SCHOOL OF MANAGEMENT STUDIESJAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY, HYDERABAD

Kukatpally, Hyderabad-500072

A Study on

HR POLICIES AND PRACTICES IN MEDIA SECTOR

Human Resource Management Assignment

UNDER THE GUIDENCE

Associate. Prof.

School of Management StudiesJNTUH

Submitted by:

MBA II Sem (Reg)School of Management Studies

JNTUH

DECLARATION

We hereby declare that this project entitled “A STUDY ON HR POLCIES OF MEDIA INDUSTRY” carried out at DECCAN CHRONICLE,

EENADU, TV5 is a bonafide work done by me during the year 2009-

2011, under supervision of Dr. SINDHU Associate professor ph.d, SMS,

JNTUH. I also declare that this work had not been submitted for the

award of any degree or Diploma from any university.

Acknowledgement  

I would like to express my profuse thanks to Sri Dr. SINDHU, ASSOCIATE PROFESSOR, SMS, JNTUH who guided me in doing my project work.  

  It is a great privilege for us to record here my deep sense of gratitude to  Mr.Ravi HR manager of Eenadu, Mr.sirish HR manager of Tv5,  Mr.Karthik HR manager of Deccan Chronicle, for providing us with information needed for the study. 

I thank employees of the companies directly or indirectly , who helped us in completing our project work.   

CONTENTS

CHAPTER1 : INTRODUCTION TO HRM

CHAPTER2: SECTOR ANALYSIS

CHAPTER3: COMPANY PROFILE AND ITS HR PRACTICES

EENADU

TV5

DECCAN CHRONICLE

CHAPTER4:

CONCLUSIONS

BIBILIOGRAPHY

INTRODUCTION TO THE STUDYHuman resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Its features include:

Organizational management Personnel administration Manpower management Industrial management

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are

expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions,

“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled"

- Torrington and hall (1987)

According to While miller, HRM relates to

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage"

BUSINESS PRACTICE

Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.[8]

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction , Orientation and Onboarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning

Performance appraisal Labor relations

HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organisation's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organisational goals, an organisation's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organisation's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organisational culture within the firm or the industry that the firm operates in and also the people in the firm.

An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

HR AUDITThe Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions. The purpose of the audit is to reveal the strengths and weaknesses in the nonprofit’s human resources system, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organization’s mission and objectives can be realized.

Who should conduct the audit? The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions.

How should it be conducted? The audit process consists of a series of questions covering the eight primary components of the HR function: Roles, head count, and HR information systems (HRIS) Recruitment Documentation Training, development, and career management Compensation and benefits Performance measurement and evaluation

Termination and transition Legal issues and personnel policies The team works to collect information to answer the HR audit questions in each of these categories. The focus is on how these activities and tasks are actually performed in the organization. The first step is to collect all the pertinent information. The process of getting information, in and of itself, can be quite informative.

How are needed improvements identified? Once information is gathered, the audit team reviews each major section and notes disparities between paper (what we think or say we do) and practice (what we actually do, as revealed by the answers to the audit questions). This can then be compared to best practice (what we should do to best support our organization’s mission).

A cautionary note: Finding out what is insufficient and inadequate is the first step toward improvement. If deficiencies are identified, it is important to take steps to correct those deficiencies. Organizations should take that first step only when they are ready to act on the findings, and to make necessary improvements in their HR skills, processes, and systems.

How is follow-up and correction done? Improving the HR system takes some time. A workplan — with a timeline, accountability, and deliverables — should be created after the team reviews the completed audit and identifies areas where improvement is needed. Follow-up and review should be a regular management function, performed on an ongoing basis.

Human Resources Audit

Introduction to The Human Resources Audit

Roles, Head Count, & Human Resource Information Systems (HRIS) How many employees are currently on staff?

How many employees are: Regular Probationary Temporary Full Time Part Time Exempt

Non-Exempt What is the definition of a part-time employee? (i.e., What is the maximum number of hours an employee can work to be considered part-time?)

What is the minimum number of hours an employee has to work to be considered full-time?

How long is the probationary period?

Are employees aware of their status?

How long can an employee be temporary?

How many employees have supervisory responsibility?

Are there currently up-to-date job descriptions for all employees? If not, which ones don’t have descriptions?

Are independent contractors used? If so, how many are being used? And, for what functions?

Is the 21 point test for Independent Consultants being used for classification?

Have issues related to classification of employees been raised? Recruitment How did the work force get to be the current size? What are some of your organization’s future needs for personnel? What are the procedures for hiring in your organization? What recruitment sources are used? (e.g., advertisements, referrals from other agencies, personal contacts) Are current employees given appropriate consideration for promotion or lateral position changes? Who does the preliminary screening of candidates? Who selects candidates for interviews?

Is training provided for those who conduct interviews? How is the recruitment, screening, and selection process documented? What is the interview process that is used (e.g., individual, sequential, panel)? Who holds final authority to hire? Who checks references? How are the reference checks documented? Who makes the offer of employment? Where is the hiring paperwork generated? Who negotiates compensation packages? List the practices you believe are unique to your organization. What is the turnover rate (percent of employees leaving each year) in your organization? Has this changed over time? Who gives references for former employees?

It is common business practice for companies to perform an audit of their financial records and accounting procedures. An audit may be legally required for some businesses as well as some retirement plans. Auditors are checking for the accuracy of transactions, proper reporting of assets and adherence to accounting standards. The auditor makes recommendations for corrective action and future direction. This type of audit is looked upon as a necessary part of doing business.

Employees have a significant impact on the bottom line, so an audit of the HR function would be favorable. Audits can be limited in scope focusing on specific areas that may need attention such as hiring practices, compensation and/or benefits, or they may be more extensive looking at the HR function as a whole.

The purpose of conducting a human resource audit is to support the overall business plan of the organization. The process has three parts: to identify and prioritize management issues relating to human resources; identify gaps between the current practices and policies with that of the business objective; and to identify any legal difference and potential exposure. Unfortunately most companies who perform an audit only focus on compliance and miss those items that could really make a difference in one’s business over the long term.

The Human Resource audits should be done every twelve to eighteen months and should coincide with the organizations business planning cycle. While some will say that the audit should be done annually, but since it is such a large task pushing it to every eighteen months is fine but definitely should not go beyond two years. The other option is to establish an audit cycle to break the task into manageable sized pieces.

When planning an audit of your Human Resource function, here are a few things to consider:

Timing: When would be the best time to conduct an HR audit is dependent upon a number of considerations such as the audit cycles of other functions. It may be difficult to have two audits going on at the same time.

What is the normal cycle for implementing changes? If benefits change at one time during the year and there is a series of open enrollment meetings, that may also be the best time to announce any changes that come out of the HR audit. So the audit should be conducted far enough in advance of the open enrollment period to allow for development of new HR initiatives.

Scope: What areas if not all of the Human Resource Function should be reviewed? Does one particular area need special attention? The business plan may also identify areas for review based upon future products, sales, marketing initiatives or expansion.

