PROJECT REPORT ON HUMAN RESOURCE PLANNING IN DAINIK BHASKAR

MADE BY NAME REGISTRATION NO. SUBMITTED TO PGDHRM

Acknowledgement It was a enriching and learning experience for me to do this Project. I would li ke to acknowledge all those people who have continuously guided me throughout an d helped me in completion of my project Human Resource Planning in Dainik Bhaskar Limited. I am obliged to the faculty/ guides of SCDL and my seniors for being extremely patient, for guiding me right from the inception till the successful completion of the project. I sincerely acknowledge them for extending their valuable guidan ce, support for literature, critical reviews of project and the report and above all the moral support they had provided to me with all stages of this project. I would also like to thank to all the respondents who have helped me for collect ion of data, for their honest participation in the Research and helped me direct ly or indirectly in successful completion of this study for their help and coope ration throughout the project.

Date: Name: Reg. No.

PERFACE

To understand the HR Planning first we have to clear the meaning of planning and HR separately. A British Foreign Office official looking back over a career spanning the first h alf of the twentieth century commented: Year after year the fretters and worriers would come to me with their awful predictions of the outbreak of war. I denied it each time. I was only wrong twice! Some would see this as the arroga nt complacency to be associated with planners. Critics think of the inaccuracy a nd over-optimism of forecasting the hockey stick business growth projections. They regard planning as too inflexible, slow to respond to change, too conservative in assumptions and risk averse. These points are made about any sort of planning . When it concerns human resources, there are the more specific criticisms that it is over-quantitative and neglects the qualitative aspects of contribution. The issue has become not how many people should be employed, but ensuring that all m embers of staff are making an effective contribution. And for the future, the qu estions are what are the skills that will be required, and how will they be acqu ired. []

DECLARATION BY THE LEARNER

This is to declare that I have carried out this project work myself in part fulf illment of the PGDHRM Program of SCDL. The work is original, has not been copied from anywhere else and has not been su bmitted to any other university/Institute for an award of any degree/diploma.

Date: Place: Jaipur e:

Signature: Nam

TABLE OF CONTENTS

Chapter Chapter Chapter 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 Chapter Chapter Chapter Chapter Chapter Chapter Chapter

- 1 Introduction to the Industry ...6 - 2 Introduction to the Organization ..12 3 Research Methodology ..21 Title of the Study ..22 Planning of Human Resource....24 Growth and Development at Bhaskar....30 Recruitment ...33 Objective of the Study ..37 Type of Research ......80 Sample size and method of selecting sample ....82 Scope of Study ..86 Limitations of Study .........88 4 Facts & Findings ...90 5 Analysis and Interpretation ...92 6 SWOT ....97 7 Conclusions ...98 8 Recommendation and Suggestions ..100 9 Appendices .. ...103 10 Bibliography ......106

CHAPTER - 1 Introduction to the Industry

INTRODUCTION TO THE INDUSTRY:BACKGROUND: 3358 crore media house with 10,000- manpower strength & 160 offices all over Ind ia has daily newspapers 2 stand-alone weeklies & 1 magazine in 10 states of the country. Bhaskar is the largest read newspaper group in India with 2.97 crore re aders. 28% potential of India with Bhaskar markets. The company board consists o f Mr. Ramesh Chandra Agarwal, Chairman, Mr.Sudhir Agarwal, Managing Director, an d Mr. Girish Agarwal & Mr. Pawan Agarwal, Directors.

Daily newspapers (broadsheets) - Dainik Bhaskar, Divya Bhaskar, Saurashtra Samac har, Prabhat Kiran, DNA & DNA Money. Weeklies (tabloid) - Divya Bhaskar- New York & Indore editions. Magazine (Monthly) Aha! Zindagi Hindi & Gujrati & Lakshya (New Magazine), ME. Magazine (Bi-monthly) Young Bhaskar, Bal Bhaskar. Magazine (Weekly) SHE The group uses latest ERP solution software application product (SAP) to integra te all departments in every editions of newspaper.

LITRATURE REVIEW Dainik Bhaskar- the fastest growing print media group in the country today, bega n its journey with a four- page newspaper form Bhopal (MP) in 1958 as one of the business by the family by Late Dwarka Prasad Agarwal, the father of the chairma n, Shri Ramesh Chandra Agarwal. Ever since, Dainik Bhaskar launched its edition one after the other in MP. Gwalior in 1967, Indore in 1983, Jabalpur in 1987. 90s witnessed value addition to its editions after Mr. Ramesh eldest son; Sudhir Agarwal started his involvement in day-to-day operations. Further, launched its edition from Raipur in 1992 followed by Bilaspur in 1993. This was the time when Mr. Ramesh officially inducted Shri Sudhir Agarwal & his younger brother Mr. Gi rish Agarwal into business. Mr. Sudhir Agarwal had a passion for editorial & Mr. Girish Agarwal preferred to take part into core marketing. After achieved no. 1 status & strong leadership in 1995 in MP, the group identif ied Rajasthan as a potential market in December 1996, launched its Jaipur editio n with net paid sale of 1,72,933 copies on day one. Jaipur launch of Dainik Bhas kar created a history in the Newspaper Industry, which is now a Case Study in the top business school in India. At that point of time the youngest son Shri Pawan Agarwal, after graduating from United States plunged into the business & Dainik Bhaskar took the root of information technology & cable television. In 1997, Dai nik Bhaskar launched its Ajmer, Jodhpur & Bikaner editions followed by Udaipur i n 1998 & Kota in 1999. Since 1996, father &sons began transforming the group into a customer centric or ganization. Keeping this in mind, Dainik Bhaskar launched its Chandigarh edition in mid 2000 adopting Hinglish language pattern in editorial contents. Today it is the no. 1 newspaper in Chandigarh, Panchkula, &Mohali. In the same year, Bhaska r entered into Haryana and captured the spillover market by launching its editio n in Panipath & Hissar followed by Faridabad edition. After achieving the leadership position in Hindi- belts, the group entered into the state of Gujarat- a non Hindi market, where local players are formidable. T he group launched its Gujarati newspaper, Divya Bhaskar in Ahmadabad in June 200 3 is a Case Study with IIM-A for its first day net paid sale of 4, 52,000 lakh cop ies. In 2004 Divya Bhaskar further launched its edition in Surat &Baroda and Raj kot in early 2005. In Sep. 2004, Bhaskar group had taken over another Gujarati n ewspaper Saurashtra Samachar in Bhavnagar- the leading newspaper in Saurashtra reg

ion. In just two years Divya Bhaskar has become the no.1 in Ahmadabad, Baroda & Surat in terms of leadership. Also launched its North America edition from New Y ork in May 2004. After setting many new trends in Hindi & Gujarati market, Bhaskar group, in asso ciation with Zee, launched its English newspaper DNA (Daily News & Analysis). In July 2005 with a circulation of 3 lakh + copies per day. In sep. 2004, the group has also launched a monthly complete Hindi magazine Aha Z indagi for positive & good life. Today the magazine enjoys circulation of 1.35 la kh copies with 5.95 lakh readers. Over a period, the group has diversified its business into Textile, Solvent Extr action, Job Printing, FMCG, and IT & Family entertainment. As of today Bhaskar g roup is a 4000 crore company.

