Project Report

on

Human Resources Planning in Dainik Bhaskar

Submitted in Partial Fulfillment for the Degree of Bachelor of Business Administration

S.S. JAIN SUBODH P.G. (AUTONOMOUS) COLLEGE, JAIPUR

(2020-21)

Submitted By- Submitted To-

Aditi Pareek Dr. Chitra Rathore

B.B.A. V Semester Head of Department, B.B.A.

Roll No. 1941009

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 CERTIFICATE

This is to certify that the Project Report entitled “Human Resource Planning in Dainik Bhaskar” is
a record of project work done independently by Ms. ADITI PAREEK under my guidance and
supervision and that it has not previously formed the basis for the award of any degree, fellowship or
associateship.

Dr. Chitra Rathore

Head of Department, B.B.A.

S.S. Jain Subodh P.G. (Autonomous) College

Jaipur

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 DECLARATION

I, ADITI PAREEK, student of BBA Semester V hereby declare that the project work presented in this
report is my own work and has been carried out under the supervision of DR. CHITRA RATHORE,
Head of Department, B.B.A., of S.S Jain Subodh P.G (Autonomous) College. This work has not been
previously submitted to any other university for any examination.

Aditi Pareek

B.B.A. V Semester

S.S. Jain Subodh P.G. (Autonomous) College

Jaipur

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 ACKNOWLEDGEMENT

It is not often in life that you get a chance of appreciating and expressing your feelings in black and
white to thank the people who have been a crucial part of your successes, your accomplishments, and
your being what you are today. I take this opportunity to; first of all, thank the faculty at S.S. Jain
Subodh P.G. (Autonomous) College, especially Prof. K.B.Sharma, Principal, and Dr. Chitra Rathore,
Head of Department, BBA, for inculcating and instilling me the knowledge, learning, will-power,
values and the competitiveness and professionalism required by me as a management student.
I would like to give special thanks to Dr. Chitra Rathore for educating me silver lining in every dark
cloud. Her enduring efforts, guidance, patience and enthusiasm have given a sense of direction and
purposefulness to this project and ultimately made it a success.
I express my sincere and heartiest thanks to everyone who has contributed towards the successful
completion of the Project, undertaken by me at Dainik Bhaskar Corporation.
Last but not the least; I would like to thank my family: my parents, for supporting me spiritually
throughout my life.
The errors and inconsistencies remain my own.

Aditi Pareek

B.B.A. V Semester

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 CHAPTERISATION

Page No.

• Introduction 06-11

.1. Introduction of the Topic 07

.2. Why Human Resource Planning? 07
.3. How can HRP be applied? 10
.4. Special Considerations 11

• Profile of the company 12-19

.1. Introduction 13
.2. Diversification of Bhaskar Group 14
.3. Milestones 17
• Research Methodology 20-49
.1. Objectives 21
.2. Sample Size and Method of Selecting Sample 47
.3. Limitations 49
• Analysis and Interpretation 50-53
• Summary of Findings 54-58
.1. Facts and Findings 55
.2. Conclusion 67
.3. Scope for Further Study 58
• Appendices 59-62
.1. References 60
.2. Questionnaire 61

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INTRODUCTION

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 INTRODUCTION OF THE TOPIC

Human resource practices play a vital role as humans are the main resources for any organization and
therefore planning those resources and managing them efficiently is also important. Human Resource
Planning is the process of planning the most important resource of the company. Human Resource
Planning is a systematic process of forecasting both the prospective demand for and supply of
manpower, and employment of skills with the objectives of the organization. It can also be termed as the
method of reviewing the manpower necessities to ensure that right kind of skills is made available to the
organization.

The main purpose of HRP is to set the goals and objectives of the company. In other words, it is to have
the precise number of employees, with their skills matching the requirements of the organization, so that
the organization can move towards its goals. Chief objectives of Human Resource Planning are as
follows:

• Guarantee ample supply of resources, whenever there is a need for it.

• Make sure that the current manpower in the company is being used properly.
• To foresee the potential requirements of manpower at various skill levels.
• Evaluate excess or scarcity of resources that are available at a given point of time.
• Predict the impact of technological changes on the resources as well as on the kind of jobs they do.
• Manage the resources that are already employed in the organization.
• Ensure that there is a lead time available to pick and train any supplementary human resource.

WHY HUMAN RESOURCE PLANNING?

Here we are going to address questions such as-

• What is human resource planning?

• How do organizations undertake this sort of exercise?

• What specific uses does it have?

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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 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 for which human resourcing can be used.

▪ 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 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.

▪ 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.
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 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).

▪ 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 nut-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.

▪ 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 long 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)

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 • 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

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 • comprehensive data about current employees and the external labor market

• An understanding of 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.

SPECIAL CONSIDERATIONS

The goal of HR planning is to have the optimal number of staff to make the most money for the
company. Because the goals and strategies of a company change over time, human resource planning is a
regular occurrence. Additionally, as globalization increases, HR departments will face the need to
implement new practices to accommodate government labor regulations that vary from country to
country.

