TABLE OF CONTENTS Chapter - 1 Introduction to the Industry Chapter - 2 Introduction to the Organization Chapter – 3 Research Methodology Title of the Study Planning of Human Resource Growth and Development at Bhaskar Recruitment Objective of the Study Type of Research Scope of Study Limitations of Study Chapter – 4 Facts & Findings Chapter – 5 SWOT ANALYSES Chapter – 6 Conclusions Chapter – 7 Recommendation and Suggestions Chapter – 8 Bibliography
ACKNOWLEDGEMENT It was a enriching and learning experience for me to do this Project. I would like to acknowledge all those people who have continuously guided me throughout and helped me in completion of my project “Human Resource Planning in Dainik Bhaskar Limited”.
I am obliged to the faculty/ guides of DBG and my seniors for being extremely patient, for guiding me right from the inception till the successful completion of the project. I sincerely acknowledge them for extending their valuable guidance, support for literature, critical reviews of project and the report and above all the moral support they had provided to me with all stages of this project.
.
Date:
Name: ANANYA TOMAR
PERFACE To understand the HR Planning first we have to clear the meaning of planning and HR separately.
―A British Foreign Office official looking back over a career spanning the first half of the twentieth century commented: ‘Year after year the fretters and worriers would come to me with their awful predictions of the outbreak of war. I denied it each time. I was only wrong twice! ‘Some would see this as the arrogant complacency to be associated with planners. Critics think of the inaccuracy and over-optimism of forecasting — the ‘hockey stick’ business growth projections. They regard planning as too inflexible, slow to respond to change, too conservative in assumptions and risk averse. These points are made about any sort of planning.” When it concerns human resources, there are the more specific criticisms that it is overquantitative and neglects the qualitative aspects of contribution. The issue has become not how many people should be employed, but ensuring that all members of staff are making an effective contribution. And for the future, the questions are what are the skills that will be required, and how will they be acquired.
DECLARATION
This is to declare that I have carried out this project work myself in part fulfillment of the MBA Program of SVNIT, Sagar M.P.
The work is original, has not been copied from anywhere else and has not been submitted to any other university/Institute for an award of any degree/diploma.
Date:
Place: Sagar
Signature:
Name: Ananya Tomar
INTRODUCTION TO THE INDUSTRY
BACKGROUND: 3358 crore media house with 10,000- manpower strength & 160 offices all over India has daily newspapers 2 stand-alone weeklies & 1 magazine in 10 states of the country. Bhaskar is the largest read newspaper group in India with 2.97 crore readers. 28% potential of India with Bhaskar markets. The company board consists of Mr. Ramesh Chandra Agarwal, Chairman, Mr.Sudhir Agarwal, Managing Director, and Mr. Girish Agarwal & Mr. Pawan Agarwal, Directors.
Daily newspapers (broadsheets) - Dainik Bhaskar, Divya Bhaskar, Saurashtra Samachar, Prabhat Kiran, DNA & DNA Money.
Weeklies (tabloid) - Divya Bhaskar- New York & Indore editions. Magazine
(Monthly)
–
Aha!
Zindagi
–
Hindi
&
Gujrati
&
Lakshya
(New Magazine), ME. Magazine (Bi-monthly) – Young Bhaskar, Bal Bhaskar.
Magazine (Weekly) – SHE
The group uses latest ERP solution software application product (SAP) to integrate all departments in every editions of newspaper.
LITRATURE REVIEW Dainik Bhaskar- the fastest growing print media group in the country today, began its journey with a four- page newspaper form Bhopal (MP) in 1958 as one of the business by the family by Late Dwarka Prasad Agarwal, the father of the chairman, Shri Ramesh Chandra Agarwal. Ever since, Dainik Bhaskar launched its edition one after the other in MP. Gwalior in 1967, Indore in 1983, Jabalpur in 1987.
90‟s witnessed value addition to its editions after Mr. Ramesh eldest son; Sudhir Agarwal started his involvement in day-to-day operations. Further, launched its edition from Raipur in 1992 followed by Bilaspur in 1993. This was the time when Mr. Ramesh officially inducted Shri Sudhir Agarwal & his younger brother Mr. Girish Agarwal into business. Mr. Sudhir Agarwal had a passion for editorial & Mr. Girish Agarwal preferred to take part into core marketing.
After achieved no. 1 status & strong leadership in 1995 in MP, the group identified Rajasthan as a potential market in December 1996, launched its Jaipur edition with net paid sale of 1,72,933 copies on day one. Jaipur launch of Dainik Bhaskar created a history in the Newspaper Industry, which is now a “Case Study” in the top business school in India. At that point of time the youngest son Shri Pawan Agarwal, after graduating from United States plunged into the business & Dainik Bhaskar took the root of information technology & cable television. In 1997, Dainik Bhaskar launched its Ajmer, Jodhpur & Bikaner editions followed by Udaipur in 1998 & Kota in 1999.
