Hr Policies in Real Estate Sector

INTRODUCTION

OF

PROJECT

1

1.1 Purpose

This project aims at gaining an overall knowledge of recruitment and selection

policies, organizational structure and compensation management of DLF and

comparing it with other top companies. This provides as the basis for total learning

about how a good HR Policy helps a company to grow by utilizing the human

resource which is one of the most important assets of any company.

1.2 Objective of study

Comparative analysis of different HR policies of the organization with its

competitors and developing a Hypothesis for the same to check if there is any

scope of improvement in the recruitment strategy, organization structure and the

compensation management .

The proposed Hypothesis statements are:

H01: The recruitment and selection policies of DLF are better than its

competitors.

Ha1: The recruitment and selection policies of DLF are not better than its

competitors.

H02: The organizational structure of DLF is better than its competitors.

Ha2: The organizational structure of DLF is not better than its competitors.

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H03: The compensation management of DLF is better than its competitors.

Ha3: The compensation management of DLF is not better than its competitors.

This project will be useful for the organization as various new HR policies

are coming into existence on the advancement of every step which is helpful

for the company to work effectively and efficiently.

1.3 Methodology

The methodology of this project consists of both primary and secondary data.

Primary data – Primary data collected from respondents will be through:

Paper questionnaire distributed internally in DLF and its Competitors.

Competitor’s survey was done after taking a prior appointment and then

visiting and collected data through personal interview and questionnaire.

Secondary data - Secondary data will be collected from the books, journals,

job portals and websites.

The target audiences for the research: Employees at all the levels in

different real estate companies.

1.4 Limitation of the study

1. The research will be conducted within a period of limited duration.

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2. As the company is spread all over in India, it was difficult to get

respondents from different locations.

3. Being a management trainee it will be very difficult to get a hold on the

information from other companies.

4. Since the survey locations were different, the satisfaction criteria would

be different among the employees.

5. Sample size is limited due to the limited locations for the survey.

6. The analysis is completely based on the information provided by the

employees and hence could be biased.

7. Taking appointment of the respondents became a little difficult.

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CRITICAL REVIEW

OF

LITRATURE

5

RECRUITMENT & SELECTION, ORGANIZATION STRUCTURE

AND COMPENSATION MANAGEMENT

Human Resource is the most vital resource for any organization. It is responsible

for each and every decision taken, each and every work done and each and every

result. The job of a good hr manager is to fit in right person at right job and

retaining their human asset, which in turn would contribute to the growth of the

organization.

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Effective

Recruitment &

Selection Process

Effective Organizatio

n Structur

e

Effective Compensatio

n Management

Achievement of

organisational

objectives and leads

to organisatio

n growth

2.1 Recruitment:-

According to Edwin B. Flippo, recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the

organization”. Recruitment is the activity that links the employers and the job

seekers. This process is the first step towards creating the competitive strength and

the recruitment strategic advantage for the organizations. Recruitment process

involves a systematic procedure from sourcing the candidates to arranging and

conducting the interviews.

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Effects of a good recruitment process:

Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

Create a talent pool of candidates to enable the selection of best candidates

for the organization.

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.

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with dignity

and respect.

Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

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Abides by relevant public policy and legislation on hiring and employment

relationship.

Integrates employee needs with the organizational needs.

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Factors affecting recruitment policy:

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications

Sources of recruitment:

Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources:

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Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by na mix

of various internal and external forces. The internal forces of factors are the factors

that can be controlled by the organization. And the external factors are those

factors which cannot be controlled by the organization. The internal and external

forces affecting recruitment function of an organization are:-

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FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS

Recruitment policy

Human resource planning

Size of the firm

Cost of recruitment

Growth and expansion

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EXTERNAL

FACTORS

Supply and demand

Labour market

Image/Goodwill

Political-Social-Legal

Environment

Unemployment rate

Competitors

SELECTION :-

Selection is defined as the process of differentiating between

applicants in order to identify (and hire) those with a greater

likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants)

who has the appropriate qualification and competency to do the job.

Importance of Selection

The term selection denotes a choice of one or some from among many. The vital

importance of making the right selection of staff for any enterprise cannot be

overemphasized. While selecting employees it should be in mind that they are the

most important assets of an organization. The critical element is always the spirit

team work and the skill of the organization’s personnel.

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The difference between recruitment and selection :

Recruitment

1. It the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization.

2. The basic purpose of recruitments is to create a talent pool of

candidates to enable the selection of best candidates for the

organisation, by attracting more and more employees to apply in

the organisation.

3. Recruitment is a positive process i.e. encouraging more and more

employees to apply .

4. Recruitment is concerned with tapping the sources of human

resources.

5. There is no contract of recruitment established in recruitment

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Selection

1. It involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

3. Selection is a negative process as it involves rejection of the unsuitable candidates.

4. Selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. Selection results in a contract of service between the employer and the selected employee.

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2.2 SELECTION PROCESS

Selection is along process, commencing from the preliminary

interview of the applicants and ending with the contract of

employment.

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Challenges HR professionals face in the Real Estate industry

The most prevalent challenge human resource professionals continue to face in

realty firms is the lack of quality talent which stems from the absence of

specialised real estate education, bringing in fresh skilled manpower.

Compared to the demand of personnel that the sector requires, existing educational

institutions and professional bodies have not been able to scale up the delivery of

qualified professionals.

Another challenge is faced on the retention front. With large number of

international realty firms entering the market a majority of the skilled professionals

at mid-senior level management and entry level professionals are opting for

employment with these entities. This adds pressure on the second line of

management not only for business continuity but also talent acquisition.

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2.3 Organization Structure :-

The next step is to place the candidate at the right organizational level. The

structure of the organization acts as the backbone and support concerning decision

making and other processes. Organizing, the process of structuring human and

physical resources in order to accomplish organizational objectives, involves

dividing tasks into jobs, specifying the appropriate department for each job,

determining the optimum number of jobs in each department, and delegating

authority within and among departments.

One of the most critical challenges facing lodging HR managers today is the

development of a responsive organizational structure that is committed to

quality. A good hierarchy describes the structure of the management of the

business, from the top of the company, to the lowest level.

If each person in the organization knows what he or she is supposed to be doing,

there is less room for confusion, communication is quicker and clearer, feedbacks

are more effective, avoid poor judgment and also contribute to the motivational

advantage which intern would lead to employee satisfaction.