The increased use of remote workers by many corporations will also impact human resource planning
and will require HR departments to use new methods and tools to recruit, train, and retain workers.

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PROFILE OF THE COMPANY

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 PROFILE OF THE COMPANY

D B Corp Ltd. is India’s largest newspaper group with 66 editions published in 4 languages across
12 states. The major newspapers published by the group are Dainik Bhaskar (Hindi daily), Divya Bhaskar
(Gujarati daily), Dainik Divya Marathi (Marathi daily), Saurashtra Samachar, DB Post (English daily)
and DB Star.
The Group also publishes 3 magazines; Aha! Zindagi (a monthly family magazine in hindi), Bal
Bhaskar (Hindi magazine for kids) and Young Bhaskar (English magazine for kids) are also published by
the group.
Dainik Bhaskar was first published in Bhopal and Gwalior. The newspaper was launched in the year
1956, tailored to the market for a Hindi-language daily. Initially named Subah Savere in Bhopal
and Good Morning India in Gwalior in 1957, the paper was later renamed Bhaskar Samachar.
In 1958, the paper was renamed once more, taking on its current moniker, Dainik Bhaskar. In English,
the word Bhaskar means "The Rising Sun." A graphic of a rising sun accompanied the paper's new name.
Today, Dainik Bhaskar is the most-circulated daily newspaper in India.

Apart from newspapers, DB Group also has businesses in various areas.

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 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 Exxoils 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.

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• 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 non-profit center sponsored by the Bhaskar group. It
provides aspiring artists of all age groups with instructions 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 as 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.

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• 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 advertisment
➢ Subscription services
➢ Snap pools
➢ Locality sale
➢ Weekend planning
➢ Contests, etc.

• 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 It central park
➢ Jogging track
➢ Superstore
➢ 7.5 m paved internal road

• SHOPPING MALL

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.

➢ Department stores and Hypermarket

➢ Nine superstores and 90 vanilla stores.
➢ 11F&B outlets + 50400 sq. ft. food court.
➢ Five screen. 1300 seat multiplex.
➢ 20.250 sq. ft indoor family entertainment center.

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 MILESTONES

1958

▪ Dainik Bhaskar launches its first edition in Bhopal on August 13.

1977

▪ India's one of the first web offset machine got installed at Dainik Bhaskar for Bhopal edition, against
uniform prevalent practice of rotary machine.

1981

▪ Dainik Bhaskar's Bhopal edition became the largest news paper of Bhopal City.

1983

▪ Launch of Dainik Bhaskar's Indore edition - the first and biggest move outside home town of Bhopal —
on March 05.

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.

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.

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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

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.

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.
▪ Initiated presence In Maharashtra with the launch of Divya Bhaskar's Mumbai edition in July.

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.

2007

▪ Launch of DB Gold — the first compact newspaper in Gujarati from Surat.

▪ Launch of DNA (English Newspaper) 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 us reach to 14 cities across India

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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.
▪ MY FM consolidates its network with 17 radio stations in 7 states, across India.

2009

▪ Inauguration of 'Bhaskar Print Planet' at Changodar, Ahmadabad by Narendra Modi, thief minister.
Gujarat, on November 13, 2009.
▪ Installation of KBA printing machines imported from Germany at Jaipur and Ahmadabad facilities.

2016

▪ Dainik Bhaskar is world’s 4th largest circulated newspaper. (Source: WANIFRA 2016 report)
▪ DB Post launched in Bhopal.

2020

▪ Dainik Bhaskar becomes the world’s third largest circulated newspaper as per WANIFRA – World
Association of News Publishers Report, 2019.

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RESEARCH METHODOLOGY

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 OBJECTIVES OF THE STUDY

PERFORMANCE APPRAISAL

Performance appraisal, also known as employee appraisal, is a method by which the job performance of
an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is
a part of career development. Performance appraisals are a regular review of employee performance
within organizations. Generally, the aims of this 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 rating system whereby
managers are asked to score an individual against a number of objectives/attributes. In some companies,
employees receive assessments from their manager, peers, subordinates and customers while also
performing a self assessment. This is known as 360° appraisal.

The most popular methods that are being used as performance appraisal process are:

• Management by objectives (MBO)

• 360 degree appraisal • Behavioral Observation Scale (BOS)

• Behaviorally Anchored Rating Scale (BARS)

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Trait based systems, which rely on factors such as integrity and conscientiousness, are also commonly
used by businesses. The scientific literature on the subject provides evidence that assessing employees on
factors such as these should be avoided. The reasons for this are two-fold:

1) Because trait based systems are by definition based on personality traits. They make it difficult for a
manager to provide feedback that can cause positive change in employee performance. This is caused by
the fact that personality dimensions are for the most part static, and while an employee can change a
specific behavior they cannot change their personality. For example, a person who lacks integrity may
stop lying to a manager because they have been caught, but they still have low integrity and are likely to
lie again when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office politics, causing
them to be less reliable as a source of information on an employee's true performance. The vagueness of
these instruments allows managers to fill them out based on who they want to/feel should get a raise,
rather than basing scores on specific behaviors employees should/should not be engaging in. These
systems are also more likely to leave a company open to discrimination claims because a manager can
make biased decisions without having to back them up with specific behavioral information.