Since 1996, father &sons began transforming the group into a customer centric organization. Keeping this in mind, Dainik Bhaskar launched its Chandigarh edition in mid 2000 adopting “Hinglish” language pattern in editorial contents. Today it is the no. 1 newspaper in Chandigarh, Panchkula, Mohali ,Ludhiana & Amritsar. In the same year, Bhaskar entered into Haryana and captured the spillover market by launching its edition in Panipath & Hissar followed by Faridabad edition.
After achieving the leadership position in Hindi- belts, the group entered into the state of Gujarat- a non Hindi market, where local players are formidable. The group launched its Gujarati newspaper, Divya Bhaskar in Ahmadabad in June 2003 is a „Case Study‟ with IIM-A for its first day net paid sale of 4, 52,000 lakh copies. In 2004 Divya Bhaskar further launched its edition in Surat &Baroda and Rajkot in early 2005. In Sep. 2004, Bhaskar group had taken over another Gujarati newspaper „Saurashtra Samachar‟ in Bhavnagar- the leading newspaper in Saurashtra region. In just two years Divya Bhaskar has become the no.1 in Ahmadabad, Baroda & Surat in terms of leadership. Also launched its North America edition from New York in May 2004.
After setting many new trends in Hindi & Gujarati market, Bhaskar group, in association with Zee, launched its English newspaper DNA (Daily News & Analysis). In July 2005 with a circulation of 3 lakh + copies per day.
In sep. 2004, the group has also launched a monthly complete Hindi magazine „Aha Zindagi‟ for positive & good life. Today the magazine enjoys circulation of 1.35 lakh copies with 5.95 lakh readers.
Over a period, the group has diversified its business into Textile, Solvent Extraction, Job Printing, FMCG, and IT & Family entertainment. As of today Bhaskar group is a 4000 crore company.
Principles of Bhaskar group 1) Their actions and thoughts are based on the following principles:
Entrepreneurship
Ambition
Innovation
Professionalism
2) They are totally professional and committed to a goal. There might be different ideas among them, but they respect these diverse ideas. 3) Their every effort will be focused on progress and entrepreneurship. 4) They give utmost importance to creativity and innovation. They should always endeavor to do anything better than before, it should be special, should be effective and should be done with total commitment. 5)
They believe in winning and teamwork. They believe in delivering and always respect those who are capable of implementing every idea.
6) They as an organization are totally committed to employees. 7) They should provide their consumers, what they need or which they require. 8) They would play a positive role in the society, no matter in what medium they would be in.
Publication centers of Dainik Bhaskar publications Total publication centers Hindi
: 32
Gujarati
:9
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
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 Mandideep, near Bhopal, Dist. Raisen, MP in the name & style of M/s. Bhaskar Industries Ltd. The business has since grown into an integrated source with spinning, weaving and processing facilities that compare with the best in the world. The plant was awarded the ISO 9002 certificate for total quality control in 2002 and Bhaskar Industries is now a significant player in India‟s textile sector.
OIL EXTRACTION AND REFINNING: Bhaskar exxols Ltd., Sharda Solvents Ltd.
Solvent extraction and oil processing activity commenced with Soya processing. It now includes edible oil refining and processing of vanaspati ghee as well. Distributed locally Bhaskar oil is now a significant local brand.
FMCG: Bhaskar Venkatesh: Engaged in the marketing of salt.
CABLE TV: Bhaskar Multinet Ltd.: In Manipur, Indore, Mhow, Mandsaur, Jabalpur, Ajmer & Bhopal cities with 7 mass interest channels. Covers total universe of 12 lakh households (population 50 lakh) and a C&S household population of over 5 lakh. The group is having its own well equipped studio with all modernized equipments. This is the First network in India using digital network.
FAMILY ENTERTAINMENT :Sun City: The family entertainment center set up by Bhaskar group at Gwalior situated in the heart of the city, the 15 acre complex is the only recreation center in the town. Sun City brightens visitors experience with a blaze of cheery leisure options including food courts, a shopping mall, virtual and live shows, celebrity shows, adventure rides, boating and 3D cinema.
ART& CULTURE: Abhivyakti Abhivyakti is the cultural arm and nonprofit center sponsored by the Bhaskar group. It provides aspiring artists of all age groups with instruction and facilities to develop and project their talent. Abhivyakti functions like an event management organization focused on establishing a platform for artists to learn and perform.
EDUCATION: The Sanskar valley school, Bhopal: Bhaskar group has a mission of presenting Bhopal has a quintessential center of education. This zeal and passion conceptualized into founding of “The Sanskar valley school” a co-educational, day boarding cum residential, KG to class XII School. The school is spread over a picturesque area of 37 acres. The school is affiliated to the ICSE board. Bhaskar group is making The Sanskar valley school the destination of choice for all those who care about education.
FM RADIO: 94.3 FM: One of the most exciting and the fastest growing brand in FM radio space is 94.3. MY FM is the FM radio station network of Synergy Media Entertainment Ltd, SMEL- a wholly owned company of The Bhaskar group.
MULTIMEDIA DESK: I Media Corp. Ltd. (IMCL): IMCL has acquired a short code 54567 to conduct various activities mentioned as under:
Make Newspaper interactive
Public demand in interactive ADVT.