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Effects of a good organization structure:

It identifies who's involved in the decision-making process and how those

decisions are actualized.

Organizational structure helps in determining how a structure is distributing

authority throughout an organization.

Organizational structure defines how specific tasks and activities are

assigned to their functional departments to avoid confusions.

The performance of common tasks allows for work specialization, which

increases overall productivity.

A good organization structure helps to identify the source of any problem.

Training is easier because of the similarity of tasks and the resulting

opportunities for inexperienced workers to learn from experienced workers.

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A functional organization fosters efficiency, teamwork, and coordination of

activities within individual units.

Types of organization structure:

Non-bureaucratic structures:-

Pre-bureaucrat structures lack standardization of tasks. This structure is

most common in smaller organizations and is best used to solve simple

tasks. The structure is totally centralized. The strategic leader makes all key

decisions and most communication is done by one on one conversations. It

is particularly useful for new (entrepreneurial) business as it enables the

founder to control growth and development.

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Bureaucratic structure:

Bureaucratic structures have a certain degree of standardization. They are

better suited for more complex or larger scale organizations. They usually

adopt a tall structure. It is very much complex and useful for hierarchical

structures organization, mostly in tall organizations.

Functional structure:

Employees within the functional divisions of an organization tend to

perform a specialized set of tasks, for instance the engineering department

would be staffed only with software engineers. This leads to operational

efficiencies within that group. However it could also lead to a lack of

communication between the functional groups within an organization,

making the organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of

standardized goods and services at large volume and low cost. Coordination

and specialization of tasks are centralized in a functional structure, which

makes producing a limited amount of products or services efficient and

predictable.

Divisional structure:

Also called a "product structure", the divisional structure groups each

organizational function into divisions. Each division within a divisional

structure contains all the necessary resources and functions within it.

Divisions can be categorized from different points of view. There can be

made a distinction on geographical basis (a US division and an EU division)

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or on product/service basis (different products for different customers:

households or companies).

Matrix structure:

The matrix structure groups employees by both function and product. This

structure can combine the best of both separate structures. A matrix

organization frequently uses teams of employees to accomplish work, in

order to take advantage of the strengths, as well as make up for the

weaknesses, of functional and decentralized forms. An example would be a

company that produces two products, "product a" and "product b". Using the

matrix structure, this company would organize functions within the company

as follows: "product a" sales department, "product a" customer service

department, "product an" accounting, "product b" sales department, "product

b" customer service department, "product b" accounting department. Matrix

structure is amongst the purest of organizational structures.

Thus the four basic components of organizational structure include job

specialization, departmentalization, patterns of authority, and span of control. Job

specialization includes increased worker productivity and efficiency, but it

increases the need for managerial control and coordination. Work teams can be

used to alleviate the routine caused by job specialization. A similar concept, the

quality circle, can also enhance employee productivity.

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2.4 Compensation Management:

After the candidate is placed he/she is called an employee who is going to be a

lucrative asset to the organization. Employees should be managed properly and

motivated by providing best remuneration and compensation as per the industry

standards. Compensation is the remuneration received by an employee in return

for his/her contribution to the organization. It is an organized practice that involves

balancing the work-employee relation by providing monetary and non-monetary

benefits to employees. A lucrative compensation will also serve the need for

attracting and retaining the best employees.

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Effects of a good compensation management:

An ideal compensation system will have positive impact on the efficiency

and results produced by employees. It will encourage the employees to

perform better and achieve the standards fixed.

It will enhance the process of job evaluation. It will also help in setting up an

ideal job evaluation and the set standards would be more realistic and

achievable.

It will raise the morale, efficiency and cooperation among the workers. It,

being just and fair would provide satisfaction to the workers.

The will help provide growth and advancement opportunities to the

deserving employees.

The organization is able to retain the best talent by providing them adequate

compensation thereby stopping them from switching over to another job.

Components of compensation:

Job Analysis: Job analysis is a systematic approach to defining the job role,

description, requirements, responsibilities, evaluation, etc. It helps in finding

out required level of education, skills, knowledge, training, etc for the job

position. It also depicts the job worth i.e. measurable effectiveness of the job

and contribution of job to the organization. Thus, it effectively contributes to

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setting up the compensation package for the job position.

Pay- structure: Once job analysis has been done organizations need to

decide upon the pay structures. Pay structure refers to the process of setting

up the pay for a job in an organization. The process deals with internal and

external analysis to estimate the compensation package for a job profile.

Internal equity, External equity and Individual equity are the most popular

pay structures.

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Internal

Equity

Job Rating

Factor Compar

ison

Point System

Job Clarific

ationExternalEquity

Market Rate

Organizational

Faireness

Industry Standar

ds

Competitors

Offer

Types of compensation:

Direct compensation: Direct compensation refers to monetary benefits

offered and provided to employees in return of the services they provide to

the organization.

Basic: Salary is the amount received by the employee in lieu of the work done by

him/her for a certain period say a day, a week, a month, etc from his/her employer.

Bonus: Bonus is paid to the employees during festive seasons to motivate them

and provide them the social security. The bonus amount usually amounts to one

month’s salary.

Conveyance: Organizations provide for cab facilities to their employees. Few

organizations also provide vehicles and petrol allowances to their employees to

motivate them.

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Direct Compensation

Basic salary

Bonus

Medical Reimbarsement

House Rent Allowance

Special Allowance

Leave Travel Allowance

Conveyance

House Rent Allowance: Organizations either provide accommodations to its

employees who are from different state or country or they provide house rent

allowances to its employees. This is done to provide them social security and

motivate them to work.

Leave Travel Allowance: The employees are given allowances to visit any place

they wish with their families. The allowances are scaled as per the position of

employee in the organization.

Medical Reimbursement: Organizations also look after the health conditions of

their employees. The employees are provided with medi-claims for them and their

family members. These medi-claims include health-insurances and treatment bills

reimbursements.

Special Allowance: Allowance such as, mobile allowances, meals, reduced

interest loans; insurance, club memberships, etc are provided to employees to

provide them social security and motivate them which improve the organizational

productivity.

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Indirect Compensation: Indirect compensation refers to non-monetary

benefits offered and provided to employees in lieu of the services provided

by them to the organization.