Fig.1

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PROMOTION POLICY

Eligibility:
To be eligible for promotion under this policy, the employee should not be undergoing any punishment or
warning for misconduct under the company's rules/standing orders. The warning to any candidate shall
always be in written mode. The warning can only be given by the national vertical head/state head.

Modes of promotion:
Bhaskar recognizes that promotion may occur through the following ways:

• The filling of a higher position by an employee at a lower designation, given that the employee fulfills
the eligibility criteria for the vacant position.

• A reclassification of the employee's existing designation as a result of the employee performing duties
with 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 individual's potential and capabilities.

Other consideration for promotion:

• The minimum stay to be eligible for promotion will be the completion of first appraisal cycle.
• Promotion should take place only at the annual appraisals. Mid-year promotion in exceptional cases
may be considered solely at the discretion of the MD/Director.
• The final approval authority for promotion is –
M l and above: MD/Director
M3/1442: National Vertical Head/ State Head
Other grades: State Head/Lunt Head
• Number of promotions will be determined by the number of vacancies to be filled in the organization.

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Appraisal committee:
An appraisal committee will be responsible for various levels of promotion at the state level/unit. The
committee will comprise of the heads of 6 verticals at state level. The appraisal committee will discuss all
the recommendations for promotions provided by the individual managers/HOD. At the business Head
and corporate HR level, the communication to the incumbent will be by the immediate HOD and
organization wide communication will be through intranet/samvaad.

First right of position:

At Bhaskar, an existing employee shall be first considered for filling up any vacancy that arises in the
organization. For such a process the candidate must have completed one assessment/appraisal cycle. If a
suitable internal candidate is not found for the vacancy, it will be sought to be filled by an outside
candidate.

CAREER DEVELOPMENT

Fig. 2

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SPONSORING FURTHER EDUCATION

Bhaskar believes that learning and development is the responsibility of the organisation as well as the
employee. The company supports employees who wish to continue their education in order to secure
increased responsibility and growth in their professional careers.

Eligibility:
All M grade employees who have completed two years in the organisation and have an above average
performance are eligible for applying. The course approval should be obtained from State Head/Unit
Head HOD and Corporate HR. The HOD will decide and recommend if the course is relevant for the
current and future responsibilities of the person. In this academic course period, the candidate shall be
treated on leave with pay.

How many people will organization support?

Maximum 5% of the total number of M grade assigned to a station/unit/state will be supported by the
group for education .Updated list of candidates being supported for education shall be maintained by HR
and it will be available for preview to all employees.

Course Requirements:
The company will sponsor short term courses (not exceeding 4 months) pursued form approved
institutions of learning.

The education should be through an accredited program that either offers growth in an area related to the
employee's work or will lead to promotional opportunities.

What if the course is not listed?

If the desired course is not in the current list, the candidate can apply through the department head for the
review with the corporate HR. HR will communicate final decision within 7 days of such review request.

What if an employee wants to take a second course?

An employee is eligible for the second course after a gap of 2 years of having successfully completed the
earlier course.

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Course Reimbursements:
The company will reimburse a maximum of 3 months basic or INR 150000. All expenses will be
covered. The employee will have to first pay the course fee himself. All the reimbursements are subject
to the employee completing the course with the minimum 50% grade for that course.

Post Completion Requirements:

Within 1 month of the course completion, the employee must submit a formal document (certificate,
letter, etc.) from the institute with clear comments on his performance in grades/marks/CGPA or
qualitative terms.

The employee should be in continuous service with the organization for 18 months post completion of
the course.

An undertaking is required to be signed by the employee in favor of the organization for post course
compliance of service period.

What if employee leaves earlier?

If the employee fails to complete the 18 months tenure then he/she will have to reimburse the entire
amount to the company with 18% interest or the rate of interest discussed and agreed upon between the
employee and the organization.

▪ Employees, who stay with the organization for a period of less than one year, will have to pay the
entire reimbursements paid by the company.
▪ Employees, who stay with the organization for a period of greater than a year, but less than two
years, will have to repay 50% of the reimbursements.

Distance Learning:
Employees who are participating in a distance learning course will be eligible for-
• A maximum of 14 days leave (Saturdays, Sundays and Holidays in between this continuous leave
period shall be counted) for preparing for the examination.
• Employees enrolled into a course with semester system of learning shall be allowed two set of leaves
totaling 14 days subject to the person having passed the earlier semester with acceptable performance.
• Fifty percent of these leaves will be treated as leave with pay and balance 50% adjusted against the PL.