Latest score
Subscription services
Snap pools
Sharoscope
Locality sale
Weekend planning
Contests
REAL ESTATE: Aditya Avenue, Bhopal: Sunrise of a new lifestyle
Independent villas
Well designed campus with beautiful landscape
100% power backup
Broadband internet connectivity in each villa
27000 sq ft central park
Jogging track
Superstore
7.5 m paved internal road
THE BHASKAR MALL: The first mall of the city spread over 5.9 acres of land with a GLA of approx 800000 sq. ft. having a huge parking space. Highlights:
One hypermarket on single level.
Three department stores.
Nine superstores and 90 vanilla stores.
11F&B outlets + 50400 sq. ft. food court.
Five screen, 1300 seat multiplex.
20,250 sq. ft indoor family entertainment center.
HISTORY AND MILESTONES 2009
Inauguration of „Bhaskar Print Planet‟ at Changodar, Ahmadabad by Narendra Modi, chief minister, Gujarat, on November 13, 2009
Installation of KBA printing machines imported from Germany at Jaipur and Ahmadabad facilities
Launch of DB Star Jodhpur editions on Aug15, 2009
2008
Dainik Bhaskar completes fifty glorious years as a leading Hindi publication
Business Bhaskar, a Hindi financial newspaper, was launched in Bhopal, Indore, Raipur, New Delhi, Panipath, Jalandhar and Ludhiana with separate editions for each of these cities
Launch of Dainik Bhaskar editions in Pali, Nagaur, Bhilai, Ratlam and Shimla
Launch of DNA in Jaipur as a franchise by DB Corp Ltd
Launch of editions of DB Star in Bhopal and Indore
MY FM consolidates its network with 17 radio stations in 7 states, across India
2007
Launch of DB Gold – the first compact newspaper in Gujarati from Surat
Launch of DNA in Ahmadabad and Surat as a franchise by DB Corp Ltd
Launch of Young Bhaskar Magazine for children and Lakshya, a career magazine
MY FM enhances its reach to 14 cities across India
Launch of Dainik Bhaskar‟s Ludhiana edition on Dec 15
Launch of Divya Bhaskar‟s Bhuj edition on July 30, making it the only Gujarati newspaper with seven editions in Gujarat
Launch of Divya Bhaskar‟s Rajkot edition on Nov 01
2006
Entry in Punjab with launch of Amritsar and Jalandhar edition on Oct 08
2005
Inception of DB Corp Ltd, pursuant to the demerger of publishing business of Writers and Publishers Limited (WPL)
The Dainik Bhaskar group won license from Ministry of Information and Broadcasting for launch of radio business, through their subsidiary, Synergy Media Entertainment Ltd (SMEL), in seventeen stations, in the name of MY FM
AHA! Zindagi magazine launched in Gujarati language
„IMCL‟, a new web media company was formed as a subsidiary of DB Corp
2004
Launch of new Hindi magazine, AHA! Zindagi, the first of its kind on lifestyle and positive thinking
In their first merger and acquisition, the Dainik Bhaskar group acquired „Saurashtra Samachar‟ – the sixty years old, largest circulated daily newspaper of Saurashtra
Launch of Divya Bhaskar‟s Baroda edition on Sept 12
Initiated presence in Maharashtra with the launch of Divya Bhaskar‟s Mumbai edition in July
Launch of Divya Bhaskar‟s Surat edition on March 28
2003
Launch of Divya Bhaskar from Ahmedabad on June 22. This was the biggest launch of any new edition, across languages, across territories in India where the daily was launched with 4,52,000 copies on day first and became the leading publication in Ahmadabad city
2001
Dainik Bhaskar Group further consolidated its position by launching Faridabad edition, in Haryana state, after two editions from Panipat and Hisar
2000
Dainik Bhaskar group expands presence to Haryana state on June 04, by launching Panipat and Hisar editions
Launch of Dainik Bhaskar‟s Chandigarh edition on May 07
1999
Launch of Dainik Bhaskar‟s sixth edition of Rajasthan from Kota city, the educational hub of the country.
1998
Launch of Dainik Bhaskar‟s fifth edition of Rajasthan from Udaipur on May 31
1997
Launch of Dainik Bhaskar‟s fourth edition of Rajasthan from Bikaner on Oct 16
Launch of the third edition in Rajasthan from Jodhpur on Aug 03
Launch of the second edition in Rajasthan from Ajmer on April 06
1996
Launch of Dainik Bhaskar‟s Jaipur edition in Rajasthan on Dec 19. This development marked a critical point for the company, which significantly altered the strategic direction and growth plans of the company
1995
Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and was declared the fastest growing daily in India, by the Readership Survey
1993
Launch of Dainik Bhaskar‟s Bilaspur edition on September 20
1988
Launch of Dainik Bhaskar‟s Raipur edition
1983
Launch of Dainik Bhaskar‟s Indore edition - the first and biggest move outside home town of Bhopal – on March 05
1981
Dainik Bhaskar‟s Bhopal edition became the largest news paper of Bhopal City
1977
India‟s one of first web offset machine got installed at Dainik Bhaskar for Bhopal edition, against uniform prevalent practice of rotary machine
1958
Dainik Bhaskar launches its first edition in Bhopal on August 13
There are others, though, that still regard the quantitative planning of resources as important. They do not see its value in trying to predict events, be they wars or takeovers. Rather, they believe there is a benefit from using planning to challenge assumptions about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit
wish to get better integration of decision making and resourcing across the whole organization, or greater influence by the centre over devolved operating units. Cynics would say this is all very well, but the assertion of corporate control has been tried and rejected. And is it not the talk of the process benefits to be derived self indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether these criticisms are fair or not, supporters of human resource planning point to its practical benefits in optimizing the use of resources and identifying ways of making them more flexible. For some organizations, the need to acquire and grow skills which take time to develop is paramount. If they fail to identify the business demand, both numerically and in the skills required, and secure the appropriate supply, then the capacity of the organization to fulfill its function will be endangered.