Principles of Bhaskar group 1) Their actions and thoughts are based on the following principles: Entrepreneurship Ambition Innovation Professionalism 2) They are totally professional and committed to a goal. There might be di fferent ideas among them, but they respect these diverse ideas. 3) Their every effort will be focused on progress and entrepreneurship. 4) They give utmost importance to creativity and innovation. They should al ways endeavor to do anything better than before, it should be special, should be effective and should be done with total commitment. 5) They believe in winning and teamwork. They believe in delivering and a lways respect those who are capable of implementing every idea. 6) They as an organization are totally committed to employees. 7) They should provide their consumers, what they need or which they requir e. 8) They would play a positive role in the society, no matter in what medium they would be in. Publication centers of Dainik Bhaskar publications Total publication centers Hindi : 32 Gujarati : 9 Total states covered : 10 Total readership : 2.67 crore (source NRS 2006) Total no. of employees : 10000 + Turnover of the group : over 2200 crore

FOUNDER Late Mr. Dwarka Prasad Agarwal

CHAIRMAN Mr. Ramesh Chandra Agarwal MANAGING DIRECTOR Mr. Sudhir Agarwal DIRECTORS Mr. Girish Agarwal & Mr. Pawan Agarwal

CHAPTER - 2 Introduction to the Organization

INTRODUCTION TO THE ORGANIZATION Diversification of Bhaskar group: Textile Oil Extraction and Refining FMCG Cable TV Family Entertainment Art and Culture Event promotion and Retail marketing Education FM Radio Multi Media Desk Real Estate Shopping Mall TEXTILE: IN 1996, Bhaskar had diversified into textile and set up spinning unit at Mandi deep, near Bhopal, Dist. Raisen, MP in the name & style of M/s. Bhaskar Industri es Ltd. The business has since grown into an integrated source with spinning, we aving and processing facilities that compare with the best in the world. The pla nt was awarded the ISO 9002 certificate for total quality control in 2002 and Bh askar 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. I t now includes edible oil refining and processing of vanaspati ghee as well. Dis tributed 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 la kh) and a C&S household population of over 5 lakh. The group is having its own w ell equipped studio with all modernized equipments. This is the First network in India using digital network. FAMILY ENTERTAINMENT :Sun City: The family entertainment center set up by Bhaskar group at Gwalior situated in t he heart of the city, the 15 acre complex is the only recreation center in the t own. Sun City brightens visitors experience with a blaze of cheery leisure optio ns including food courts, a shopping mall, virtual and live shows, celebrity sho ws, adventure rides, boating and 3D cinema. ART& CULTURE: Abhivyakti Abhivyakti is the cultural arm and nonprofit center sponsored by the Bhaskar gro up. It provides aspiring artists of all age groups with instruction and faciliti es to develop and project their talent. Abhivyakti functions like an event manag ement organization focused on establishing a platform for artists to learn and p erform.

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 vall ey 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 affilia ted to the ICSE board. Bhaskar group is making The Sanskar valley school the des tination of choice for all those who care about education. FM One of the . MY FM is - a wholly RADIO: 94.3 FM: most exciting and the fastest growing brand in FM radio space is 94.3 the FM radio station network of Synergy Media Entertainment Ltd, SMEL 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 80 0000 sq. ft. having a huge parking space. Highlights: One hypermarket on single level. Three department stores. Nine superstores and 90 vanilla stores. 11F&B outlets + 50400 sq. ft. food court. Five screen, 1300 seat multiplex. 20,250 sq. ft indoor family entertainment center. Milestones: 2009 Inauguration of Bhaskar Print Planet at Changodar, Ahmadabad by Narendra Modi, chi ef minister, Gujarat, on November 13, 2009 Installation of KBA printing machines imported from Germany at Jaipur and Ahmada bad 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, R aipur, New Delhi, Panipath, Jalandhar and Ludhiana with separate editions for ea ch of these cities Launch of Dainik Bhaskar editions in Pali, Nagaur, Bhilai, Ratlam and Shimla Launch of DNA in Jaipur as a franchise by DB Corp Ltd Launch of editions of DB Star in Bhopal and Indore MY FM consolidates its network with 17 radio stations in 7 states, across India 2007 Launch of DB Gold the first compact newspaper in Gujarati from Surat Launch of DNA in Ahmadabad and Surat as a franchise by DB Corp Ltd Launch of Young Bhaskar Magazine for children and Lakshya, a career magazine MY FM enhances its reach to 14 cities across India Launch of Dainik Bhaskars Ludhiana edition on Dec 15 Launch of Divya Bhaskars Bhuj edition on July 30, making it the only Gujarati new spaper 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 Inception of DB Corp Ltd, pursuant to the demerger of publishing business of Wri ters and Publishers Limited (WPL) The Dainik Bhaskar group won license from Ministry of Information and Broadcasti ng for launch of radio business, through their subsidiary, Synergy Media Enterta inment 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 a nd positive thinking In their first merger and acquisition, the Dainik Bhaskar group acquired Saurasht ra 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 editio n 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 o f 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 publicati on in Ahmadabad city 2001 Dainik Bhaskar Group further consolidated its position by launching Faridabad ed ition, 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 educatio nal 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 strate gic direction and growth plans of the company 1995 Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and was dec lared 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 hom e town of Bhopal on March 05 1981 Dainik Bhaskars Bhopal edition became the largest news paper of Bhopal City 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

CHAPTER 3 Research Methodology

CHAPTER 3 3.1 Title of the Study

There are others, though, that still regard the quantitative planning of resourc es as important. They do not see its value in trying to predict events, be they wars or takeovers. Rather, they believe there is a benefit from using planning t o challenge assumptions about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit wish to get better integration of decision making and resourcing across the whole organization, or greater influence by th e centre over devolved operating units. Cynics would say this is all very well, but the assertion of corporate control h as been tried and rejected. And is it not the talk of the process benefits to be derived self indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether these criticisms are fair or not, supporters of human res ource planning point to its practical benefits in optimizing the use of resource s and identifying ways of making them more flexible. For some organizations, the need to acquire and grow skills which take time to develop is paramount. If the

y fail to identify the business demand, both numerically and in the skills requi red, and secure the appropriate supply, then the capacity of the organization to fulfill its function will be endangered.

CHAPTER 3 3.2 Planning of Human Resources

Planning of Human Resources: DEFINITION OF HR PLANNING: THERE ARE MANY WAYS TO DEFINE HR PLANNING, OR EXPLAIN WHAT IT IS, BUT THE FOLLOW ING 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, VISIO N, 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 SK ILLS, EXPERIENCE AND COMPETENCIES IN THE RIGHT JOBS AT THE RIGHT TIME AT THE RIG HT 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 AR E CAPABLE OF COMPLETING THOSE TASKS THAT HELP THE ORGANIZATION, REACH ITS OBJECT IVES. 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 manager s: 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 plan ning techniques can be applied to four key problems. It then concludes by consid ering 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 und

er utilized staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched, making it hard or impossible to meet production or service de adlines 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 me an 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 o r office. 2. Retaining your highly skilled staff :-Issues about retention may not have bee n 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 s taff are being lost. This will cost the organization directly through the bill f or separation, recruitment and induction, but also through a loss of long-term c apability. Having understood the nature and extent of resignation steps tify the situation. These may be relatively cheap and simple reasons for the departure of employees have been identified. on whether the problem is peculiar to your own organization, oncentrated in particular groups (e.g. by age, gender, grade can be taken to rec solutions once the But it will depend and whether it is c or skill).