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A person applying for such a leave must have the requisite PL in the leave account for adjustment that is
if the person takes 10 out of the maximum possible 14 days leave. 5 days shall be treated as leave with
pay, and 5 days shall be adjusted against his/her PL.

TRAINING AND STAFF DEVELOPMENT

Where does Training and Staff Development fit with Human Resources Planning?

• When companies have well thought out and useful human resource plans, it allows them to move
training and staff development from a hit or miss process to one that is also strategic, organized, and
designed to contribute to the company's bottom line.

• Much that passes for training in corporations yields no value at all to the company because training and
staff development dangle unconnected to business needs, present and future.

• Employees go to training because the seminar "sounds good", or "might be useful", and while it's sound
to develop and train employees as an end in itself, it also makes sense to choose the kinds of training that
will result in employees being better contributors now, and also better contributors in the future.

• A sound human resources plan will anticipate the skills that will be needed in the future, identify gaps
in skills that are present, and will be needed, and then plan for the development of staff in advance, so
that the skills will be available when required.

Training identification process:-

The department heads will identify training needs for various incumbents of their respective 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 company notice board.

The HR department will consolidate the requests and notify the concerned departments of the final
schedule. They will also make the necessary administrative arrangements. Every state unit has local
training budget. Heads of the departments are advised to utilize the same in consultation with the State
HR/corporate HR.

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Where will be the training program details available?
The HR department will also, at regular intervals, forward details of external programs to all managerial
staff (for nomination of self and colleagues). The HOD, in consultation with the functional head, will
nominate employees for specific programs and route the request to corporate HR through state/Local HR.
This nomination will be based on the training-needs analysis and a copy of the same will be attached with
the nomination form.

Is there a training feedback system?

On completion of the training, all employees will submit training feedback forms to the Corporate/State
HR department within 7 days.

What if feedback is not provided?

If the same is not provided the employee forgoes the opportunity of being nominated for the next
program for 1 year.

Who assesses training program's effectiveness?

The HOD/immediate senior of the employee will assess demonstrated effectiveness of the training
program. This assessment will be provided by the HOD/immediate senior within 3 months of the
employee joining work.

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

28
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.

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.

▪ 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 from the Corporate/State HR or the HR web portal. One
of the important criteria of selecting the candidate is attitude; it will determine 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.

Interview Sheet:-
After the interview, all members of the interview panel fill out an interview sheet with comments on how
it went, covering each area. The interview panel tentatively decides on one of the following ratings for
the candidate:
• Hire • No hire • Borderline case

29
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 with
Corporate HR and after a personal interview with at least one member of M l level or the director if
required.
Recruitment for employees in M2 grade and below will be handled at the local level co-ordination with
the Corporate HR department/Local HR and administration.

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 the
organization. These guidelines must be adhered while dealing with the consultants.
▪ The job description 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.

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 ▪ 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.

Employee Referral:-
The aim of the program is to make the recruiting process more cost efficient, build better team work as
well as toward employees who make the effort to refer the prospective employees.

How will the referral scheme be communicated?

All job opportunities with the required details would be posted on the intranet and notice boards, HR will
be responsible for placing these positions on the HR portal.

Can referral be made without the knowledge of vacancy?

Even if there are no opportunities available, employees can send in referrals, which will be kept in the
recruitment database.

Whom do I send the referral?

All the referrals should be send to the Corp HR for the senior positions and to the state HR for other
grades in the given referral format.

What should the referral contain?

Candidates can be referred by sending an email with the candidate's resume and a cover letter to the Corp
HR. The cover letter should give a brief summary of the employee's association with the candidate.
Please use the form provided for the cover letter. The format for referral form can be obtained from
Corp/state HR or the HR web portal.

What if more than one person refers a candidate?

In case of more than one employees refers a candidate, the referral will be considered in first-referred-
first-claim-basis. Decision on references will be non-contestable and decided by Corp HR. HR will keep
the transparent records of the referred candidates.

31
Internal Job Posting:-
Whenever there is a job opening in the organization and is deemed fit by the Corp HR or the department
head, it would be opened internally first for the employees to apply.

When will these job postings be communicated?

There is no predefined time limit for the posting of an internal vacancy; the duration for which the
vacancy is posted would depend on the nature and criticality of the job.

When will these job postings be announced?

HR would post the available job on the notice board/intranet and the HR portal. The information will
cover:

▪ The role and responsibilities

▪ Competencies required
▪ Where the job is located
▪ The minimum qualifications and experience required
▪ Which employees are eligible to apply
▪ Last date of application and the process that would be followed.

Who can apply?

This policy is applicable to all full time employees who have completed one performance appraisal cycle.

Does one need the approval of his/her senior before applying?

No official approval or consent is required for the same. The employee will go through the selection
process as required.

What if the candidate is selected and his senior is not willing to relieve?
Once the employee has been selected for another position in the organization, the National Vertical Head
and State Head shall be informed. In case if the candidate is selected, the Department Head will have to
release the candidate within 60 days of the announcement. Transfer will be treated as a normal posting
and not as a transfer on request.

