project on hr planning in dainik bhaskar co ltd
DESCRIPTION
HRmTRANSCRIPT
PROJECT REPORT
ON
“HUMAN RESOURCE PLANNING”
IN
DAINIK BHASKAR
MADE BY
NAME – HIRA LAL
REG NO. – 10204520302
SUBMITTED TO
MR. DAVINDER SINGHCYBERSTAR INFOTECH PVT. LTD.
(PTU DISTANCE LEARNING CENTRE)
MBA
1
Acknowledgement
It was a enriching and learning experience for me to do this Project. I would like to
acknowledge all those people who have continuously guided me throughout and helped
me in completion of my project “Human Resource Planning in Dainik Bhaskar Limited”.
I am obliged to the faculty/ guides of SCDL and my seniors for being extremely patient,
for guiding me right from the inception till the successful completion of the project. I
sincerely acknowledge them for extending their valuable guidance, support for literature,
critical reviews of project and the report and above all the moral support they had
provided to me with all stages of this project.
I would also like to thank to all the respondents who have helped me for collection of
data, for their honest participation in the Research and helped me directly or indirectly in
successful completion of this study for their help and cooperation throughout the project.
Date: Name: HIRA LAL
Reg. No. 10204520302
2
PERFACE
To understand the HR Planning first we have to clear the meaning of planning and HR
separately.
“A British Foreign Office official looking back over a career spanning the first half
of the twentieth century commented: ‘Year after year the fretters and worriers
would come to me with their awful predictions of the outbreak of war.
I denied it each time. I was only wrong twice! ‘Some would see this as the arrogant
complacency to be associated with planners. Critics think of the inaccuracy and
over-optimism of forecasting — the ‘hockey stick’ business growth projections.
They regard planning as too inflexible, slow to respond to change, too conservative
in assumptions and risk averse. These points are made about any sort of planning.”
When it concerns human resources, there are the more specific criticisms that it is over-
quantitative and neglects the qualitative aspects of contribution. The issue has become not
how many people should be employed, but ensuring that all members of staff are making
an effective contribution. And for the future, the questions are what are the skills that will
be required, and how will they be acquired.
[]
3
DECLARATION BY THE LEARNER
This is to declare that I have carried out this project work myself in part fulfillment of the
MBA Program of PTU.
The work is original, has not been copied from anywhere else and has not been submitted
to any other university/Institute for an award of any degree/diploma.
Date: Signature:
Place: LUDHIANA Name: HIRA LAL
4
TABLE OF CONTENTS
Chapter - 1 Introduction to the Industry …………….………………..…………………6
Chapter - 2 Introduction to the Organization ……….…………….……………………12
Chapter – 3 Research Methodology .……………………………….……………………21
3.1 Title of the Study …….………………….………………………22
3.2 Planning of Human Resource….……………………...…………24
3.3 Growth and Development at Bhaskar.…….……………….….…30
3.4 Recruitment …….……………………….….……………………33
3.5 Objective of the Study …….……………….……………………37
3.6 Type of Research …….………………………..…………...……80
3.7 Sample size and method of selecting sample ………….…...……82
3.8 Scope of Study …….…………………………….………………86
3.9 Limitations of Study …….………………….………....…...……88
Chapter – 4 Facts & Findings …….………………………………………..……………90
Chapter – 5 Analysis and Interpretation …….…………………………………..………92
Chapter – 6 SWOT …….……………….…………………………….…………….……97
Chapter – 7 Conclusions …….…………………………………..………………………98
Chapter – 8 Recommendation and Suggestions …….………….………………………100
Chapter – 9 Appendices ….…….………… ……………………….………..…………103
Chapter – 10 Bibliography ……….….……...……………………….…………………106
5
CHAPTER - 1
Introduction
to the
Industry
6
INTRODUCTION TO THE INDUSTRY:-
BACKGROUND:
3358 crore media house with 10,000- manpower strength & 160 offices all over India has
daily newspapers 2 stand-alone weeklies & 1 magazine in 10 states of the country.
Bhaskar is the largest read newspaper group in India with 2.97 crore readers. 28%
potential of India with Bhaskar markets. The company board consists of Mr. Ramesh
Chandra Agarwal, Chairman, Mr.Sudhir Agarwal, Managing Director, and Mr. Girish
Agarwal & Mr. Pawan Agarwal, Directors.
Daily newspapers (broadsheets) - Dainik Bhaskar, Divya Bhaskar, Saurashtra Samachar,
Prabhat Kiran, DNA & DNA Money.
Weeklies (tabloid) - Divya Bhaskar- New York & Indore editions.
Magazine (Monthly) – Aha! Zindagi – Hindi & Gujrati & Lakshya
(New Magazine), ME.
Magazine (Bi-monthly) – Young Bhaskar, Bal Bhaskar.
Magazine (Weekly) – SHE
7
The group uses latest ERP solution software application product (SAP) to integrate all
departments in every editions of newspaper.
LITRATURE REVIEW
Dainik Bhaskar- the fastest growing print media group in the country today, began its
journey with a four- page newspaper form Bhopal (MP) in 1958 as one of the business by
the family by Late Dwarka Prasad Agarwal, the father of the chairman, Shri Ramesh
Chandra Agarwal. Ever since, Dainik Bhaskar launched its edition one after the other in
MP. Gwalior in 1967, Indore in 1983, Jabalpur in 1987.
90’s witnessed value addition to its editions after Mr. Ramesh eldest son; Sudhir Agarwal
started his involvement in day-to-day operations. Further, launched its edition from
Raipur in 1992 followed by Bilaspur in 1993. This was the time when Mr. Ramesh
officially inducted Shri Sudhir Agarwal & his younger brother Mr. Girish Agarwal into
business. Mr. Sudhir Agarwal had a passion for editorial & Mr. Girish Agarwal preferred
to take part into core marketing.
After achieved no. 1 status & strong leadership in 1995 in MP, the group identified
Rajasthan as a potential market in December 1996, launched its Jaipur edition with net
paid sale of 1,72,933 copies on day one. Jaipur launch of Dainik Bhaskar created a
history in the Newspaper Industry, which is now a “Case Study” in the top business
school in India. At that point of time the youngest son Shri Pawan Agarwal, after
graduating from United States plunged into the business & Dainik Bhaskar took the root
of information technology & cable television. In 1997, Dainik Bhaskar launched its
Ajmer, Jodhpur & Bikaner editions followed by Udaipur in 1998 & Kota in 1999.
8
Since 1996, father &sons began transforming the group into a customer centric
organization. Keeping this in mind, Dainik Bhaskar launched its Chandigarh edition in
mid 2000 adopting “Hinglish” language pattern in editorial contents. Today it is the no. 1
newspaper in Chandigarh, Panchkula, Mohali ,Ludhiana & Amritsar. In the same year,
Bhaskar entered into Haryana and captured the spillover market by launching its edition
in Panipath & Hissar followed by Faridabad edition.
After achieving the leadership position in Hindi- belts, the group entered into the state of
Gujarat- a non Hindi market, where local players are formidable. The group launched its
Gujarati newspaper, Divya Bhaskar in Ahmadabad in June 2003 is a ‘Case Study’ with
IIM-A for its first day net paid sale of 4, 52,000 lakh copies. In 2004 Divya Bhaskar
further launched its edition in Surat &Baroda and Rajkot in early 2005. In Sep. 2004,
Bhaskar group had taken over another Gujarati newspaper ‘Saurashtra Samachar’ in
Bhavnagar- the leading newspaper in Saurashtra region. In just two years Divya Bhaskar
has become the no.1 in Ahmadabad, Baroda & Surat in terms of leadership. Also
launched its North America edition from New York in May 2004.
After setting many new trends in Hindi & Gujarati market, Bhaskar group, in association
with Zee, launched its English newspaper DNA (Daily News & Analysis). In July 2005
with a circulation of 3 lakh + copies per day.
In sep. 2004, the group has also launched a monthly complete Hindi magazine ‘Aha
Zindagi’ for positive & good life. Today the magazine enjoys circulation of 1.35 lakh
copies with 5.95 lakh readers.
Over a period, the group has diversified its business into Textile, Solvent Extraction, Job
Printing, FMCG, and IT & Family entertainment. As of today Bhaskar group is a 4000
crore company.
9
Principles of Bhaskar group
1) Their actions and thoughts are based on the following principles:
Entrepreneurship
Ambition
Innovation
Professionalism
2) They are totally professional and committed to a goal. There might be different
ideas among them, but they respect these diverse ideas.
3) Their every effort will be focused on progress and entrepreneurship.
4) They give utmost importance to creativity and innovation. They should always
endeavor to do anything better than before, it should be special, should be
effective and should be done with total commitment.
5) They believe in winning and teamwork. They believe in delivering and always
respect those who are capable of implementing every idea.
6) They as an organization are totally committed to employees.
7) They should provide their consumers, what they need or which they require.
8) They would play a positive role in the society, no matter in what medium they
would be in.
Publication centers of Dainik Bhaskar publications
Total publication centers
Hindi : 32
Gujarati : 9
10
Total states covered : 10
Total readership : 2.67 crore (source NRS 2006)
Total no. of employees : 10000 +
Turnover of the group : over 2200 crore
FOUNDER
Late Mr. Dwarka Prasad Agarwal
CHAIRMAN
Mr. Ramesh Chandra Agarwal
MANAGING DIRECTOR
Mr. Sudhir Agarwal
DIRECTORS
11
Mr. Girish Agarwal & Mr. Pawan Agarwal
CHAPTER - 2
Introduction
to the
Organization
12
INTRODUCTION TO THE ORGANIZATION
Diversification of Bhaskar group:
Textile
Oil Extraction and Refining
FMCG
Cable TV
Family Entertainment
Art and Culture
Event promotion and Retail marketing
Education
FM Radio
Multi Media Desk
Real Estate
Shopping Mall
13
TEXTILE:
IN 1996, Bhaskar had diversified into textile and set up spinning unit at Mandideep,
near Bhopal, Dist. Raisen, MP in the name & style of M/s. Bhaskar Industries Ltd.
The business has since grown into an integrated source with spinning, weaving and
processing facilities that compare with the best in the world. The plant was awarded
the ISO 9002 certificate for total quality control in 2002 and Bhaskar Industries is
now a significant player in India’s textile sector.
OIL EXTRACTION AND REFINNING:
Bhaskar exxols Ltd., Sharda Solvents Ltd.
Solvent extraction and oil processing activity commenced with Soya processing. It
now includes edible oil refining and processing of vanaspati ghee as well. Distributed
locally Bhaskar oil is now a significant local brand.
FMCG: Bhaskar Venkatesh:
Engaged in the marketing of salt.