3. Managing an effective downsizing programme:This is an all too common issue for managers. How is the workforce to be cut pai nlessly, while at the same time protecting the long-term interests of the organi zation? A question made all the harder by the time pressures management is under , both because of business necessities and employee anxieties. HRP helps by cons idering: The sort of workforce envisaged at the end of the exercise. The pros and cons of the different routes to get there. How the nature and extent of wastage will change during the run-down. The utility of retraining, redeployment and transfers. What the appropriate recruitment levels might be. Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet target s established. If instead the CEO announces on day one that there will be no compulsory redunda ncies and voluntary severance is open to all staff, the danger is that an unbala nced 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 care er paths disappear. They have had to bring in senior staff from elsewhere. But t hey recognize that while this may have dealt with a short-term 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 unde rstand:

 uitment

The and The The

present career system (including patterns of promotion and movement, of recr wastage). characteristics of those who currently occupy senior positions. organizations future supply of talent.

This then can be compared with future requirements, in number and type. These wi ll of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will sh ow surpluses and shortages which will allow you to take corrective action such a s: Recruiting to meet a shortage of those with senior management potential. Allowing faster promotion to fill immediate gaps. Developing cross functional transfers for high fliers. Hiring on fixed-term contracts to meet short-term skills/experience deficits. Reducing staff numbers to remove blockages or forthcoming surpluses. Thus appropriate recruitment, deployment and severance policies can be pursued t o meet business needs. Otherwise processes are likely to be haphazard and incons istent. The wrong sort of staff is engaged at the wrong time on the wrong contra ct. 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 organ izations 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 market An understanding how resourcing works in the organization. If HRP techniques are ignored, decisions will still be taken, but without the be nefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnot iced. As George Bernard Shaw said: to be in hell is to drift; to be in heaven is to ste er. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plan.

CHAPTER 3 3.3 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 knowledgeabl e 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 spec ific to the functional area and provided to each of the employee and to the new employees on joining by their immediate senior. The KRAs are in sync with the org anizational goal, job responsibility and the performance expected from the emplo yee. When is the appraisal carried out? Appraisal is carried out on an annual basis in March and October for the financi al year gone by, or for the designated period on case to case basis. Employees j oining Bhaskar are informed of their appraisal period in their offer letter. Example: for the employee joining 1st April to 30th September 2007, the appraisa l will be in March 2008. On the other hand, for the employees joining between 1s t October 2007 to 31st March 2008, the appraisal will be in October 2008 and the n next in March 2009. Who does the appraisal? Appraisal is done by the immediate reporting designation. And any issue\disagree ment 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 strengt hs, and their personal development. This policy is applicable to all employe es of Bhaskar at all the locations. Criteria used for nomination for training: Training needs will be identified during the performance appraisal process by th e appraisee and appraiser. It may also be accomplished through training needs su rveys undertaken by the HR department from time to time. The criteria used for t he 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 com munication 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.

 oyee.

State head/Unit head or HOD and corporate HR. It must be ensured that the equal opportunity is provided to each deserving empl

The role of HR in the training nomination process will be: If budget is available and the vertical Head approves, the nomination shall be e ffective under information to HR. Check advice if the nominations by mangers or otherwise become too polarized on the people who are being nominated.

CHAPTER 3 3.4 Recruitment

Recruitment: Special sanction is required in case of manpower budget overrun in terms of numb er or budget overrun. Relatives of employees cannot be assigned to the same function and/or with direc t 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 an y interviewer of Bhaskar in past six months. As a policy, Bhaskar discourages candidates who frequently change jobs in thei r career. It recognizes that the organization invests time and energy in training people a nd hence discourages the practice of frequent job changes. Bhaskar shall not consider any employee in M grade that has changed more than th ree jobs in two years/four jobs in six years. Orientation & Induction: HR inducts employees in Bhaskar on the day of joining through an informal induct ion program is designed to familiarize the employees with organization and its m embers 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 l

ocal HR head or the Accounts department, can inform the corporate of HR of the m ishap. The unit head or the local HR dept. will provide complete information with the n ecessary 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/corpor ate office and business office for the mandatory contribution. The amount as on the date shall be deemed collected and the equivalent amounts s hall be debited to the respective offices. This is to cut the delay in actualiza tion 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 any one 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: Proposal of transfer of employee up to the M4 grade has to be in principle appro ved 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 th e 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 Nati onal 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 r elocation allowance across all the grades. This would not be applicable if the t ransfer is on employee request. Retirement: All the employees retire on the last date of the month in which they complete th e retirement age according to the organizations records. The retirement age is as follows: M1 and M0 : 65 years Editorial staff in M1 grade and above : 65 years For M grade employees : 60 years For other grades : 58 years The local HR admin will communicate to all retirement in writing at least 3 mont hs 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 ta

kes effect. All settlements would be processed before the employee leaves.

CHAPTER 3 3.5 Objectives of Study

Objectives of Study:Performance Appraisal Performance appraisal, also known as employee appraisal, is a method by which th e job performance of an employee is evaluated (generally in terms of quality, qu antity, cost and time). Performance appraisal is a part of career development. Performance appraisals are a regular review of employee performance within organ izations. 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. 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 ratin g system whereby managers are asked to score an individual against a number of o bjectives/attributes. In some companies, employees receive assessments from thei r manager, peers, subordinates and customers while also performing a self assess ment. This is known as 360 appraisal. The most popular methods that are being used as performance appraisal process ar e: 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 conscientiousne ss, are also commonly used by businesses. The scientific literature on the subje ct 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, th ey make it difficult for a manager to provide feedback that can cause positive c hange in employee performance. This is caused by the fact that personality dimen sions 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 i ntegrity may stop lying to a manager because they have been caught, but they sti ll have low integrity and are likely to lie again when the threat of being caugh t is gone. 2) Trait based systems, because they are vague, are more easily influenced by of

fice 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 cl aims because a manager can make biased decisions without having to back them up with specific behavioral information.

Promotion policy:Eligibility: To be eligible for promotion under this policy, the employee should be undergoin g any punishment or warning for misconduct under the companys rules/standing orde rs. The warning to any candidate shall always be in written mode. The warning ca n 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 th at the employee fulfills the eligibility criteria for the vacant position. A reclassification of the employees existing designation as a result of the emplo yee 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 ap praisal cycle. Promotion should take place only at the annual appraisals. Mid-year promotion in exceptional cases may be considered solely at the discretion of the MD/Director . The final approval authority for promotion is M1 and above: MD/Director M3/M2: National Vertical Head/ State Head Other grades: State Head/unit Head Number of promotions will be determined by the number of vacancies to be filled in the organization. Appraisal committee An appraisal committee will be responsible for various levels of promotion at th e state level/unit. The committee will comprise of the heads of 6 verticals at s tate level. The appraisal committee will discuss all the recommendations for pro motions 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 wi de communication will be through intranet/samvaad.