32
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 offer letter can be
issued locally up to M3 grades. The offer letter should be specific vis-a-vis the salary heads and their
applicability including PF contribution, date of joining, mobile, conveyance, med claim and the month of
next appraisal.

Orientation/Induction:-
HR inducts employees in Bhaskar on the day of joining. An informal induction program is designed to
familiarize the employees with organization and its members and other work related facilities.

The formal induction program is conducted in the first week of the month and can range from one to
fourteen days depending on the job profile.

All M grade appointees would go through an induction/orientation program at the corporate office,
Bhopal through the training & development cell of the Corp HR department.

New employees need to complete the joining formalities on the day they join the organization. Corporate
State HR will facilitate this process.

The joining form must he completed and submitted by the employee within 7 days of joining.

Employees on joining the organization will be given a welcome kit comprising:

▪ Leather brief case (M2+Unit Heads)

▪ Organization diary
▪ Official tie
▪ First set of visiting cards
▪ HR manual

33
Probation and Conformation:-
Probation:
For the first few months of service, depending on the grade, the employee will be deemed to be on
probation and during this period, either party may terminate this agreement by giving 24 hours notice in
writing or salary in lieu thereof.

Conformation:
After completion of the probation period, the employee will receive a confirmation notification from the
reporting officer. The conformation will be released by HR and routed through the department head. This
will be given strictly on the due date.

HOD must inform HR a month in advance if probation for any employee is to be extended. Otherwise
HR will release the conformation letter for the employee after completion of the probation period.

When and how is the probation period extended?

If on assessment it is found that the performance or potential of the employee is not up to the acceptable
standards, the probation period may be extended by 3 months.
The employee will be intimated by HR on recommendations of the Vertical Head/Department Head in
writing 15 days before the end of the probation period.

COMPENSATION

Employee benefits and benefits in kind are various compensations provided to employees in addition to
their normal wages or salaries. Where an employee exchanges wages for some other form of benefit, this
is generally referred to as a 'salary sacrifice' arrangement. In most countries, most kinds of employee
benefits are taxable to at least some degree. Fringe benefits can include, but are not limited to (employer-
provided or employer-paid) housing, group insurance (health, dental, life, etc.), disability income
protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid),
social security, profit sharing, funding of education, and other specialized benefits. The purpose of the
benefits is to increase the economic security of employees. The term “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.), stationers, allowances for lunch, and—when multiple choices
exist—first choice of such things as job assignments and vacation scheduling. They may also be given
first chance at job promotions when vacancies exist. The starting point for determining a pay increase is

34
the position of each employee in the rate range after a pay structure adjustment has been made. This is
illustrated in figure

Fig. 3

HEALTHCARE

Bhaskar believes that the health of the employees is a joint responsibility of the employee and the
organization. This policy aims at extending facilities and programs to assist employees manage their
health and wellbeing needs.

Mediclaim:-
All employees under M grade, employees who are not covered in ESI and are in E grade, and their
families are provided with hospitalization insurance cover under the group mediclaim policy. Each family
(Self, spouse and his/her 2 dependent children) is treated as one unit. The company has opted for a
floating policy instead of a fixed cover. This policy implies that the cover for each person in the policy is
equal to the insured amount.

Every employee covered under the scheme is provided details of the mediclaim cards and along with the
list of associated hospitals and the claim process.

Group Personal Accident Insurance:-

The company covers the following group of employees under a group personal accident insurance policy:

▪ All marketing/sales-field force employed in any of the offices/units in the group.

35
 ▪ All officers in grade M3 and above
▪ All staff in circulation and accounts (recovery)
▪ Production staff, excluding those not involved directly with the production process
▪ Editorial staff, i.e. field reporters, photographers.

The employees are insured for a fixed compensation, in case of injury due to accident. In the event of
death, the nominee will receive a sum which is equal to 40 times of the basic salary.

The coverage automatically starts from the date of joining the company for the duration of employment.
The coverage needs to be extended during an employee's probationary and nonce period.

Contribution on Employee's Death:-

Bhaskar group, which includes Dainik Bhaskar, Divya Bhaskar, My FM, Aha Zindagi, and BTV, has
approximately 8,000+ employees across 35 locations. The policy is especially formulated to be able to
help the family of the deceased employee.

What is the process of contribution?

In case of death of any employee within the group at any location including business offices, it shall be
mandatory for all Bhaskar employees to contribute for the support of the family:

No contribution is usually solicited from O grade. They will be contributing a nominal amount only in
the case of the bereavement of an O grade employee. This amount will be decided by the committee.

Who are the beneficiaries?

• All Bhaskar employees

• In case of 0 grade employees, they will be the beneficiaries though they will not contribute.

Who decides the benefit value?