OBJECTIVES
To enhance my knowledge about Recruitment and Selection. To enhance my knowledge about Training & Development. To convert my theoretical knowledge into practical knowledge. To prepare myself as a H.R. person who can easily identify the training need through his experience which is very essential quality of a H.R. Person & for the organization as well.
PLANNING OF HUMAN RESOURCES: DEFINITION OF HR PLANNING: THERE ARE MANY WAYS TO DEFINE HR PLANNING, OR EXPLAIN WHAT IT IS, BUT THE FOLLOWING DEFINITIONS, TAKEN FROM THE GOVERNMENT OF CANADA HUMAN RESOURCES SITE, IS A GOOD, USEFUL WORKING DEFINITION:
“RIGOROUS HR PLANNING LINKS PEOPLE MANAGEMENT TO THE ORGANIZATION'S MISSION, VISION, GOALS AND OBJECTIVES, AS WELL AS ITS STRATEGIC PLAN AND BUDGETARY RESOURCES. A KEY GOAL OF HR PLANNING IS TO GET THE RIGHT NUMBER OF PEOPLE WITH THE RIGHT SKILLS, EXPERIENCE AND COMPETENCIES IN THE RIGHT JOBS AT THE RIGHT TIME AT THE RIGHT COST.”
NOTE: THE EMPHASIS ON LINKAGE TO STRATEGIC PLANNING AND BUSINESS PLANNING IN THE FIRST SENTENCE, AND THE EMPHASIS ON THE ARRANGEMENT AND ALIGNMENT OF STAFF AND EMPLOYEES IN THE LAST SENTENCE.
HERE'S ANOTHER DEFINITION, PERHAPS A BIT SIMPLER:
“THE PROCESSES BY WHICH MANAGEMENT ENSURES THAT IT HAS THE RIGHT PERSONNEL, WHO ARE CAPABLE OF COMPLETING THOSE TASKS THAT HELP THE ORGANIZATION, REACH ITS OBJECTIVES.”
WHY HUMAN RESOURCE PLANNING? Human Resource Planning: an Introduction was written to draw these issues to the attention of HR or line managers. We address such questions as:
What is human resource planning?
How do organizations undertake this sort of exercise?
What specific uses does it have?
In dealing with the last point we need to be able to say to hard pressed managers: why spend time on this activity rather than the other issues bulging your in tray? The report tries to meet this need by illustrating how human resource planning techniques can be applied to four key problems. It then concludes by considering the circumstances are which human resourcing can be used. 1. Determining the numbers to be employed at a new location :If organizations overdo the size of their workforce it will carry surplus or under utilized staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. So the questions we ask are:
How can output be improved your through understanding the interrelation between productivity, work organization and technological development? What does this mean for staff numbers?
What techniques can be used to establish workforce requirements?
Have more flexible work arrangements been considered?
How are the staffs you need to be acquired?
The principles can be applied to any exercise to define workforce requirements, whether it be a business start-up, a relocation, or the opening of new factory or office. 2. Retaining your highly skilled staff :-Issues about retention may not have been to the fore in recent years, but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. Thus organizations should:
Monitor the extent of resignation
Discover the reasons for it
Establish what it is costing the organization
Compare loss rates with other similar organizations.
Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organization directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability. Having understood the nature and extent of resignation steps can be taken to rectify the situation. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. But it will depend on whether the problem is peculiar to your own organization, and whether it is concentrated in particular groups (e.g. by age, gender, grade or skill). 3. Managing an effective downsizing programme:This is an all too common issue for managers. How is the workforce to be cut painlessly, while at the same time protecting the long-term interests of the organization? A question made all the harder by the time pressures management is under, both because of business necessities and employee anxieties. HRP helps by considering:
The sort of workforce envisaged at the end of the exercise.
The pros and cons of the different routes to get there.
How the nature and extent of wastage will change during the run-down.
The utility of retraining, redeployment and transfers.
What the appropriate recruitment levels might be.
Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established. If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff, the danger is that an unbalanced workforce will result, reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience. 4. Where will the next generation of managers come from? :-
Many senior managers are troubled by this issue. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. But they recognize that while this may have dealt with a short-term skills shortage, it has not solved the longer term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand:
The present career system (including patterns of promotion and movement, of recruitment and wastage).
The characteristics of those who currently occupy senior positions.
The organization‟s future supply of talent.
This then can be compared with future requirements, in number and type. These will of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as:
Recruiting to meet a shortage of those with senior management potential.
Allowing faster promotion to fill immediate gaps.
Developing cross functional transfers for high fliers.
Hiring on fixed-term contracts to meet short-term skills/experience deficits.
Reducing staff numbers to remove blockages or forthcoming surpluses.
Thus appropriate recruitment, deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive and embarrassing to put such matters right. HOW CAN HRP BE APPLIED? The report details the sort of approach companies might wish to take. Most organizations are likely to want HRP systems:
Which are responsive to change?
Where assumptions can easily be modified
That recognize organizational fluidity around skills
That allow flexibility in supply to be included
That are simple to understand and use
Which are not too time demanding.
To operate such systems organizations need:
appropriate demand models
good monitoring and corrective action processes
comprehensive data about current employees and the external labor market
An understanding how resourcing works in the organization.
If HRP techniques are ignored, decisions will still be taken, but without the benefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnoticed. As George Bernard Shaw said: „to be in hell is to drift; to be in heaven is to steer‟. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plan.
HR POLICIES IN DAINIK BHASKAR Growth and Development at Bhaskar Continuous development of employees is essential for improving their performance at Bhaskar. The process is critical for attracting and retaining a knowledgeable and skilled workforce. The purpose of the growth and development policy is:
To promote a healthy sense of compensation as well as job satisfaction among.
To identify, train and develop competent personnel with growth potential and to provide motivation for higher performance.
Foster a culture of learning within the organization.
Performance Appraisals: Bhaskar believes in KRA (Key Result Area) mode of evaluation. These KRA‟s are specific to the functional area and provided to each of the employee and to the new employees on joining by their immediate senior. The KRA‟s are in sync with the organizational goal, job responsibility and the performance expected from the employee. When is the appraisal carried out? Appraisal is carried out on an annual basis in March and October for the financial year gone by, or for the designated period on case to case basis. Employees joining Bhaskar are informed of their appraisal period in their offer letter. Example: for the employee joining 1st April to 30th September 2007, the appraisal will be in March 2008. On the other hand, for the employees joining between 1st October 2007 to 31st March 2008, the appraisal will be in October 2008 and then next in March 2009. Who does the appraisal? Appraisal is done by the immediate reporting designation. And any issue\disagreement is resolved in discussion with the next senior level.
Career Development: Bhaskar provides opportunities to its employees for participating in activities which will enhance their specific job skills, their overall professional strengths, and their personal development. This policy is applicable to all employees of Bhaskar at all the locations. Criteria used for nomination for training: Training needs will be identified during the performance appraisal process by the appraisee and appraiser. It may also be accomplished through training needs surveys undertaken by the HR department from time to time. The criteria used for the nomination for training are:
Employee‟s interest / self nomination (M3+).
Must be routed through the Department Head with justified reasons, cost details, department head approval at least 15 days in advance to the date of training.
HR will revert within 3 days on the approval, excluding the day on which the communication is received.
Manager‟s nomination to specific development areas.
Driven by the business need.
By the national vertical head, based on skill gap/performance management data.
State head/Unit head or HOD and corporate HR.
It must be ensured that the equal opportunity is provided to each deserving employee.
The role of HR in the training nomination process will be:
If budget is available and the vertical Head approves, the nomination shall be effective under information to HR.
Check advice if the nominations by mangers or otherwise become too polarized on the people who are being nominated.
Recruitment:
Special sanction is required in case of manpower budget overrun in terms of number or budget overrun.
Relatives of employees cannot be assigned to the same function and/or with direct reporting relationship.
State HR/Local HR has to keep track of every candidate who leaves Bhaskar after 1st April 2007, including the record of the Exit interview.
A candidate will not be eligible for interview if she/he has been rejected by any interviewer of Bhaskar in past six months.
As a policy, Bhaskar discourages candidates who frequently change jobs in their career.
It recognizes that the organization invests time and energy in training people and hence discourages the practice of frequent job changes.
Bhaskar shall not consider any employee in M grade that has changed more than three jobs in two years/four jobs in six years.
Orientation & Induction: HR inducts employees in Bhaskar on the day of joining through an informal induction program is designed to familiarize the employees with organization and its members and other work related facilities. The formal induction program is conducted in the first week of the month and can range from one to fourteen days depending on the job profile. All M grade appointees would go through an induction/orientation program at the corporate office, Bhopal through the training & development cell of the Corp HR department. New employees need to complete the joining formalities on the day they join the organization. Corporate/State HR will facilitate this process.