First right of position: At Bhaskar, an existing employee shall be first considered for filling up any va cancy that arises in the organization. For such a process the candidate must hav e completed one assessment/appraisal cycle. If a suitable internal candidate is not found for the vacancy, it will b e sought to be filled by an outside candidate. Career development:-

Sponsoring further education :Bhaskar believes that learning and development is the responsibility of the orga nisation as well as the employee. The company supports employees who wish to con tinue 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 Corpor ate HR. The HOD will decide and recommend if the course is relevant for the curr ent 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 suppor ted 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 fo rm 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 opportunitie s. What if the institute If the desired course h the department head final decision within is not listed? is not in the current list, the candidate can apply throug for the review with the corporate HR. HR will communicate 7 days of such review request.

What if an employee wants to take a second course? An employee is eligible for the second course after a gap of 2 years of having s uccessfully completed the earlier course. Course Reimbursements: The company will reimburse a maximum of 3 months basic or INR 150000. All expens es will be covered. The employee will have to first pay the course fee himself. All the reimbursemen ts 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 docum ent (certificate, letter etc) from the institute with clear comments on his perf ormance 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 organiza tion for post course compliance of service period. What if employee leaves earlier? If the employee fails to complete the 18 months tenure then he/she will have to reimburse the entire amount to the company with 18% interest or the rate of inte rest discussed and agreed upon between the employee and the organization. Employees, who stay with the organization for a period of less then one year, wi ll have to pay the entire reimbursements paid by the company, Employees, who stay with the organization for a period of grater than a year, bu t 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 f or: A maximum of 14 days leave (Saturdays, Sundays and Holidays in between this cont inuous leave period shall be counted) for preparing for the examination. Employees enrolled into a course with semester system of learning shall be allow ed two set of leaves totaling 14 days subject to the person having passed the ea rlier 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 requis ite PL in the leave account for adjustment that is if the person takes 10 out of the maximum possible 14 days leave. 5 days shall be treated as leave with pay, and 5 days shall be adjusted against his/her PL. Training and Staff Development: Where does Training and Staff Development fit with Human Resources Planning? When companies have well thought out and useful human resource plans, it allows them to move training and staff development from a hit or miss process to one th at is also strategic, organized, and designed to contribute to the company s bot tom line. Much that passes for training in corporations yields no value at all to the comp any 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 a lso makes sense to choose the kinds of training that will result in employees be ing better contributors now, and also better contributors in the future. A sound human resources plan will anticipate the skills that will be needed in t he future, identify gaps in skills that are present, and will be needed, and the n plan for the development of staff in advance, so that the skills will be avail able when required. Training identification process:The department heads will identify training needs for various incumbents their r espective departments at the time of performance appraisal. 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 c ompany notice board.

The HR department will consolidate the requests and notify the concerned departm ents of the final schedule. They will also make the necessary administrative arr angements. Every state and Unit has local training budget. Heads of the departments are adv ised 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 p rograms 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 s ame will be attached with the nomination form. Is there a training feedback system? On completion of the training, all employees will submit training feedback forms to the Corporate/State HR department within 7 days. What if feedback is not provided? If the same is not provided the employee forgoes the opportunity of being nomina ted 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 app roved 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 requ est with justified reasoning should be routed through corporate HR. A human resource requisition from has to be raised for any manpower requisition, whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR or the HR web portal. Bhaskar hires through the following procedures: Campus recruitment Off-campus recruitment Employee referral Internal job postings For all prospects within the group, a personal information sheet needs to be doc umented. 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 tal ents 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, an d 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/Corpor ate HR.

Who will handle the recruitment? Only employees in grade M2 and above will take part in the campus selection proc ess. If there is more than one person involved, than the senior most person of t he vertical will lead the team. Selection Steps and Available time : Time is at a premium when carrying out on campus interviews because the entire p rocess 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 o f introduction and presentation is not allowed. If senior alumni of the chosen i nstitute are part of the group, one of them will be encouraged to make the prese ntation. 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 introduc ed after the group has evaluated and created its internal benchmarks by administ rating 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 select ing the candidate is attitude; it will be determined the qualities that are core to Bhaskars culture. This is an integral part of evaluation. 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 organization al and career aspects that are relevant to the field for which the candidates ar e 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 ca ndidates 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 te ntatively 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 en

d of all the interviews. The academics (scores), written test performance, and i nterview performance are all considered in making a final decision. Off- Campus Recruitment: Recruitment for employees in M3 grade and above would be accomplished in consult ation 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 lev el co-ordination with the Corporate HR department/Local HR and administration. Selection authority: M1/M0 : MD/Director/Group Chief HR M3/M2 : Group Chief HR/National vertical Head/State Head Other M grades: State head/Location Head/Designated official of local HR departm ent E, S, O grade : Location Head/HOD/Local HR& Admin Department Editorial (M Grade) All editorial unit level recruitment shall be handled by the State Editor/Reside nt Editor in consultation with the group Editor. The Group Editor shall also be responsible for recruitment for editorial positio ns above the M3 level. HR interaction will be limited to check attitude and culture fit. Accounts and Finance, IT and HR (M Grade) Specific approval of the Corporate Vertical Head is a must. Functional competencies shall be the Vertical Head or a person designated by him . HR will take care of the attitude and culture fit. Every interview held for any M grade position across the group from 15th April 2 007, shall be documented and be available with comments on the candidates along with the reasons for selection or rejection. These reasons shall be documented a nd be available with Corp HR will revert within 48 hours. A list of candidates interviewed in the past shall be readily available with Cor p/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 t wo years from the date of exit from any of the locations of Bhaskar group. In ca se there is a situation leading to the reappointment, he/she can only join on th e same salary which was paid to the candidate on his/her last working day in the group. There will be no enhancement in salary or up gradation or change in desi gnation. This period would be limited to one year if the employee has joined a m edia house outside the state/within the state. Recruitment Consultants: Bhaskar group uses the services of recruitment consultants to seek suitable cand idates for appointment. HR has set guidelines and relationship build-in with the selected set of recruit ment agencies at every location. These guidelines provide the basis of an intera ction meant to present a positive image of our organization. These guidelines mu st be adhered while dealing with the consultants. The job description or the brief has to be in detail defining roles and responsi bilities for the vacancy in process. Every communication should be in writing an

d should be sourced through only the authorized HR personnel. Recruitment consultancy should be kept in the loop of pre-interview &post interv iew periods and feedback should be given to the consultant. While negotiating the salaries, grade and designation, in case of the appointmen t 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 sho uld be sent to the recruitment consultant for their records and raising the invo ice, which again should be paid as per the terms of contract. All contracts or agreements with placement agencies should be in writing reviewe d each year in March. A copy of the State/Local contracts should be available wi th Corp HR. Employee Referral: The aim of the program is to make the recruiting process more cost efficient, bu ild better team work, as well as toward employees who make the effort to refer t he 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 c over letter to the Corp HR. the cover letter should give a brief summary of the employees association with the candidate. Please use the form provided for the co ver letter. The format for referral from can be obtained form can be obtained fr om 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 cons idered in first-referred-first claim-basis. Decision on references will be non c ontestable and decided by Corp hr. Hr will keep the transparent records of the r eferred candidates.