CABLE TV: Bhaskar Multinet Ltd.:
In Manipur, Indore, Mhow, Mandsaur, Jabalpur, Ajmer & Bhopal cities with 7 mass
interest channels. Covers total universe of 12 lakh households (population 50 lakh)
and a C&S household population of over 5 lakh. The group is having its own well
equipped studio with all modernized equipments. This is the First network in India
using digital network.
FAMILY ENTERTAINMENT :Sun City:
The family entertainment center set up by Bhaskar group at Gwalior situated in the
heart of the city, the 15 acre complex is the only recreation center in the town. Sun
City brightens visitors experience with a blaze of cheery leisure options including
food courts, a shopping mall, virtual and live shows, celebrity shows, adventure rides,
boating and 3D cinema.
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ART& CULTURE: Abhivyakti
Abhivyakti is the cultural arm and nonprofit center sponsored by the Bhaskar group.
It provides aspiring artists of all age groups with instruction and facilities to develop
and project their talent. Abhivyakti functions like an event management organization
focused on establishing a platform for artists to learn and perform.
EDUCATION: The Sanskar valley school, Bhopal:
Bhaskar group has a mission of presenting Bhopal has a quintessential center of
education. This zeal and passion conceptualized into founding of “The Sanskar valley
school” a co-educational, day boarding cum residential, KG to class XII School. The
school is spread over a picturesque area of 37 acres. The school is affiliated to the
ICSE board. Bhaskar group is making The Sanskar valley school the destination of
choice for all those who care about education.
FM RADIO: 94.3 FM:
One of the most exciting and the fastest growing brand in FM radio space is 94.3. MY
FM is the FM radio station network of Synergy Media Entertainment Ltd, SMEL- a
wholly owned company of The Bhaskar group.
MULTIMEDIA DESK: I Media Corp. Ltd. (IMCL):
IMCL has acquired a short code 54567 to conduct various activities mentioned as
under:
Make Newspaper interactive
Public demand in interactive ADVT.
Latest score
Subscription services
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Snap pools
Sharoscope
Locality sale
Weekend planning
Contests
REAL ESTATE: Aditya Avenue, Bhopal:
Sunrise of a new lifestyle
Independent villas
Well designed campus with beautiful landscape
100% power backup
Broadband internet connectivity in each villa
27000 sq ft central park
Jogging track
Superstore
7.5 m paved internal road
THE BHASKAR MALL:
The first mall of the city spread over 5.9 acres of land with a GLA of approx 800000 sq.
ft. having a huge parking space.
Highlights:
One hypermarket on single level.
Three department stores.
Nine superstores and 90 vanilla stores.
11F&B outlets + 50400 sq. ft. food court.
Five screen, 1300 seat multiplex.
20,250 sq. ft indoor family entertainment center.
Milestones:
16
2009
Inauguration of ‘Bhaskar Print Planet’ at Changodar, Ahmadabad by Narendra
Modi, chief minister, Gujarat, on November 13, 2009
Installation of KBA printing machines imported from Germany at Jaipur and
Ahmadabad facilities
Launch of DB Star Jodhpur editions on Aug15, 2009
2008
Dainik Bhaskar completes fifty glorious years as a leading Hindi publication
Business Bhaskar, a Hindi financial newspaper, was launched in Bhopal, Indore,
Raipur, New Delhi, Panipath, Jalandhar and Ludhiana with separate editions for
each of these cities
Launch of Dainik Bhaskar editions in Pali, Nagaur, Bhilai, Ratlam and Shimla
Launch of DNA in Jaipur as a franchise by DB Corp Ltd
Launch of editions of DB Star in Bhopal and Indore
MY FM consolidates its network with 17 radio stations in 7 states, across India
2007
Launch of DB Gold – the first compact newspaper in Gujarati from Surat
Launch of DNA in Ahmadabad and Surat as a franchise by DB Corp Ltd
Launch of Young Bhaskar Magazine for children and Lakshya, a career magazine
MY FM enhances its reach to 14 cities across India
Launch of Dainik Bhaskar’s Ludhiana edition on Dec 15
Launch of Divya Bhaskar’s Bhuj edition on July 30, making it the only Gujarati
newspaper with seven editions in Gujarat
Launch of Divya Bhaskar’s Rajkot edition on Nov 01
2006
Entry in Punjab with launch of Amritsar and Jalandhar edition on Oct 08
2005
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Inception of DB Corp Ltd, pursuant to the demerger of publishing business of
Writers and Publishers Limited (WPL)
The Dainik Bhaskar group won license from Ministry of Information and
Broadcasting for launch of radio business, through their subsidiary, Synergy
Media Entertainment Ltd (SMEL), in seventeen stations, in the name of MY FM
AHA! Zindagi magazine launched in Gujarati language
‘IMCL’, a new web media company was formed as a subsidiary of DB Corp
2004
Launch of new Hindi magazine, AHA! Zindagi, the first of its kind on lifestyle
and positive thinking
In their first merger and acquisition, the Dainik Bhaskar group acquired
‘Saurashtra Samachar’ – the sixty years old, largest circulated daily newspaper of
Saurashtra
Launch of Divya Bhaskar’s Baroda edition on Sept 12
Initiated presence in Maharashtra with the launch of Divya Bhaskar’s Mumbai
edition in July
Launch of Divya Bhaskar’s Surat edition on March 28
2003
Launch of Divya Bhaskar from Ahmedabad on June 22. This was the biggest
launch of any new edition, across languages, across territories in India where the
daily was launched with 4,52,000 copies on day first and became the leading
publication in Ahmadabad city
2001
Dainik Bhaskar Group further consolidated its position by launching Faridabad
edition, in Haryana state, after two editions from Panipat and Hisar
2000
Dainik Bhaskar group expands presence to Haryana state on June 04, by
launching Panipat and Hisar editions
Launch of Dainik Bhaskar’s Chandigarh edition on May 07
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1999
Launch of Dainik Bhaskar’s sixth edition of Rajasthan from Kota city, the
educational hub of the country.
1998
Launch of Dainik Bhaskar’s fifth edition of Rajasthan from Udaipur on May 31
1997
Launch of Dainik Bhaskar’s fourth edition of Rajasthan from Bikaner on Oct 16
Launch of the third edition in Rajasthan from Jodhpur on Aug 03
Launch of the second edition in Rajasthan from Ajmer on April 06
1996
Launch of Dainik Bhaskar’s Jaipur edition in Rajasthan on Dec 19. This
development marked a critical point for the company, which significantly altered
the strategic direction and growth plans of the company
1995
Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and
was declared the fastest growing daily in India, by the Readership Survey
1993
Launch of Dainik Bhaskar’s Bilaspur edition on September 20
1988
Launch of Dainik Bhaskar’s Raipur edition
1983
19
Launch of Dainik Bhaskar’s Indore edition - the first and biggest move outside
home town of Bhopal – on March 05
1981
Dainik Bhaskar’s Bhopal edition became the largest news paper of Bhopal City
1977
India’s one of first web offset machine got installed at Dainik Bhaskar for Bhopal
edition, against uniform prevalent practice of rotary machine
1958
Dainik Bhaskar launches its first edition in Bhopal on August 13
20
CHAPTER – 3
Research
Methodology
21
CHAPTER – 3
3.1 Title of the
Study
22
There are others, though, that still regard the quantitative planning of resources as
important. They do not see its value in trying to predict events, be they wars or takeovers.
Rather, they believe there is a benefit from using planning to challenge assumptions
about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit
wish to get better integration of decision making and resourcing across the whole
organization, or greater influence by the centre over devolved operating units.
Cynics would say this is all very well, but the assertion of corporate control has been
tried and rejected. And is it not the talk of the process benefits to be derived self
indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether
these criticisms are fair or not, supporters of human resource planning point to its
practical benefits in optimizing the use of resources and identifying ways of making them
more flexible. For some organizations, the need to acquire and grow skills which take
time to develop is paramount. If they fail to identify the business demand, both
numerically and in the skills required, and secure the appropriate supply, then the
capacity of the organization to fulfill its function will be endangered.
23
CHAPTER – 3
24
3.2 Planning of
Human
Resources
Planning of Human Resources:
25
DEFINITION OF HR PLANNING:
THERE ARE MANY WAYS TO DEFINE HR PLANNING, OR EXPLAIN WHAT IT
IS, BUT THE FOLLOWING DEFINITIONS, TAKEN FROM THE GOVERNMENT
OF CANADA HUMAN RESOURCES SITE, IS A GOOD, USEFUL WORKING
DEFINITION:
“RIGOROUS HR PLANNING LINKS PEOPLE MANAGEMENT TO THE
ORGANIZATION'S MISSION, VISION, GOALS AND OBJECTIVES, AS WELL
AS ITS STRATEGIC PLAN AND BUDGETARY RESOURCES. A KEY GOAL
OF HR PLANNING IS TO GET THE RIGHT NUMBER OF PEOPLE WITH THE
RIGHT SKILLS, EXPERIENCE AND COMPETENCIES IN THE RIGHT JOBS
AT THE RIGHT TIME AT THE RIGHT COST.”
NOTE : THE EMPHASIS ON LINKAGE TO STRATEGIC PLANNING AND
BUSINESS PLANNING IN THE FIRST SENTENCE, AND THE EMPHASIS ON THE
ARRANGEMENT AND ALIGNMENT OF STAFF AND EMPLOYEES IN THE LAST
SENTENCE.
HERE'S ANOTHER DEFINITION , PERHAPS A BIT SIMPLER:
“THE PROCESSES BY WHICH MANAGEMENT ENSURES THAT IT HAS THE
RIGHT PERSONNEL, WHO ARE CAPABLE OF COMPLETING THOSE
TASKS THAT HELP THE ORGANIZATION, REACH ITS OBJECTIVES.”
WHY HUMAN RESOURCE PLANNING?
Human Resource Planning: an Introduction was written to draw these issues to the
attention of HR or line managers. We address such questions as:
What is human resource planning?
26
How do organizations undertake this sort of exercise?
What specific uses does it have?
In dealing with the last point we need to be able to say to hard pressed managers: why
spend time on this activity rather than the other issues bulging your in tray? The report
tries to meet this need by illustrating how human resource planning techniques can be
applied to four key problems. It then concludes by considering the circumstances are
which human resourcing can be used.
1. Determining the numbers to be employed at a new location :-
If organizations overdo the size of their workforce it will carry surplus or under utilized
staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched,
making it hard or impossible to meet production or service deadlines at the quality level
expected. So the questions we ask are:
How can output be improved your through understanding the interrelation
between productivity, work organization and technological development? What
does this mean for staff numbers?
What techniques can be used to establish workforce requirements?
Have more flexible work arrangements been considered?
How are the staffs you need to be acquired?
The principles can be applied to any exercise to define workforce requirements, whether
it be a business start-up, a relocation, or the opening of new factory or office.