Leave Policy: It is the right of employee to get adequate number of leave while

working with the organization. The organizations provide for paid leaves such as,

casual leaves, medical leaves (sick leave), and maternity leaves, statutory pay, etc.

Overtime Policy: Employees should be provided with the adequate allowances

and facilities during their overtime, if they happened to do so, such as transport

facilities, overtime pay, etc. Hospitalization: The employees should be provided

allowances to get their regular check-ups, say at an interval of one year. Even their

dependents should be eligible for the medi-claims that provide them emotional and

social security.

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Indirect Compensation

Overtime Policy

Hospitalization

Insurance

Leave Policy

Flexible Timings

Holiday Homes

Retirement Benefits

Insurance: Organizations also provide for accidental insurance and life insurance

for employees. This gives them the emotional security and they feel themselves

valued in the organization.

Retirement Benefits: Organizations provide for pension plans and other benefits

for their employees which benefits them after they retire from the organization at

the prescribed age.

Holiday Homes: Organizations provide for holiday homes and guest house for

their employees at different locations. These holiday homes are usually located in

hill station and other most wanted holiday spots.

Flexible Timings: Organizations provide for flexible timings to the employees

who cannot come to work during normal shifts due to their personal problems and

valid reasons.

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INDUSTRY

ANALYSIS

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REAL ESTATE INDUSTRY

The Real Estate and Construction sector in India plays a significant role in terms of

value contribution to the country's economy and in terms of employment offered

and this role is expected to grow even further. Growing at an approximate 35 per

cent per annum, the Indian real estate and construction industry is expected to

reach US$ 180 billion sector by 2020.

India is on the verge of witnessing a sustained investment in infrastructure build up

with the Planning Commission having proposed an investment of around US $500

billion in the Eleventh Five-Year-Plan period (FY 2007- 2012), which is nearly 2.3

times more than the previous Five-Year-Plan. The construction industry will thus

be witness to a strong growth wave powered by large spends in housing, road,

ports, water supply and airports development. Larger investments in infrastructure

will result in an increased demand for construction and real estate professionals.

The residential segment is projected to drive real estate demand in the country,

accounting for nearly 63% of the total space demand (amounting to 687 million

square feet) during the period 2008-12. Given the existing shortage of 24.71

million urban dwelling units and increasing urbanization, it is projected that over

the next 10 to 15 years, 80 to 90 million housing dwelling units will have to be

constructed. The Planning Commission estimates that alleviating the urban housing

shortage could potentially raise the rate of growth of GDP by at least 1 to 1.5

percent.

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With several growth drivers such as increased investment in infrastructure, demand

for residential and commercial property, and favourable government initiatives, the

ability of the real estate and construction sector to generate employment is huge,

resulting in the increased demand for skilled and trained professionals.

Current Employment Trends in the Real Estate industry

While accurate estimates for total employment in the real estate sector are not

available, Construction Industry Development Council (CIDC) suggests that the

construction industry engages approximately 33 million people, having grown

from 14.6 million in 1995. However, only 20% of this population is skilled as most

professionals do not have any formal education in the field.

Further, the planning commission suggests that the strength of skilled workforce in

real estate and construction sector has substantially gone down from 26.0% in 1995

to 17.50% in 2005, whereas relative proportions of unskilled workers have gone up

from 73.08% in 1995 to 82.45% in 2005.

There is a huge shortage of trained and skilled resources across levels. As per

CIDC figures, shortage of specialized workforce in the construction industry is

approximately 33 percent. Separate industry estimates indicate that shortage of

senior level manpower is more acute at 60 percent. Civil engineers and architects

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which form the backbone of the built environment are estimated to be in short

supply by 200% and 50% respectively.

In the recent past, shortage of skilled resources has been responsible for slowing

down the construction activity by an average of 6 months to a year. As a result of

this shortage, development firms have been compelled to import architects,

designers and planners from countries such as Singapore, Thailand, Australia and

New Zealand on handsome salaries thereby pushing up the project costs and

impacting profitability.

Even though 2009 was a difficult year for the real estate and construction sector,

whereby many companies reeling under liquidity crisis, had to downsize, the

recovery of the sector, long term growth prospects, improved cash position, and

new project launches have put real-estate and construction firms back into the

hiring mode. Builders including DLF ,Unitech Ltd, Ansal API, Parsvnath

developers and BPTP are some of the large players who have announced

recruitment drives for civil engineers and sales and marketing professionals for

new and existing projects.

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COMPANY

ANALYSIS

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Delhi Land Finance Limited, or DLF, is India's largest real estate developer. It is

based in New Delhi. The DLF Group was founded by Chaudhury Raghuvendra

Singh in 1946. The company is currently headed by Indian billionaire Kushal Pal

Singh, who inherited the company from Mr. Chaudhury.

The group is capitalizing on emerging market opportunities to deliver high-end

facilities and projects to its wide base of customers by constantly upgrading its

internal skills and resource capabilities. A roster of world-reputed businesses

chooses DLF to jointly venture with, to seek growth in India. All the intensified

growth underlines DLF's commitment to quality, trust and customer sensitivity

and, delivering on its promise with agility and financial prudence. This, in turn, has

earned DLF the coveted 'Superbrand' ranking. DLF is the only company in India in

the Consumer validated category from the real estate sector to have been awarded

this distinction.

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History:

DLF developed some of the first residential colonies in Delhi such as Krishna

Nagar, South Extension, Greater Kailash, Kailash Colony and Hauz Khas. In 1957,

with the passage of Delhi Development Act, the government assumed the control

of real estate development activities in Delhi and the role of private real estate

developers was restricted. As a result DLF began acquiring land at relatively low

cost outside the area controlled by the Delhi Development Authority, particularly

in the district of Gurgaon in the adjacent state of Haryana. In the mid-1970s, the

company started developing its ambitious DLF City project which helped

transform Gurgaon from a farming village to a commercial and real estate hub.

DLF has been instrumental in putting Gurgaon on the urban landscape of India.

Until the mid-1990s, most of DLF's operations were in Gurgaon and Delhi

metropolitan area. However, with increased assets, DLF has been trying to ramp up

its operations all over India.

DLF Vision

To contribute significantly to building the new India and become the world’s most

valuable real estate company.