The Audit Team: When selecting the audit team, consider individuals from different disciplines within the organization and not solely the human resources staff. This will provide a fresh perspective for looking at the HR function.

The team coordinator may be an internal individual or an external consultant with a background in HR. The advantages of having an external person

involved, is that they have the time to devote to this project as it is their sole job while an internal person may still have the demands of their own position on them. As independents they do not have cultural issues to contend with and have outside experiences upon which to form comparisons.

Follow-up: Taking action on the audit team’s recommendation is critical to the success and creditability of the audit. As important as selecting the audit team is the selection of the individual or group of individuals who will be charged with the responsibility of carrying out the recommendations and implementing the changes. This individual or individuals needs to have the position and authority to carryout the changes and recommendations. The reporting relationship needs to be directly to the CEO and/or the board of directors.

When done correctly auditing all or portions of the human resource function should strengthen HR’s position and keep it aligned with the business plan of the organization.

SECTOR ANALYSIS

HISTORY OF MEDIAIn general, "media" refers to various means of communication. For example, television, radio, and the newspaper are different types of media.

In 1920, radio was first developed, primarily for use by the military, strictly for sending History of the Media - Old Radios messages from one location to another. David Sternoff, the then-president of RCA, first had the idea to sell radio sets to consumers, or what were then called radio receivers. However, consumers needed a reason to buy radios, so RCA was the first to set up radio stations all over the country. Between 1920 and 1922, 400 radio stations were set up, starting with KBKA in Pittsburgh. Stations were also set up by universities, newspapers, police departments, hotels, and labor unions.

By 1923, there were 600 radio stations across the United States, and $83 million worth of sets had been sold.The biggest difference in radio before and after 1923 was that the first advertising was not heard on the radio until 1923. RCA at the time was made up of four companies.

TYPES OF MEDIA:

1. Print media (News papers, magazines, brochures, posters)

2. Electronic media (Radio, Tele vision)

3. Digital media (Cellular phones, Compact discs, Digital videoTelevision, internet and many interactive media)

Mass media denotes a section of the media specifically designed to reach a large audience. The term was coined in the 1920s with the advent of nationwide radio networks, mass-circulation newspapers and magazines. However, some forms of mass media such as books and manuscripts had already been in use for centuries.

Mass media includes Internet media (like blogs, message boards, podcasts, and video sharing) because individuals now have a means to exposure that is comparable in scale to that previously restricted to a select group of mass media producers. The communications audience has been viewed by some commentators as forming a mass society with special characteristics, notably atomization or lack of social connections, which render it especially susceptible to the influence of modern mass-media techniques such as advertising and propaganda.

MEDIA IN INDIAThe Indian entertainment and media (E&M) industry has out-performed the Indian economy and is one of the fastest growing sectors in India. The E&M industry generally tends to grow faster when the economy is expanding. The Indian economy has been growing at a fast clip over the last few years, and the

income levels too have been experiencing a high growth rate. Above that, consumer spending is also on the rise, due to a sustained increase in disposable incomes, brought about by reduction in personal income tax over the last decade. All these factors have given an impetus to the E&M industry and are likely to contribute to the growth of this industry in the future. Besides these economic and personal income-linked factors, there are a host of other factors that are contributing to this high growth rate.

It is one of the most booming sectors of the Indian economy. The sector is rapidly evolving and has a tremendous untapped potential stored in it. The Indian Media and Entertainment industry stood at Rs 43,700 crores in the year 2006 and is expected to grow at an annual rate of 19% till the year 2010.

The industry comprises of print, electronic, radio, internet and outdoor segments. The size of the print segment is about Rs 173 bn, while the radio and internet segments are about Rs 8.4 bn and Rs 6.2 bn respectively. Advertising revenue will continue to be the industry's growth driver.

There are over 120 m television households, and over 80 m cable and satellite connections in India. The DTH segment comprises of 12 m homes. It is expected that there will be 149 m television households in India by 2013, out of which 127 m are expected to have cable and satellite connections. The players in the electronic media can be classified into a three-link chain. First are the studios (including the animation studios), which comprise the hardware part of the industry, the second are the content providers and the third link comprises the distribution trolleys, which include the cable and satellite channels, multiplex theatres, MSOs and the DTH players.

SCOPE OF MEDIA SECTORBecause of its ability to influence the thoughts and behaviors of consumers, Media & Entertainment industry is considered a very powerful industry. India is becoming the leading destination of global investors in this industry. Various studies and figures reveal that Indian Media and Entertainment industry has significant potential of growth stored in it

In India, the ratio of advertising expenditure to GDP is about 0.4%. This is substantially lower in comparison to the developed economies as well as developing economies. As the Indian economy continues to develop and the media reach increases, the advertising expenditure to GDP ratio is expected to increase over the next 5 years.

According to the market analysis and research, Indian media industry has projected size of 7.7 billion US$. Moreover, it is estimated to be over 18 billion US$ by 2012.The television sector has a 42 % share and print media has 30 % share. The Indian entertainment industry is one of the fastest growing in the world giving 1000 films per year. It is the largest output by any media industry in the world.

Raised regulations, quality content development, competitive pricing, increased consumer base and significant marketing, creative use of technology and work effectiveness are the key drivers of Indian media industry. Because of varied structure and root presences, many media companies in India have grown up speedily and are recruiting newer young talent for increased efficiency and creativity. Because of this starting a Career in media industry is the latest trend among many youngsters in India. The strong influence that media holds over people's life has also attracted many to start a career in Media. The business opportunities in Indian media and entertainment industry are enormous. There is untapped potential along with the good creativity talent. In addition, good economy, FDI inflow, higher per capita income are the main reasons, because of which new media industries are opening up, thus giving good Career in media industry. Some of the reputed media companies in India are- Times Group which owns Indiatimes, Filmfare, Planet M, Times of India and many other brands, Adlabs, Zeetelefilms, UTV, Nimbus Communications, Sahara Group, Mukta Arts, Shrinagar Group, News Corporation, Sony, Walt Disney, Sun Network, BMG, Universal, The Indian Express, Manorama etc.

INDIAN MEDIA OVERVIEW

Media Giants, Media leaders, India

This is a complete list of some successful persons in the fields of Media:  

Promoter/chairman/family

head

Company /

group

Value of equity

holdings (Rs

crore)

Busines

s

Ajay Bijli PVR Cinemas 284.6 Media

Ekta Kapoor & family Balaji Telefilms 503.79 Media

Aroon Purie & associates TV Today 340.61 Media

Manmohan Shetty Adlabs Films 323.81 Media

Prannoy Roy & family NDTV 856.65 Media

Raghav Bahl & associates TV 18 India 370.18 Media

Rohinton S. Screwvala UTV Software 148.17 Media

T.Venkattram Reddy & T.