2. Retaining your highly skilled staff :-Issues about retention may not have been to the
fore in recent years, but all it needs is for organizations to lose key staff to realize that an
understanding of the pattern of resignation is needed. Thus organizations should:
Monitor the extent of resignation
Discover the reasons for it
Establish what it is costing the organization
Compare loss rates with other similar organizations.
27
Without this understanding, management may be unaware of how many good quality
staff are being lost. This will cost the organization directly through the bill for separation,
recruitment and induction, but also through a loss of long-term capability.
Having understood the nature and extent of resignation steps can be taken to rectify the
situation. These may be relatively cheap and simple solutions once the reasons for the
departure of employees have been identified. But it will depend on whether the problem
is peculiar to your own organization, and whether it is concentrated in particular groups
(e.g. by age, gender, grade or skill).
3. Managing an effective downsizing programme:-
This is an all too common issue for managers. How is the workforce to be cut painlessly,
while at the same time protecting the long-term interests of the organization? A question
made all the harder by the time pressures management is under, both because of business
necessities and employee anxieties. HRP helps by considering:
The sort of workforce envisaged at the end of the exercise.
The pros and cons of the different routes to get there.
How the nature and extent of wastage will change during the run-down.
The utility of retraining, redeployment and transfers.
What the appropriate recruitment levels might be.
Such an analysis can be presented to senior managers so that the cost benefit of various
methods of reduction can be assessed, and the time taken to meet targets established.
If instead the CEO announces on day one that there will be no compulsory redundancies
and voluntary severance is open to all staff, the danger is that an unbalanced workforce
will result, reflecting the take-up of the severance offer. It is often difficult and expensive
to replace lost quality and experience.
4. Where will the next generation of managers come from? :-
Many senior managers are troubled by this issue. They have seen traditional career paths
disappear. They have had to bring in senior staff from elsewhere. But they recognize that
while this may have dealt with a short-term skills shortage, it has not solved the longer
28
term question of managerial supply: what sort, how many, and where will they come
from? To address these questions you need to understand:
The present career system (including patterns of promotion and movement, of
recruitment and wastage).
The characteristics of those who currently occupy senior positions.
The organization’s future supply of talent.
This then can be compared with future requirements, in number and type. These will of
course be affected by internal structural changes and external business or political
changes. Comparing your current supply to this revised demand will show surpluses and
shortages which will allow you to take corrective action such as:
Recruiting to meet a shortage of those with senior management potential.
Allowing faster promotion to fill immediate gaps.
Developing cross functional transfers for high fliers.
Hiring on fixed-term contracts to meet short-term skills/experience deficits.
Reducing staff numbers to remove blockages or forthcoming surpluses.
Thus appropriate recruitment, deployment and severance policies can be pursued to meet
business needs. Otherwise processes are likely to be haphazard and inconsistent. The
wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive
and embarrassing to put such matters right.
HOW CAN HRP BE APPLIED?
The report details the sort of approach companies might wish to take. Most organizations
are likely to want HRP systems:
Which are responsive to change?
Where assumptions can easily be modified
That recognize organizational fluidity around skills
That allow flexibility in supply to be included
That are simple to understand and use
Which are not too time demanding.
29
To operate such systems organizations need:
appropriate demand models
good monitoring and corrective action processes
comprehensive data about current employees and the external labor market
An understanding how resourcing works in the organization.
If HRP techniques are ignored, decisions will still be taken, but without the benefit of
understanding their implications. Graduate recruitment numbers will be set in ignorance
of demand, or management succession problems will develop unnoticed.
As George Bernard Shaw said: ‘to be in hell is to drift; to be in heaven is to steer’. It is
surely better if decision makers follow this maxim in the way they make and execute
resourcing plan.
30
CHAPTER – 3
3.3 Growth &
Development
31
HR POLICIES IN DAINIK BHASKAR
Growth and Development at Bhaskar
Continuous development of employees is essential for improving their performance at
Bhaskar. The process is critical for attracting and retaining a knowledgeable and skilled
workforce. The purpose of the growth and development policy is:
To promote a healthy sense of compensation as well as job satisfaction among.
To identify, train and develop competent personnel with growth potential and to
provide motivation for higher performance.
Foster a culture of learning within the organization.
Performance Appraisals:
Bhaskar believes in KRA (Key Result Area) mode of evaluation. These KRA’s are
specific to the functional area and provided to each of the employee and to the new
employees on joining by their immediate senior. The KRA’s are in sync with the
organizational goal, job responsibility and the performance expected from the employee.
When is the appraisal carried out?
Appraisal is carried out on an annual basis in March and October for the financial year
gone by, or for the designated period on case to case basis. Employees joining Bhaskar
are informed of their appraisal period in their offer letter.
Example: for the employee joining 1st April to 30th September 2007, the appraisal will be
in March 2008. On the other hand, for the employees joining between 1st October 2007 to
31st March 2008, the appraisal will be in October 2008 and then next in March 2009.
Who does the appraisal?
Appraisal is done by the immediate reporting designation. And any issue\disagreement is
resolved in discussion with the next senior level.
32
Career Development:
Bhaskar provides opportunities to its employees for participating in activities which will
enhance their specific job skills, their overall professional strengths, and their personal
development. This policy is applicable to all employees of Bhaskar at all the locations.
Criteria used for nomination for training:
Training needs will be identified during the performance appraisal process by the
appraisee and appraiser. It may also be accomplished through training needs surveys
undertaken by the HR department from time to time. The criteria used for the nomination
for training are:
Employee’s interest / self nomination (M3+).
Must be routed through the Department Head with justified reasons, cost details,
department head approval at least 15 days in advance to the date of training.
HR will revert within 3 days on the approval, excluding the day on which the
communication is received.
Manager’s nomination to specific development areas.
Driven by the business need.
By the national vertical head, based on skill gap/performance management data.
State head/Unit head or HOD and corporate HR.
It must be ensured that the equal opportunity is provided to each deserving
employee.
The role of HR in the training nomination process will be:-
If budget is available and the vertical Head approves, the nomination shall be
effective under information to HR.
Check advice if the nominations by mangers or otherwise become too polarized
on the people who are being nominated.
33
CHAPTER – 3
3.4
Recruitment
34
Recruitment:
Special sanction is required in case of manpower budget overrun in terms of
number or budget overrun.
Relatives of employees cannot be assigned to the same function and/or with direct
reporting relationship.
State HR/Local HR has to keep track of every candidate who leaves Bhaskar after
1st April 2007, including the record of the Exit interview.
A candidate will not be eligible for interview if she/he has been rejected by any
interviewer of Bhaskar in past six months.
As a policy, Bhaskar discourages candidates who frequently change jobs in their
career.
It recognizes that the organization invests time and energy in training people and
hence discourages the practice of frequent job changes.
Bhaskar shall not consider any employee in M grade that has changed more than
three jobs in two years/four jobs in six years.
Orientation & Induction:
HR inducts employees in Bhaskar on the day of joining through an informal induction
program is designed to familiarize the employees with organization and its members and
other work related facilities.
The formal induction program is conducted in the first week of the month and can range
from one to fourteen days depending on the job profile.
35
All M grade appointees would go through an induction/orientation program at the
corporate office, Bhopal through the training & development cell of the Corp HR
department.
New employees need to complete the joining formalities on the day they join the
organization. Corporate/State HR will facilitate this process.
Compensation:
In case of a death anywhere in the group, any employee or the unit head or the local HR
head or the Accounts department, can inform the corporate of HR of the mishap.
The unit head or the local HR dept. will provide complete information with the necessary
details such as name of the employee, designation, department, and the last salary drawn
on the date of demise and the cause for the same.
The Corporate HR would then issue an IOM to the corporate finance and the state
coordinator F&A, who would issue necessary instructions at the unit level/corporate
office and business office for the mandatory contribution.
The amount as on the date shall be deemed collected and the equivalent amounts shall be
debited to the respective offices. This is to cut the delay in actualization of the collection.
Coordinator who would then prepare a DD in the name of the surviving spouse and send
the same to the local unit for final distribution.
Can I donate above the mandatory contribution requirement?
Yes, any voluntary contribution over and above the mandatory contribution by anyone in
the organization is welcome.
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The additional money so collected shall be distributed to the family on the 10 th of the
following month. This would be over and above the contribution from the Employee
Contingency Fund.
Relocation:
Proposal of transfer of employee up to the M4 grade has to be in principle approved by
the functional head of the transferor and transferee location. The final approval has to be
obtained from the corporate HR department which will issue the transfer order after
consultation with the National Vertical Head/State Head.
Proposal of transfer of employees of the M2 and above has to be approved by National
Vertical Head/State Head.
The local HR department/functional head will issue the required circular to this effect
under intimation of the corporate HR department.
For all transfer cases, pay details have to be filled in prescribed format.
Relocation Allowance:
For the employee being relocated, 50% of the basic salary would be extended as
relocation allowance across all the grades. This would not be applicable if the transfer is
on employee request.
Retirement:
All the employees retire on the last date of the month in which they complete the
retirement age according to the organization’s records. The retirement age is as follows:
M1 and M0 : 65 years
Editorial staff in M1 grade and above : 65 years
For M grade employees : 60 years
For other grades : 58 years
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The local HR admin will communicate to all retirement in writing at least 3 months in
advance of the date of retirement. HR and Accounts department will ensure final
statement of accounts at the earliest.
The HR department will inform the employee and the finance department about
his/her last day of employment one month prior to retirement.
The compensation of the employee will be stopped from the date the retirement
takes effect.
All settlements would be processed before the employee leaves.
CHAPTER – 3
38
3.5 Objectives
of Study
Objectives of Study:-
Performance Appraisal
Performance appraisal, also known as employee appraisal, is a method by which the job
performance of an employee is evaluated (generally in terms of quality, quantity, cost and
time). Performance appraisal is a part of career development.
Performance appraisals are a regular review of employee performance within
organizations. Generally, the aims of a scheme are:
39
Give feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, etc.
Provide the opportunity for organizational diagnosis and development.
Facilitate communication between employee and administrator.
Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
A common approach to assessing performance is to use a numerical or scalar rating
system whereby managers are asked to score an individual against a number of
objectives/attributes. In some companies, employees receive assessments from their
manager, peers, subordinates and customers while also performing a self assessment.
This is known as 360° appraisal.
The most popular methods that are being used as performance appraisal process are:
Management by objectives (MBO)
360 degree appraisal
Behavioral Observation Scale (BOS)
Behaviorally Anchored Rating Scale (BARS)
Trait based systems, which rely on factors such as integrity and conscientiousness, are
also commonly used by businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these should be avoided. The
reasons for this are two-fold:
1) Because trait based systems are by definition based on personality traits, they make it
difficult for a manager to provide feedback that can cause positive change in employee
performance. This is caused by the fact that personality dimensions are for the most part
static, and while an employee can change a specific behavior they cannot change their
personality. For example, a person who lacks integrity may stop lying to a manager
because they have been caught, but they still have low integrity and are likely to lie again
when the threat of being caught is gone.
