best dainik bhaskar

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PROJECT REPORT

ON

HUMAN RESOURCE PLANNINGIN

DAINIK BHASKAR

MADE BY

NAME JASLEEN KAUR NANDA

ROLL NO. 104602248705

SUBMITTED TO

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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 GNIMT and my seniors for being extremely

patient, for guiding me right from the inception till the successful completion of the

project. I sincerely acknowledge them for extending their valuable guidance, support for

literature, critical reviews of project and the report and above all the moral support they

had provided to me with all stages of this project.

I would also like to thank to all the respondents who have helped me for collection of

data, for their honest participation in the Research and helped me directly or indirectly in

successful completion of this study for their help and cooperation throughout the project.

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PERFACE

To understand the HR Planning first we have to clear the meaning of planning and HR

separately.

A British Foreign Office official looking back over a career spanning the first half

of the twentieth century commented: Year after year the fretters and worriers

would come to me with their awful predictions of the outbreak of war.

I denied it each time. I was only wrong twice! Some would see this as the arrogant

complacency to be associated with planners. Critics think of the inaccuracy and

over-optimism of forecasting the hockey stick business growth projections.

They regard planning as too inflexible, slow to respond to change, too conservative

in assumptions and risk averse. These points are made about any sort of planning .

When it concerns human resources, there are the more specific criticisms that it is over-

quantitative and neglects the qualitative aspects of contribution. The issue has become not

how many people should be employed, but ensuring that all members of staff are making

an effective contribution. And for the future, the questions are what are the skills that will

be required, and how will they be acquired.

[]

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TABLE OF CONTENTS

Chapter - 1 Introduction to the Industry ...6Chapter - 2 Introduction to the Organization ..12

Chapter 3 Research Methodology ..21

3.1 Title of the Study ..22

3.2 Planning of Human Resource....24

3.3 Growth and Development at Bhaskar....30

3.4 Recruitment ...33

3.5 Objective of the Study ..373.6 Type of Research ......80

3.7 Sample size and method of selecting sample ....82

3.8 Scope of Study ..86

3.9 Limitations of Study .........88

Chapter 4 Facts & Findings ...90

Chapter 5 Analysis and Interpretation ...92Chapter 6 SWOT ....97

Chapter 7 Conclusions ...98

Chapter 8 Recommendation and Suggestions ..100

Chapter 9 Appendices .. ...103

Chapter 10 Bibliography ......106

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CHAPTER - 1

Introduction

to theIndustry

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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 companyboard 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.

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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.

90s witnessed value addition to its editions after Mr. Ramesh eldest son; Sudhir Agarwal

started his involvement in day-to-day operations. Further, launched its edition fromRaipur 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 netpaid 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. In the same year, Bhaskar entered into

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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. Alsolaunched 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 AhaZindagi 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.

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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 +

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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

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CHAPTER - 2

Introduction

to the

Organization

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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

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the ISO 9002 certificate for total quality control in 2002 and Bhaskar Industries is

now a significant player in Indias textile sector.

OIL EXTRACTION AND REFINNING:

Bhaskar exxols Ltd., Sharda Solvents Ltd.

Solvent extraction and oil processing activity commenced with Soya processing. It

now includes edible oil refining and processing of vanaspati ghee as well. Distributed

locally Bhaskar oil is now a significant local brand.

FMCG: Bhaskar Venkatesh:

Engaged in the marketing of salt.

CABLE TV: Bhaskar Multinet Ltd.:

In Manipur, Indore, Mhow, Mandsaur, Jabalpur, Ajmer & Bhopal cities with 7 mass

interest channels. Covers total universe of 12 lakh households (population 50 lakh)

and a C&S household population of over 5 lakh. The group is having its own well

equipped studio with all modernized equipments. This is the First network in India

using digital network.

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

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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

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Locality sale

Weekend planning

Contests

REAL ESTATE: Aditya Avenue, Bhopal:

Sunrise of a new lifestyle

Independent villas

Well designed campus with beautiful landscape

100% power backup

Broadband internet connectivity in each villa

27000 sq ft central park

Jogging track

Superstore

7.5 m paved internal road

THE BHASKAR MALL:

The first mall of the city spread over 5.9 acres of land with a GLA of approx 800000 sq.

ft. having a huge parking space.

Highlights:

One hypermarket on single level.

Three department stores.

Nine superstores and 90 vanilla stores.

