Project Report Vedant.

VEDANT. S. JOSHI PGDHRM M.G.L.I.
THE PROJECT REPORT On
Human resource planning

With reference to
RAJKOT
Head Office BHOPAL Submitted by VEDANT SHASHIKANTBHAI JOSHI PGDHRM (2010-2011) Submitted To
AHMEDABAD
HR PLANNING AT DIVYA BHASKAR, RAJKOT
DECLARATION BY THE LEARNER
This is to declare that I have carried out this project work myself in part fulfillment of the PGDHRM Program of Mahatma Gandhi Labour Institute. 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:
Name:
ACKNOWLEDGEMENT
HR PLANNING AT DIVYA BHASKAR, RAJKOT 2
Success of endeavor is always due to contribution from different people. I think this is good opportunity for me to thank those nice and wonderful people who have helped me a lot of in my training. My hard work would never shine if I do not convey my heartfelt gratitude to those people from whom I got support and encouragement during this training. I am thank full my inspirational and intellectual guiders for giving me a great opportunity to do training at DIVYA BHASKAR NEWS PAPER, AT- RAJKOT, wish to express my sense of obligation to the management of DB corp. ltd for accepting me for training. Further, greatly thankful to Mr. Sanjay gaur sir (G.M.) and Mr. Jayom Dave (Sr. HR executive) all staff members of Divya bhaskar, rajkot for giving their precious time and valuable guidance to me. And sincerely thank Dr. I.S. Singh sir professor of HRM wing at Mahatma Gandhi Labour Institute. and all other faculties for their encouragement and numerous valuable suggestions on this project work
Finally I would like to express my gratitude towards my professors, my parents and other who helped me directly or indirectly in completing my project work.
PREFACE
Today in this fast developing modern world and also at the arrival of 21st century. We can observe that there has been an incredible development of industries, which are entering in the market with a BIG BANG, with the help of theatrical knowledge. Again in the competitive world only surviving in the market is a big question and only those companies are able to survive skill in an effective and efficient manner. Therefore, practical training is of great impacts. It helps the student to know how the theoretical knowledge obtained can be applied in practice for running a business. We can get that form live project live project played a guiding role to face the challenge. The main objective of this report is to get knowledge about the functions of HRD, to know the welfare activities.
MAIN INDEX
Sr. no 1 2 3 4 5 6 7
Topic Company profile Introduction To Organization H. R. Department Introduction about Human Resource Planning Quality of work life Conclusion Bibliography
Page. no
INTRODUCTION TO THE ORGANIZATION
HISTORY OF DIVYA BHASKAR One of the prominent vernacular newspapers of Gujarat, Divya Bhaskar confidently reaches out to the common people with authentic news headlines of the state. An integral part of the media in Gujarat, the newspaper of Divya Bhaskar play a significant role in covering the various political, social, economic and sports events of the state, nation and the world at large. Divya Bhaskar is divided into several sections of state news, national news and international news. The regional newspaper also caters a complete section to entertainment and media. An important vehicle of sensitizing the local indigenous inhabitants of the various events, Divya Bhaskar provides the local population with comprehensive, systematic and true social, financial and political condition of the state.
The newspaper reports on the numerous sporting events and the final outcome in a completely different section of sports in Divya Bhaskar. Written in chaste Gujarati language, Divya Bhaskar has helped to enhance
the command of the present generation over the vernacular language. Divya Bhaskar has never compromised with the truth and reports facts accompanied with accurate figures, wherever possible.
Divya Bhaskar provides the local people of Gujarat to fearlessly voice their opinions on various matters affecting the state and nation. The reporters of Divya Bhaskar do not hesitate to go to remote and sensitive areas to collect information. The newspaper has effectively used its freedom of expression to report any social or political matter without the interference from various sources. A local newspaper with global outlook, Divya Bhaskar is one of the important platforms for expressing public grievances.