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2) Trait based systems, because they are vague, are more easily influenced by office
politics, causing them to be less reliable as a source of information on an employee's true
performance. The vagueness of these instruments allows managers to fill them out based
on who they want to/feel should get a raise, rather than basing scores on specific
behaviors employees should/should not be engaging in. These systems are also more
likely to leave a company open to discrimination claims because a manager can make
biased decisions without having to back them up with specific behavioral information.
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Promotion policy:-
Eligibility:
To be eligible for promotion under this policy, the employee should be undergoing any
punishment or warning for misconduct under the company’s rules/standing orders. The
warning to any candidate shall always be in written mode. The warning can only be given
by the national vertical head/state head.
Modes of promotion:
Bhaskar recognizes that promotion may occur through the following ways:
The filling of a higher position by an employee at a lower designation, given that
the employee fulfills the eligibility criteria for the vacant position.
A reclassification of the employee’s existing designation as a result of the
employee performing duties a higher degree of responsibility and complexity than
the current position calls for
Filling of an entirely new job created due to the expansion of operations.
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Criteria for promotion:
The key criteria for promotion would include:
Performance on the job during the time spent in that particular level which can
be assessed through the performance appraisal.
Potential and capability for taking on higher responsibility which will be
based on the feedback provided by supervisors and interviewing candidates.
At higher levels greater importance is given to the individual’s potential and
capabilities.
Other consideration for promotion:
The minimum stay to be eligible for promotion will be the completion of first
appraisal cycle.
Promotion should take place only at the annual appraisals. Mid-year
promotion in exceptional cases may be considered solely at the discretion of
the MD/Director.
The final approval authority for promotion is
M1 and above: MD/Director
M3/M2: National Vertical Head/ State Head
Other grades: State Head/unit Head
Number of promotions will be determined by the number of vacancies to
be filled in the organization.
Appraisal committee
An appraisal committee will be responsible for various levels of promotion at
the state level/unit. The committee will comprise of the heads of 6 verticals at
state level. The appraisal committee will discuss all the recommendations for
promotions provided by the individual managers/HOD.
At the corporate level and business Head and corporate HR.
The communication to the incumbent will be by the immediate HOD;
organization wide communication will be through intranet/samvaad.
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First right of position:
At Bhaskar, an existing employee shall be first considered for filling up any vacancy that
arises in the organization. For such a process the candidate must have completed one
assessment/appraisal cycle.
If a suitable internal candidate is not found for the vacancy, it will be sought to be
filled by an outside candidate.
Career development:-
Sponsoring further education :-
Bhaskar believes that learning and development is the responsibility of the organisation
as well as the employee. The company supports employees who wish to continue their
education in order to secure increased responsibility and growth in their professional
careers.
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Eligibility:
All M grade employees who have completed two years in the organisation and
above average performance are eligible for applying.
The course approval should be obtained from State Head/Unit Head/HOD and
Corporate HR. The HOD will decide and recommend if the course is relevant for
the current and future responsibilities of the person.
In this academic course period, the candidate shall be treated on leave with pay.
How many people will organization support?
Maximum 5% of the total number of M grade assigned to a station/unit/state will be
supported by the group for education .Updated list of candidates being supported
for education shall be maintained by HR and it will be available for preview to all
employees.
Course Requirements:
The company will sponsor short term courses (not exceeding 4 months) pursued form
approved institutions of learning.
The education should be through an accredited program that either offers growth in an
area related to the employee’s work or will lead to promotional opportunities.
What if the institute is not listed?
If the desired course is not in the current list, the candidate can apply through the
department head for the review with the corporate HR. HR will communicate final
decision within 7 days of such review request.
What if an employee wants to take a second course?
An employee is eligible for the second course after a gap of 2 years of having
successfully completed the earlier course.
Course Reimbursements:
The company will reimburse a maximum of 3 months basic or INR 150000. All expenses
will be covered.
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The employee will have to first pay the course fee himself. All the reimbursements are
subject to the employee completing the course with the minimum 50% grade for that
course.
Post completion requirements:
Within 1 month of the course completion, the employee must submit a formal document
(certificate, letter etc) from the institute with clear comments on his performance in
grades/marks/CGPA or qualitative terms.
The employee should be in continuous service with the organization for 18 months post
completion of the course.
An undertaking is required to be signed by the employee in favor of the organization for
post course compliance of service period.
What if employee leaves earlier?
If the employee fails to complete the 18 months tenure then he/she will have to reimburse
the entire amount to the company with 18% interest or the rate of interest discussed and
agreed upon between the employee and the organization.
Employees, who stay with the organization for a period of less then one
year, will have to pay the entire reimbursements paid by the company,
Employees, who stay with the organization for a period of grater than a
year, but less than two years, will have to repay 50% of the
reimbursements.
Distance Learning:
Employees who are participating in a distance learning course will be eligible for:
A maximum of 14 days leave (Saturdays, Sundays and Holidays in between this
continuous leave period shall be counted) for preparing for the examination.
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Employees enrolled into a course with semester system of learning shall be
allowed two set of leaves totaling 14 days subject to the person having passed the
earlier semester with acceptable performance.
Fifty percent of these leaves will be treated as leave with pay and balance 50%
adjusted against the PL. A person applying for such a leave must have the
requisite PL in the leave account for adjustment that is if the person takes 10 out
of the maximum possible 14 days leave. 5 days shall be treated as leave with pay,
and 5 days shall be adjusted against his/her PL.
Training and Staff Development:
Where does Training and Staff Development fit with Human Resources Planning?
When companies have well thought out and useful human resource plans, it
allows them to move training and staff development from a hit or miss process to
one that is also strategic, organized, and designed to contribute to the company's
bottom line.
Much that passes for training in corporations yields no value at all to the company
because training and staff development dangle unconnected to business needs,
present and future.
Employees go to training because the seminar "sounds good", or "might be
useful", and while it's sound to develop and train employees as an ends in itself, it
also makes sense to choose the kinds of training that will result in employees
being better contributors now, and also better contributors in the future.
A sound human resources plan will anticipate the skills that will be needed in the
future, identify gaps in skills that are present, and will be needed, and then plan
for the development of staff in advance, so that the skills will be available when
required.
Training identification process:-
The department heads will identify training needs for various incumbents their respective
departments at the time of performance appraisal.
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HR department schedule will be finalized after reviews and will be circulated to the
various departments. A copy of the schedule will also be displayed on the company
notice board.
The HR department will consolidate the requests and notify the concerned departments of
the final schedule. They will also make the necessary administrative arrangements.
Every state and Unit has local training budget. Heads of the departments are advised to
utilize the same in consultation with the State HR/corporate HR.
Where will be the training program details are available?
The HR department will also, at regular intervals, forward details of external programs to
all managerial staff (for nomination of self and colleagues). The HOD, in consultation
with the functional head, will nominate employees for specific programs and route the
request to corporate HR through state/Local HR.
This nomination will be based on the training-needs analysis and a copy of the same will
be attached with the nomination form.
Is there a training feedback system?
On completion of the training, all employees will submit training feedback forms to the
Corporate/State HR department within 7 days.
What if feedback is not provided?
If the same is not provided the employee forgoes the opportunity of being nominated for
the next program for 1 year.
Who assesses training program’s effectiveness?
The HOD/ immediate senior of the employee will assess demonstrated effectiveness of
the training program. This assessment will be provided by the HOD/immediate senior
within 3 months of the employee joining work.
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RECRUITMENT:
In Bhaskar, manpower requirement is a designated process. Manpower budget is
approved at the start of the financial year. Any variance in cost and number needs prior
sanction. This sanction can be provided only by the MD/Directors. The request with
justified reasoning should be routed through corporate HR.
A human resource requisition from has to be raised for any manpower requisition,
whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR
or the HR web portal.
Bhaskar hires through the following procedures:
Campus recruitment
Off-campus recruitment
Employee referral
Internal job postings
For all prospects within the group, a personal information sheet needs to be documented.
The format can be obtained from corporate/State HR or the HR web portal.
Campus recruitment:
Currently the campus recruitment process is non-existent in Bhaskar. An attempt is being
made to regularize and standardize process, so that the fresh young talents can be
recruited and nurtured.
Campus Selection:
Which campus will be visited?
The campus will selected by a team comprising functional/ \unit heads. This will take
into account the kind of talent required, the reputation of the campus, and performance of
the existing alumni working in the group. List of the campuses will be finally developed
by Corporate HR and be available with all State/Corporate HR.
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Who will handle the recruitment?
Only employees in grade M2 and above will take part in the campus selection process. If
there is more than one person involved, than the senior most person of the vertical will
lead the team.
Selection Steps and Available time :
Time is at a premium when carrying out on campus interviews because the entire process
has to be completed in 10-11 hours. This includes:
Pre-placement talk (PPT)
Presentation by HR/Unit Head or Department Head. The delegation of the process of
introduction and presentation is not allowed. If senior alumni of the chosen institute are
part of the group, one of them will be encouraged to make the presentation.
Written test
Written test shall only be used for a functional competencies check.
No psychological test shall be administered at this stage. This will be introduced
after the group has evaluated and created its internal benchmarks by
administrating the same to the star performers.
Evaluation of the written test.
Selecting and announcing the short listed candidates for interviews.
One round of interview.
Extending verbal offers to selected candidates (HR).
Broad areas for Focus for selection:
The panel of interviewers will evaluate a candidate against a pre defined set of
parameters. Detailed information on these parameters can be obtained.
Corporate/State HR or the HR web portal. One of the important criteria of selecting the
candidate is attitude; it will be determined the qualities that are core to Bhaskar’s culture.
This is an integral part of evaluation.
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In addition, if required, the National Vertical Head and the State Heads can add to the
evaluation criteria.
Pre- Placement Talk:
This presentation will be sourced from the HR department. It covers organizational and
career aspects that are relevant to the field for which the candidates are being selected.
History of the firm
Overview of the Bhaskar domain
Work culture
Career growth opportunities within the firm
Compensation package
The presenter should encourage questions from the audience and make a note of
candidates who ask good questions.
Interview Sheet:
After the interview, all members of the interview panel fill out an interview sheet with
comments on how they went, covering each area. The interview panel tentatively decides
on one of the following ratings for the candidate:
Hire
No hire
Borderline case
The interview panel also ranks the candidate in comparison with other candidates who
were interviewed. This is a useful aid in making a final decision at the end of all the
interviews. The academics (scores), written test performance, and interview performance
are all considered in making a final decision.
Off- Campus Recruitment:
Recruitment for employees in M3 grade and above would be accomplished in
consultation of Corporate HR and after a personal interview with at least one member of
M1level or the director if required.
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Recruitment for employees in M2 grade and below will be handled at the local level co-
ordination with the Corporate HR department/Local HR and administration.