▪ For O grade, the organization assure a minimum amount of Rs.1 Lakh.
▪ For other grades, the amount is to be decided on case-to-case basis by a committee comprising:
▪ Group Editor
▪ Group CEO
▪ Group Chief-HR
▪ VP-F&A
▪ National Vertical Head AD sales

36
 ▪ National Vertical Head Communications
▪ National Vertical Head SMD
▪ State Heads of MP-CG/Gujarat/Rajasthan/CPH

Doctor at No Fee:-
It has been decided to extend the benefit of a doctor to all the employees of the Bhaskar group at all
publication centers.

What is the scheme?

The doctor would provide medical consultation twice a day. i.e. two hours in the morning and two hours
in the evening. The unit head would decide the timings.

The consultation would be offered at the clinic of the doctor. No separate clinic would be opened within
the company premises.

All the employees would be allotted an ID card without which the doctor would not carry out medical
examination.

Who selects the doctor?

The doctor is selected by a panel of officers at the unit level. This doctor should be a general physician
(minimum qualification MD/MS).

Who is the process owner?

The process owner for this policy is state head/local HR.

Medical Check:-
Who is eligible?
AU employees (M3 and above) above 40 years of age have to undergo mandatory full health checkup.
This is to create awareness and to discern early health warnings to determine if anyone needs attention.

Where can be the checkup done?

Checkup must be done through a designated registered diagnostic center. Local HR, in consultation with
the unit head, should establish a local tie-up for the check-up centers.

When is the checkup to be done?

37
The person can get the check-up done in any one of the quarters, and must stick with the chosen quarter
for the rest of the tenure with the organization. The person has to provide a certificate to demonstrate that
the check-up has been carried out. The person does not need to submit the final reports to the
organization.

WORK LIFE BALANCE

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 1:00 pm to 2:30 pm. depending upon the employee's
entry time.

Recording Attendance:-
Recording attendance is essential for maintaining leave records and for salary calculation. Thus,
employees are requested to mark their attendance for the convenience of all.

Employees on leave are required to submit a leave application for approval by manager except in case of
casual leave where the application needs to be submitted after resuming work.

Is there a grace period?

A 15 minute grace period is allowed for the employees to reach office. Four late marks in a month results
in half leave day deduction.

LEAVE

Leave rules will apply to all employees in the Bhaskar group and shall be administered on financial year
basis.

38
All employees are eligible for seeking Privilege leave. In special circumstances, they may also take leave
without pay (LWP). All classes of leave are granted only at the direction of the respective
managers/HODs. All leaves, except casual leave, need to be applied for in advance. State Heads/Unit
Heads/HODs will carry planning in respect of their staff and ensure that leave is staggered and spaced out
so that the work does not suffer. In case of a sudden absence, when employees are unable to obtain prior
approval, they are required to inform their manager as soon as possible. In addition, after resuming work,
employees must submit a leave application.

Casual Leave (CL):-

▪ Casual leave cannot be availed for more than 3 days at a stretch.
▪ Casual leave would be calculated on annual basis and shall automatically lapse after the dose of the
year.
▪ Casual leave is not non-refundable.

Medical Leave:-
▪ Medical leave cannot be refundable.
▪ Medical leave availed in excess of entitled/accumulated leave can be adjusted against PL
▪ Those employees covered under SI/Factories Act and there in would not be covered 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 grade employees).
Encashment would be affected on the basis of basic salary only.

Leave without Pay:-

▪ Leave without pay is used in exceptional cases such as long-term illness or any other emergency, and
it must be discussed with and agreed upon by the reporting officer and HR. If employees need to take
leave after exhausting all the privilege leave available for the quarter, they can under special
circumstances request permission to take leave without pay.

39
Maternity Leave:-
▪ If employees have worked in the company for a period of at least 8O days immediately preceding the
expected date of delivery, then they are entitled to maternity leave in accordance to the Maternity Act.
▪ Maternity leave can be availed for pre & post natal care during pregnancy and confinement. The
entitlement is as follows (only for the first 2 children):

− Less than 6 months of employment: 7 days

− 6 to 9 months : 15 days

− 9 to 12 months : 30 days

− 1 to 2 years : 45 days

− 2 to 3 years : 60 days

− Beyond 3 years : 90 days

Paternity Leave:-
▪ Employees, who have worked for more than 6 months in the company, are entitled to take paternity
leave of 7 days for the first two children.

Special leave:-
▪ The organization allows certain special leaves to its employees. These are treated as leave with pay
and are in addition to the normal leaves available:

− Death of parent: 10 days

− Own marriage : 7 days

− Anniversary : 1 day

− Birthday (self): Half day

40
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.

Reimbursement of expenses:-
After the tour, employees are required to submit the Tour Expenses Statement to Corporate
HR/Administration/Corporate F&A within a week from the date of return. Employees are required to
submit air tickets or information on the mode and class of travel by train or bus and accommodation and
boarding bills in support of reimbursement claims.

RECREATION

To provide its employees a fun environment and a break while at work, Bhaskar has planned some
occasions for celebrating.