Referral bonus : To encourage referrals, employees are eligible for referral bonus, if the referr ed candidate subsequently be hired by the company as a full time, permanent empl oyee. The bonus amount is dependent on the grade offered to the candidate, as detailed in the table below: Grade Referral Bonus S Rs.1000 E Rs.2000 M4, M5 Rs.3000 M3, M2 Rs.5000 M1 and above Nil

When will this referral bonus be paid? 25% of the referral bonus be paid out on the day of joining of the referred cand idate and rest after six months. Referral bonus restrictions: In order to avoid actual or apparent conflicts of interest, the following employ ees 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 inapp ropriate under the circumstances (HR will inform such a person within 48 hours o n receiving referral). Internal job posting: Whenever there is a job opening in the organization, and is deemed fit by the Co rp HR or the department head, it would be opened internally first for the employ ees to apply. When will these job postings be communicated? There is no predefined time limit for the posting of an internal vacancy; the du ration for which the vacancy is posted would depend on the nature and criticalit y 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 perf ormance 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 t hrough 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, th e National Vertical Head and State Head shall be informed. In case if the candidate is selected, the Department Head will have to release t he 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. 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 o ffer letter can be issue locally up to M3 grades.

The offer letter should be specific vis--vis the salary heads and their applicabi lity including PF contribution, date of joining, mobile, conveyance, med claim a nd 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 i nterview will be required to return the form with complete references. HR will verify the references and will not share the feedback received from the references with the candidate. Policy Guidelines Grade Education check Previous employer Medical test Age reco rd Criminal record Below M3 Most relevant(i.e. Graduation or Post Graduation) Case to Case basis To be carried out by an affiliated doctor only Matriculation bi rth certificate Self disclosure M3 and above Most relevant(i.e. Graduation or post Graduation) Case to Case basis To be carried out by an affiliated doctor only Matriculation bi rth certificate Self disclosure Orientation Induction program:HR inducts employees in Bhaskar on the day of joining through an informal induct ion program is designed to familiarize the employees with organization and its m embers 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 o f 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 b e deemed to be on probation and during this period, either party may terminate t his agreement by giving 24 hours notice in writing or salary in lieu thereof. Th e probation period will be as follows: M3 and above M4, M5 E &S Management trainees Ex-employees : Nil : 3 to 6 months : 6 to 12 months : 6 to 24 months : Nil

Conformation: After completion of the probation period, the employee will receive a confirmati on 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 d ue date. HOD must inform HR a month in advance if probation for any employee is to be ext ended. 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 fol lows: M1 and above: 3 months M2 and M3 : 2 months M4 and M5 : 1 month When and how is the probation period extended? If on assessment it is found that the performance or potential of the employee i s 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/Dep artment 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 anot her in developing or improving capabilities and in creating a relationship where both participants get benefit. Who is a buddy? A buddy is a person who coaches and gives guiding inputs to the employee. Buddie s help prepare employees to test and develop their skills, assume greater respon sibility, 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 p oint 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 empl oyee. Who assigns the buddy and A buddy will be assigned by ad for the employee joining Buddy shall be assigned for ver is earlier. for what period? the HR department in consultation of the Vertical He the organization. a period of six months or the first appraisal whiche

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 th e employee. Is there an evaluation of the buddy system? Buddy relationship will be evaluated in October for all buddies assigned pre Jun e end and in March next year for all buddies assigned post June. These will be f ormal 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 cal led fringe benefits, perquisites, perks) are various non-wage compensations prov ided to employees in addition to their normal wages or salaries. Where an employ ee exchanges (cash) wages for some other form of benefit, this is generally refe rred to as a salary sacrifice arrangement. In most countries, most kinds of em ployee benefits are taxable to at least some degree. Fringe benefits can include, but are not limited to (employer-provided or employ er-paid) housing, group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, va cation (paid and non-paid), social security, profit sharing, funding of educatio n, and other specialized benefits. The purpose of the benefits is to increase the economic security of employees. The term perqs or perks is often used colloquially to refer to those benefits of a more discretionary nature. Often, perks are given to employees who are doing notably well and/or have seniority. Common perks are company cars, hotel stays, free refreshments, leisure activities on work time (golf, etc.), stationery, all owances for lunch, andwhen multiple choices existfirst choice of such things as jo b assignments and vacation scheduling. They may also be given first chance at jo b promotions when vacancies exist. The starting point for determining a pay increase is the position of each employ ee in the rate range after a pay structure adjustment has been made. This is ill ustrated in figure: Figure 17-2. Pay structural adjustment in a pay-for-performance system Healthcare at Bhaskar: Bhaskar believes that the health of its employees is a joint responsibility of t he employee and the organization. This policy aims at extending facilities and p rograms 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 g rade, and their families are provided with hospitalization insurance cover under the group mediclaim policy. Each family (Self, spouse and his/her 2 dependent c hildren) is treated as one unit. The company has opted for a floating policy ins tead of a fixed cover. This policy implies that the cover for each person in the policy is equal to the insured amount. The cover amount is as follows: Employee grade Covered Amount(INR) Amt. contribution by the co. M0 5.00 Lakh 6,000+ M1 4.25 Lakh 6,000 M2 3.25 Lakh 5,400 M3/M4 2.50 Lakh 4,800 M5 1.50 Lakh 3,200 E grades with gross salary Rs.10,000 p.m. and not covered under ESI 1.00 Lak h 2,500 Every employee covered under the scheme is provided details of the mediclaim car ds and along with the list of associated hospitals and the claim process. Group Personal Accident Insurance: The company covers the following group of employees under a group personal accid ent insurance policy: All marketing/sales-field force employed in any of the offices/units in the grou p. This is over and above mediclaim, if applicable. All officers in grade M3 and above.

 ess.

All staff in circulation and accounts (recovery). Production staff, excluding those not involved directly with the production proc Editorial staff, i.e. field reporters, photographers.

The employees are insured for a fixed compensation, in case of injury due to acc ident. In the event of death, the nominee will receive a sum which is equal to 4 0 times of the basic salary. The coverage automatically starts from the date of joining the company for the d uration of employment. The coverage needs to be extended during an employees prob ationary and notice period. Contribution on Employees Death:Bhaskar group, which includes Dainik Bhaskar, Div ya Bhaskar, My FM, Aha Zindagi, and BTV, has approximately 8,000+ employees acro ss 35 locations. The policy is especially formulated to be able to help the fami ly of the deceased employee. What is the process of contribution? In case of death of any employee within the group at any location including busi ness offices, it shall be mandatory for all Bhaskar employees to contribute for the support of the family: Grade Contribution by the employees(rs.) Contribution by the Management(a s %of collection by employees) S 25 25% E 50 50% M4/M5 75 75% M3/M2 100 100% M1 and above 150 100% No contribution is usually solicited from O grade. They will be contributing a n ominal amount only in the case of the Bereavement an O grade employee. This amou nt will be decided by the committee. For instance, if an employee in grade E expires, all employees will provide cont ribution. Management will contribute 50% of the total contribution by the employ ees, and 50% of this total will be given to the family of the deceased employee. Similarly, in case of a M4/M5 employee, 75% of the total contributed by employee s will contributed by the management, and 75% of these collective funds shall be given to the family of the employee. Who are the beneficiaries? All Bhaskar employees. In case of O grade employees, they will be the beneficiaries though they will no t contribute. Who decides the benefit value? For O grade, we assure a minimum amount of Rs.1 lakh. For other grades, the amount is to be decided on case-to-case basis by a committ ee comprising: Group Editor Group CEO Group Chief-HR VP-F&A National Vertical Head AD sales National Vertical Head Communications National Vertical Head SMD State Heads of MP-CG/Gujarat/Rajasthan/CPH