11F&B outlets + 50400 sq. ft. food court.

Five screen, 1300 seat multiplex.

20,250 sq. ft indoor family entertainment center.

Milestones:

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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 andAhmadabad 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 Bhaskars Ludhiana edition on Dec 15

Launch of Divya Bhaskars Bhuj edition on July 30, making it the only Gujarati

newspaper with seven editions in Gujarat

Launch of Divya Bhaskars Rajkot edition on Nov 01

2006

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

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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, SynergyMedia Entertainment Ltd (SMEL), in seventeen stations, in the name of MY FM

AHA! Zindagi magazine launched in Gujarati language

IMCL, a new web media company was formed as a subsidiary of DB Corp

2004

Launch of new Hindi magazine, AHA! Zindagi, the first of its kind on lifestyle

and positive thinking

In their first merger and acquisition, the Dainik Bhaskar group acquired

Saurashtra Samachar the sixty years old, largest circulated daily newspaper of

Saurashtra

Launch of Divya Bhaskars Baroda edition on Sept 12

Initiated presence in Maharashtra with the launch of Divya Bhaskars Mumbai

edition in July

Launch of Divya Bhaskars Surat edition on March 28

2003

Launch of Divya Bhaskar from Ahmedabad on June 22. This was the biggest

launch of any new edition, across languages, across territories in India where the

daily was launched with 4,52,000 copies on day first and became the leading

publication in Ahmadabad city

2001

Dainik Bhaskar Group further consolidated its position by launching Faridabadedition, 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

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Launch of Dainik Bhaskars Chandigarh edition on May 07

1999

Launch of Dainik Bhaskars sixth edition of Rajasthan from Kota city, the

educational hub of the country.

1998

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

1997

Launch of Dainik Bhaskars fourth edition of Rajasthan from Bikaner on Oct 16

Launch of the third edition in Rajasthan from Jodhpur on Aug 03

Launch of the second edition in Rajasthan from Ajmer on April 06

1996

Launch of Dainik Bhaskars Jaipur edition in Rajasthan on Dec 19. This

development marked a critical point for the company, which significantly altered

the strategic direction and growth plans of the company

1995

Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and

was declared the fastest growing daily in India, by the Readership Survey

1993

Launch of Dainik Bhaskars Bilaspur edition on September 20

1988

Launch of Dainik Bhaskars Raipur edition

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1983

Launch of Dainik Bhaskars Indore edition - the first and biggest move outside

home town of Bhopal on March 05

1981

Dainik Bhaskars Bhopal edition became the largest news paper of Bhopal City

1977

Indias one of first web offset machine got installed at Dainik Bhaskar for Bhopal

edition, against uniform prevalent practice of rotary machine

1958

Dainik Bhaskar launches its first edition in Bhopal on August 13

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CHAPTER 3

Research

Methodology

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CHAPTER 3

3.1 Title of theStudy

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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.

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CHAPTER 3

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3.2 Planning of

Human

Resources

Planning of Human Resources:

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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 ANDCOMPETENCIES 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 ANOTHERDEFINITION, 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:

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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 anunderstanding 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.

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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

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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 organizations 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

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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.

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CHAPTER 3

3.3 Growth &

Development

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HR POLICIES IN DAINIK BHASKAR

Growth and Development at Bhaskar

Continuous development of employees is essential for improving their performance at

Bhaskar. The process is critical for attracting and retaining a knowledgeable and skilled

workforce. The purpose of the growth and development policy is:

To promote a healthy sense of compensation as well as job satisfaction among.

To identify, train and develop competent personnel with growth potential and to

provide motivation for higher performance.

Foster a culture of learning within the organization.

Performance Appraisals:

Bhaskar believes in KRA (Key Result Area) mode of evaluation. These KRAs are

specific to the functional area and provided to each of the employee and to the new

employees on joining by their immediate senior. The KRAs are in sync with the

organizational goal, job responsibility and the performance expected from the employee.

When is the appraisal carried out?

Appraisal is carried out on an annual basis in March and October for the financial year

gone by, or for the designated period on case to case basis. Employees joining Bhaskar

are informed of their appraisal period in their offer letter.

Example: for the employee joining 1st April to 30th September 2007, the appraisal will be

in March 2008. On the other hand, for the employees joining between 1 st 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.

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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 personaldevelopment. 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:

Employees interest / self nomination (M3+).

Must be routed through the Department Head with justified reasons, cost details,

department head approval at least 15 days in advance to the date of training.