Compensation: In case of a death anywhere in the group, any employee or the unit head or the local HR head or the Accounts department, can inform the corporate of HR of the mishap. The unit head or the local HR dept. will provide complete information with the necessary details such as name of the employee, designation, department, and the last salary drawn on the date of demise and the cause for the same. The Corporate HR would then issue an IOM to the corporate finance and the state coordinator F&A, who would issue necessary instructions at the unit level/corporate office and business office for the mandatory contribution. The amount as on the date shall be deemed collected and the equivalent amounts shall be debited to the respective offices. This is to cut the delay in actualization of the collection. Coordinator who would then prepare a DD in the name of the surviving spouse and send the same to the local unit for final distribution. Can I donate above the mandatory contribution requirement? Yes, any voluntary contribution over and above the mandatory contribution by anyone in the organization is welcome. 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 approved by the functional head of the transferor and transferee location. The final approval has to be obtained from the corporate HR department which will issue the transfer order after consultation with the National Vertical Head/State Head.
Proposal of transfer of employees of the M2 and above has to be approved by National Vertical Head/State Head. The local HR department/functional head will issue the required circular to this effect under intimation of the corporate HR department. For all transfer cases, pay details have to be filled in prescribed format. Relocation Allowance: For the employee being relocated, 50% of the basic salary would be extended as relocation allowance across all the grades. This would not be applicable if the transfer is on employee request. Retirement: All the employees retire on the last date of the month in which they complete the retirement age according to the organization‟s records. The retirement age is as follows: M1 and M0
: 65 years
Editorial staff in M1 grade and above : 65 years For M grade employees
: 60 years
For other grades
: 58 years
The local HR admin will communicate to all retirement in writing at least 3 months in advance of the date of retirement. HR and Accounts department will ensure final statement of accounts at the earliest.
The HR department will inform the employee and the finance department about his/her last day of employment one month prior to retirement.
The compensation of the employee will be stopped from the date the retirement takes effect.
All settlements would be processed before the employee leaves.
RECRUITMENT: In Bhaskar, manpower requirement is a designated process. Manpower budget is approved at the start of the financial year. Any variance in cost and number needs prior sanction. This sanction can be provided only by the MD/Directors. The request with justified reasoning should be routed through corporate HR. A human resource requisition from has to be raised for any manpower requisition, whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR or the HR web portal. Bhaskar hires through the following procedures:
Campus recruitment
Off-campus recruitment
Employee referral
Internal job postings
For all prospects within the group, a personal information sheet needs to be documented. The format can be obtained from corporate/State HR or the HR web portal. Campus recruitment: Currently the campus recruitment process is non-existent in Bhaskar. An attempt is being made to regularize and standardize process, so that the fresh young talents can be recruited and nurtured. Campus Selection: Which campus will be visited? The campus will selected by a team comprising functional/ \unit heads. This will take into account the kind of talent required, the reputation of the campus, and performance of the existing alumni working in the group. List of the campuses will be finally developed by Corporate HR and be available with all State/Corporate HR.
Who will handle the recruitment? Only employees in grade M2 and above will take part in the campus selection process. If there is more than one person involved, than the senior most person of the vertical will lead the team. Selection Steps and Available time : Time is at a premium when carrying out on campus interviews because the entire process has to be completed in 10-11 hours. This includes:
Pre-placement talk (PPT)
Presentation by HR/Unit Head or Department Head. The delegation of the process of introduction and presentation is not allowed. If senior alumni of the chosen institute are part of the group, one of them will be encouraged to make the presentation.
Written test
Written test shall only be used for a functional competencies check.
No psychological test shall be administered at this stage. This will be introduced after the group has evaluated and created its internal benchmarks by administrating the same to the star performers.
Evaluation of the written test.
Selecting and announcing the short listed candidates for interviews.
One round of interview.
Extending verbal offers to selected candidates (HR).
Broad areas for Focus for selection: The panel of interviewers will evaluate a candidate against a pre defined set of parameters. Detailed information on these parameters can be obtained. Corporate/State HR or the HR web portal. One of the important criteria of selecting the candidate is attitude; it will be determined the qualities that are core to Bhaskar‟s culture. This is an integral part of evaluation.
In addition, if required, the National Vertical Head and the State Heads can add to the evaluation criteria. Pre- Placement Talk: This presentation will be sourced from the HR department. It covers organizational and career aspects that are relevant to the field for which the candidates are being selected.
History of the firm
Overview of the Bhaskar domain
Work culture
Career growth opportunities within the firm
Compensation package
The presenter should encourage questions from the audience and make a note of candidates who ask good questions. Interview Sheet: After the interview, all members of the interview panel fill out an interview sheet with comments on how they went, covering each area. The interview panel tentatively decides on one of the following ratings for the candidate:
Hire
No hire
Borderline case
The interview panel also ranks the candidate in comparison with other candidates who were interviewed. This is a useful aid in making a final decision at the end of all the interviews. The academics (scores), written test performance, and interview performance are all considered in making a final decision. Off- Campus Recruitment: Recruitment for employees in M3 grade and above would be accomplished in consultation of Corporate HR and after a personal interview with at least one member of M1level or the director if required.