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DLF Mission

To build world-class real-estate concepts across six business lines with the highest

standards of professionalism, ethics, quality and customer service.

DLF Values

Sustained efforts to enhance customer value and quality.

Ethical and professional service.

Compliance and respect for all community, environmental and legal

requirements.

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RECRUITMENT AND SELECTION PROCESS AT DLF

RECRUITMENT AND SELECTION PROCESS STARTS WITH

MANPOWER PLANNING.

MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning consists of

putting right number of people, right kind of people at the right place, right time,

doing the right things for which they are suited for the achievement of goals of the

organization. Human Resource Planning has got an important place in the arena of

industrialization. Human Resource Planning has to be a systems approach and is

carried out in a set procedure.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning,

organizing, directing and controlling are based upon the manpower. Human

resources help in the implementation of all these managerial activities.

Therefore, staffing becomes a key to all managerial functions.

2. Efficient utilization- Efficient management of personnel’s becomes an

important function in the industrialization world of today. Setting of large

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scale enterprises requires management of large scale manpower. It can be

effectively done through staffing function.

3. Motivation- Staffing function not only includes putting right men on right

job, but it also comprises of motivational programmes, i.e., incentive plans

to be framed for further participation and employment of employees in a

concern.

4. Better human relations- A concern can stabilize itself if human relations

develop and are strong. Human relations become strong trough effective

control, clear communication, effective supervision and leadership in a

concern.

5. Higher productivity- Productivity level increases when resources are

utilized in best possible manner. Higher productivity is a result of minimum

wastage of time, money, efforts and energies. This is possible through the

staffing and its related activities (Performance appraisal, training and

development, remuneration).

After the Manpower planning is done it starts with Recruitment, Selection,

Placement, Induction, and Training and Development.

RECRUITMENT PROCESS :-

DEFINITIONS-

Recruitment is a process to discover the sources of manpower and employ effective measures for attracting the desired manpower in adequate number to facilitate effective se

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Departments Sanction Authority

For the departments: Head of Department

For Head of Department: Managing Director / COO

a. As per the requirement, the resumes shall be screened from the different

sources by the HR department and forwarded to the concerned Departmental

Head for final short listing.

b. The final short listed candidates will be called for interview through

phone/e-mail on a decided date.

c. The interview is held by the concerned Departmental Head accompanied by

HR personnel to overview the candidate in terms of desired profile:

Technical Skills

Behavioral Aptitude

Potential

d. The candidates are interviewed and the scores are entered by the concerned

Departmental Head in the interview Assessment Sheet.

e. On the basis of interview, the interviewer may tag a candidate as Active/

Selected / Rejected which is kept in the records by the HR department for

future requirement.

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STEPS FOR SELECTION IN DLF LTD. MAY BE DESCRIBED AS

UNDER:

1. Preliminary Interview: First of all, initial screening is done to weed out

totally undesirable/unqualified candidates at the outlet. Preliminary

interview is essentially information about the nature of the job and the

organization. Necessary information is also elicited from the candidates

about their education, skills experience, salary expected, etc. if the candidate

is found suitable, he is selected for further screening. Preliminary interview

saves time and efforts of both the company and the candidate.

2. Application Blank: Application form is traditional and widely used device

for collecting information from candidates. The application form should

provide all the information relevant to selection. Generally, application

forms contain the following information.

(a) Identifying information- Name, address, telephone No., etc.

(b)Personal Information- Age, sex, place of birth, marital status,

dependents etc.

(c) Physical characteristics- Height, weight, eye sight, etc.

(d)Family background

(e) Education- Academic, technical and professional.

(f) Experience – Jobs Held, employers, duties preferred, salary drawn,

etc.

(g)References

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(h)Miscellaneous – Extracurricular activities, hobbies, games and sports,

membership of professional bodies, etc.

APPLICATION FORM HELPS TO SERVE FOLLOWING PURPOSE :-

First scrutiny of the form helps to weed out candidates who are lacking in

education, experience, or some other eligibility taints. Secondary, it helps in

formulating questions to be asked in the interview. Thirdly, data contained in

application forms can be stored for future reference.

INTERVIEW AND SELECTION PROCESS

Requested manpower will be assessed by the HR Department and the requirement

shall be fulfilled through the following sources:

o Job portals

o Recruitment consultancy

o Newspaper Advertisement

o Existing database

o Campus Recruitments

o References (if required)

As per the requirement, received from different sources the resumes shall be

screened by the HR Department and forwarded to the concerned department

head for final short listing.

The interview is held by the concerned authority accompanied by HR

personnel to overview the candidate in terms of desired profile:-

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o Academic Background

o Technical Skills

o Experience & Exposure

o Personality

o Communication Skills

o Maturity

o Potential

The final negotiation of salary, joining date, shortfall of notice period (if

any) and shifting allowance (if any) is done by the HR personnel seeing the

criticality of the requirement.

Offer letter is prepared by the HR department and shall be given to the

candidate.

JOINING FORMALITIES :-

New joiner shall be asked to fill the following forms & returned to the concerned

HR personnel

Joining form

Details of family members for mediclaim insurance

Gratuity Nomination Form

Nomination for balance dues

Provident Fund Nomination form

Employee Family Pension scheme

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Income Tax Declaration form (if required)

Form 12B & C of Income Tax

ID – Card Format

Bank Account Opening Form

Request for e-mail/user ID (if required)

New joinees are required to submit the following:-

4 Nos. passport size photographs

Copies of Educational Qualification certificates

Copies of previous employment experiences

Relieving letter / Resignation acceptance from last employer

Copy of Identity proof eg. PAN card, passport or driving license

I. Salary account has been opened with the help of representatives of

banker authorized by the Company.

II. New joinee has been sent for a medical checkup to the authorized

hospital as per the Company’s terms and conditions.

III. In case the joinee joins on senior position, he has been introduced to

the other employees / HOD pertains to that department.

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IV. Details of new joinee have been entered in system and a unique E-code

has been allotted.

V. HR person prepares Site allocation letter with the consultation of on

consultation of respective HOD / Project coordinators.

VI. A temporary ID cum attendance card has been issued to the employee

till the formal ID/Attendance card has been received.

VII. Site allocation letter with site address has been given to the joinee

individually and asked to report at allotted site.