Vinayak Ravi Reddy

Deccan

Chronicie1,463.80 Media

The Ansari familyMid-Day

Multimedia180.49 Media

The Arora family Rap Media 130.74 Media

Mahendra Mohan Gupta &

family

Jagran

Prakashan874 Media

The Navnitlal Shah familyAshapura

Minechem424.60 Media

Subash Chandra Zee Group 5,423.62 Media

The global outlook projects India’s entertainment and media industry revenue at Rs 120,871 crore in 2011, as against Rs 51,715 crore in 2006, according to PwC Executive Director Timmy S Kandhari. Internet advertising is expected to emerge as the fastest growing segment over the next five years, driven by the growing number of internet users.

India is emerging as a global destination for the Media And Entertainment players because of the following reasons:

The number of channels is increasing each day. India is emerging as one of the world's largest markets for digital and

mobile music. Entry of private sector companies and increasing FDI and FII. The concept of crossover movies and crossover audience is also gaining

momentum. The Indian Media And Entertainment industry is also making its presence

felt in the global market with its movies and music. India's large pool of creative skills and growing domestic market for

animation and special effects industry.

Piracy and violation of intellectual property rights have posed a major threat to the Media And Entertainment companies worldwide. Lack of quality content has also become a major area of concern for the Media And Entertainment companies in india. Given the high rate of economic growth and technological developments, Indian Media And Entertainment industry is poised to register a tremendous growth in the coming years.

SUPPLY:

Indian has more than 600 English dailies and 7,400 Indian language dailies. In the electronic media, the total number of channels presently available to viewers in India stands at close to 500.

DEMAND:

The demand for regional print media is growing at a faster pace than that of English language print media. In the electronic media, the highly fragmented viewership has led to an increasing preference for niche channels.

COMPETITION

High in print media, especially in Hindi dailies. The print sector includes listed entities like Jagran Prakashan, HT Media and Deccan Chronicle. Also high amongst broadcasters especially for general entertainment channels. The space includes listed entities like Zee TV, TV 18, UTV, NDTV and Sun TV.

PROSPECTS:

The future of the entertainment industry will be decided on the interplay of a number of reasons like consumerism, advertising spend, content, pricing, technology and regulation. Internet advertising is expected to be the fastest growing segment over the next 5 years at compounded annual growth rate (CAGR) of 28%, followed by radio advertising at 14.2%, television advertising at 13.5% and print advertising by 10%. Taken together, the Indian media industry is set to grow at a CAGR of 12.5% per annum in the next 5 years.

The demographic profile of India also favours higher spends on entertainment, with the consuming class forming a sizeable chunk of the country's total households. Thus, this could lead to the emergence of a huge consumer base for the various products and services (including entertainment).

New distribution technologies like DTH, Conditional Access System (CAS) and IPTV, hold the future of the media industry as increasing digitalisation will radically alter the ways in which consumers receive channels. Also, these distribution platforms will give broadcasters direct access to consumers providing not just routine content but also customized value added services (like video on demand). As a result of this, the average revenue per user will increase significantly. Moreover, broadcasters are also expected to rake in larger advertisement revenues, as ad spend is likely to go up on the back of the robust economic growth.

FINANCIAL PERFORMANCE IN THE YEAR 2009

The Indian media and entertainment industry recorded a growth of around 12% over the previous year. With this, the industry in India reached an estimated size of Rs 584 bn, up from Rs 520 bn in 2007. The growth rates of the different segments of the industry during the year were 8% for print advertising, 18% for TV advertising and 59% for online advertising.

As per the Pitch-Madison Survey, print accounted for the largest share of ad-spend in calendar year 2008 with 47.4%, followed by television 40.2%, outdoor advertising 6.8%, radio 3.2%, Internet 1.7% and cinema advertising 0.6%. The total ad-spend in calendar year 2008 was estimated to be Rs 207 bn, a 17% increase compared with 2007. Print media ad-spend increased by 16% as against 17% increase in television ad-spend in calendar year 2008.

The share of print media in the total advertisement pie has fallen from 47.9% in calendar year 2007 to 47.4% in the calendar year 2008. Television has maintained its market share at 40.2%. Hindi language newspapers increased their share in total advertisement pie to 27% from 24.4% at the cost of English and some other regional language publications

INFLUENCE OF MEDIA

Mass media plays a crucial role in forming and reflecting public opinion, connecting the world to individuals and reproducing the self-image of society.

The media have a strong social and cultural impact upon society

Television broadcasting has a large amount of control over the content society watches and the times in which it is viewed.

In today’s world people cannot leave without Mass Media and with the help of technological improvements to send messages to the masses is becoming easier and easier. As we are been shower with tons of advertising, information and other sort of materials by the different types of Mass Media has influence in our everydaylifestyles

Newspapers are typically daily or weekly publication that contains news and opinion of current events, featuring articles, and advertising. By fact ‘there are now about 9000 daily newspapers around the world.’ Therefore newspapers reach a wide audience worldwide, which is why newspaper is a type of Mass Media.

EMERGING TRENDS IN Media And Entertainment SECTOR

New distribution channels - The latest channel through which the consumers are obtaining entertainment is the mobile phones downloading movie clips, games, ring tones etc. Internet is also fast emerging as a widely used distribution channel

The three main trends that have been observed during the last year are Diversification by media companies Increased foreign investment Convergence

In the future, convergence is expected to have a significant impact on the growth of Media And Entertainment industry Convergence can be defined as changing the way consumers consume content and the manner content is delivered to consumers

FOREIGN DIRECT INVESTMENTS IN MEDIA

Liberal FDI policies across all the segments of the industry

Government focusing on regulations to give further impetus to the industry

Maximum growth is expected in television and film segments

Today, India has probably one of the most liberal investment regimes amongst the emerging economies with a conducive foreign direct investment (FDI) environment. The E&M industry has significantly benefited from this liberal regime and most segments of the E&M industry today allow foreign investment. Recently FDI was permitted in the two important sectors – print media and radio. Films, television and other segments are already open to foreign investment.

In the print media segment, 100 percent FDI is now allowed for non-news publications and 26 percent FDI is allowed for news publications. Printing of facsimile editions of foreign journals are now also allowed in India. This policy is helping foreign journals save on the cost of distribution while servicing the Indian market audiences more effectively.

The FM radio sector too was opened for foreign investment recently with 20 percent FDI being allowed. The FM radio sector itself has expanded by opening 338 licenses for private investment, which currently is underway. As a result, the radio sector is expanding rapidly with forecasted growth rates of 32 percent per annum.

Summary of guidelines for FDI in the Indian E&M industry is given below:

Advertising - FDI is permitted up to 100% through the automatic route.

Films- FDI in all film-related activities such as film financing, production, distribution, exhibition, marketing etc. is permitted up to 100% for all companies under the automatic route.

TV software production- 100% FDI permitted subject to:

All future laws on broadcasting and no claim of privilege or protection by virtue of approval accorded

Not undertaking any broadcasting from Indian soil without government approval.

Cable networks- FDI limit up to 49% inclusive of both FDI and portfolio investment. Companies with a minimum 51% paid up share capital held by Indian citizens are eligible for providing cable TV services under the Cable Television Network Rules, 1994.