Mr. Manoj Garg, Corporate (F&A) would be the coordinator. The Coordinator is to ensure that the total process does not take more than 72 hours. Doctor at No Fee: It has been decided to extend the benefit of a doctor to all the employees of th e Bhaskar group at all publication centers. What is the scheme? The doctor would provide medical consultation twice a day, i.e. two hours in the morning and two hours in the evening. The unit head would decide the timings. The consultation would be offered at the clinic of the doctor. No separate clini c would be opened within the company premises. All the employees would be allotted an ID card without which the doctor would no t carry out medical examination. Who selects the doctor? The doctor is selected by a panel of officers at the unit level. This doctor sho uld be a general physician (minimum qualification MD/MS). Who is the process owner? The process owner for this policy is state head/local HR. Medical Check: Who is eligible? All employees (M3 and above) above 40 years of age have to undergo mandatory ful l health checkup. This is to create awareness and to discern early health warnin gs 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 ch eck-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. The person has to provide a certificate to demonstrate that the check-up has bee n carried out. The person does not need to submit the final reports to the organ ization. Work Life Balance: Objective: Bhaskar understands that employees have personal commitments which they need to meet. Thus, to assist employees meet their requirements along with the business objectives; the following guidelines/policies have been designed. Official Working Hours: The office timings for all the employees except editorial would be as follows: Operators and office boys: 9:30am to 5:30pm Other staff : 10:00 am to 6:00 pm

Managers and above

: 10:30 am to 6:30 pm

This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the employees entry time Recording attendance: Recording attendance is essential for maintaining leave records and for salary c alculation. Thus, employees are requested to mark their attendance for the conve nience of all. Employees are required to sign against their name everyday in the attendance reg ister. In case employees are traveling for work, they need to be marked in the a ttendance 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 ma nager 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 sha ll 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 admini stered on financial year basis. All employees are eligible for seeking Privilege leave. In special circumstances , they may also take leave without pay (LWP). All classes of leave are granted o nly at the direction of the respective managers/HODs. All leaves except casual l eave need to be applied for in advance. State Heads/Unit Heads/HODs will leave c arry planning in respect of their staff and ensure that leave is staggered and s paced 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, aft er resuming work, employees must submit a leave application.

Type of leave Entitlement for the year nt number(Annual) Casual 9 No accumulation No Medical 12 36 days No Privilege 21 54 days 12 Note

Accumulation leave

Encashme

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 wo

rked, including paid holidays. If any employee absents herself or himself from duty without intimation or sanct ion exceeding 7 days, the management may at its sole discretion terminate the em ployee from its services. Casual Leave (CL) Casual Casual fter the close Casual leave cannot be availed for more than 3 days at a stretch. leave would be calculated on annual basis and shall automatically lapse a of the year. leave is not nonrefundable.

Medical Leave Medical leave cannot be refundable. Medical leave availed in excess of entitled/accumulated leave can be adjusted ag ainst PL. Those employees covered under ESI/Factories Act and there in would not be covere d under this scheme. A medical certificate from an authorized medical practitioner would be required to claim the entitlement. Privilege Leave Privilege leave can be combined with Medical leave but not with casual leave. Privilege leave may be encahsed not exceeding 12 days in a year (only for M grad e employees). Encashment would be affected on the basis of basic salary only. Leave without pay Leave without pay is used in exceptional cases such as long-term illness or any other emergency, and it must be discussed with and agreed upon by the reporting officer and HR. If employees need to take leave after exhausting all the privilege leave availab le for the quarter, they can under special circumstances request permission to t ake leave without pay. Maternity Leave If employees have worked in the company for a period of at least 80 days immedia tely preceding the expected date of delivery, then they are entitled to maternit y leave in accordance to the Maternity Act. Maternity leave can be availed for pre &post natal care during pregnancy and con finement. The entitlement is as follows (only for the first 2 children):

Less than 6 months of employment: 7 days 6 to 9 months 9 to 12 months 1 to 2 years 2 to 3 years Beyond 3 years Paternity leave

: 15 days : 30 days : 45 days : 60 days : 90 days

Employees, who have worked for more than 6 months in the company, are entitled t

o take paternity leave of 7 days for the first two children. Special leave The organization allows certain special leaves to its employees. These are treat ed as leave with pay and are in addition to the normal leaves available: Death of parent: 10 days Own marriage : 7 days Anniversary : 1 day Birthday (self) : Half day Entitlement:Domestic Travel Employees are entitled to the reimbursement of the expenses (for both travel and accommodation) on actual incurred on outstation official travel in India. International Travel Travel will be by economy class by air (except for Directors). Employees are entitled to reimbursement of expenses on actual (for accommodation and boarding) incurred on official travel outside India. Local transportation w ould be on actual basis. Employees are also entitled to the Overseas Medical Insurance. This provides ind emnity 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 U S$ 1000. Grade wise Entitlement M1/and above M1/2& M2/2 M3/1 & M2/2 Category-I Category-II Category- III US$ 250 US$ 200 US$ 150 US$ 125 All other categories Category-IV

Those traveling to SAARC countries will be paid US$ 100 as daily allowance irres pective 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 ap proval 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 dai ly allowance may be claimed for that day. Reimbursement of expenses After the tour, employees are required to submit the Tour Expenses Statement to Corporate HR/Administration/Corporate F&A within a week from the date of return. Employees are required to submit air tickets or information on the mode and cla ss 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 ha

s planned some occasions for celebrating. Events Each unit/business office will have a social get together budget that will be us ed for celebrating key events or to organize get together or similar social gath erings. The events will be location specific and the local team will have full d iscretion 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 thei r routine work in order to increase efficiency. Cafeteria Cafeteria facility is provided at all the publication centers. Broad guidelines are defined for the functioning and the local units can take a call on operation al 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 off ice 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 headquarte rs. Business Cards and E-Mail ID Business Cards Corporate/State HR will be responsible and accountable for initiating the printi ng of business cards. Business cards must be ready and handled over to the emplo yee 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 grou p.

What is the protocol on e-mail ID? Across the group the e-mail ID protocol is: Corporate offices: name@bhaskarnet.com State offices/unit: name@stateabbreviation.bhaskarnet.com In case there are more than two namesThe person joining later will get the e-mail id will be First two-letters-of-surname_name@nhaskarnet.com or First-letter-of-surname-first-letter-of-the-middle-name_name@bhaskar.com or stat e.bhaskarnet.com Relocation: Objective: Assistance is extended to employees relocating to any office of Bhaskar. Relocation Reimbursement: For all employees, relocation expenses grid: Grade Freight (Including transport & Family travel Packing M1 and above Actual Actual As per Others 1 Truckload Actual As per M3:7,500 M4/M5:5,000 will be reimbursed based on the following Insurance) Transportation of car Actual M2:10,000

the class entitled the class entitled

Employees on deputation: For employees on deputation, the company extends a deputation allowance, accommo dation and transportation expenses in relevant cases. For more than one month stay, one return ticket per 30 days will be provided. Th e 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 accumulat ed. 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/pro ject for more than 10 days by the respective unit. The expenses of this SIM woul d 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 woul d be provided by Bhaskar for up to 7 days. This period is extendable maximum by another 7 days on approval from the National Vertical Head/State Head. For transportation of new employees household goods and personal belongings to th e appointed location, the amount not exceeding Rs.15000 can be allowed on produc tion of receipt from the transporters. For M1 and above the reimbursement will b e at actual. This amount would be adjusted / deducted in case the employee leaves the organiz ation/group within a year of joining.