HR will revert within 3 days on the approval, excluding the day on which the

communication is received.

Managers nomination to specific development areas.

Driven by the business need.

By the national vertical head, based on skill gap/performance management data.

State head/Unit head or HOD and corporate HR.

It must be ensured that the equal opportunity is provided to each deserving

employee.

The role of HR in the training nomination process will be:-

If budget is available and the vertical Head approves, the nomination shall be

effective under information to HR.

Check advice if the nominations by mangers or otherwise become too polarized

on the people who are being nominated.

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CHAPTER 3

3.4

Recruitment

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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.

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All M grade appointees would go through an induction/orientation program at the

corporate office, Bhopal through the training & development cell of the Corp HR

department.

New employees need to complete the joining formalities on the day they join the

organization. Corporate/State HR will facilitate this process.

Compensation:

In case of a death anywhere in the group, any employee or the unit head or the local HR

head or the Accounts department, can inform the corporate of HR of the mishap.

The unit head or the local HR dept. will provide complete information with the necessary

details such as name of the employee, designation, department, and the last salary drawn

on the date of demise and the cause for the same.

The Corporate HR would then issue an IOM to the corporate finance and the state

coordinator F&A, who would issue necessary instructions at the unit level/corporate

office and business office for the mandatory contribution.

The amount as on the date shall be deemed collected and the equivalent amounts shall be

debited to the respective offices. This is to cut the delay in actualization of the collection.

Coordinator who would then prepare a DD in the name of the surviving spouse and send

the same to the local unit for final distribution.

Can I donate above the mandatory contribution requirement?

Yes, any voluntary contribution over and above the mandatory contribution by anyone in

the organization is welcome.

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The additional money so collected shall be distributed to the family on the 10 th of the

following month. This would be over and above the contribution from the Employee

Contingency Fund.

Relocation:Proposal of transfer of employee up to the M4 grade has to be in principle approved by

the functional head of the transferor and transferee location. The final approval has to be

obtained from the corporate HR department which will issue the transfer order after

consultation with the National Vertical Head/State Head.

Proposal of transfer of employees of the M2 and above has to be approved by National

Vertical Head/State Head.

The local HR department/functional head will issue the required circular to this effect

under intimation of the corporate HR department.

For all transfer cases, pay details have to be filled in prescribed format.

Relocation Allowance:

For the employee being relocated, 50% of the basic salary would be extended as

relocation allowance across all the grades. This would not be applicable if the transfer is

on employee request.

Retirement:

All the employees retire on the last date of the month in which they complete the

retirement age according to the organizations records. The retirement age is as follows:

M1 and M0 : 65 years

Editorial staff in M1 grade and above : 65 years

For M grade employees : 60 years

For other grades : 58 years

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The local HR admin will communicate to all retirement in writing at least 3 months in

advance of the date of retirement. HR and Accounts department will ensure final

statement of accounts at the earliest.

The HR department will inform the employee and the finance department about

his/her last day of employment one month prior to retirement.

The compensation of the employee will be stopped from the date the retirement

takes effect.

All settlements would be processed before the employee leaves.

CHAPTER 3

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3.5 Objectives

of Study

Objectives of Study:-

Performance Appraisal

Performance appraisal, also known as employee appraisal, is a method by which the job

performance of an employee is evaluated (generally in terms of quality, quantity, cost and

time). Performance appraisal is a part of career development.Performance appraisals are a regular review of employee performance within

organizations. Generally, the aims of a scheme are:

Give feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

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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 EqualEmployment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating

system whereby managers are asked to score an individual against a number of

objectives/attributes. In some companies, employees receive assessments from their

manager, peers, subordinates and customers while also performing a self assessment.

This is known as 360 appraisal.

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

Management by objectives (MBO)

360 degree appraisal

Behavioral Observation Scale (BOS)

Behaviorally Anchored Rating Scale (BARS)

Trait based systems, which rely on factors such as integrity and conscientiousness, are

also commonly used by businesses. The scientific literature on the subject provides

evidence that assessing employees on factors such as these should be avoided. The

reasons for this are two-fold:

1) Because trait based systems are by definition based on personality traits, they make it

difficult for a manager to provide feedback that can cause positive change in employee

performance. This is caused by the fact that personality dimensions are for the most part

static, and while an employee can change a specific behavior they cannot change their

personality. For example, a person who lacks integrity may stop lying to a manager

because they have been caught, but they still have low integrity and are likely to lie again

when the threat of being caught is gone.