Direct-to-home- Maximum 49% foreign equity allowed including FDI/NRI/FII Within the foreign equity, FDI component should not exceed 20%

FM radio Total foreign investment including FDI by OCB/NRI/PIO etc., portfolio investments by FIIs (within limits prescribed by RBI)and borrowings, if these carry conversion options, is permitted to the extent of not more than 20% of the paidup equity in the entity holding a permission for a radio channel subject to the following conditions:

• One Indian individual or company owns more than 50% of the paid-up equity excluding the equity held by banks and other lending institutions

• The majority shareholder exercises management control over the

applicant company

• All key executive officers of the applicant entity are resident Indians

Print- FDI up to 100% is permitted in publishing/printing scientific and technical magazines, periodicals and journals. In the news andcurrent affairs category, such as newspapers,FDI has been allowed up to 26% subject to certain conditions including:

• The largest shareholder must hold at least 51% equity

• Three-fourths of directors and all executive and editorial staff have to be resident Indians.

BARRIERS TO INVESTMENT IN THE ENTERTAINMENT AND MEDIA INDUSTRY

A lot more investment can be drawn into the entertainment and media industry if certain sectoral policy barriers can be addressed. Some of the issues that need to be addressed which commonly impacts all segments and need to be addressed urgently include:

1. Piracy

The problem of piracy assumes a different proportion in a country such as India with an area of 3.3 million sq. km. and a population of over 1 billion speaking 22 different languages. It impacts all segments of the industry especially films, music and television. Most of the credible efforts today to combat piracy have been initiated by industry bodies themselves. On part of the government, lack of empowered officers for enforcement of anti-piracy laws remains the key issue that is encouraging the menace of piracy. This, coupled with the lengthy legal and arbitration process, is being viewed as a deterrent to the crusade against pirates. The current Copyrights Act too is dated in terms of technology improvements, and above all, it does not address the needs of the electronic media which has maximum instances of piracy today. The draft of the Optical Disc Law to address the need for regulating

piracy at the manufacturing stage is still lying with the ministry for approval.

2. Lack of a uniform media policy for foreign investment

The sector currently lacks a consistent and uniform media policy for foreign investment. Some of the inconsistencies include different caps in foreign direct investment in various segments. This is enumerated below:

• Television distribution: DTH 49% (strategic FDI only 20%); cable 49% (ownership can only be with India citizens).

• Content (news): Television and print - 26%; radio - nil

• Content (non-news): Television and print - 100%; radio 20% (only portfolio)

SWOT ANALYSIS OF MEDIA SECTOR:

STRENGTHS:

1. Media & Entertainment is one of the most booming sectors in India due to its vast customer reach. The various segments of the Media& Entertainment industry like television and film industry have a large customerbase.

2. The growing middle class with higher disposable income has become the strength of the Media & Entertainment industry.

3. Change in the lifestyle and spending patterns of the Indian masses on entertainment.

4. Technological innovations like online distribution channels, web-stores, multi- and mega-plexes are complementing the ongoing revolution and the growth of the sector.

5. Indian film industry is second largest in the world and the largest in terms of the films produced and tickets sold.

6. The low cost of production and high revenues ensure a good return on investment for Indian Media & Entertainment industry.

WEAKNESS:

1. The Media& Entertainment sector in India is highly fragmented.

2. Lack of cohesive production & distribution infrastructure, especially in the case of music industry.

3. The lack of efforts for media penetration in lower socio-economic classes, where the media penetration is low.

OPPORTUNITIES:

1. The concept of crossover movies, such as Bend It Like Beckham has helped open up new doors to the crossover audience and offers immense potential for development.

2. The increasing interest of the global investors in the sector.3. The media penetration is poor among the poorer sections of the society, offering opportunities for expansion in the area.

4. The nascent stage of the new distribution channels offers an opportunity for development.

5. Rapid de-regulation in the Industry

6. Rise in the viewership and the advertising expenditure.

7. Technological innovations like animations, multiplexes, etc and new distribution channels like mobiles and Internet have opened up the doors of new opportunities in the sector.

THREATS:

1. Piracy, violation of intellectual property rights poses a major threat to the Media And Entertainment companies.

2. Lack of quality content has emerged as a major concern because of the

'Quick- buck' route being followed in the industry.

3. With technological innovations taking place so rapidly, the media sector is facing considerable uncertainty about success in the marketplace.

EENADU

COMPANY PROFILE:

Eenadu, headquartered in Hyderabad, India, is the largest

circulated Telugu news daily in the state of Andhra Pradesh. According to

NRS (National Readership Studies) 2005 it has got a readership of 1,134,000

and is the third most circulated regional language daily and 10th most

circulated daily in India. Eenadu (meaning "Today" in Telugu) was founded by

the Indian media baron Ramoji Rao in 1974. It has played a role in both

crowning or dethroning governments in Andhra Pradesh. It has also

successfully adapted the latest publishing and communication technologies

into the Telugu language. Eenadu's rapid expansion enabled diversification of

its portfolio by venturing into numerous other markets such as finance and chit

fund (Margadarsi chits), foods (Priya Foods), film production (Usha Kiran

Films), film distribution (Mayuri Films), and a group of television channels

(ETV). All the businesses are organized under Ramoji Group.

HISTORY:

Early days

As with any other publication, Eenadu too had its share of struggles. When launched in Vishakhapatnam, it wasn't able to sell more than 3,000 copies a week. Eenadu found itself struggling to become a daily publication ranked amongst other popular rival publications.

By 1975, Eenadu managed to achieve its target of becoming a daily publication. However, it was popular in regions and rivalry was still an issue. In a period where the company needed vision to drive and expand it any further. Eenadu hired a new set of directors to be part of its key decision and management group which drove it towards what it is today being the top read, highly circulated newspaper.

Eenadu (Today) was launched from Vishakhapatnam in 1974 by Ramoji Rao, a businessman with successful enterprises- Priya Pickles and Margadarsi Chit funds. At that time, the Andhra Prabha, owned by the Indian Express Group was the leader. Eenadu began with a print order of 4000 copies, composed by hand and coming off a second hand printing press. But by the time it was admitted into the Audit Bureau of Circulations in 1976, its circulation was 48,000. By 1978, Eenadu surpassed Andhra Prabha’s circulation and by 1995, two other rivals Andhra Patrika and Udayam folded up, leaving Eenadu with over 75% of the audited circulation of Telugu dailies. This was primarily due to its remarkable marketing strategy.

When Eenadu was launched in Hyderabad in 1975,it divided the city into target areas, recruited delivery boys three months in advance and gave away the paper for free for a week. During the 1980s, technology enabled Eenadu to spread over larger areas besides the main cities. Earlier, it was difficult to manage even the three editions of the 1970s (Vishakhapatnam, Vijayawada and Hyderabad) because the only communication facilities were the telegram, telephone and teleprinter, which had limited presence in rural Andhra Pradesh. But with the introduction of offset printing, photocomposing software and computers, Eenadu was able to launch editions in smaller towns like Tirupathi in 1982. From the 1980s, the news editor of Eenadu, from his Hyderabad office oversaw an enormous local-based news gathering and disseminating

organization.