Privacy and Confidentiality: Objective: Bhaskars business environment requires information to be kept confidential and th e group also understands the need for employee personal information to be safe-g uarded. The organization also assumes the responsibility to keep the work enviro nment safe for both the company and the employees. This policy aims at providing guidelines to employees in relation to privacy and confidentiality of informati on. What information is sensitive? Any information that, if known by a competitor, could put the company at a disad vantage should be considered sensitive. Types of sensitive information include b ut are not limited to: Information about past, current, or prospective investor. Unless given prior aut horization, this information can not be disclosed to outsiders except as necessa ry 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 commun ications, whether internal or external, oral or electronic, or through voice mai l or email. Employees are expected to conduct communications as if they creating a permanent record. In other words, they are expected to be courteous, professi onal and to avoid gratuitous comments or discussions, which, when taken out of c ontext, can be misconstrued or which do not reflect the companys professional ima ge. Doing so will help prevent the company being exposed to unwarranted regulato ry risks because of careless comments.

Access/ID Cards: All employees will be issued with non-transferable identity cards. The cards nee d to be carried by the employee at all times when in the office premises. Not br inging the card to work consistently will be viewed as a serious breach of secur ity. In case an employee loses a card, she/he needs to inform the HR/Administration a nd 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 occas ion. 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 ret urn 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, re tirement, termination or death. This policy aims at providing the employee and supervisor with important informa tion regarding separation-process, reimbursement, elimination of personal liabil ity 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 l eaving the services of the organization. All the employees need to inform their manager and HR and are required to give o ne month notice in writing or in accordance with the terms of appointment, if th ey 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 man ager and HR indicating the last date of employment and reason for resignation. The manager will discuss his/her reason for resignation and evaluate different o ptions with him/her. If, however, after full consideration the employee decides to leave, the manager will forward the resignation to the HR. What if the manager takes undue time for forwarding the resignation letter to HR ? The date of resignation shall remain effective from the date the letter was hand ed 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 r esignation 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 adjus ted against the notice period. Notice period can only be waived or negotiated by national vertical head with justified reason. The reasons that can be considere d 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 sha ll be on the national vertical head/state head. No other person recommended/proc ess 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). Bh askar 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. T he format of exit interview will include discussions on followings: Areas of strength of the department/organization. Areas of weakness of the department/organization. Feedback on areas of improvement in the department/organization. Any other suggestions/feedback about the organization. For grade M3 and above, the exit interviews would be conducted by the corporate

HR. It will mandatory to conduct exit interviews of all M grade employees and if pos sible, of all employees. The business offices will send the copy of the exit int erview 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 em ployees, anywhere in the group. When will no-dues certificate be prepared? The no-dues certificate will be prepared only when the fully filled exit intervi ew form is made available to the local Accounts and HR department by the concern ed HOD. Who is responsible for scheduling and conducting the exit interview? 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 de partment/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. F inal settlement of the person has to be made on or before the last date. The pro cess owner for final settlement is F&A. RETIREMENT:All the employees retire on the last date of the month in which they complete th e retirement age according to the organizations records. The retirement age is as follows: M1 and M0 : 65 years Editorial staff in M1 grade and above: 65 years For M grade employees : 60 years For other grades : 58 years The local HR admin will communicate to all retirement in writing at least 3 mont hs 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 ta kes effect. All settlements would be processed before the employee leaves. RETAINSHIP: The management may retain an employee in service beyond his/her age of retiremen t if it considers that extension of service under retainer ship arrangement woul d prove valuable to the group. The MD would approve all retainer ship arrangemen ts. 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 reta iner ship compensation would be fixed as mutually agreed.

INVOLUNTARY SEPARATION/ TERMINATION: The organization works on the policy of finding and utilizing employees best sui ted to the need based on their talent aptitude and attitude. Bhaskar matter poli cy, 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 term inate the services of an employee. The organization initiates termination of emp loyee when an employee is unable to meet the organizations performance or discipl ine 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 au thorized to take such action with due consultation with corporate HR/ national v ertical head. All cases of termination should be processed in accordance with legal/statutory provisions through the local HR administration

CHAPTER 3 3.6 Type of Research

TYPES OF RESEARCH:Demographic/Socioeconomic:Age, Sex, Income, Marital Status, Occupation Psychological/Lifestyle:Activities, Interests, Personality Traits Attitudes/Opinions:Preferences, Views, Feelings, Inclinations Awareness/Knowledge:Facts about product, features, price, uses Intentions:Planned or Anticipated Behavior

Motivations:Why People Buy (Needs, Wants, Wishes, Ideal-Self) Behavior:Purchase, Use, Timing, Traffic Flow

CHAPTER 3 3.7 Sample Size and method of Selecting Sample

Sample Size and method of selecting sample:UniverseThe sample universe is that of relevant for this project includes all the p arties to whom the paper is provided by Dainik Bhaskar. Data SourcesPrimary Questionnaire. Secondary HR Manual, documents, surveys, case studies & text books on HR Plannin g and HR Policies, Internet, Magazines, Newspaper. Sampling PlanSampling techniqueDainik Bhaskar (Print Media) is divided in five major departments (HR & Admin., Production, Ad Sales, Finance & Accounts, SMD). We have conducted the survey mai nly in the HR department and we have covered the three hierarchy level of this d epartment (Top management, Middle management &executive level). Data collection method:Use of questionnaire- questionnaire on HR Planning &HR Policies for different hi erarchy levels of HR department for the whole sample size irrespective of their designations. Some HR policies are collected from HR manual, the history, background; diversif ication etc. about Dainik Bhaskar is collected from documents & surveys. Some in formation is gathered while working on projects with different department like H R, Marketing, Events, and Ad Sales etc. NOTE-: As far as quality is concerned I tried best to take employees who had spe nt quite some time working in Dainik Bhaskar &also sample from three hierarchica l levels is taken to maintain the quality of the survey. Communication Methods1. Interacting with respondents.

2. Asking for their opinions, attitudes, motivations, characteristics. Observation Methods1. No interaction with respondents. 2. Let them behave naturally and drawing conclusions from their actions. Communication Methods:Surveys Focus Groups Panels Highly versatile in terms of types of data Generally more speedy Typically more cost effective Electronic media have made observation cheaper Activities, Interests, Personality Traits Observation Methods:Direct observation Contrived observation (laboratory) Content Analysis Physiological measurement Electronic methods Greater objectivity less researcher bias More accurate less response tendency or demand effects Limited in terms of what can be observed

CHAPTER 3

3.8 Scope of the Study

Scope of the Study:As with strategic planning, there is no one way to undertake human resource plan ning. However, here s a model which relies on gap analysis, and attempts to link human resource planning to overall business planning or strategic planning. Workforce Analysis: A key component of HR planning is understanding your workfor ce and planning for projected shortages and surpluses in specific occupations an d skill sets. Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals. External Scan: Determine the most important environmental factors expected to af fect workforce capacity, given known operational and HR priorities and emerging issues. Gap Analysis: Based on an analysis of the environmental scan and operational bus iness goals, what are the organizations current and future HR needs? Priority Setting and Work Plan: Based on the organizations priorities, environmen tal scan, and HR performance related data: 1) What are the major human resources priorities; and 2) What strategies will achieve the desired outcome? Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (intern ally and publicly) performance results advances our capacity to measure performa nce, set targets, and, most importantly, to integrate results information into d ecision making processes and determine future priorities.