Selection authority:
M1/M0 : MD/Director/Group Chief HR
M3/M2 : Group Chief HR/National vertical Head/State Head
Other M grades: State head/Location Head/Designated official of local HR department
E, S, O grade : Location Head/HOD/Local HR& Admin Department
Editorial (M Grade)
All editorial unit level recruitment shall be handled by the State Editor/Resident
Editor in consultation with the group Editor.
The Group Editor shall also be responsible for recruitment for editorial positions
above the M3 level.
HR interaction will be limited to check attitude and culture fit.
Accounts and Finance, IT and HR (M Grade)
Specific approval of the Corporate Vertical Head is a must.
Functional competencies shall be the Vertical Head or a person designated by
him.
HR will take care of the attitude and culture fit.
Every interview held for any M grade position across the group from 15th April 2007,
shall be documented and be available with comments on the candidates along with the
reasons for selection or rejection. These reasons shall be documented and be available
with Corp HR will revert within 48 hours.
A list of candidates interviewed in the past shall be readily available with Corp/State HR.
The list of details required to issue an appointment letter can be obtained from Corp/State
HR or the HR web portal.
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Reappointment of Ex-employees:
For reappointment of ex-employees, the following policy would be applicable:
An employee who has left the organization for a competitive media house within two
years from the date of exit from any of the locations of Bhaskar group. In case there is a
situation leading to the reappointment, he/she can only join on the same salary which was
paid to the candidate on his/her last working day in the group. There will be no
enhancement in salary or up gradation or change in designation. This period would be
limited to one year if the employee has joined a media house outside the state/within the
state.
Recruitment Consultants:
Bhaskar group uses the services of recruitment consultants to seek suitable candidates for
appointment.
HR has set guidelines and relationship build-in with the selected set of recruitment
agencies at every location. These guidelines provide the basis of an interaction meant to
present a positive image of our organization. These guidelines must be adhered while
dealing with the consultants.
The job description or the brief has to be in detail defining roles and
responsibilities for the vacancy in process. Every communication should be in
writing and should be sourced through only the authorized HR personnel.
Recruitment consultancy should be kept in the loop of pre-interview &post
interview periods and feedback should be given to the consultant.
While negotiating the salaries, grade and designation, in case of the appointment
of M grade, the proposed CTC should be accepted and signed by the candidate
so that there is no dissatisfaction regarding what was committed and what was
paid,.
Once the candidate has joined physically, the copy of the appointment letter
should be sent to the recruitment consultant for their records and raising the
invoice, which again should be paid as per the terms of contract.
All contracts or agreements with placement agencies should be in writing
reviewed each year in March. A copy of the State/Local contracts should be
available with Corp HR.
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Employee Referral:
The aim of the program is to make the recruiting process more cost efficient, build better
team work, as well as toward employees who make the effort to refer the prospective
employees.
How will the referral scheme be communicated?
All job opportunities with the required details would be posted on the intranet and notice
boards, HR will be responsible for placing these positions on the HR portal.
Can referral be made without the knowledge of vacancy?
Even if there are no opportunities available, employees can send in referrals, which will
be kept in the recruitment database.
Whom do I send the referral?
All the referrals should be send to the Corp HR for the senior positions and to the state
HR for other grades in the given referral format.
What should the referral contain?
Candidates can be referred by sending an email with the candidate’s resume and a cover
letter to the Corp HR. the cover letter should give a brief summary of the employee’s
association with the candidate. Please use the form provided for the cover letter. The
format for referral from can be obtained form can be obtained from Corp/state HR or the
HR web portal.
What if more than one person refers a candidate?
In case of more than one employees refers a candidate, the referral will be considered in
first-referred-first claim-basis. Decision on references will be non contestable and
decided by Corp hr. Hr will keep the transparent records of the referred candidates.
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Referral bonus :
To encourage referrals, employees are eligible for referral bonus, if the referred candidate
subsequently be hired by the company as a full time, permanent employee.
The bonus amount is dependent on the grade offered to the candidate, as detailed in the
table below:
Grade Referral Bonus
S Rs.1000
E Rs.2000
M4, M5 Rs.3000
M3, M2 Rs.5000
M1 and above Nil
When will this referral bonus be paid?
25% of the referral bonus be paid out on the day of joining of the referred candidate and
rest after six months.
Referral bonus restrictions:
In order to avoid actual or apparent conflicts of interest, the following employees are not
eligible for referral bonus for the recruitment:
HR members
Managers with a direct reporting relationship to the referral.
Managers involved in the selection process.
Senior management (M1 and above)
Any other employee to whom the payment of a referral bonus would be deemed
inappropriate under the circumstances (HR will inform such a person within 48 hours on
receiving referral).
Internal job posting:
Whenever there is a job opening in the organization, and is deemed fit by the Corp HR or
the department head, it would be opened internally first for the employees to apply.
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When will these job postings be communicated?
There is no predefined time limit for the posting of an internal vacancy; the duration for
which the vacancy is posted would depend on the nature and criticality of the job.
When will these job postings be announced?
HR would post the available job on the notice board/intranet and the HR portal. The
information will cover:
The role and responsibilities
Competencies required
Where the job is located
The minimum qualifications and experience required
Which employees are eligible to apply
Last date of application and the process that would be followed.
Who can apply?
This policy is applicable to all full time employees who have completed one performance
appraisal cycle.
Does one need the approval of his/her senior before applying?
No official approval or consent is required for the same. The employee will go through
the selection process as required.
What if the candidate is selected and his senior is not willing to relieve?
Once the employee has been selected for another position in the organization, the
National Vertical Head and State Head shall be informed.
In case if the candidate is selected, the Department Head will have to release the
candidate within 60 days of the announcement.
Transfer will be treated as a normal posting and not as a transfer on request.
Recruitment Administration:
How will CTC be decided?
The CTC has to be sourced from the Corp HR only, otherwise the appointment would not
be considered and the salary eventually would not become payable.
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The Corp HR will revert on any CTC query and structuring within 24 hours.
Who issues the appointment letter?
The appointment letters for M grade would be issued from Corp HR only, but the offer
letter can be issue locally up to M3 grades.
The offer letter should be specific vis-à-vis the salary heads and their applicability
including PF contribution, date of joining, mobile, conveyance, med claim and the month
of next appraisal.
Reference Check:
When candidates appear for round 1 of the interview process, they will be given
reference forms by the HR department. Those selected for the next round of the interview
will be required to return the form with complete references.
HR will verify the references and will not share the feedback received from the
references with the candidate.
Policy Guidelines
Grade Education
check
Previous
employer
Medical test Age record Criminal
record
Below M3 Most
relevant(i.e.
Graduation
or Post
Graduation)
Case to Case
basis
To be
carried out
by an
affiliated
doctor only
Matriculation
birth
certificate
Self
disclosure
M3 and
above
Most
relevant(i.e.
Graduation
or post
Graduation)
Case to Case
basis
To be
carried out
by an
affiliated
doctor only
Matriculation
birth
certificate
Self
disclosure
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Orientation Induction program:-
HR inducts employees in Bhaskar on the day of joining through an informal induction
program is designed to familiarize the employees with organization and its members and
other work related facilities.
The formal induction program is conducted in the first week of the month and can range
from one to fourteen days depending on the job profile.
All M grade appointees would go through an induction/orientation program at the
corporate office, Bhopal through the training & development cell of the Corp HR
department.
New employees need to complete the joining formalities on the day they join the
organization. Corporate/State HR will facilitate this process.
The joining form must be completed and submitted by the employee within 7 days of
joining.
Employees on joining the organization will be given a welcome kit comprising:
Leather briefcase(M2+Unit Heads)
Organization diary
Official tie
First set of visiting cards
HR manual
ID card
Probation and Conformation:-
Probation:
For the first few months of service, depending on the grade, the employee will be deemed
to be on probation and during this period, either party may terminate this agreement by
giving 24 hours notice in writing or salary in lieu thereof. The probation period will be as
follows:
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M3 and above : Nil
M4, M5 : 3 to 6 months
E &S : 6 to 12 months
Management trainees : 6 to 24 months
Ex-employees : Nil
Conformation:
After completion of the probation period, the employee will receive a confirmation
notification from the reporting officer. The conformation will be released by HR and
routed through the department head. This will be given strictly on the due date.
HOD must inform HR a month in advance if probation for any employee is to be
extended. Otherwise HR will release the conformation letter for the employee after
completion of the probation period.
Once the employee has been confirmed, the notice period becomes effective as follows:
M1 and above: 3 months
M2 and M3 : 2 months
M4 and M5 : 1 month
When and how is the probation period extended?
If on assessment it is found that the performance or potential of the employee is not up to
the acceptable standards, the probation period may be extended by 3 months.
The employee will be intimated by HR on recommendations of the Vertical
Head/Department Head in writing 15 days before the end of the probation period.
Buddy System:
Buddy system is a structured process used to provide help to an employee by another in
developing or improving capabilities and in creating a relationship where both
participants get benefit.
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Who is a buddy?
A buddy is a person who coaches and gives guiding inputs to the employee. Buddies help
prepare employees to test and develop their skills, assume greater responsibility, and gain
visibility in advance through the organization.
Who can be a buddy?
Buddy will be a person equal or one grade above the employee. Buddies are always over-
average performers in the organization. They will preferably from another vertical. Also,
one person can be a buddy of a maximum of two employees at any point of time.
The process owner of the buddy system will be local HR for M3 and below and Corp HR
for M3 and above. The HOD will recommend the suitable buddy for the new employee.
Who assigns the ‘buddy’ and for what period?
A buddy will be assigned by the HR department in consultation of the Vertical Head for
the employee joining the organization.
Buddy shall be assigned for a period of six months or the first appraisal whichever is
earlier.
What is the role of the ‘buddy’?
The primary role of the buddy is to help in the orientation of new employee and provide
developmental inputs; the buddy will work closely with the manager of the employee.
Is there an evaluation of the ‘buddy’ system?
Buddy relationship will be evaluated in October for all buddies assigned pre June end and
in March next year for all buddies assigned post June. These will be formal ‘Buddy
program Feedback’ sessions facilitated by the manager, where-in inputs and feedback
will be received for both the buddy and the candidate.
COMPENSATION:-
Employee benefits and (especially in British English) benefits in kind (also called fringe
benefits, perquisites, perks) are various non-wage compensations provided to
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employees in addition to their normal wages or salaries. Where an employee exchanges
(cash) wages for some other form of benefit, this is generally referred to as a 'salary
sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to
at least some degree.
Fringe benefits can include, but are not limited to (employer-provided or employer-paid)
housing, group insurance (health, dental, life etc.), disability income protection,
retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-
paid), social security, profit sharing, funding of education, and other specialized benefits.
The purpose of the benefits is to increase the economic security of employees.