Recruitment for employees in M2 grade and below will be handled at the local level coordination with the Corporate HR department/Local HR and administration. Selection authority: M1/M0
: MD/Director/Group Chief HR
M3/M2
: Group Chief HR/National vertical Head/State Head
Other M grades: State head/Location Head/Designated official of local HR department E, S, O grade : Location Head/HOD/Local HR& Admin Department Editorial (M Grade)
All editorial unit level recruitment shall be handled by the State Editor/Resident Editor in consultation with the group Editor.
The Group Editor shall also be responsible for recruitment for editorial positions above the M3 level.
HR interaction will be limited to check attitude and culture fit.
Accounts and Finance, IT and HR (M Grade)
Specific approval of the Corporate Vertical Head is a must.
Functional competencies shall be the Vertical Head or a person designated by him.
HR will take care of the attitude and culture fit.
Every interview held for any M grade position across the group from 15th April 2007, shall be documented and be available with comments on the candidates along with the reasons for selection or rejection. These reasons shall be documented and be available with Corp HR will revert within 48 hours. A list of candidates interviewed in the past shall be readily available with Corp/State HR. The list of details required to issue an appointment letter can be obtained from Corp/State HR or the HR web portal.
Reappointment of Ex-employees: For reappointment of ex-employees, the following policy would be applicable: An employee who has left the organization for a competitive media house within two years from the date of exit from any of the locations of Bhaskar group. In case there is a situation leading to the reappointment, he/she can only join on the same salary which was paid to the candidate on his/her last working day in the group. There will be no enhancement in salary or up gradation or change in designation. This period would be limited to one year if the employee has joined a media house outside the state/within the state. Recruitment Consultants: Bhaskar group uses the services of recruitment consultants to seek suitable candidates for appointment. HR has set guidelines and relationship build-in with the selected set of recruitment agencies at every location. These guidelines provide the basis of an interaction meant to present a positive image of our organization. These guidelines must be adhered while dealing with the consultants.
The job description or the brief has to be in detail defining roles and responsibilities for the vacancy in process. Every communication should be in writing and should be sourced through only the authorized HR personnel.
Recruitment consultancy should be kept in the loop of pre-interview &post interview periods and feedback should be given to the consultant.
While negotiating the salaries, grade and designation, in case of the appointment of M grade, the proposed CTC should be accepted and signed by the candidate so that there is no dissatisfaction regarding what was committed and what was paid,.
Once the candidate has joined physically, the copy of the appointment letter should be sent to the recruitment consultant for their records and raising the invoice, which again should be paid as per the terms of contract.
All contracts or agreements with placement agencies should be in writing reviewed each year in March. A copy of the State/Local contracts should be available with Corp HR.
PARTING WAYS: OBJECTIVE: Bhaskar value its employees and strives to provide an enriching work experience. However, the organization accepts that there are occasions when the relationship with the employee can not continue. Separation may occur due to resignation, retirement, termination or death. This policy aims at providing the employee and supervisor with important information regarding separation-process, reimbursement, elimination of personal liability with responsibility related to aspects such as purchasing, keys, access card, laptops and vehicles. RESIGNATION:Resignation is a voluntary separation by the employee if he/she is desirous of leaving the services of the organization. All the employees need to inform their manager and HR and are required to give one month notice in writing or in accordance with the terms of appointment, if they wish to terminate their employment relationship with the organization. What is the separation process?
The employee needs to inform his/her decision of resigning to the respective manager and HR indicating the last date of employment and reason for resignation.
The manager will discuss his/her reason for resignation and evaluate different options with him/her.
If, however, after full consideration the employee decides to leave, the manager will forward the resignation to the HR.
What if the manager takes undue time for forwarding the resignation letter to HR? The date of resignation shall remain effective from the date the letter was handed over initially and not when the letter is forwarded. In any case, the manager must forward the letter within 7 days or must inform the HR department of the resignation and the reason for delay. Is there a notice period to be served? Serving of notice period is a must for every employee. PL available can be adjusted against the notice period. Notice period can only be waived or negotiated by national vertical head with justified reason. The reasons that can be considered are:
The tenure of the employee and his credibility while in employment.
Any family or personal emergencies
The waiver needs to have the sanction of the director. The bonus of the same shall be on the national vertical head/state head. No other person recommended/process this adjustment. What if the employee does not serve the notice period? Employee, who does not serve the notice period, will be deemed as terminated (to be communicated officially, no retirement/resignation benefits are availed). Bhaskar reserves the right of taking the person to court on breach of agreement. EXIT INTERVIEW: The exit interview shall take place on any day after acceptance of the letter. The format of exit interview will include discussions on followings:
Areas of strength of the department/organization.
Areas of weakness of the department/organization.
Feedback on areas of improvement in the department/organization.
Any other suggestions/feedback about the organization.
For grade M3 and above, the exit interviews would be conducted by the corporate HR.
It will mandatory to conduct exit interviews of all M grade employees and if possible, of all employees. The business offices will send the copy of the exit interview only to corporate HR. Where will the exit interview be carried out? M1 and above: MD/director, at location convenient to both M2: Corporate HR Bhopal and national vertical head M3: Corporate HR Bhopal/state head or unit head M4 and below: unit head/department head The exit interview document will be the key input for any reappointment of ex employees, anywhere in the group.