VIII. HR person at HO prepares a detailed appointment letter and sent to

Site /RO – HR to hand over to employee.

IX. All these documents have been filed in the personal file of the said

employee.

X. Information for all new joining has been sent to all HOD’s.

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INDUCTION

All new staff joining the company is given an induction which introduces him / her

to the company & HR policies. During this induction, the company vision &

values, HR philosophy, growth prospects etc. are explained to the new employee.

Information regarding code of conduct, appraisals & other administrative matters

shall also be explained.

PERSONNEL RECORDS

A personnel file is maintained by the HR Department for each member of staff

which contains:

o CV

o Personal Data Form

o Competency Assessment sheet

o Copy of offer letter

o Joining form

o Photos

o Credentials certificate

o Copy of Appointment Letter

o Any other document issued by the company during his / her tenure

47

These files are maintained by the HR Personnel and are entirely confidential.

No access will be given to these files to any members of staff without

permission of the Head - HR / MD / CEO.

The personal files of all staff should be kept and maintained by the HR

Personnel each serial numbered as per the employee code.

48

ORGANIZATION CHART OF DLF LTD.

49

COMPENSATION MANAGEMENT OF DLF :-

BASIC SALARY

HRA

MEDICAL BENEFITS

LEAVE TRAVEL ASSISTANCE

TRANSPORT ALLOWANCE

BONUS

PROVIDENT FUND

LEAVE FACILITIES

ESOP

PROJECT ALLOWANCE

VARIOUS ENTERTAINMENT EVENTS FOR EMPLOYEES

50

COMPETITORS

STUDY

UNITECH LTD.

PARSVNATH DEVELOPERS

OMAXE

51

Established in 1972, Unitech is today a leading real estate developer in India.

Known for the quality of its products, it is the first developer to have been certified

ISO 9001:2000 in North India and offers the most diversified product mix

comprising residential, commercial/IT parks, retail, hotels, amusement parks and

SEZs.

The well-recognised brand was yet again conferred with the title of "Superbrand"

by Superbrands India in 2009. The Company is also the recipient of the CW

Architect and Builders Award, 2008 for being one of India's Top Ten Builders.

Unitech has long partnered with internationally acclaimed architects and design

consultants including SOM (USA), BDP (UK), Maunsell AECOM (HK), MEA

Systra (France), Callison Inc. (USA), FORREC (Canada), SWA and HOK (USA)

for various projects.

It has an enviable clientele for commercial projects including Fidelity, McKinsey,

Bank of America, Ford Motors, Nike, EDS, Hewitt, Amdocs, Ernst & Young,

Reebok, Keane, Seagrams, Perfetti, Exxon Mobil and AT Kearney.

Unitech Scrip is one of the most liquid stocks in the Indian stock markets and was

52

the first real estate company to be part of the National Stock Exchange's NIFTY 50

Index. The company has over 600,000 shareholders.

Unitech and Norway based Telenor Group - the 6th largest mobile communication

provider in the world, came together to build Uninor - a telecommunication

services company providing GSM services across India.

Recently the Company has ventured into the infrastructure business by launching

Unitech Infra, thus leveraging its decades of experience and expertise in real estate.

53

RECRUITMENT AND SELECTION PROCESS AT UNITECH

A candidate has to go through different rounds and faces interview session with the respective HOD.

After acceptance of this letter of offer the candidates is called for joining formalities. Where in we issue him the final letter of appointment.An appointment letter have :-

Designation Grade and basic salary Date of joining HRA, medical benefits, leave travel assistance, Transport allowance Bonus \ex gratia Contributory provident fund Leave facilities Appointment is on probation period for six months No other employment is permitted

54

MANPOWERPLANNING

PRELIMARYHR ROUND

INTERVIEW ROUND

WITH HOD

BACKGROUND CHECK

REFERENCES

Medically fit proof Not to disclose company’s affairs or confidential information Place of posting An acceptability signature Signature of corporate head.

This letter also includes a document explaining the entire salary details.

ORGANISATION CHART OF UNITECH

55

COMPENSATION MANAGEMENT OF UNITECH:-

Different components which form a part of employees compensation is

as follows:-

BASIC SALARY

HRA

MEDICAL BENEFITS


TRANSPORT ALLOWANCE

BONUS

CONTRIBUTORY PROVIDENT FUND

LEAVE FACILITIES

ESOP

PROJECT ALLOWANCE

56

Parsvnath Developers Limited is one of India’s leading Real Estate Developers,

with pan India presence across 44 cities in 15 states. Parsvnath Developers Limited

has a diversified portfolio which includes, Integrated Townships, Group Housing,

Commercial Complexes, Hotels, I.T. Parks, B.O.T. Projects, SEZs and 3rd Party

Contracting. As on date, the company has total developable area of over 193.98

million square feet across all real state verticals.

In the last two decades, the group has created edifices of magnificence through the

length and breadth of the country by successfully completing 42 projects. Today,

Parsvnath with its high commitments has become synonym for perfection,

innovation, customer satisfaction, transparency and developing high end luxury,

affordable & value for money projects. Parsvnath Developers Limited is an ISO

9001, 14001 and OHSAS 18001 certified company.

57

RECRUITMENT AND SELECTION PROCESS AT PARSVNATH :-

58

MAPOWER

PLANNING

GETS DATABA

SE OF POTENT

IAL CANDID

ATES FROM

CONSULTANCY

HR ROUND

INTERVIEW

ROUND WITH HOD

SECOND

ROUND OF

INTERVIEW

REFERENCES

SELECTION

ORGANIZATION CHART OF PARSVNATH DEVELOPERS :-

59

Chairman

CEO

MD

Project Head

General manager

AGM

Senior manag

erMana

gerExecutiv

e

Marketing/ Sales Head

General manager

AGM

Senior Manag

erMana

gerAssistant ManagerExecutive

Finance/Account

HeadGeneral Manager

AGM

Senior manag

erMana


HR/LegalHead

General manager

AGM

Senior manag

erMana

ger

Strategic planning

Head General Manager

AGM

Senior Manag

erMana


COMPENSATION MANAGEMENT AT PARSVNATH DEVELOPERS :-

BASIC SALARY

HRA

TRANSPORT ALLOWANCE

LEAVE POLICY

OVERTIME POLICY

HOSPITALIZATION

60

The beginning

Incorporated as Omaxe Builders Private Limited in 1989, to undertake construction

& contracting business, the company changed its constitution to a limited company

known as Omaxe Construction Ltd., in 1999. The name of the company has now

changed to Omaxe Ltd in 2006.