However, by the end of the 1980s, there were six substantial Telugu dailies running, and the business was highly competitive. In 1989, Eenadu introduced ‘district dailies’ to carry its presence into not only district towns like Rajamundry, Karimnagar, Guntur and Adilabad, but also taluka towns. Each publication centre became responsible 40 engineers to run its printing presses. Eenadu’s district dailies did not result from any philanthropic urge to improve the lives of small town and rural Andhra Pradesh, but on basis of market research that heavy local content would generate new groups of readers and boost advertising revenue.

LIST OF PUBLICATIONS:

S.NoName of the Magazine

LanguageContents PeriodicityCover Price  Rs.

Annual Subscription Rs.  Ps.

1 Sitara Telugu Cinema News

Weekly 10.00 460.00

2 Chatura Telugu Novel Monthly 10.00 108.003 Vipula Telugu Stories Monthly 10.00 108.004 Annadata Telugu Agriculture Monthly 11.00 120.00

130.00 (with Annadata diary) + Regd.post charges Rs.40/-for diary

5 Annadata Kannada Agriculture Monthly 12.00 132.00144.00 (with Annadata diary)+ Regd.post charges Rs.40/- for diary

6 Annadata Marati Agriculture Monthly 12.00 132.007 Annadata Bangla Agriculture Monthly 12.00 132.00

 

EENADU Circulation (JULY-DECEMBER 2009)

Edition

Average Weekdays Sunday

Anantapur 48,785 48,383 51,308Bangalore 26,715 25,664 33,315Chennai 11,999 11,592 14,558Cuddapah 31,419 31,274 32,326Mumbai 8,824 8,254 12,402Guntur 63,845 62,841 70,152Hyderabad 3,34,624 3,27,241 3,80,987Karimnagar 66,084 65,823 67,721Khammam 38,197 37,946 39,771Kurnool 38,098 37,847 39,675Mahbubnagar 39,653 39,515 40,520Nellore 37,699 37,386 39,668New Delhi 3,907 3,827 4,412Nizamabad 48,638 48,531 49,314Ongole 30,212 29,940 31,920Rajahmundry 64,989 64,065 70,792Srikakulam 51,173 50,844 53,245Suryapet 40,201 40,042 41,197

Tadepalligudem 52,808 52,209 56,571Tirupati 42,993 42,616 45,358Vijayawada 80,405 79,122 88,459Visakhapatnam 91,146 90,055 97,997Warangal 40,861 40,645 42,230

HUMAN RESOURCE PRACTICES:

Recruitment and Selection:

The Eenadu Company captures the employees from internal sources

and external sources. The company adopts its employees for the technical

purpose and sales purpose. For internal sources of recruitment it takes the help

of working employee referrals and retired employee referrals. And for external

source of recruitment purpose it follows

1) Placement consultants

2) Job portals

In this company the higher level employees are recruited through promotions,

Transfers and upgradation. Middle level and lower level employees are

recruited by the above mentioned ways. Around 50% of the employees are

recruited through employee referrals, 30% by job portals and 20% by the

consultancies. The candidates for technical department are taped in one

technical round and one HR round, the candidates for sales and advertisements

are taped by written, Group discussions, Aptitude test and followed by HR

round. Those are directly interviewed by the top level management. Company

has the employee referral scheme under this if any employee refers the

candidate he will be awarded with an appreciation letter. If the referral exceeds

3 then company will give the monetary award from Rs1500 to 2500, Based on

the level he refers. Back ground checks are conducted for all level of

employees. This back ground check is done by the outsourcers. Hiring process

takes 30 days and probationary period for the new joinee is about 1 year.

Company gets an agreement by the fresher for Three years. The company

bears all accommodation charges and transportation. If the candidate is

selected for the final interview he will be given the to and fro charges.

Induction:

The induction program is completely structured manner and in

formal type. Duration of these induction program is less than one weak. The

induction program covers about the organization structure, activities of all

departments and their importance. Media also follows the buddy mentor

system to induce their new joiners to feel comfortable and ease at work. It also

offers gifts to the new employees.

Training and development:

Eenadu provides one year training to all his employees in Ramoji

film city. Training and development plays a prominent role in making their

employees more potent and reaching to the organization goals with respect to

changes arrive in the present business environment. Training is mandatory for

all level of employees. This may changes whenever the according to the

company need and requirements. The intention behind in giving training to

their employees is to enhance their technical and communication skills and

other soft skills. This training will helps the employees in building the

creativity assertiveness, personality development. Behavioral training is given

around once in 3 months. The organization follows both web based and class

room based methods to train and develop its employees. Effectiveness of this

training method is evaluated by the trainers and feed back is given to the

respective employees.

Performance appraisal:

The organization follows the balance score card method to evaluate

the performance of their employees. Company evaluates the individual on the

basis of technical skills, behavior and adaptability in the company. The

performance of the employee is evaluated on the 360 degree feed back. In this

method of the performance appraisal, the opinions of the peers, colloquies,

subordinates and superiors. The performance appraisal is conducted for every

six months i.e., twice in the year. The employee working in the organization is

feeling good at this performance appraisal. Performance feed back is

communicated to the respective employee. The post appraisal performance is

seriously viewed by the organization.

Career progression:

Company is following mentor system intended to help employees in

their career progression. The career progression is carried out by monthly

monitoring by mentor. The organization is trying a lot to encourage their

employees in their career growth by promotion, certificate of merit and cash

rewards. The company provides an opportunity to their employees in shifting

career lines according to their interest already existed in the company. This is

done only on the need base.

Remuneration policy :

Company provides a remuneration of 6500 per month for first six

months and 8500 per month for next six months during the period of training

to the selected applicants through recruitment process. It pays a remuneration

of 10000 per month to the sales and other area employees, and pays 15000 per

month to the writers.

Under trainee for first six months Rs 6500

Under trainee for next six months Rs 8500

General employee Rs 10000

Technical employee Rs 15000

Leave policy:

The employees working at Eenadu enjoys 15 days privilege leave for

one year. The employees also avail the forward privilege leave of 60 days. The

forward privilege leave is allowed only with the advanced intimation. The

organization is normally providing 15 days casual leaves to its employees

annually. In the other circumstances the employee can avail 15 days sick leave

in a year. He/she has to produce the medical certificate for 3 days leave.

Communication and decision making process:

Communication pattern in this company is structured such that it is

formal and transparent. The company encourages its employees in decision

making process. The Company conducts the regular meeting and brain

storming sessions of employee participation programs.

Rewards and recognitions

The employees in this company Eenadu are enjoying both monetary

and non monetary rewards. The employee gets recognition for his performance

innovation, creativity, team performance, customer satisfaction. The monetary

rewards are from one month salary to Rs 50,000.

Employee recreation:

The company Eenadu is following several recreational activities like

outings, sports events, and organization wide parties. These are not done by

periodically. They are just done only on need base.

Personal accident policy:

All industrial accidents and road accidents are covered in this

policy for the employee. The company will provide all actual expenses. The

insurance amount for this policy is fixed. Rs 1, 00,000 is fixed on behalf

employee under the personal accident insurance policy.