The term perqs or perks is often used colloquially to refer to those benefits of a more
discretionary nature. Often, perks are given to employees who are doing notably well
and/or have seniority. Common perks are company cars, hotel stays, free refreshments,
leisure activities on work time (golf, etc.), stationery, allowances for lunch, and—when
multiple choices exist—first choice of such things as job assignments and vacation
scheduling. They may also be given first chance at job promotions when vacancies exist.
The starting point for determining a pay increase is the position of each employee in the
rate range after a pay structure adjustment has been made. This is illustrated in figure:
Figure 17-2. Pay structural adjustment in a pay-for-performance system
Healthcare at Bhaskar:
Bhaskar believes that the health of its employees is a joint responsibility of the employee
and the organization. This policy aims at extending facilities and programs to assist
employees manage their health and wellbeing needs.
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Mediclaim:
All employees under M grade, employees who are not covered in ESI and are in E grade,
and their families are provided with hospitalization insurance cover under the group
mediclaim policy. Each family (Self, spouse and his/her 2 dependent children) is treated
as one unit. The company has opted for a floating policy instead of a fixed cover. This
policy implies that the cover for each person in the policy is equal to the insured amount.
The cover amount is as follows:
Employee grade Covered Amount(INR) Amt. contribution by the co.
M0 5.00 Lakh 6,000+
M1 4.25 Lakh 6,000
M2 3.25 Lakh 5,400
M3/M4 2.50 Lakh 4,800
M5 1.50 Lakh 3,200
E grades with gross salary
Rs.10,000 p.m. and not
covered under ESI
1.00 Lakh 2,500
Every employee covered under the scheme is provided details of the mediclaim cards and
along with the list of associated hospitals and the claim process.
Group Personal Accident Insurance:
The company covers the following group of employees under a group personal accident
insurance policy:
All marketing/sales-field force employed in any of the offices/units in the group.
This is over and above mediclaim, if applicable.
All officers in grade M3 and above.
All staff in circulation and accounts (recovery).
Production staff, excluding those not involved directly with the production
process.
Editorial staff, i.e. field reporters, photographers.
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The employees are insured for a fixed compensation, in case of injury due to accident. In
the event of death, the nominee will receive a sum which is equal to 40 times of the basic
salary.
The coverage automatically starts from the date of joining the company for the duration
of employment. The coverage needs to be extended during an employee’s probationary
and notice period.
Contribution on Employee’s Death:Bhaskar group, which includes Dainik Bhaskar,
Divya Bhaskar, My FM, Aha Zindagi, and BTV, has approximately 8,000+ employees
across 35 locations. The policy is especially formulated to be able to help the family of
the deceased employee.
What is the process of contribution?
In case of death of any employee within the group at any location including business
offices, it shall be mandatory for all Bhaskar employees to contribute for the support of
the family:
Grade Contribution by the
employees(rs.)
Contribution by the
Management(as %of
collection by employees)
S 25 25%
E 50 50%
M4/M5 75 75%
M3/M2 100 100%
M1 and above 150 100%
No contribution is usually solicited from O grade. They will be contributing a nominal
amount only in the case of the Bereavement an O grade employee. This amount will be
decided by the committee.
For instance, if an employee in grade E expires, all employees will provide contribution.
Management will contribute 50% of the total contribution by the employees, and 50% of
this total will be given to the family of the deceased employee.
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Similarly, in case of a M4/M5 employee, 75% of the total contributed by employees will
contributed by the management, and 75% of these collective funds shall be given to the
family of the employee.
Who are the beneficiaries?
All Bhaskar employees.
In case of O grade employees, they will be the beneficiaries though they will not
contribute.
Who decides the benefit value?
For O grade, we assure a minimum amount of Rs.1 lakh.
For other grades, the amount is to be decided on case-to-case basis by a committee
comprising:
Group Editor
Group CEO
Group Chief-HR
VP-F&A
National Vertical Head AD sales
National Vertical Head Communications
National Vertical Head SMD
State Heads of MP-CG/Gujarat/Rajasthan/CPH
Mr. Manoj Garg, Corporate (F&A) would be the coordinator. The Coordinator is to
ensure that the total process does not take more than 72 hours.
Doctor at No Fee:
It has been decided to extend the benefit of a doctor to all the employees of the Bhaskar
group at all publication centers.
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What is the scheme?
The doctor would provide medical consultation twice a day, i.e. two hours in the morning
and two hours in the evening. The unit head would decide the timings.
The consultation would be offered at the clinic of the doctor. No separate clinic would be
opened within the company premises.
All the employees would be allotted an ID card without which the doctor would not carry
out medical examination.
Who selects the doctor?
The doctor is selected by a panel of officers at the unit level. This doctor should be a
general physician (minimum qualification MD/MS).
Who is the process owner?
The process owner for this policy is state head/local HR.
Medical Check:
Who is eligible?
All employees (M3 and above) above 40 years of age have to undergo mandatory full
health checkup. This is to create awareness and to discern early health warnings to
determine if anyone needs attention.
Where can be the checkup done?
Checkup must be done through a designated registered diagnostic center. Local HR, in
consultation with the unit head, should establish a local tie-up for the check-up centers.
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When is the checkup to be done?
The person can get the check-up done in any one of the quarters, and must stick with the
chosen quarter or the rest of the tenure with the organization.
The person has to provide a certificate to demonstrate that the check-up has been carried
out. The person does not need to submit the final reports to the organization.
Work Life Balance:
Objective:
Bhaskar understands that employees have personal commitments which they need to
meet. Thus, to assist employees meet their requirements along with the business
objectives; the following guidelines/policies have been designed.
Official Working Hours:
The office timings for all the employees except editorial would be as follows:
Operators and office boys: 9:30am to 5:30pm
Other staff : 10:00 am to 6:00 pm
Managers and above : 10:30 am to 6:30 pm
This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the
employee’s entry time
Recording attendance:
Recording attendance is essential for maintaining leave records and for salary calculation.
Thus, employees are requested to mark their attendance for the convenience of all.
Employees are required to sign against their name everyday in the attendance register. In
case employees are traveling for work, they need to be marked in the attendance register
as ‘T’. if on leave, ‘L’ is entered against their name.
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Employees on leave are required to submit a leave application for approval by manager
except in case of casual leave where the application needs to be submitted after resuming
work.
Is there a grace period?
A 15 minute grace period is allowed for the employees to reach office. Four late marks in
a month results in half leave day deduction.
What if have to go on a call/work directly from home?
In case the person is going directly to another location on business, he/she shall inform
the local admin department or Head of Department of the same.
Leave:
Leave rules will apply to all employees in the Bhaskar group and shall be administered
on financial year basis.
All employees are eligible for seeking Privilege leave. In special circumstances, they may
also take leave without pay (LWP). All classes of leave are granted only at the direction
of the respective managers/HODs. All leaves except casual leave need to be applied for
in advance. State Heads/Unit Heads/HODs will leave carry planning in respect of their
staff and ensure that leave is staggered and spaced out so that the work does not suffer.
In case of a sudden absence, when employees are unable to obtain prior approval, they
are required to inform their manager as soon as possible. In addition, after resuming
work, employees must submit a leave application.
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Type of leave Entitlement for the
year
Accumulation leave Encashment
number(Annual)
Casual 9 No accumulation No
Medical 12 36 days No
Privilege 21 54 days 12
Note
All accumulation in excess of above provision will lapse automatically.
Holidays and weekly-off falling in the duration of leave will not be counted as
part of leave taken, unless taken for more than 10 days.
Leave entitlement for new employees shall be proportionate to the actual days
worked, including paid holidays.
If any employee absents herself or himself from duty without intimation or
sanction exceeding 7 days, the management may at its sole discretion terminate
the employee from its services.
Casual Leave (CL)
Casual leave cannot be availed for more than 3 days at a stretch.
Casual leave would be calculated on annual basis and shall automatically lapse
after the close of the year.
Casual leave is not nonrefundable.
Medical Leave
Medical leave cannot be refundable.
Medical leave availed in excess of entitled/accumulated leave can be adjusted
against PL.
Those employees covered under ESI/Factories Act and there in would not be
covered under this scheme.
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A medical certificate from an authorized medical practitioner would be required
to claim the entitlement.
Privilege Leave
Privilege leave can be combined with Medical leave but not with casual leave.
Privilege leave may be encahsed not exceeding 12 days in a year (only for M
grade employees). Encashment would be affected on the basis of basic salary
only.
Leave without pay
Leave without pay is used in exceptional cases such as long-term illness or any other
emergency, and it must be discussed with and agreed upon by the reporting officer and
HR.
If employees need to take leave after exhausting all the privilege leave available for the
quarter, they can under special circumstances request permission to take leave without
pay.
Maternity Leave
If employees have worked in the company for a period of at least 80 days immediately
preceding the expected date of delivery, then they are entitled to maternity leave in
accordance to the Maternity Act.
Maternity leave can be availed for pre &post natal care during pregnancy and
confinement. The entitlement is as follows (only for the first 2 children):
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Less than 6 months of employment: 7 days
6 to 9 months : 15 days
9 to 12 months : 30 days
1 to 2 years : 45 days
2 to 3 years : 60 days
Beyond 3 years : 90 days
Paternity leave
Employees, who have worked for more than 6 months in the company, are entitled to
take paternity leave of 7 days for the first two children.
Special leave
The organization allows certain special leaves to its employees. These are treated as leave
with pay and are in addition to the normal leaves available:
Death of parent: 10 days
Own marriage : 7 days
Anniversary : 1 day
Birthday (self) : Half day
Entitlement:-
Domestic Travel
Employees are entitled to the reimbursement of the expenses (for both travel and
accommodation) on actual incurred on outstation official travel in India.
International Travel
Travel will be by economy class by air (except for Directors).
Employees are entitled to reimbursement of expenses on actual (for accommodation and
boarding) incurred on official travel outside India. Local transportation would be on
actual basis.
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Employees are also entitled to the Overseas Medical Insurance. This provides indemnity
for expenses incurred for emergency medical treatment for any illness or injury during
the travel period. This benefit is subject to a maximum limit of US$ 1000.
Grade wise Entitlement
M1/and above M1/2& M2/2 M3/1 & M2/2 All other categories
Category-I Category-II Category- III Category-IV
US$ 250 US$ 200 US$ 150 US$ 125
Those traveling to SAARC countries will be paid US$ 100 as daily allowance
irrespective of categories as above.
The following guidelines need to be adhered strictly:
Any special expense to be incurred on the foreign trip, which is over and above
the entitlement allowance as mentioned above, should be clearly stated in the
approval note.
For calculation of above entitlement, number of nights spent in foreign country
will only be considered (nights in flight should be excluded).
50% of the total entitlements drawn as allowance need to be supported by bills.