Omaxe was founded by Shri. Rohtas Goel, a first generation entrepreneur, a civil

engineer by qualification and a visionary. With over two decades of experience in

construction and real estate development, Rohtas Goel, as Chairman & Managing

Director of Omaxe Ltd., has been at the forefront of the real estate industry,

following its motto “Turning Dreams into Realty” through building world class

residential and commercial projects.

As a civil construction and contracting company, Omaxe successfully executed

more than one hundred and twenty industrial, institutional, commercial and

residential projects for a number of prestigious Indian private, public sector and

Multinational's clients such as Amity University, LG, Pepsi, Samsung, Wave

Cinemas, National Brain Research Centre, P.G.I. M.E.R, Apollo Hospitals and

Delhi High Court.

61

To capture the opportunities offered by the growing real estate market in India,

Omaxe entered the real estate development business in 2001.

Today and Tomorrow

In the span of a few years, Omaxe Ltd. has experienced exponential growth and

success, crowned by its landmark IPO oversubscribed by 68 times in 2007, and is

now amongst the largest public-listed real estate development companies in India.

The company has completed and delivered 17 projects across India, covering

sprawling 10.68 million sq ft of total area, consisting of 9 Group Housing projects,

2 integrated townships and 6 commercial projects.

The company is currently working on 52 real estate projects - 21 Integrated

Townships including a Hi-Tech Township, 20 Group Housing projects, 9 Shopping

Malls & Commercial Complexes, and 2 Hotel projects. Besides, Omaxe has a

diversified portfolio of infrastructure and construction contracting businesses. In

this vertical, there are 11 ongoing projects that comprises of EPC Contracts, Roads

& Bridges construction. Omaxe has progressed with leaps and bounds already

making its presence felt in 39 cities and 11 states across the country. The company

posted net revenue of Rs 1014.7 cr and net profit of Rs 112.5 cr (on consolidated

basis) in the Fiscal year 2009-10.

To undertake such expansion, Omaxe Ltd. today, is backed by a professional and

competent Team Omaxe: a constantly growing workforce of currently over thirteen

hundred professionals, including highly-qualified engineers, architects, Chartered

62

Accountants, MBA’s, etc. With high standards in line with Mr. Goel’s vision and

ambitions, Team Omaxe makes Omaxe Ltd. a strong, structured and high-growth

ISO-certified company with a bright future. Taking forward our vision to provide

an environment of professionalism, competence, teamwork and service excellence,

Omaxe is working towards benchmarking our HR policies with the best employers

and international standards.

Thanks to its strong experience in construction, Omaxe’s uniqueness also lies in

the fact that the company doesn't give its projects on sub contract: while assuring

timely completion, this also allows keeping pace with the progress in construction

technology, helping to give clients “value for money”.Today, OMAXE enjoys a

reputation of being one of India's leading real estate developers with an indelible

focus on customer satisfaction. Omaxe has adopted quality system standards that

integrate technological and design innovations with a strong technical base to

provide state-of-the-art real estate options. Omaxe has also been the first to:

offer Penalty Clause

introduce Sample Flats concept

offer ready-to-move-in homes

Besides this, Omaxe is the first to have created and implemented the concept of

Eco Friendly City, integrating Environment Protection Measures in all projects,

with a defined implementation process.

63

ORGANISATION CHART OF OMAXE LTD.

64

COMPENSATION MANAGEMENT OF OMAXE LTD.

BASIC SALARY

HRA

MEDICAL BENEFITS


TRANSPORT ALLOWANCE

BONUS

CONTRIBUTORY PROVIDENT FUND

LEAVE FACILITIES

ESOP

PROJECT ALLOWANCE

RETIREMENT POLICY

OVERTIME POLICY

65

Analysis Of

The Questionnaire

Findings

Conclusion

Recommendations

66

FINDINGS

Q1. What is your age group?

DLF UNITECH PARSVNATH OMAXE0

2

4

6

8

10

12

14

16

18

20

20-2526-3031-4041-5050 ABOVE

Q2. Gender?

61%

39%

GENDER

MALEFEMALE

67

Q3. What is your academic qualification?

5%

30%

49%

17%

What is your academic qualification?

12thGraduatepost graduateany other

Q4. For how long have you been Associated with this company :

7%

16%

26%19%

31%

For how long have you been Associated with this company

Less than 6 months6 months - 1 year 1 - 2 years2 - 3 yearsMore than 3 yrs.

68

Q5. By which mode you were approached for your current employment?

15%

37%25%

23%

By which mode you were approached for your current employment?

Advertisement in newspapersJob PortalsConsultancyCampus Placement

Q6. I am very satisfied with company's interview process.

DLF Omaxe Parsvnath unitech0

5

10

15

20

25

strongly agreesomewhat agreeneither agree nor disagreesomewhat disagree strongly disagree

Analysis :- As per the above figures, a greater percentage of DLF employees strongly agree that their

interview process was satisfactory. DLF recruitment and selection process is at par with the top

competitors of the industry.

69

Q7. The various components of my offer package were explained to me.


5

10

15

20

25

strongly agreesomewhat agreeNeither agree nor Disagreesomewhat disagreestrongly disagree

Analysis:- The above figures are showing that a greater percentage of DLF employees somewhat

agree that their offer package were explained to them properly, but the employees of the competitors are

better satisfied in this regard.

Q8. I had a good induction process.


5

10

15

20

25


70

Analysis: The above figures shows that a greater percentage of DLF employees strongly agree that

they had a good induction process, which is good for the company. Where as its competitors employees

are not very satisfied with their induction process.

Q9. People follow clear guidelines and processes in the work they do.


5

10

15

20

25


Analysis: The above figures shows a greater percentage of DLF employees strongly agree that people

follow proper guidelines in their work whereas its competitor’s employees somewhat agree to it.

71

Q10. People get along very well with one another and disputes are rare.


5

10

15

20

25


Analysis: The above analysis shows that a greater percentage of DLF employees somewhat agree that

there is good compatibility between the management and employees as well as among the employees,

whereas its competitors are having a better result.