When will no-dues certificate be prepared? The no-dues certificate will be prepared only when the fully filled exit interview form is made available to the local Accounts and HR department by the concerned HOD. Who is responsible for scheduling and conducting the exit interview? Though it‟s in self interest of the employee leaving the organization to have the exit interview done, the responsibility and the accountability rests with the department/unit head conducted. When is the final settlement to be made? Once the final clearance with no dues is confirmed after the exit interview, HR processes the relieving letter, experience letter and final settlement cheque. Final settlement of the person has to be made on or before the last date. The process owner for final settlement is F&A.
RETIREMENT:All the employees retire on the last date of the month in which they complete the retirement age according to the organization‟s records. The retirement age is as follows: M1 and M0
: 65 years
Editorial staff in M1 grade and above: 65 years For M grade employees
: 60 years
For other grades
: 58 years
The local HR admin will communicate to all retirement in writing at least 3 months in advance of the date of retirement. HR and Accounts department will ensure final statement of accounts at the earliest.
The HR department will inform the employee and the finance department about his/her last day of employment one month prior to retirement.
The compensation of the employee will be stopped from the date the retirement takes effect.
All settlements would be processed before the employee leaves.
RETAINSHIP: The management may retain an employee in service beyond his/her age of retirement if it considers that extension of service under retainer ship arrangement would prove valuable to the group. The MD would approve all retainer ship arrangements. Maximum period of retainer ship would be 3 years, which can be reviewed/extended for a period 1-3 years. The notice period will be 1 month either side. The retainer ship compensation would be fixed as mutually agreed. INVOLUNTARY SEPARATION/ TERMINATION: The organization works on the policy of finding and utilizing employees best suited to the need based on their talent aptitude and attitude. Bhaskar matter policy, will try to create and find appropriate roles for all the employees.
It may at some stage in rare cases become essential for the organization to terminate the services of an employee. The organization initiates termination of employee when an employee is unable to meet the organization‟s performance or discipline standards. MD/Director will be the sole approving for cases of termination in M2 and above. For all the other grades, it is the HOD/Unit head/functional head, which are authorized to take such action with due consultation with corporate HR/ national vertical head. All cases of termination should be processed in accordance with legal/statutory provisions through the local HR administration
SWOT ANALYSIS 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.
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.
FACTS & FINDINGS Working environment-: Working environment is an important factor to keep the employees engages to the organization. Employees need different kind of working environment at different levels. HR people must keep this factor in mind. Performance appraisal-: Appraising performance should be done in such a way that it does not threat the employee that any point of time. Otherwise employee motivation and so employee engagement can come down dramatically. Recognition-: Recognition is important to keep employee motivated and committed to the organization. Different levels of hierarchy require different kind of recognition. Communication-: Clear upwards and downwards communication is required for the employee involvement in the organization. Communication barriers can create high amount of dissatisfaction among the employees and some time it takes the form of rumors and affect the organization badly. Relationship-: Interpersonal bonding is essential for getting out of the employees coaching and mentoring system not only developed the employee but also builds a moral bonding for better engagement. Transparency-: Transparency in the organization is required at all the levels and it actually creates a good amount of enthusiasm especially among the middle and bottom level of management. Compensation-: Compensation is a major factor of motivation. Monetary and nonmonetary compensation can be used wisely to motivate the employees and keep the engagement level higher. Motivation-: Overall motivation of the employee depends on numerous factors and it is a most important aspect of employee engagement. 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.
CONCLUSION The works on the Project study was a wonderful experience in my life. The study has been extremely useful in developing my professional skills and personality. The training help me a lot to adapt myself to actual working environment and to work in coordination with the other team members. Further, the guidance, support, cooperation and assistance provided by my seniors and colleagues at Dainik Bhaskar helped me to better understand the real working environment. The practical experience gained during the short period of 10 days will go a long way in achieving my real goal and ambition in my life. Different hierarchal level has different responsibilities towards planning of human resource due to various priority factors. In Dainik Bhaskar HR department has following priorities for HR planning: Goal oriented Responsibility Relationship Working environment
Also different hierarchal levels shows different interests: Top management-: Motivation & Learning & Growing Opportunity, job challenges, power & authority, designation in the organization.
Middle management- growth opportunity rewards 7 achievement, non-monetary benefits, and quality of work life, career planning & recognition.
Executive level- working conditions, growth opportunities, monetary & nonmonetary benefits & communication.
RECOMMENDATION AND SUGGESTIONS Dainik Bhaskar has excellent policies for HR Planning although its needs to focus on certain aspects which are mention in the following:
1. Human resource planning should be properly organized and a separate manpower planning division must be created.
2. An adequate database should be developed for human resource to facilitate planning.
3. The quantity and quality of human resource should be stressed in a balance manner. The emphasis should be on filling future vacancies with the right people rather than merely matching existing people with the existing jobs.
4. The period of a human resource plan should be appropriate to the needs and circumstances of Bhaskar.
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