In case if employee departure from visiting location after 6 pm, then 50% of
daily allowance may be claimed for that day.
Reimbursement of expenses
After the tour, employees are required to submit the Tour Expenses Statement to
Corporate HR/Administration/Corporate F&A within a week from the date of return.
Employees are required to submit air tickets or information on the mode and class of
travel by train or bus and accommodation and boarding bills, in support of reimbursement
claims.
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Recreation
Objective:
To provide its employees a fun environment and a break while at work, Bhaskar has
planned some occasions for celebrating.
Events
Each unit/business office will have a social get together budget that will be used for
celebrating key events or to organize get together or similar social gatherings. The events
will be location specific and the local team will have full discretion to decide on events
within the budget.
Decisions on the events shall be made by the Unit Head in consultation with the Unit
Head of Departments of the verticals.
Administrative
Objective:
This policy aims to extend support to employees for regular jobs related to their routine
work in order to increase efficiency.
Cafeteria
Cafeteria facility is provided at all the publication centers. Broad guidelines are defined
for the functioning and the local units can take a call on operational matters on a day-to-
day basis.
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Guest House
Company-maintained guest houses are operational in Bhopal, Mumbai, Delhi, Jaipur and
Indore.
The guest houses at Bhopal, Delhi and Mumbai are maintained by the corporate office
and hence there are no charges for stay. The employee will be reimbursed 50%DA for the
stay in the guest house.
In case of Jaipur and Indore, there are specific charges for the state staff and if out of
state or corporate staff stays at the state guest house, the charges as applicable or in force
can be debited to the respective offices or headquarters.
Business Cards and E-Mail ID
Business Cards
Corporate/State HR will be responsible and accountable for initiating the printing of
business cards. Business cards must be ready and handled over to the employee
preferably on the first day in office or latest within 7 days of joining.
Reprint of business cards
The number of business cards to be printed in the first lot is decided depending on the job
profile
Marketing/Editorial/HR : 200
Circulation/Production/Admin/Finance: 100
E-mail ID
Corporate/State HR will be responsible and accountable for opening of the e-mail for any
new employee. E-mail must be opened within 24 hours of joining the group.
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What is the protocol on e-mail ID?
Across the group the e-mail ID protocol is:
Corporate offices: [email protected]
State offices/unit: [email protected]
In case there are more than two names-
The person joining later will get the e-mail id will be
First [email protected] or
First-letter-of-surname-first-letter-of-the-middle-name_name@bhaskar.com or
state.bhaskarnet.com
Relocation:
Objective:
Assistance is extended to employees relocating to any office of Bhaskar.
Relocation Reimbursement:
For all employees, relocation expenses will be reimbursed based on the following grid:
Grade Freight
(Including
transport &
Insurance)
Transportation
of car
Family travel Packing
M1 and above Actual Actual As per the class
entitled
Actual
Others 1 Truckload Actual As per the class
entitled
M2:10,000
M3:7,500
M4/M5:5,000
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Employees on deputation:
For employees on deputation, the company extends a deputation allowance,
accommodation and transportation expenses in relevant cases.
For more than one month stay, one return ticket per 30 days will be provided. The
employee will be allowed to have 2 days visit to home, excluding travel time. Once
deputation is over, this facility will be withdrawn and cannot be accumulated. Any
continued stay at a location for more than 60 days will automatically be treated as on
deputation or has to be converted into transfer.
A local SIM will be provided to the employee who is being sent on deputation/project for
more than 10 days by the respective unit. The expenses of this SIM would be borne by
the parent unit itself. For example, if a person A from Bhopal is sent to Punjab on
project/assignments, he/she will be provided a mobile SIM and instrument for Punjab
from the budget of the concerned project.
New Employees:
In case of new appointments, transit accommodation in a hotel or guesthouse would be
provided by Bhaskar for up to 7 days. This period is extendable maximum by another 7
days on approval from the National Vertical Head/State Head.
For transportation of new employee’s household goods and personal belongings to the
appointed location, the amount not exceeding Rs.15000 can be allowed on production of
receipt from the transporters. For M1 and above the reimbursement will be at actual.
This amount would be adjusted / deducted in case the employee leaves the
organization/group within a year of joining.
Privacy and Confidentiality:
Objective:
Bhaskar’s business environment requires information to be kept confidential and the
group also understands the need for employee personal information to be safe-guarded.
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The organization also assumes the responsibility to keep the work environment safe for
both the company and the employees. This policy aims at providing guidelines to
employees in relation to privacy and confidentiality of information.
What information is sensitive?
Any information that, if known by a competitor, could put the company at a disadvantage
should be considered sensitive. Types of sensitive information include but are not limited
to:
Information about past, current, or prospective investor. Unless given prior
authorization, this information can not be disclosed to outsiders except as
necessary to service the investor’s account, or as required by law.
Information concerning the operation of Bhaskar trading strategies.
Profit & loss (P&L) information.
Accounting records.
Drafts of reports and brochures.
Compensation information.
Email related to work and business of the company.
Bhaskar future plans.
Personal information about any employee.
Phone and Email Communication:
Employees are expected to adhere high standards of professionalism in all
communications, whether internal or external, oral or electronic, or through voice mail or
email. Employees are expected to conduct communications as if they creating a
permanent record. In other words, they are expected to be courteous, professional and to
avoid gratuitous comments or discussions, which, when taken out of context, can be
misconstrued or which do not reflect the company’s professional image. Doing so will
help prevent the company being exposed to unwarranted regulatory risks because of
careless comments.
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Access/ID Cards:
All employees will be issued with non-transferable identity cards. The cards need to be
carried by the employee at all times when in the office premises. Not bringing the card to
work consistently will be viewed as a serious breach of security.
In case an employee loses a card, she/he needs to inform the HR/Administration and the
head of department, and a new card will be issued.
Identity cards are sensitive and employee has to take due precaution in handling it. The
employee will be charged for the replacement of the card at 100% of the cost of card for
the first time loss, and 200% of card cost on the second occasion.
In case an employee has not been issued a permanent card, she/he would be issued a
temporary card. When an employee leaves the organization, she/he needs to return the
card to Finance & Accounts as a part of full and final settlement.
PARTING WAYS:
OBJECTIVE:
Bhaskar value its employees and strives to provide an enriching work experience.
However, the organization accepts that there are occasions when the relationship with the
employee can not continue. Separation may occur due to resignation, retirement,
termination or death.
This policy aims at providing the employee and supervisor with important information
regarding separation-process, reimbursement, elimination of personal liability with
responsibility related to aspects such as purchasing, keys, access card, laptops and
vehicles.
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RESIGNATION:-
Resignation is a voluntary separation by the employee if he/she is desirous of leaving the
services of the organization.
All the employees need to inform their manager and HR and are required to give one
month notice in writing or in accordance with the terms of appointment, if they wish to
terminate their employment relationship with the organization.
What is the separation process?
The employee needs to inform his/her decision of resigning to the respective
manager and HR indicating the last date of employment and reason for
resignation.
The manager will discuss his/her reason for resignation and evaluate different
options with him/her.
If, however, after full consideration the employee decides to leave, the manager
will forward the resignation to the HR.
What if the manager takes undue time for forwarding the resignation letter to HR?
The date of resignation shall remain effective from the date the letter was handed over
initially and not when the letter is forwarded. In any case, the manager must forward the
letter within 7 days or must inform the HR department of the resignation and the reason
for delay.
Is there a notice period to be served?
Serving of notice period is a must for every employee. PL available can be adjusted
against the notice period. Notice period can only be waived or negotiated by national
vertical head with justified reason. The reasons that can be considered are:
The tenure of the employee and his credibility while in employment.
Any family or personal emergencies
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The waiver needs to have the sanction of the director. The bonus of the same shall be on
the national vertical head/state head. No other person recommended/process this
adjustment.
What if the employee does not serve the notice period?
Employee, who does not serve the notice period, will be deemed as terminated (to be
communicated officially, no retirement/resignation benefits are availed). Bhaskar
reserves the right of taking the person to court on breach of agreement.
EXIT INTERVIEW:
The exit interview shall take place on any day after acceptance of the letter. The format
of exit interview will include discussions on followings:
Areas of strength of the department/organization.
Areas of weakness of the department/organization.
Feedback on areas of improvement in the department/organization.
Any other suggestions/feedback about the organization.
For grade M3 and above, the exit interviews would be conducted by the corporate
HR.
It will mandatory to conduct exit interviews of all M grade employees and if possible, of
all employees. The business offices will send the copy of the exit interview only to
corporate HR.
Where will the exit interview be carried out?
M1 and above: MD/director, at location convenient to both
M2: Corporate HR Bhopal and national vertical head
M3: Corporate HR Bhopal/state head or unit head
M4 and below: unit head/department head
The exit interview document will be the key input for any reappointment of ex
employees, anywhere in the group.
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When will no-dues certificate be prepared?
The no-dues certificate will be prepared only when the fully filled exit interview form is
made available to the local Accounts and HR department by the concerned HOD.
Who is responsible for scheduling and conducting the exit interview?
Though it’s in self interest of the employee leaving the organization to have the exit
interview done, the responsibility and the accountability rests with the department/unit
head conducted.
When is the final settlement to be made?
Once the final clearance with no dues is confirmed after the exit interview, HR processes
the relieving letter, experience letter and final settlement cheque. Final settlement of the
person has to be made on or before the last date. The process owner for final settlement is
F&A.
RETIREMENT:-
All the employees retire on the last date of the month in which they complete the
retirement age according to the organization’s records. The retirement age is as follows:
M1 and M0 : 65 years
Editorial staff in M1 grade and above: 65 years
For M grade employees : 60 years
For other grades : 58 years
The local HR admin will communicate to all retirement in writing at least 3 months in
advance of the date of retirement. HR and Accounts department will ensure final
statement of accounts at the earliest.
The HR department will inform the employee and the finance department about
his/her last day of employment one month prior to retirement.
The compensation of the employee will be stopped from the date the retirement
takes effect.
All settlements would be processed before the employee leaves.
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RETAINSHIP:
The management may retain an employee in service beyond his/her age of retirement if it
considers that extension of service under retainer ship arrangement would prove valuable
to the group. The MD would approve all retainer ship arrangements.
Maximum period of retainer ship would be 3 years, which can be reviewed/extended for
a period 1-3 years. The notice period will be 1 month either side. The retainer ship
compensation would be fixed as mutually agreed.
INVOLUNTARY SEPARATION/ TERMINATION:
The organization works on the policy of finding and utilizing employees best suited to the
need based on their talent aptitude and attitude. Bhaskar matter policy, will try to create
and find appropriate roles for all the employees.
It may at some stage in rare cases become essential for the organization to terminate the
services of an employee. The organization initiates termination of employee when an
employee is unable to meet the organization’s performance or discipline standards.