Events:-
Each unit/business office will have a social get together budget that will be used for celebrating key
events or to organize get together or similar social gatherings. The events will be location specific and the
local team will have full discretion to decide on events within the budget.

Decisions on the events shall be made by the Unit Head in consultation with the Unit Head of
Departments of the verticals.

ADMINISTRATIVE POLICY

This policy aims to extend support to employees for regular jobs related to their routine work in order to
increase efficiency.

41
Cafeteria:-
Cafeteria facility is provided at all the publication centers. Broad guidelines are defined for the
functioning and the local units can take a call on operational matters on a day-to-day basis.

Guest House:-
Company-maintained guest houses are operational in Bhopal, Mumbai, Delhi, Jaipur and Indore.
The guest houses at Bhopal, Delhi and Mumbai are maintained by the corporate office and hence there
are no charges for stay.

RELOCATION

Assistance is extended to employees relocating to any office of Bhaskar.

Employees on Deputation:-
For employees on deputation, the company extends a deputation allowance, accommodation and
transportation expenses in relevant cases.

For more than one month stay, one return ticket per 30 days will be provided. The employee will be
allowed to have 2 days visit to home, excluding travel time. Once deputation is over, this facility will be
withdrawn and cannot be accumulated. Any continued stay at a location for more than 60 days will
automatically be treated as on deputation or has to be convened into transfer.

New Employees:-
In case of new appointments, transit accommodation in a hotel or guesthouse would be provided by
Bhaskar for up to 7 days. This period is extendable maximum by another 7 days on approval from the
National Vertical Head/State Head.

For transportation of new employee's household goods and personal belongings to the appointed location,
a certain sum can be allowed on production of receipt from the transporters. For M1 and above the
reimbursement will be at actual.

This amount would be adjusted/deducted in case the employee leaves the organization group within a
year of joining.

42
PRIVACY AND CONFIDENTIALITY

Bhaskar's business environment requires information to be kept confidential and the group also
understands the need for employee personal information to be safe-guarded. The organization also
assumes the responsibility to keep the work environment safe for both the company and the employees.
This policy aims at providing guidelines to employees in relation to privacy and confidentiality of
information.

What information is sensitive?

Any information that, if known by a competitor, could put the company at a disadvantage should be
considered sensitive. Types of sensitive information include but are not limited to:

▪ Information about past, current, or prospective investor. Unless given prior authorization, this
information can not be disclosed to outsiders except as necessary to service the investor's account,
or as required by law.
▪ Information concerning the operation of Bhaskar trading strategies.
▪ Profit & loss (P&L) information.
▪ Accounting records.
▪ Drafts of reports and brochures.
▪ Compensation information.
▪ Email related to work and business of the company.
▪ Bhaskar future plans.
▪ Personal information about any employee.

PHONE AND EMAIL COMMUNICATION

Employees are expected to adhere high standards of professionalism in all communications, whether
internal or external, oral or electronic, or through voice mail or email. Employees are expected to conduct
communications as if they creating a permanent record. In other words, they are expected to be
courteous, professional and to avoid gratuitous comments or discussions, which, when taken out of
context, can be misconstrued or which do not reflect the company's professional image. Doing so will
help prevent the company being exposed to unwarranted regulatory risks because of careless comments.

43
PARTING WAYS

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 cannot 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 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 can process this adjustment.

44
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 raking 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.

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 is 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

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Editorial staff in M1 grade and above: 65 years

M grade employees : 60 years

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. 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.

46
 SAMPLE SIZE AND METHOD OF SELECTING SAMPLE

Universe-

The sample universe this is relevant for this project includes all the parties to whom the paper is provided
by Dainik Bhaskar.

Data Sources-

Primary — Questionnaire

Secondary — HR Manual, documents, surveys, case studies & text books on HR Planning and HR
Policies, Internet, Magazines, Newspaper.

Sampling Plan-

Sampling technique —

Dainik Bhaskar (Print Media) is divided in five major departments (HR & Admin, Production, Ad Sales,
Finance & Accounts, SMO). We have conducted the survey mainly in the HR department and we have
covered the three hierarchy level of this department (Top management, Middle management &executive
level).

Data Collection Method-

Use of questionnaire —

Questionnaire based on HR Planning and HR Policies for different hierarchy levels of HR department for
the whole sample size irrespective of their designations. Some HR policies are collected from HR
manual. The history, background, diversification, etc. about Dainik Bhaskar is collected from documents
& surveys. Some information is gathered while working on projects with different department like HR.
Marketing, Events, Ad Sales, etc.

47
Note - As far as quality is concerned I tried my best to take employees who had spent quite some time
working in Dainik Bhaskar and also sample from three hierarchical levels is taken to maintain the quality
of the survey.