Mediclaim policy:

The organization prefer to fixed mediclaim policy. Under this policy

one employee, spouse, two children are covered. Special decease and disorders

are also comes under this policy. There is no third party service provider other

than insurer. Nearly Rs100, 000 are fixed under mediclaim policy for each

employee in the organization.

Tv5

COMPANY PROFILE:

TV5 a 24 hours Telugu News Channel formed by SHREYA

BROADCASTING PVT LTD was launched on October 2nd, 2007 in the

State

of Andhra Pradesh. TV5 is one of the leading media company and a Satellite

Telugu News Channel presently being telecasted in India. The “5” in “TV5” is

derived from the 5 viz., basic amenities ‘HEALTH’, ‘FOOD’,

‘EDUCATION’, ‘CLOTHING’ AND ‘HOUSING’ which are the most

important basic requirements for any human being. 

Channel Downlink Details: 

Satellite: Insat 2E 

Location: 83° E 

Frequency: 3656 MHz 

Symbol Rate: 13333 MSPS 

FEC: 3/4 

Polarization: Vertical 

Key Features include:

24 hour news coverage, 30 Special Bulletins, Direct link from

all 23 Districts in the state, more than 500 exclusive special reporters, 8 DSNG

Vans to give Live presentations from every remote place in the state, 6 Metro

Bureau's, Global Network with an exclusive offshore offices in USA to cover

NRI news. It is the first regional channel to have dedicated bulletins for each

district in the state. It is also the first regional channel to have a Virtual Studio

and a Global Network. 

Team: 

Chairman: Mr. B.R.Naidu is Chairman of the Board of Shreya

Broadcasting Pvt Ltd, whose businesses include Manufacturing, Travel and

Infrastructure Development from 1991 to present. As Chairman, Mr. Naidu led

TV5 turnaround and set the company on a solid path toward achieving

sustainable growth. In the process, he put in place the industries most

experienced and successful management team, strengthened the company’s

balance sheet and simplified its corporate structure, and carried out a

disciplined approach to realigning the company’s portfolio of assets to

improve returns. 

Vice Chairman: Mr. B.Surendra Nath is Vice Chairman of the Board

of Shreya Broadcasting Pvt Ltd. with responsibility for the company's

worldwide communications strategy, Technical Infrastructure and positioning.

In this role, he is an integral participant in shaping and communicating the

company's business strategy, Technical Infrastructure. 

Managing Director: Mr. B.Ravindranath is Managing Director for

TV5. Reporting to Chairman, Mr. Ravindranath is a member of TV5’s senior

management team. He is responsible for overseeing all of TV5’s domestic and

international operations, including offices in Washington, D.C., Atlanta, New

Jersey, and Singapore. As the company’s chief operating officer, He also

works closely with the senior management of the company’s business units on

policy issues connected to their work worldwide. Mr. Ravindranath supervises

the company’s various trade association relationships, as well as the activities

of outside firms representing government, political and public policy interests. 

Recruitment and Selection:

The recruitment and selection procedure in TV5 captures the

employees from internal sources and external sources. The company adopts its

employees for the technical purpose, and sales purpose. Internal sources of

recruitment process follows

1) Employee referrals

2) Promotions

3) Transfers

4) Up gradation.

External source of recruitment process follows

1) Placement consultants

2) Job portals

3) Internal Databank

4) Local employee exchange

The company does not bear any accommodation charges and house hold goods

and transportation. Around 30% of the employees are recruited by the

consultancies, 30% by job portals and 15%by the employee referral, 25% by

direct campus placements.

Induction:

The induction program is completely structured manner and is

both formal and informal type. Duration of these induction program is less

than one weak. The induction program covers about the organization structure,

activities of all departments and their importance.

TV5 also follows the buddy mentor system to induce their new joiners to feel

comfortable and ease at work. It does not offer any gifts to the new employees.

Training and development:

Training and development plays a prominent role in making their

employees more potent and reaching to the organization goals with respect to

changes arrive in the present business environment. Training is mandatory for

all level of employees. This training is given to the employees at lower level in

2 working days in every month. This may changes whenever the according to

the company need and requirements. The intention behind in giving training to

their employees is to enhance their technical and communication skills and

other soft skills. This training will helps the employees in building the

creativity assertiveness, personality development. Behavioral training is given

around once in 6 months. The organization follows both web based and class

room based methods to train and develop its employees. Effectiveness of this

training method is evaluated by the trainers and feed back is given to the

respective employees.

Remuneration policy :

Performance appraisal:

The organization follows the balance score card method to evaluate

the performance of their employees. Company evaluates the individual on the

basis of technical skills, behavior and adaptability in the company. The

performance of the employee is evaluated on the 360 degree feed back. In this

method of the performance appraisal, the opinions of the peers, colloquies,

subordinates and superiors. The performance appraisal is conducted for every

six months i.e., twice in the year. The employee working in the organization is

feeling good at this performance appraisal. Performance feed back is

communicated to the respective employee. The post appraisal performance is

seriously viewed by the organization.

Career progression:

Company is following mentor system intended to help employees in

their career progression. The career progression is carried out by monthly

monitoring by mentor. The organization is trying a lot to encourage their

employees in their career growth by promotion, certificate of merit and cash

rewards. The company provides an opportunity to their employees in shifting

career lines according to their interest already existed in the company. This is

done only on the need base.

Rewards and recognitions

The employees in this company TV5 are enjoying both monetary

and non monetary rewards. The employee gets recognition for his performance

innovation, creativity, team performance, customer satisfaction. The monetary

rewards are from one month salary to Rs 1, 00,000 and more.

Leave policy:

The employees working in the Tv5 provides 20 days privilege

leave for one year. The employees also avail the forward privilege leave of 60

days. The forward privilege leave is allowed only with the advanced

intimation. The organization is normally providing 15 days casual leaves to its

employees annually. In the other circumstances the employee can avail 15

days sick leave in a year. He/she has to produce the medical certificate for 3

days leave.

Personal accident policy:

All industrial accidents and road accidents are covered in this

policy for the employee. The company will provide all Hospital expenses.

Amount up to Rs 1, 00,000 is fixed under the personal accident insurance

policy.

Mediclaim policy:

The organization prefer to fixed mediclaim policy. Under this

policy one employee, spouse, two children are covered. Special decease and

disorders are also comes under this policy. There is no third party service

provider other than insurer. Nearly Rs100, 000.are fixed under mediclaim

policy for each employee in the organization.

DECCAN CHRONICLE

COMPANY PROFILE:

MAJOR INDUSTRY: Printing and publishing.

SUB INDUSTRY: Newspaper publishing.