Ramesh Chandra Agarwal (65 years), is the Chairman of our Company. He has been on the Board of our Company since inception. He holds a post graduate degree (Master's in Arts) in Political Science from Bhopal University, Bhopal. He has approximately 42 years of experience in the publishing and newspaper business and has been engaged in the running of our organization for over four decades, having quality of strategic management and business leadership. Currently he is also the Chairman of the Federation of Indian Chambers of Commerce and Industry of the Madhya Pradesh. He has recently been awarded the Rajeev Gandhi Life time Achievement Award in Journalism. Besides, he has been recipient of various awards in past and has been held as within 50 most powerful Business houses by India Today Magazine in 2003, 2006 and 2007.
Our Dreams The dream of Bhaskar Group To emerge as a powerful group in the international media scenario in the next 5-10 years. Though our origin in India and we are rooted in India but our views and conduct are global. We shall study the world media and will follow the
policies, which are unparalleled in the world. We are confident that we shall be able to develop as a strong media group. Our efforts shall not be confined merely to newspapers. We shall move ahead with time and shall reach the heights untouched by others. Our motto The foundation of our operations and strategy rests on the following : Entrepreneurship Ambition Innovation Professionalism
In the future, all our activities shall be influenced by these four values 1. We are fully professional and committed to a goal, our views may be diverse but we respect this diversity in viewpoint. Moreover, our goal is above all this. We shall make sure not to compromise with our values in the process of achieving our goal 2. Every effort made by us shall be focused on progress and entrepreneurship 3. We consider creativity and innovation to be our top priorities. We shall always take care to excel in whatever we attempt and to strive to perform to the best of our potentialities. We will see to it that our performance should be extraordinary, effective and performed with complete dedication and single mindedness 4. We believe in winning and working collectively. We believe in performing something extraordinary and to be second to none. We honour those who are capable in materializing every ambition. In the nutshell, the above values should be a part of all our future strategies 5. We are an organization of the general public, so we give topmost priority to individual and his capacity to contribute 6. We shall provide our consumers with what they need and all our efforts will be directed towards this
7. We admit that learning is the first key (MANTRA) to success. We shall therefore crate an environment, which provides maximum opportunities for people to LEARN 8. Regardless of the type of media we are in, we shall continue to play a positive role in the society
Our Infrastructure
VEDANT. S. JOSHI PGDHRM M.G.L.I. D B Corp Ltd. has developed a world class, state of art with most advanced technology, printing infrastructure in all its where it is not only near the reader but is touching the reader. We have almost 80% color Capability on over all basis with almost 20 premium editions are 100% color Capacity. We have 45 Printing centers with 63 state of the art machines and an installed capacity of approx. 22.55 lacs copies per hour as per the following details:
Only language paper in India having installed high techno quality KBA machines from Germany capable of printing 72 pages all color with 255000 copies per hour 45 state of art printing plant spread across 13 states 20 Premium editions in various state with full color capacity Overall color printing capability of 80% across all plants
FUTURE PLANIING
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Today morning when I received newspaper at home it was having 3D glasses with Divya Bhaskar logo on it. Later on when I go through the news paper I found that the todays edition was having every image printed with 3D technology ant the glasses were provided for 3D experience in newspaper.
Todays edition has been printed with latest KBA printing technology. As suggested by Divya Bhaskar we need to preserve the glasses for more coming 3D issues of newspaper in future. This technology has added a new touch to the newspaper reading. Previously this technology was used by Dainik Bhaskar in Jaipur edition
Divya Bhaskar is equipped with a KBA Prisma, Divya Bhaskar has a print capacity of 2,70,000 copies per hour, fires TechNovas Viostar plates on a Krause LS Jet 300 and uses Micro Inks. It is also equipped with an Idab Wamac mailroom system. I am waiting for more 3D issues of newspapers to come. This initiative of Divya Bhaskar has added a new heights to newspaper reading.
Milestones: 2011
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DB Corp Limited extended its presence to 4th language Marathi with launch of its 60th edition Dainik Divya Marathi newspaper in Aurangabad, Maharashtra on 29th May, 2011.
D B Corp Ltd. launched 59th Edition by launching Dhanbad Edition on 17th Apr. 2011
2010
D B Corp Ltd. launched 59th Edition by launching Dhanbad Edition on 17th April, 2011.
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
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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 Bhaskars Ludhiana edition on Dec 15 Launch of Divya Bhaskars Bhuj edition on July 30, making it the only Gujarati newspaper with seven editions in Gujarat Launch of Divya Bhaskars 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 Bhaskars Baroda edition on Sept 12 Initiated presence in Maharashtra with the launch of Divya Bhaskars Mumbai edition in July Launch of Divya Bhaskars 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
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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 Bhaskars Chandigarh edition on May 07
1999
Launch of Dainik Bhaskars sixth edition of Rajasthan from Kota city, the educational hub of the country.
1998
Launch of Dainik Bhaskars fifth edition of Rajasthan from Udaipur on May 31
1997
Launch of Dainik Bhaskars 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 Bhaskars 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 Bhaskars Bilaspur edition on September 20
1988
Launch of Dainik Bhaskars Raipur edition
1983
Launch of Dainik Bhaskars Indore edition - the first and biggest move outside home town of Bhopal on March 05
1981
Dainik Bhaskars Bhopal edition became the largest news paper of Bhopal City
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1977
Indias 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
Diversification of Bhaskar group:

TEXTILE:
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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 Indias 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.
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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.
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:
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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 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.
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Planning of Human Resources:
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.
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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? 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.
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).
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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 runThe utility of retraining, redeployment and transfers. What the appropriate recruitment levels might be.
down.
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
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elsewhere. But they recognize that while this may have dealt with a shortterm skills shortage, it has not solved the longer 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 The characteristics of those who currently occupy senior positions. The organizations future supply of talent. movement, of recruitment and wastage).
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 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 Reducing staff numbers to remove blockages or forthcoming potential.
deficits. 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.
To operate such systems organizations need: appropriate demand models good monitoring and corrective action processes comprehensive data about current employees and the external labor An understanding how resourcing works in the organization.
market 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
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CHAPTER 3 Growth & Development 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 KRAs are specific to the functional area and provided to each of the employee and to the new employees on joining by their immediate senior.
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The KRAs 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. 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:
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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: Employees 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. Managers 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.
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CHAPTER 4 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.
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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. 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.
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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. The additional money so collected shall be distributed to the family on the 10th of the following month. This would be over and above the contribution from the Employee Contingency Fund. Relocation:
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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 organizations records. The retirement age is as follows: M1 and M0 For M grade employees : 65 years : 60 years Editorial staff in M1 grade and above : 65 years
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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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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:

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.
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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 companys 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 employees 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. 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 individuals 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. Midyear 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. 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.
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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.
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 employees 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?
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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. 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
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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. 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.
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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.
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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 programs 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.
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
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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. 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 :
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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 Bhaskars 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. 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 M3/M2 department E, S, O grade : Location Head/HOD/Local HR& Admin Department : MD/Director/Group Chief HR : Group Chief HR/National vertical Head/State Head
Other M grades: State head/Location Head/Designated official of local HR
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)
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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. 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
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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.
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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. 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 candidates resume and a cover letter to the Corp HR. the cover letter should give a brief summary of the employees association with the candidate. Please use the
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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.
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 S E M4, M5 M3, M2 M1 and above 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 Rs.1000 Rs.2000 Rs.3000 Rs.5000 Nil
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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.
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--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 Below M3 Education check Most Graduation or Post Graduation) Previous Medical Age record Criminal employer test Case to To record be Matriculation Self birth disclosure
relevant(i.e. Case basis carried affiliated doctor only
out by an certificate
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M3 above
and Most Graduation or ) post Graduation
Case
to To
be Matriculation Self birth disclosure
relevant(i.e. Case basis carried affiliated doctor only
out by an certificate
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: M3 and above M4, M5 E &S Management trainees Ex-employees 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. : Nil : Nil : 3 to 6 months : 6 to 12 months : 6 to 24 months
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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 M4 and M5 : 2 months : 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. Who is a buddy?
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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.
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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 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,
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hotel stays, free refreshments, leisure activities on work time (golf, etc.), stationery, allowances for lunch, andwhen multiple choices existfirst 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:
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.
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
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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.
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. 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.
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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 Managers and above : 10:00 am to 6:00 pm : 10:30 am to 6:30 pm
This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the employees 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.
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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. 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.
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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. 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.
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Casual Leave (CL) Medical Leave Privilege Leave Leave without pay Maternity Leave Paternity leave Special leave 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 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
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information on the mode and class of travel by train or bus and accommodation and boarding bills, in support of reimbursement claims.
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.
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] 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. 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
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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. Relocation: Objective: Assistance is extended to employees relocating to any office of Bhaskar. Relocation Reimbursement:
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For all employees, relocation expenses will be reimbursed based on the following grid:
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
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extendable maximum by another 7 days on approval from the National Vertical Head/State Head. For transportation of new employees 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: Bhaskars business environment requires information to be kept confidential and the group also understands the need for employee personal information to be safe-guarded. 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
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except as necessary to service the investors 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 companys professional image. Doing so will help prevent the company being exposed to unwarranted regulatory risks because of careless comments. 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
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personal liability with responsibility related to aspects such as purchasing, keys, access card, laptops and vehicles.
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?
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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 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:
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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.
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?
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Though its 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 organizations records. The retirement age is as follows: M1 and M0 For M grade employees For other grades : 65 years : 60 years : 58 years
Editorial staff in M1 grade and above: 65 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.
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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. 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
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of employee when an employee is unable to meet the organizations 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
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.
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1. Different hierarchal level has different responsibilities towards planning of human resource due to various priority factors. 2. In Dainik Bhaskar HR department has following priorities for HR planning: Goal oriented Responsibility Relationship Working environment 3. 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.
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CHAPTER 8 Recommendation and Suggestions
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.
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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.
Bibliography
Book References: 1. Human Resource Management- G.S. Sudha 2. Journal- HR Purview 3. HR Manual- Dainik Bhaskar
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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
Evangetech Infra Facility Pvt. Ltd. > 2Nd Floor Super Plaza, Above Bank of India, > Sandesh Press Road > Vastrapur Ahmedabad 380054 > Contact Person: Nitin Gupta Interview Timing : 9.00 AM to 6.00 PM > Regards, > Nitin Gupta > +917878005904
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VEDANT. S. JOSHI PGDHRM M.G.L.I.

THE PROJECT REPORT On

Human resource planning

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

DECLARATION BY THE LEARNER

VEDANT. S. JOSHI PGDHRM M.G.L.I.

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

HR PLANNING AT DIVYA BHASKAR, RAJKOT

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

INTRODUCTION TO THE ORGANIZATION

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

VEDANT. S. JOSHI PGDHRM M.G.L.I.

VEDANT. S. JOSHI PGDHRM M.G.L.I.

HR PLANNING AT DIVYA BHASKAR, RAJKOT

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

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Entry in Punjab with launch of Amritsar and Jalandhar edition on Oct 08

HR PLANNING AT DIVYA BHASKAR, RAJKOT

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

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Launch of Dainik Bhaskars fifth edition of Rajasthan from Udaipur on May 31

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Launch of Dainik Bhaskars Bilaspur edition on September 20

Launch of Dainik Bhaskars Raipur edition

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

Dainik Bhaskar launches its first edition in Bhopal on August 13

Diversification of Bhaskar group:

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

OIL EXTRACTION AND REFINNING:

FMCG: Bhaskar Venkatesh: Engaged in the marketing of salt.

CABLE TV: Bhaskar Multinet Ltd.:

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

FM RADIO: 94.3 FM:

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

REAL ESTATE: Aditya Avenue, Bhopal:

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HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

Planning of Human Resources:

Here's another definition, perhaps a bit simpler:

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

VEDANT. S. JOSHI PGDHRM M.G.L.I.

How are the staffs you need to be acquired?

HR PLANNING AT DIVYA BHASKAR, RAJKOT

VEDANT. S. JOSHI PGDHRM M.G.L.I.

HR PLANNING AT DIVYA BHASKAR, RAJKOT