Communication Methods-

1. Interacting with respondents.

2. Asking for their opinions, attitudes, motivations, characteristics.
3. Characteristics-
• Focus Groups
• Surveys
• Panels
• Highly versatile in terms of types of data
• Generally more speedy
• Typically more cost effective
• Activities, Interests, Personality Traits

Observation Methods-

1. No interaction with respondents.

2. Let them behave naturally and drawing conclusions from their actions.
3. Characteristics-
• Direct observation
• Contrived observation (laboratory)
• Content Analysis
• Electronic media have made observation cheaper
• Physiological measurement
• Greater objectivity
• More accurate
• Less “response tendency” or “demand effects”
• Limited in terms of what can be observed

48
 LIMITATIONS OF THE 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.

49
ANALYSIS AND INTERPRETATION

50
 ANALYSIS AND INTERPRETATION

1. Do you take services of any other newspaper?

 Times of India
 Rajasthan Patrika
 The Hindu
 Economic Times
 Others

Times of India, 11%

Others, 39%

Rajasthan Patrika,
21%

The Hindu, 17%

Economic Times, 12%

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2. What all services of Dainik Bhaskar do you use?

 Home Services
 Purchase on Shops
 Internet
 24-hours available
 Others

Others, 14%
Internet, 15%

24-Hours, 8%

Home Services, 16%

Purchase on Shops,
47%

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3. Are you aware of various Dainik Bhaskar schemes?

 Nil
 Somewhat
 Fully

Fully, 16%

Nil, 29%

Somewhat, 55%

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SUMMARY OF FINDINGS

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 FACTS AND FINDINGS

1. Working Environment-

Working environment is an important factor to keep the employees engaged in the organization.
Employees need different kind of working environment at different levels. HR people must keep
this factor in mind.

2. Performance appraisal-

Appraising performance should be done in such a way that it does not threat the employee at any
point of time, otherwise employee motivation and employee engagement can come down
dramatically.

3. Recognition-

Recognition is important to keep employee motivated and committed to the organization. Different
levels of hierarchy require different kind of recognition.

4. Communication-

Clear upwards and downwards communication is required for the employee involvement in the
organization. Communication barriers can create high amount of dissatisfaction among the
employees and some time it takes the form of rumors and affect the organization badly.

5. Relationship-

Interpersonal bonding is essential for getting the best out of the employees coaching and mentoring
system not only developes the employee but also builds a moral bonding for better engagement.

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6. Transparency-

Transparency in the organization is required at all the levels and it actually creates a good amount
of enthusiasm especially among the middle and bottom level of management.

7. Compensation-

Compensation is a major factor of motivation. Monetary and non-monetary compensation can be

used wisely to motivate the employees and keep the engagement level higher.

8. Motivation-

Overall motivation of the employee depends on numerous factors and it is a most important aspect
of employee engagement.

9. Learning and Growing Opportunities-

This factor is especially important for the bottom and middle level of management and it ensures
long term employee organization orientation and employee commitment.

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 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 helped me a lot to adapt myself
to actual working environment and to work in coordination with 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 orientation

− Responsibility

− Relationship

− Working environment

• Also different hierarchal levels show different interests:

▪ Top management-: Motivation, learning and growing opportunity, job challenge, power &
authority, designation in the organization.

▪ Middle management- Growth opportunity, rewards for achievement, non-monetary benefits, and
quality of work life, career planning & recognition.

▪ Executive level- Working conditions, growth opportunities, monetary & non-monetary benefits
and communication.

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 SCOPE FOR FURTHER STUDY

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.

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APPENDICES

59
 REFRENCES

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.quora.com

3. www.citehr.com

4. www.hrps.org

5. www.wilupedia.org

6. www.google.com

7. www.businessworld.in

8. www.isrinsight.com

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 QUESTIONNAIRE

1. Do you have a program to assist employees when their personal problems may affect their on-job
productivity (e.g. alcohol or drug related, financial etc.)?

Ans. Yes No

2. Are you presently doing performance evaluations for all field employees on a regular basis?

Ans. Yes No

3. Do you communicate regularly with the employees regarding the success of the company, future job
prospects and other issues affecting the company?

Ans. Yes No

4. Do you have a well understood pay-for-performance compensation program?

Ans. Yes No

5. Do you have a formal or informal orientation program for new employees?

Ans. Yes No

6. Do you provide incentives or rewards to employees for bringing forward suggestions or improving
productivity?

Ans. Yes No

7. Do you formally recognize field employees with 20 or 25 years service with your organization?

Ans. Yes No

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8. Do you conduct occasional surveys of your employees, receiving formal feedback on company
policies, compensation, benefits, employee attitude, etc?

Ans. Yes No

9. Do you conduct regular surveys of your competition to ensure your compensation policies are
competitive?

Ans. Yes No

10. Do you actively encourage unskilled workers to enroll in apprenticeship programs and do you attempt
to give apprentices varied work experience?

Ans. Yes No

11. Does your company offer a pension or retirement savings plan or profit sharing plan for field
employees?

Ans. Yes No

12. When hiring field employees, do you screen workers according to skills? Do you perform 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:-

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