COUNTRY: India

EMPLOYEES: 745

BUSINESS DESCRIPTION:

The Group's principle activity is to print and publish newspapers and periodicals. It also provides advertisement services. The plants are located at Secunderabad, Vijayawada, Rajahmundry, Visakhapatnam, Ananthapur, Karimnagar, Nellore and Ranga Reddy districts in Andhra Pradesh, Guindi, and Chennai in Tamil Nadu and Bengaluru in Karnataka. The Group operates only in India

BUSINESS PROFILE:

Deccan Chronicle Holdings (DCHL) is engaged in printing and publishing newspaper and periodicals. The company was incorporated on Dec. 16, 2002. The company merged Deccan Chronicle and Nandi Publishers with itself with effect from april 1,2003

The company publishes seven editions of Deccan Chronicle in Andhra Pradesh printed from Hyderabad/Secunderabad, Vijayawada, Rajahmundry, Vishakhapatnam, Anantapur, Karimnagar and Nellore. It also publishes Telugu daily, weekly and monthly editions of Andhra Bhoomi. In the year ended March 2007, the company`s circulation revenue increased by 21.79% and ad space sold by 49.60%. The company has a modern printing facility at Kondapur, Hyderabad, which has ability to print 16 color pages per copy. The company has approved a capex plan of Rs 250 million for setting up an edition/print facility in bangalore

The company launched its Chennai edition in the month of March 2005 to strengthen its base in south India. The company has also increased its stake in the Asian Age, English news daily, to a majority 90%. In 2007, Sieger Solutions was incorporated as a 100% subsidiary of the company to engage in the business of buying and selling advertisement space and to explore alternate media space. Now, the

company has three subsidiaries, namely Odyssey India, Sieger Solutions and Asian Age Holdings. Deccan Chronicle will launch its Edition in Bangalore by March 2008

The registered office is at 6-3-898, Raj Bhavan Road, Somajiguda, Hyderabad 500082, Andhra Pradesh and corporate office at 36, Sarojini Devi Road, Secunderabad 500003.

HR POLICIES:

1. RECRUITMENT AND SELECTION: Recruitment and selection in Deccan chronicle is done through:

Employee referrals. Placement consultants. Job portals. Promotions.

The company does not bear any accommodation charges and house hold goods and transportation. Around 42% of the employees are recruited by the employee referral.

2. INDUCTION:

The induction program is not in a structured manner and is informal type.

Duration of this induction program may vary from one weak to 2 weeks. The

induction program covers about the organization structure, activities of all

departments and their importance.

Deccan chronicle helps their new joiners to feel comfortable and ease at work. It

offers gifts to the new employees.

3. TRAINING AND DEVELOPMENT:

Deccan chronicle provides five months training to all its

employees. Training and development plays a prominent role in making their

employees more potent and helps the employees in achieving organization goals

with respect to whatever may be the present business environment. Training is

mandatory for all level of employees. The time period may change according to

the company need and requirements. The intention behind giving training to

their employees is to enhance their technical skills. Behavioral training is also

given to the employees. The organization follows class room based training

methods. Effectiveness of this training method is evaluated by taking feedback

from the respective employees.

4. PERFORMANCE APPRAISAL:

The organization follows the balance score card method to evaluate the

performance of their employees. Company evaluates the individual on the basis

of his technical skills, behavior and adaptability in the company.

The performance of the employee is evaluated by 360 degree feedback. In this

method of performance appraisal, the opinions of the peers, colleagues,

subordinates and superiors are considered. The performance appraisal is

conducted quarterly. Performance feedback is communicated to the respective

employee.

5. COMMUNICATION AND DECISION MAKING PROCESS:

Communication pattern in Deccan Chronicle Company is structured. It is

formal and transparent. The company encourages its employees in decision

making process. The Company conducts regular meetings and brain storming

sessions for employees.

6. CAREER PROGRESSION:

Deccan chronicle provides chance to its employees to shift to their areas of

interest. If the employees are good in their performance, the company gives a

chance for the employees to shift to the areas in which they wanted to work.

7. REWARDS AND RECOGNITIONS:

The company gives rewards based on:

Employees creativity

Work experience

Team performance

Rewards may be monetary or non monetary rewards. Incentives are given

based on individual’s performance.

8. RECREATION POLICY:

In order to make the employees stress free, the company uses several

recreational activities like:

Sports

Weekend parties

Yoga classes

Picnics once in 6 months.

QUESTIONNAIRE

Name of the Organization: ----------------------------------------------------------------------Name of the HR Manager: ----------------------------------------------------------------------Workforce (No. of Employees): ----------------------------------------------------------------Nature Ofwork:……………………………………………………………………………………………………………………………………………QuestionnaireI. Recruitment & Selection1. Potential Candidates in your Organization are generated through the following externalrecruitment sources:(Tick and rank them based on the number and quality of candidates generated. Alsoroughly specify the percentage mix of each of the following sources adopted)i) Direct applicantsii) Placement Consultantsiii) Job portals

iv) Employee referralv) Through temporary staffingvi) Head huntingvii) Body shoppingviii) Any other sources, please specify2. a. Do you have employee referral schemes?i) Yesii) Nob. If yes, the reward given on bringing the candidate on board is –i) Monetary reward ii) Non-monetary rewardc. If monetary, then define the upper and lower limit.d. If non-monetary, then what does the rewards include?3. a. In selection procedure, how many rounds of technical interviews & HR rounds doyou conduct for lower level candidates?b. Does the same hold good for managerial level cadre also?4. a. Do you conduct psychometric tests?i) Yesii) Nob. If yes, is it level specific?i) Yesii) No5. a. Do you conduct background checks?i) Yesii) Nob. If yes, is it for all levels of employees or only for senior positions?c. Is the background check done by the internal staff or is it outsourced?6. Do you bear any expenses of the out-station candidate for the final interview? If yes,please specify the expenses.i) Yesii) No7. Do you also bear the relocation expenses of the outstation candidate (within India)?i) Yesii) No8. If yes, which of the following expenses are covered of the out-station candidate,once he/she is selected? (Tick mark wherever applicable)a. Travelb. Transportation of house-hold goodsc. Accommodationd. All of the above

9 . For which hierarchical level, do you provide such expenses?1 0 . What are the monetary limits for the following expenses?a. Travel…………………….b. Transportation of house-hold goods ………………….c. Accommodation …………………..11. Ideally, how much time does the hiring process take i.e. right from the test/ interviewstage to the offer stage?12. Do you get an employment agreement signed by the freshers? If yes, what is thevalue of the agreement?1 3 . The duration of the probationary period for a new joinee in your organization is:i) 6 monthsii) 1 year iii) 2 yearsII. Induction1. The induction programme of your organization is of:a. Structured and Formal type b. Informal type2. The duration of induction programme isa. Less than one weekb. One week c. One month3. What does the induction programme of your organization cover?4. Do you have a Buddy mentor system to make the new joinee feel at ease?i) Yesii) No5. Do you offer any gifts, vouchers etc to the new joinees to welcome them in a warm andfriendly way?i) Yesii) NoIII Training & Development1. Is the training mandatory for all level of employees?i) Yesii) No2. If yes, on an average, how many man-hours of training do you provide for eachemployee in a year?3. On what basis is the training need analyzed in your organization?i. Employee performanceii. Performance Counselingiii. Competency frameworkiv. Need based