Q11. Strategic goals and objectives are widely known and shared with all.


5

10

15

20

25


72

Analysis:- As per the above analysis a greater percentage of DLF employees somewhat agree that the

strategic goals are widely known and shared in the organization, but the competitors results are better in

this aspect.

Q12. Visibility with top management is important to me.


10

20

30

40

50

60

Strongly agree

Strongly agree

Analysis: The above results shows that not only DLF but also the competitors strongly agree that there

should be visibility among the top management.

Q13. My superior asks me for my input to help make decisions.


2

4

6

8

10

12

14

16

18

20


73

Analysis:- The above results shows that a greater percentage of DLF employees somewhat

Disagree that they are asked for their input to make decision whereas its competitors somewhat agree to

this point.

Q14. I am given enough authority to take decisions.


2

4

6

8

10

12

14

16

18

20


Analysis: The above results shows that a greater percentage of DLF employees somewhat disagree

that they are given enough authority to make decisions whereas its competitor’s employees are given

enough authority for the same.

Q15. I feel my superior always recognizes the work done by me.


2

4

6

8

10

12

14

16

18

20


74

Analysis: The above results shows that a greater percentage of DLF employee’s somwhat disagree that

their work is recognized whereas the competitor’s employees are somewhat satisfied in this regard.

Q16. I feel that the job i do gives me a good status.


2

4

6

8

10

12

14

16


Analysis: The above result shows DLF employee somewhat agree whereas its competitors employee

somewhat disagree that their job gives them a good status.

Q17. I am satisfied with the responsibility and role that I have in my work.


2

4

6

8

10

12

14

16


Analysis: A good percentage of DLF employees strongly agree that they are happy with the roles and

responsibilities but competitors employees somewhat disagree with their roles and Responsibility.

75

Q18. There is fair amount of team spirit in this organization.


2

4

6

8

10

12

14

16


Analysis: The above results shows that a greater percentage of DLF employees agree that there is good

team spirit in the organization, but the competitors result are more satisfactory.

Q19. My salary is fair for my responsibility.


2

4

6

8

10

12

14

16


Analysis: The above result shows that a greater percentage of DLF employees strongly disagree that

their salary is fair for their responsibility.Whereas its competitors are showing somewhat satisfactory

result.

76

Q20. I know what I must do to earn higher compensation.


2

4

6

8

10

12

14

16


Analysis: The above result shows that a greater percentage of DLF employees strongly agree to the

point that they know what they must do to earn higher compensation and are at par with its competitors in

this regard.

77

Q21. Our system should give more weight to long-term performance and rely

less on short-term results.


5

10

15

20

25

30


Analysis: The above result shows that a greater percentage of DLF employees strongly agree to the

point that system should give more weight to long-term performance and rely less on short-term results,

same is agreed by its competitors

Q22. The right people get rewarded around here.


2

4

6

8

10

12

14

16


Analysis: The above result shows that a greater percentage of DLF employees somewhat agree that the

right people get rewarded in their organization, whereas its competitors are showing better results.

78

Q23. The organization has adequate avenues to recognize and retain people.


2

4

6

8

10

12

14

16


Analysis: The above results shows that a greater percentage of DLF employees somewhat disagree

that the organization have adequate avenues to recognize and retain people, whereas its competitors have

a better satisfying result.

Q24. Your responsibility, compensation and benefits are at par with what

other organizations offer.


2

4

6

8

10

12

14

16


Analysis: The above result shows that a greater percentage of DLF employees strongly disagree that

the responsibility, compensation and benefits are at par with what other organizations offer, whereas its

competitors are showing somewhat better result.

79

CONCLUSION

The study undertaken at DLF, on Comparative Analysis of HR Policies in Real

Estate Sector. has given me lot of exposure on how HR Policies formulated in an

organization.

The findings show that employees of DLF are satisfied with their

recruitment and selection process as compared to its competitors.

Thus the null hypothesis 01 is accepted.

The findings reveal that DLF has a fair Organization structure but employees

are not very satisfied with the practical working of it. The competitor’s result

is much more satisfactory in this regard.

Thus the null hypothesis 02 is rejected.

The findings reveal that the DLF employees are not satisfied with their

compensation and benefits whereas the result of the competitors shows a

greater satisfaction level in this regard.

Thus the null hypothesis 03 is rejected.

80

The learning and handling of recruitment related tasks undoubtedly enhanced my

knowledge and skill. The experience inevitably polished my skills in the course of

my training in DUL

SUGGESTIONS

Working with DLF gave me a good exposure. I had done a research on recruitment

process, organization structure and compensation management of DLF.

My findings is shown in the analysis part, it also reveals that almost all the

employee’s experience with DLF are between 2-3 years.

To get into the root of this problem my research work helped me to come out with

the following suggestions:

1. Recruitment process: It should focus on improving the recruitment

policy as in at the time of recruitment it should be taken into

consideration that the applicant is not a job hopper who has a habit of

switching the job every now and then. His past record should be taken

into consideration before giving him the job and important test such as

psychometric etc. to know the insight of the people assign what is

their basic nature and what are they searching for in the job.

2. Disclosure of components of offer package: Recruitment and

selection process is the first step where the candidate interacts with

the company. Therefore this process is a significant step for both the

81

company as well as the candidate. Both the parties judge each other. It

is very important that there should be transparency in this process and

every detailed information should be discussed and clarified at the

time of the interview process.

3. Guidelines and Processes: It is very important for a company that its

employees follow proper guidelines and work according to the set

rules and regulations. This enables the work will be carried on

smoothly and effectively.

I would like to suggest DLF that the concerned person should provide

proper guidelines and process of working to their new employees at

the time of the induction process. This will ensure that the employees

are not deviated from the organization’s working and are performing

to their best.

4. Compatibility among employees: The quality of the relationship

between Manager and employee significantly impacts employee

performance. Managers and employees who understand each other's

style are highly productive.

Since the results are not very satisfactory. To increase the

compatibility level among the employees, I would like to suggest DLF

should arrange Buffet lunches, organize creative contests, birthday

parties etc. This will help in building a good compatibility between

employees which will be a positive step towards satisfactory

performance.

82

5. Visibility with top management: Employees are more loyal to a company

when they believe management or those at the helm of affairs keep them informed

about key issues. Communication is the first step toward creating the kind of

environment that people care about, and if they care, they just may stay, keep your

people in the loop about what's happening with the company.