CHAPTER 3 3.9 Limitations of Study

Limitations of Study:All employees of Dainik Bhaskar are not covered under the sample size. It may happen that employees may not have given their honest opinion due to some reasons.

CHAPTER 4 Facts & Findings

Facts & Findings 1. Working environment-: Working environment is an important factor to keep the employees engages to the organization. Employees need different kind of wor king environment at different levels. HR people must keep this factor in mind. 2. Performance appraisal-: Appraising performance should be done in such a way that it does not threat the employee that any point of time. Otherwise emplo yee motivation and so employee engagement can come down dramatically. 3. Recognition-: Recognition is important to keep employee motivated and co mmitted to the organization. Different levels of hierarchy require different kin

d of recognition. 4. Communication-: Clear upwards and downwards communication is required fo r the employee involvement in the organization. Communication barriers can creat e high amount of dissatisfaction among the employees and some time it takes the form of rumors and affect the organization badly. 5. Relationship-: Interpersonal bonding is essential for getting out of the employees coaching and mentoring system not only developed the employee but als o builds a moral bonding for better engagement. 6. Transparency-: Transparency in the organization is required at all the l evels and it actually creates a good amount of enthusiasm especially among the m iddle and bottom level of management. 7. Compensation-: Compensation is a major factor of motivation. Monetary an d non- monetary compensation can be used wisely to motivate the employees and ke ep the engagement level higher. 8. Motivation-: Overall motivation of the employee depends on numerous fact ors and it is a most important aspect of employee engagement. 9. Learning and growing opportunities-: this factor is especially important for the bottom and middle level of management and it ensures long term employee organization orientation and employee commitment.

CHAPTER 5 Analysis & Interpretation

1. Do you take services of any other Newspaper..? Times of India Rajasthan Patrika DNA Economic times Others

 27% of the people whom I surveyed also take services of Times of india, 23% use others, 19% use DNA, 17% use Rajasthan Patrika & 14% use Economic times. 2. Which all services of the Dainik Bhaskar do you use? Home Services Purchase on Shops Internet 24 hours Available(Free Services) others

47% of the people surveyed use more than one of the purchase on shop, 14% use on ly others, 16% use home services, 15% use Internet & 8% use free services. 3. Are you aware of various DAINIK BHASKAR schemes? Nil Average Fully

Of the people surveyed 55% are averagely aware of the schemes, 29% knew nothing about the schemes and 16% knew fully about the schemes.

4. How long have you been investing in market? 1-5 years 5-10 years Above 10 years 39% of the people are investing for the period of 5-10 years, 34% for 1-5 years & 27% above 10 years

CHAPTER 6 SWOT

SWOT STRENGTHS:It launches Every time New and Innovative Products and good strategic plans. Fast Service mostly in every Region. Good Brand Image in Market. WEAKNESS:Low Price. Do not have access on regional Exchange.

OPPORTUNITIES:Now a days use of Short paper is decreasing. Demand of new books in Market. i.e femina so on. THREATS:Others companies position and competitions with them. New company products sale in market.

CHAPTER 7 Conclusion

CONCLUSION The works on the Project study was a wonderful experience in my life. The stud y 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 t o work in coordination with the other team members. Further, the guidance, suppo rt, cooperation and assistance provided by my seniors and colleagues at Dai nik Bhaskar helped me to better understand the real working environment. The practical experience gained during the short period of 10 days will go a long way in achieving my real goal and ambition in my life. Different hierarchal level has different responsibilities towards planni ng of human resource due to various priority factors. In Dainik Bhaskar HR department has following priorities for HR planning : Goal oriented Responsibility Relationship Working environment Also different hierarchal levels shows different interests: Top management-: Motivation & Learning & Growing Opportunity, job challenges, po wer & authority, designation in the organization. Middle management- growth opportunity rewards 7 achievement, non-monetary benefi ts, and quality of work life, career planning & recognition. Executive level- working conditions, growth opportunities, monetary & non-moneta ry benefits & communication.

CHAPTER 8 Recommendation and Suggestions

RECOMMENDATION AND SUGGESTIONS Dainik Bhaskar has excellent policies for HR Planning although its needs to focu s on certain aspects which are mention in the following: 1. Human resource planning should be properly organized and a separate manp ower planning division must be created. 2. An adequate database should be developed for human resource to facilitat e planning. 3. The quantity and quality of human resource should be stressed in a balan ce manner. The emphasis should be on filling future vacancies with the right peo ple rather than merely matching existing people with the existing jobs. 4. The period of a human resource plan should be appropriate to the needs a nd circumstances of Bhaskar.

CHAPTER 9 Appendices

APPENDICES:QUESTIONNAIRE 1. Do you have a program to assist employees when their personal problems may af fect their on-job productivity (e.g. alcohol or drug related, financial etc.)? Ans. Yes_____ No_____ 2.Are you presently doing performance evaluations for all field employees on a r

egular basis? Ans. Yes_____

No_____

3. Do you communicate regularly with field employees regarding the success of th e company, future job prospects and other issues affecting the company? Ans. Yes_____ No_____ 4.Do you have a well understood pay-for-performance compensation program? Ans. Yes_____ No_____ 5. Do you have a formal or informal orientation program for new employees? Ans. Yes_____ No_____ No_____ 6. Do you provide incentives or rewards to employees for bringing forward sugges tions or improving productivity? Ans. Yes_____ No_____ 7. Do you formally recognize field employees with 20 or 25 years service with yo ur organization? Ans. Yes_____ No_____ 8. Do you conduct occasional surveys of your employees, receiving formal feedbac k on company policies, compensation, benefits, employee attitude, etc? Ans. Yes_____ No_____ 9. Do you conduct regular surveys of your competition to ensure your compensatio n policies are competitive? Ans. Yes_____ No_____ 10. Do you actively encourage unskilled workers to enroll in apprentice ship programs and do you attempt to give apprentices varied work experience? Ans. Yes_____ No_____ 11. Does your company offer a pension or retirement savings plan or profit shari ng plan for field employees? Ans. Yes_____ No_____ 12. When hiring field employees, do u screen workers according to skills? Do u d o reference checks on all new hires? Ans. Yes_____ No_____ 13. Do you have a formalized complain resolution process within your company? Ans. Yes_____ No_____

14. How do you compare your brand with DAINIK BHASKAR:

CHAPTER 10 Bibliography

BIBLIOGRAPHY Book References: 1. Human Resource Management- G.S. Sudha 2. Journal- HR Purview 3. HR Manual- Dainik Bhaskar Internet References: 1. www.hr.com 2. www.citehr.com 3. www.hrps.org 4. www.wikipedia.org 5. www.google.com 6. www.bwbusinessworld.in 7. www.isrinsight.com