v. Any other, please specify.4. a. Training is provided to employees in your Organization to enhance theiri) Technical skills ii) Soft skills iii) Both i. & ii. iv) Any other area, please mention.b. If you provide training in soft skills, what are the different types of behavioraltraining programmmes offered to employees? (Tick mark wherever applicable)i) Communication Skillsii) Interviewing Skillsiii) Assertivenessiv) Creativityv) Culture Sensitivityvi) Any other, please specifyc. What is the frequency of such Behavioral training programmes?2 . Generally, what are the different methods adopted by your organization to train theemployees?i) Web-Based ii) On-the-job training iii) Class room iv) Both web–based and classroom. v) Any other, please specify.3 . Effectiveness of training program in your Organization is normally evaluated byi) Observing the post training performance of employeesii) Reaction/ Feedback of the traineesiii) Determining ROIiv) Any other method, please specify.IV. Performance Appraisal1. The performance appraisal method followed in the Organization isi) Balanced Scorecard methodii) MBOiii) Any other method, Please specify.2. An individual employee is evaluated on the basis of his/her(Tick where required and rank based on the weightage given for each of the following)i) Technical skillsii) Behavioriii)Adaptability in the Organizationiv) Any other, please specify.3. The employee is evaluated on the basis of:i) 360 degree feedbackii) 180 degree feedback4. The appraisal is conducted:i) Once in 6 monthsii) Once in a year

5. Is the appraisal feedback communicated to the respective employee?i) Yesii) No6. Is the post appraisal feedback viewed seriously by the Organization?i) Yesii) No7. Are the employees satisfied with the appraisal system adopted currently?i) Yesii) NoV. Career progression1. a. Do you have a mentor system intended to help employees in their careerprogression?i) Yesii) Nob. If yes, how do you carry out the career progression through such mentor?2. What are the different measures adopted by your organization to encourage theemployees in their career growth?3. a. Does your organization provide the employees an opportunity to shift theircareer line if their interest lies in some other area, existent in the organization?i) Yesii) Nob. If yes, on what basis is it entertained?VI. Leave policy1. a. How many days of privilege leave do you provide your employees annually?b. Can they carry forward privilege leave? If yes, then for how many days?i) Yesii) Noc. Specify the conditions of availing privilege leave.2. How many days of Casual leave do you provide your employees annually?i) less than 10 days ii) 10 days iii) 12 days iv) 15 days v) 15 days and above3. What are the other kinds of leave enjoyed by the employees in the organization?Specify the conditions for each.VII Communication & Decision making processes1. The Communication pattern in your organization is structured such that it is:i) Formal & transparentii) Informal c) Both i) & ii) iv) Any other, specify2. a. Is your organization encouraging employee participation in decision making?i) Yesii) No

b. If yes, what are the different employee participative programs you organize?c ) What is the frequency of such programs?i) Weeklyii) Monthlyiii) QuarterlyIX. Rewards & Recognition1. What are the types of rewards usually given to the employees?a. Monetary b. Non-monetary c. Both d. No defined rewards2. From the following options considered, the employee gets recognition for:(Put tick mark where ever applicable)a. Performanceb. Milestonesc. Birthdayd. Length of servicee. Marriagef. Innovation & creativityg. Team performanceh. Customer Satisfactioni. Contribution towards societyj. Any other, specify.3. What is the upper and lower limit in case of monetary rewards for recognition?4. What is the approximate value of the non-monetary rewards given by yourorganization?X. Employee Recreation1. Which of the following types of recreational activities are followed in yourorganization? (Tick mark where ever necessary)a. Outingsb. Sports Eventsc. Organization- wide partiesd. Lunch and dinnere. Offsite training / Team Building Activitiesg. Any other, please mention.2 . What is the frequency of the above recreational activities?i. Monthly ii. Quarterly iii. Bi-annually iv. Annuallyv. Need BasedXI. Personal Accident Insurance Policy:1 . What are the contingencies that you cover under this policy?2 . Other than the standard contingencies, do you provide any other benefitslikeexpenses for the carriage of dead body, children’s education grant? If yes, then whatis the amount fixed and how is it ascertained?

3 . How is the insurance amount decided?a) Fixed b) Contingent on Compensation c) Contingent on Level4 . What is the sum insured for each employee as per Personal accident insurance policy?5 . What is the general practice for ascertaining the insurance amount, if it is based oncompensation or level?XII. Mediclaim Policy1 . Which type of policy do you offer?a. Floater b. Fixed c. Both2. Who are covered under Mediclaim policy?a . Employee onlyb . Employee, Spouse, 2 Childrenc . Employee, Spouse , Parentsd . Employee, Spouse, Parents and 2 Children3. What are the services that are covered under the Mediclaim policy?e . Pre-existing Illnessf. New Babies from day-one Coverc. Any other specific illness/disorder4. Do you have any third party service provider other than the insurer?i) Yesii) No5. What is the sum insured for each employee as per the mediclaim policy?XIII. Domestic Relocation Policy1. i) Do you have any policy for Domestic relocation?a. Yesb. Noii) If yes, the expenses covered under that include:a) Travelb) Transportation of goodsc) Temporary accommodationd) Relocation bonuse) Any other, please specify.2. If travel expenses are covered, please answer the following questions:i) What is the mode of travel provided by the company?a) Road b) Railway c) Airii) If it is through railways, which class do you provide?a ) I a/c b) II a/c c) III a/c d) Sleeper Classiii) Do you provide economy class airfare? If yes, then how many people arecovered under the airfare?3. If Transportation of goods is covered:i) Do you have a defined limit for expenses incurred for transportation of goods?

a) Yesb) Noii) If yes, what is the defined limit?4. Accommodation Duration & Cost:i) For how many days is the accommodation provided by the organization?ii) How much is the amount allocated for accommodation?5. Local Conveyance & Sundry expensesi) Do you have any provision for the local conveyance & sundry expenses?i) Yesii) No6. Relocation Bonusi) If the relocation bonus is provided, what are the defined upper and lower limits?XII. Notice Period1 a. What is the notice period a candidate on probation should serve on leaving theorganization?b. Is there any provision for employee on probation, who cannot serve the noticeperiod and would like to have smooth exit? Please Specify.2. a. What is the notice period in case of permanent employee leaving the organization?b. Is there any provision in your organization for them to get relieved before the noticeperiod?XIII Employee Retention:1. What are the retention strategies adopted by your organization to retain employees andalso to attract prospects?XIV. Compensation.

CONCLUSIONIn any sector HR Policies play a very important role. Organization grows if all the

activities in the organization are managed properly. It is the role of the HR to carry all

the activities thus making organization acheive its goals. Mainly in Media sector

employees are pillars of the organization. So companies have to motivate people by

giving compensation, employee recreation, Which will lead to increase the efficiency

of the employee either directly or indirectly. It helps in increasing the productivity of

the firm

BIBILIOGRAPHY

Text Books

- ASWATHAPPA , HUMAN RESOURCE MANAGEMENT

- Human Resource Management by GARY DESSLER

Web Sites

- www.eenadu.com

- www.tv5.com

- www.deccanchronicle.net