Assessment by HOD
 Ratings
 Rating assessment by General Manager of Hotel
 Performance Review Discussion with MD and Feedback

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Objective Setting:

Objectives are the trigger points which guides, governs and suggest the course of action of
each and every employee. Thus they are needed to be set judiciously. Objective setting is to
be done by the employees, in discussion with their HODs. At the time of appraisal, the very
first question that arises is that how well an employee has been able to achieve the objectives
that were set by themself.

Assessment by HOD (Reviewer):

 Reviewer is supposed to go to each and every job objective that has been
mentioned by the reviewee at the time of Job Objective setting.
 On the basis of the reviewee’s performance over the year and also the
accomplishment of the job objectives, the reviewee is to be rated by the reviewer.
 Along with giving the rating, the reviewer is also expected to mention the points and
comments regarding the performance of reviewee over the period.
 This process is carried out in the presence of HR executive who then takes the
report to the HR department.

Ratings:

Distribution of rating is the major part of the appraisal cycle. Ratings are broadly divided into
five parts. Depending on the performance of individual, the rating is sent to them via a letter
and personalized mail.

 Excellent: ALL the set objectives FULLY achieved and performance has been
excellent throughout the year. So an “A” grade.
 Very Good: The set objectives are achieved and the performance has been very
good throughout the year. So a “B” grade.
 Good: ALL the objectives are achieved but yet there is a need for improvement. So a
“C” grade.
 Not so Good: One or more KEY objectives are NOT achieved and the performance is
dis-satisfactory over the year. So a “D” grade.
 Poor: Objectives NOT at all achieved. So an “E” grade.

Role of HR:

 After receiving all the ratings done by the HOD, HR department is supposed to
analyse the distribution.
 HR would initiate a rationalization process wherein all individual assessment levels
across the organization will be bell-curved.

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  The overall / combined assessment pattern for all the employees will be expressed
in the form of a bell curve / normal probability curve and typically the following
distribution pattern would be adhered to, which could however be different every
year.
1. Excellent - 15 %
2. Very Good – 20%
3. Good - 50 %
4. Not so Good - 10 %
5. Poor - 5 %
 The ratings are then presented in front of the GM of the hotel, to which he gives is
own rating in comparative to the HOD. Both averages are then calculated and then
the final score achieved is fixated on the Appraisal chart.
 This chart is further put up in front of the MD at the corporate office who takes the
final call on the appraisals. An employee may either be promoted, salary refixated,
redesignated or moved to another vertical.

Performance Review Discussion and Feedback

 The final decision of all the employees are shared by the HR department to the
respective HOD.
 The rating letters are then distributed to the employees by the HOD, in presence of
a HR representative.
 While distributing the letter, the HOD discusses about the performance factors and
the scopes of improvements of the particular employee.
 The future expectations and objectives are also communicated to the employee
while discussing the rating.
 Notes of the discussion are made by the HR personnel for future reference.

Benefits:

Candidates are accordingly given a hike in their salary structure. The hike is variable, but the
person with grade A, gets the highest and the one with E gets the lowest. It also helps in their
future endeavours, projects and opportunities with the organization. For Example, there are
some internal vacancies, where only those employees can apply who have got a B grade
throughout their work with the resort, also there is a competition by the name of Stars of
Hotel/Resort, where only those employees can apply who have an overall A or B grade
throughout their work with Jaypee Hotels and Resorts.

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 Recruitment Process at Jaypee Hotels and Resorts

Jaypee Hotels and Resorts have a very structured Recruitment Policies, for both the
Fresher’s as well as the Senior Management. The steps are as follows
1. Building a pool of candidates
Building the pool of candidates involves deciding from where to recruit. Sometimes
the recruitment is internal and sometimes it is external.
 Internal
In case the recruitment is internal, the vacancy is posted on the official internal
portal and also the requirement mail is sent to each and every employee of the
organization, depicting the Job Description and Job Specialization. Candidates
can then apply directly through the link given in the portal itself.

 External
In case of external selection, Jaypee Hotels and Resorts have a predefined set
of colleges in which it recruits. Most of them are IHMs at least a diploma in
Hotel Management. However, in case of recruiting senior management,
referrals are considered from legendary hotel backgrounds.

2. The shortlisted candidates are then called for a final interview. The interview process
is highly unstructured. It is a personal interview, where the candidate is asked several
random questions. The interviewing committee consists of one person from HR
department and HOD from the division.

3. Selection Criterion

The base minimum that is expected to selected as a part of this hotel is that a person
should possess excellent communication skills, grooming standards, quality education
and most importantly the zeal towards hospitality and service. The hotel industry
works in a very different fashion than any other industry in the world. In hospitality, if

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 you are not humble, soft spoken, pleasant in your approach it may prove as a doom
to self and the organization. Of course, the technical skill set is something that is
judged at the beginning itself through the HOD and only then they proceed to the
personality tests and evaluation.
It is also very important to consider stability and judgement of approach towards
crucial and critical operational situations. Considering how dynamic a day in the life of
a hotelier may be.

4. Final Interviews & Offer Letter

The shortlisted candidates are then called for a final interview. The interview process
is highly unstructured. It is a personal interview, where the candidate is asked several
random questions. The interviewing committee consists of one person from HR
department, the HOD of the respective technical department for which the candidate
is to be hired. Candidates are asked several questions which may be Behavioural,
Situational, Job Related and sometimes the questions to stress out the candidate. Final
selection of the employee is then made and the offer letter is sent.

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 Training and Development at Jaypee Hotels and
Resorts

Jaypee Hotels and Resorts being a 5-star luxury deluxe chain of hotels, the training and
development activities include

 On Job Trainings
 One on One skill enhancement programs
 Team building activities
 Special lectures and seminars
 External trainers being invited for Personality Development and other topics etc.
 Intra departmental cross exposure

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 CONCLUSION

Thus at the end the conclusion would be that the Core HR policies at Jaypee Hotels and
Resorts are very structured and are all highly systemized. Though there are some changes
required in terms of Performance Management, the rest of the policies are almost
substantiating their purpose. Performance Management directly connects to the Employee
Job Satisfaction and thus plays a very vital role. With a little change, things can be much better
than they already are. Recruitment and Training programs are highly structured. Recruitment
though is unstructured; the selection of candidates is mostly up to the mark as per the
comments by on the Senior Management Personnel. Training and Development process is
also structured and systemized.

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 References

 Ashish Verma : Deputy Manager, Human Resources at Jaypee Hotels and Resorts.

 Official Website of Jaypee Hotels and Resorts

http://www.jaypeehotels.com

 Wikipedia
https://en.wikipedia.org/wiki/Jaypee_Group

 The Economic Times

https://economictimes.indiatimes.com/jaypee-hotels-
ltd(merged)/infocompanyhistory/companyid-11697.cms

 Google Search Engine

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