I would like to suggest DLF that during the last day of every month top

management should interact with its employees, discuss about their progress,

problems, take their suggestion, recommendation etc. This will help both the

parties to work effectively and efficiently.

6. Authority and responsibility: Authority and responsibility go hand in hand. A

manager alone cannot perform all the tasks assigned to him. In order to meet the

targets, the manager should delegate authority. This will also help to improve the

satisfaction level among the employees and will contribute to a better performance.

I would like to suggest DLF that Sr. managers should give some authority and

responsibility to its subordinates,it will help in boosting up their morale and also

build employees trust in his manager.

7. Compensation: - Remuneration received by an employee in return for his/her

contribution to the organization. It is an organized practice that involves balancing

the work-employee relation by providing monetary and non-monetary benefits to

employees. A lucrative compensation will also serve the need for attracting and

retaining the best employees.

83

There should be best performer of the month award among all franchisee who

should be given a trophy and an extra bonus as a token of appreciation. The trophy

should be passed on to each month’s best performer.

This will help in boosting up the morale of the employees and it also motivates him

to work with his complete efficiency.

84

ATTACHMENTS

85

Questionnaire:

Questionnaire

Recruitment and selection Process, Organization Structure and Compensation

Management are the back bone of every Company. This research is aimed at

getting a good hold on the subject.

Kindly fill up this questionnaire, which is purely meant for academic purposes and

the information furnished by you will be kept confidential and will not be used for

any purpose other than the proposed study.

Company name and your designation in the company:

_______________________________________

Q1. What is your age group?

a. 20-25 b. 26-30 c.31-35

d. 36-40 e. 41-45 f. 45 & above

Q2. Gender

86

Male Female

Q3. What is your academic qualification?

a. 12th Std.

b. Graduate

c. Post graduate

d. Any other (specify):- ________________________________

87

Q4. For how long have you been Associated with this company :

o Less than 6 months

o 6 months - 1 year

o 1 - 2 years

o 2 - 3 years

o More than 3 years

Q5. By which mode you were approached for your current employment?

o Advertisement in newspapers

o Job Portals

o Consultancy

o Campus Placement

o Some other mode (Please Specify):

88

Please indicate your level of agreement with a tick for the following statements:(1) Strongly Agree, (2) Somewhat Agree, (3) Neither Agree nor disagree, (4) Somewhat Disagree, (5) Strongly Disagree .

No. ITEM 1. 2. 3. 4. 5.

Q6. I am very satisfied with company's

interview process.

Q7. The various components of my offer

package were explained to me.

Q8. I had a good induction process.

Q9. People follow clear guidelines and processes in the work they do.

Q10. People get along very well with one

another and disputes are rare.

Q11. Strategic goals and objectives are widely

known and shared with all.

Q12. Visibility with top management is

important to me.

Q13. My superior asks me for my input to help

make decisions.

Q14. I am given enough authority to take

decisions.

89

Q15. I feel my superior always recognizes the

work done by me.

Q16. I feel that the job i do gives me a good

status.

Q17. I am satisfied with the responsibility and

role that I have in my work.

Q18. There is fair amount of team spirit in this

organization.

Q19. My salary is fair for my responsibility.

Q20. I know what I must do to earn higher

compensation.

Q21. Our system should give more weight to

long-term performance and rely less on

short-term results.

Q22. The right people get rewarded around here.

Q23. The organization have adequate avenues to

recognize and retain people.

Q24. Your responsibility, compensation and

benefits are at par with what other

organizations offer.

MANPOWER REQUISITION FORM

90

1) Account/ Division-

2) No of vacancy-

3) Department

4) Role-

5) Location-

6) Report to:-

7) Replacement /New/Additional Position

8) Reason for additional position---------------------------------------------------

9) Required Qualification:-

Essentials---------------------------------------------------------------------------

Desirable---------------------------------------------------------------------------

10) Required skill:-

91

Soft skill--------------------------------------------------------------------------

Technical skill------------------------------------------------------------------

11) Required experience: ----------------------

12) Date of initiation -------------

13) Date of closure---------------

92

Internal Job Posting Application

Employee Full Name: ________________________________Date: _________________

Present Position and Location: __________________________________________________

Phone _________________

Posting Number &Position Applying For: ___________________________________________________

Please state why you are applying for this position and why you should be considered:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________________________________________

Please list skills, knowledge, education, certification and/or experience which in your opinion, qualifies you for this job opportunity. (You may also attach a current resume.)

93

Supervisor Comments: (optional)____________________________________________________________________________________________________________________________________________________________________________________________

In keeping with the job posting guidelines, I am eligible for consideration.

Employee Signature & Date:

________________________________

Supervisor Signature & Date:

____________________________________

94

Interview Evaluation Form

Candidate’s Name: ________________________________

Position:

Qualification:

Age: Exp:

Rating Scale:

4: Excellent 3: Good 2: Average 1: Poor

Rating

S.No Attribute Interviewer 1 Interviewer 2 Interviewer 3 Remarks

1 Job/Industry Knowledge

2 Conceptual clarity

3 Personality & Attitude

4 Communication

5 Stability/Adaptability

Score: /20

95

Percentage Score: Score X 5 =

Joint Recommendation:

Proposed Designation

Proposed Location

Any other Significant Observation:

____________________________________________________________________________________________________________________________________________________________________________

Interviewer 1 Interviewer 2 Interviewer 3

Signature

96

REFERENCES

97

REFENCES

BOOKS:-

Human Resource Management By Gary Dessler and Biju Varkey

WEBSITES:-

http://findarticles.com

http://recruitment.naukrihub.com

http://payroll.naukrihub.com

www.citehr.com

www.indianrecruitmentindustry.com

www.monster.com

www.Dlf.com

www.Unitech.com

www.parsvnath.com

www.omaxe.com

98

http://www.omaxe.com/

http://www.parsvnath.com/

http://www.Unitech.com/

http://www.Dlf.com/

http://www.monster.com/

http://www.indianrecruitmentindustry.com/

http://www.citehr.com/

http://payroll.naukrihub.com/

http://recruitment.naukrihub.com/

http://findarticles.com/

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Hr Policies in Real Estate Sector

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