MD/Director will be the sole approving for cases of termination in M2 and above. For all
the other grades, it is the HOD/Unit head/functional head, which are authorized to take
such action with due consultation with corporate HR/ national vertical head.
All cases of termination should be processed in accordance with legal/statutory
provisions through the local HR administration
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CHAPTER – 3
3.6 Type of
Research
82
TYPES OF RESEARCH:-
Demographic/Socioeconomic:-
Age, Sex, Income, Marital Status, Occupation
Psychological/Lifestyle:-
Activities, Interests, Personality Traits
Attitudes/Opinions:-
Preferences, Views, Feelings, Inclinations
Awareness/Knowledge:-
Facts about product, features, price, uses
Intentions:-
Planned or Anticipated Behavior
Motivations:-
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Why People Buy (Needs, Wants, Wishes, Ideal-Self)
Behavior:-
Purchase, Use, Timing, Traffic Flow
CHAPTER – 3
3.7 Sample Size
and method of
84
Selecting
Sample
Sample Size and method of selecting sample:-
Universe-
The sample universe is that of relevant for this project includes all the parties
to whom the paper is provided by Dainik Bhaskar.
Data Sources-
Primary – Questionnaire.
Secondary – HR Manual, documents, surveys, case studies & text books on HR Planning
and HR Policies, Internet, Magazines, Newspaper.
Sampling Plan-
Sampling technique-
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Dainik Bhaskar (Print Media) is divided in five major departments (HR & Admin.,
Production, Ad Sales, Finance & Accounts, SMD). We have conducted the survey mainly
in the HR department and we have covered the three hierarchy level of this department
(Top management, Middle management &executive level).
Data collection method:-
Use of questionnaire- questionnaire on HR Planning &HR Policies for different hierarchy
levels of HR department for the whole sample size irrespective of their designations.
Some HR policies are collected from HR manual, the history, background; diversification
etc. about Dainik Bhaskar is collected from documents & surveys. Some information is
gathered while working on projects with different department like HR, Marketing,
Events, and Ad Sales etc.
NOTE-: As far as quality is concerned I tried best to take employees who had spent quite
some time working in Dainik Bhaskar &also sample from three hierarchical levels is
taken to maintain the quality of the survey.
Communication Methods-
1. Interacting with respondents.
2. Asking for their opinions, attitudes, motivations, characteristics.
Observation Methods-
1. No interaction with respondents.
2. Let them behave naturally and drawing conclusions from their
actions.
Communication Methods:-
Surveys
Focus Groups
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Panels
Highly versatile in terms of types of data
Generally more speedy
Typically more cost effective
Electronic media have made observation cheaper
Activities, Interests, Personality Traits
Observation Methods:-
Direct observation
Contrived observation (laboratory)
Content Analysis
Physiological measurement
Electronic methods
Greater objectivity
less researcher bias
More accurate
less “response tendency” or “demand effects”
Limited in terms of what can be observed
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88
CHAPTER – 3
3.8 Scope of
the Study
89
Scope of the Study:-
As with strategic planning, there is no one way to undertake human resource planning.
However, here's a model which relies on gap analysis, and attempts to link human
resource planning to overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your
workforce and planning for projected shortages and surpluses in specific
occupations and skill sets.
Internal Scan: Identify factors internal to the organization that may affect HR
capacity to meet organizational goals.
External Scan: Determine the most important environmental factors expected
to affect workforce capacity, given known operational and HR priorities and
emerging issues.
Gap Analysis: Based on an analysis of the environmental scan and operational
business goals, what are the organization’s current and future HR needs?
Priority Setting and Work Plan: Based on the organization’s priorities,
environmental scan, and HR performance related data:
1) What are the major human resources priorities; and
2) What strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and
publicly) performance results advances our capacity to measure performance, set targets,
and, most importantly, to integrate results information into decision making processes
and determine future priorities.
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CHAPTER – 3
3.9 Limitations
of Study
91
Limitations of Study:-
All employees of Dainik Bhaskar are not covered under the sample size.
It may happen that employees may not have given their honest opinion due to
some reasons.
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CHAPTER – 4
Facts &
Findings
93
Facts & Findings
1. Working environment-: Working environment is an important factor to keep the
employees engages to the organization. Employees need different kind of working
environment at different levels. HR people must keep this factor in mind.
2. Performance appraisal-: Appraising performance should be done in such a way that it
does not threat the employee that any point of time. Otherwise employee motivation
and so employee engagement can come down dramatically.
3. Recognition-: Recognition is important to keep employee motivated and committed to
the organization. Different levels of hierarchy require different kind of recognition.
4. Communication-: Clear upwards and downwards communication is required for the
employee involvement in the organization. Communication barriers can create high
amount of dissatisfaction among the employees and some time it takes the form of
rumors and affect the organization badly.
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5. Relationship-: Interpersonal bonding is essential for getting out of the employees
coaching and mentoring system not only developed the employee but also builds a
moral bonding for better engagement.
6. Transparency-: Transparency in the organization is required at all the levels and it
actually creates a good amount of enthusiasm especially among the middle and
bottom level of management.
7. Compensation-: Compensation is a major factor of motivation. Monetary and non-
monetary compensation can be used wisely to motivate the employees and keep the
engagement level higher.
8. Motivation-: Overall motivation of the employee depends on numerous factors and it
is a most important aspect of employee engagement.
9. Learning and growing opportunities-: this factor is especially important for the
bottom and middle level of management and it ensures long term employee
organization orientation and employee commitment.
CHAPTER – 5
95
Analysis &
Interpretation
1. Do you take services of any other Newspaper..?
Times of India
Rajasthan Patrika
DNA
Economic times
96
Others
27% of the people whom I surveyed also take services of Times of india, 23% use
others, 19% use DNA, 17% use Rajasthan Patrika & 14% use Economic times.
2. Which all services of the Dainik Bhaskar do you use?
Home Services
Purchase on Shops
Internet
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24 hours Available(Free Services)
others
47% of the people surveyed use more than one of the purchase on shop, 14% use only
others, 16% use home services, 15% use Internet & 8% use free services.
3. Are you aware of various DAINIK BHASKAR schemes?
Nil Average Fully
98
Of the people surveyed 55% are averagely aware of the schemes, 29% knew
nothing about the schemes and 16% knew fully about the schemes.
4. How long have you been investing in market?
1-5 years
5-10 years
99
Above 10 years
39% of the people are investing for the period of 5-10 years, 34% for 1-5 years &
27% above 10 years
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CHAPTER – 6
SWOT
101
SWOT
STRENGTHS:-
It launches Every time New and Innovative Products and good
strategic plans.
Fast Service mostly in every Region.
Good Brand Image in Market.
WEAKNESS:-
Low Price.
Do not have access on regional Exchange.
OPPORTUNITIES:-
Now a days use of Short paper is decreasing.
Demand of new books in Market. i.e femina so on.
THREATS:-
Others companies position and competitions with them.
New company products sale in market.
102
CHAPTER – 7
Conclusion
103
CONCLUSION
The works on the Project study was a wonderful experience in my life. The study has
been extremely useful in developing my professional skills and personality. The training
help me a lot to adapt myself to actual working environment and to work in coordination
with the other team members. Further, the guidance, support, cooperation and assistance
provided by my seniors and colleagues at Dainik Bhaskar helped me to better
understand the real working environment. The practical experience gained during the
short period of 10 days will go a long way in achieving my real goal and ambition in my
life.
Different hierarchal level has different responsibilities towards planning of human
resource due to various priority factors.
In Dainik Bhaskar HR department has following priorities for HR planning:
Goal oriented
Responsibility
Relationship
Working environment
Also different hierarchal levels shows different interests:
Top management-: Motivation & Learning & Growing Opportunity, job
challenges, power & authority, designation in the organization.
Middle management- growth opportunity rewards 7 achievement, non-monetary
benefits, and quality of work life, career planning & recognition.
Executive level- working conditions, growth opportunities, monetary & non-
monetary benefits & communication.
104
CHAPTER – 8
Recommendati
on and
Suggestions
105
RECOMMENDATION AND SUGGESTIONS
Dainik Bhaskar has excellent policies for HR Planning although its needs to focus on
certain aspects which are mention in the following:
1. Human resource planning should be properly organized and a separate manpower
planning division must be created.
2. An adequate database should be developed for human resource to facilitate
planning.
3. The quantity and quality of human resource should be stressed in a balance
manner. The emphasis should be on filling future vacancies with the right people
rather than merely matching existing people with the existing jobs.
4. The period of a human resource plan should be appropriate to the needs and
circumstances of Bhaskar.
106
CHAPTER – 9
Appendices
107
APPENDICES :-
QUESTIONNAIRE
1. Do you have a program to assist employees when their personal problems may affect
their on-job productivity (e.g. alcohol or drug related, financial etc.)?
Ans. Yes_____ No_____
2.Are you presently doing performance evaluations for all field employees on a regular
basis?
Ans. Yes_____ No_____
3. Do you communicate regularly with field employees regarding the success of the
company, future job prospects and other issues affecting the company?
Ans. Yes_____ No_____
4.Do you have a well understood pay-for-performance compensation program?
Ans. Yes_____ No_____
5. Do you have a formal or informal orientation program for new employees?
Ans. Yes_____ No_____ No_____
108
6. Do you provide incentives or rewards to employees for bringing forward suggestions
or improving productivity?
Ans. Yes_____ No_____
7. Do you formally recognize field employees with 20 or 25 years service with your
organization?
Ans. Yes_____ No_____
8. Do you conduct occasional surveys of your employees, receiving formal feedback on
company policies, compensation, benefits, employee attitude, etc?
Ans. Yes_____ No_____
9. Do you conduct regular surveys of your competition to ensure your compensation
policies are competitive?
Ans. Yes_____ No_____
10. Do you actively encourage unskilled workers to enroll in apprenticeship
programs and do you attempt to give apprentices varied work experience?
Ans. Yes_____ No_____
11. Does your company offer a pension or retirement savings plan or profit sharing plan
for field employees?
Ans. Yes_____ No_____
12. When hiring field employees, do u screen workers according to skills? Do u do
reference checks on all new hires?
Ans. Yes_____ No_____
13. Do you have a formalized complain resolution process within your company?
Ans. Yes_____ No_____
109
14. How do you compare your brand with DAINIK BHASKAR:-
……………………………………………………………………………………
……………………………………………………………………………………
……………………………………………………………………………………
……………………………………………………………………………………
…………………………………………………………………………………….
CHAPTER – 10
Bibliography
110
BIBLIOGRAPHY
Book References:
1. Human Resource Management- G.S. Sudha
2. Journal- HR Purview
3. HR Manual- Dainik Bhaskar
Internet References:
1. www.hr.com
2. www.citehr.com
3. www.hrps.org
4. www.wikipedia.org
5. www.google.com
6. www.bwbusinessworld.in
7. www.isrinsight.com
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