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

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behaviors employees should/should not be engaging in. These systems are also more

likely to leave a company open to discrimination claims because a manager can make

biased decisions without having to back them up with specific behavioral information.

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Promotion policy:-

Eligibility:

To be eligible for promotion under this policy, the employee should be undergoing any

punishment or warning for misconduct under the companys rules/standing orders. Thewarning 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 recognizesthat promotion may occur through the following ways:

The filling of a higher position by an employee at a lower designation, given that

the employee fulfills the eligibility criteria for the vacant position.

A reclassification of the employees existing designation as a result of the

employee performing duties a higher degree of responsibility and complexity than

the current position calls for

Filling of an entirely new job created due to the expansion of operations.

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Criteria for promotion:

The key criteria for promotion would include:

Performance on the job during the time spent in that particular level which can

be assessed through the performance appraisal.

Potential and capability for taking on higher responsibility which will be

based on the feedback provided by supervisors and interviewing candidates.

At higher levels greater importance is given to the individuals potential and

capabilities.

Other consideration for promotion:

The minimum stay to be eligible for promotion will be the completion of first

appraisal cycle.

Promotion should take place only at the annual appraisals. Mid-year

promotion in exceptional cases may be considered solely at the discretion of

the MD/Director.

The final approval authority for promotion is

M1 and above: MD/Director

M3/M2: National Vertical Head/ State Head

Other grades: State Head/unit Head

Number of promotions will be determined by the number of vacancies to

be filled in the organization.

Appraisal committee

An appraisal committee will be responsible for various levels of promotion at

the state level/unit. The committee will comprise of the heads of 6 verticals at

state level. The appraisal committee will discuss all the recommendations for

promotions provided by the individual managers/HOD.

At the corporate level and business Head and corporate HR.

The communication to the incumbent will be by the immediate HOD;

organization wide communication will be through intranet/samvaad.

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First right of position:

At Bhaskar, an existing employee shall be first considered for filling up any vacancy that

arises in the organization. For such a process the candidate must have completed one

assessment/appraisal cycle.

If a suitable internal candidate is not found for the vacancy, it will be sought to befilled by an outside candidate.

Career development:-

Sponsoring further education :-

Bhaskar believes that learning and development is the responsibility of the organisation

as well as the employee. The company supports employees who wish to continue their

education in order to secure increased responsibility and growth in their professional

careers.

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Eligibility:

All M grade employees who have completed two years in the organisation and

above average performance are eligible for applying.

The course approval should be obtained from State Head/Unit Head/HOD and

Corporate HR. The HOD will decide and recommend if the course is relevant forthe current and future responsibilities of the person.

In this academic course period, the candidate shall be treated on leave with pay.

How many people will organization support?

Maximum 5% of the total number of M grade assigned to a station/unit/state will be

supported by the group for education .Updated list of candidates being supported

for education shall be maintained by HR and it will be available for preview to all

employees.

Course Requirements:

The company will sponsor short term courses (not exceeding 4 months) pursued form

approved institutions of learning.

The education should be through an accredited program that either offers growth in an

area related to the employees work or will lead to promotional opportunities.

What if the institute is not listed?

If the desired course is not in the current list, the candidate can apply through the

department head for the review with the corporate HR. HR will communicate final

decision within 7 days of such review request.

What if an employee wants to take a second course?

An employee is eligible for the second course after a gap of 2 years of having

successfully completed the earlier course.

Course Reimbursements:

The company will reimburse a maximum of 3 months basic or INR 150000. All expenses

will be covered.

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The employee will have to first pay the course fee himself. All the reimbursements are

subject to the employee completing the course with the minimum 50% grade for that

course.

Post completion requirements:

Within 1 month of the course completion, the employee must submit a formal document

(certificate, letter etc) from the institute with clear comments on his performance in

grades/marks/CGPA or qualitative terms.

The employee should be in continuous service with the organization for 18 months post

completion of the course.

An undertaking is required to be signed by the employee in favor of the organization for

post course compliance of service period.

What if employee leaves earlier?

If the employee fails to complete the 18 months tenure then he/she will have to reimburse

the entire amount to the company with 18% interest or the rate of interest discussed and

agreed upon between the employee and the organization.

Employees, who stay with the organization for a period of less then one

year, will have to pay the entire reimbursements paid by the company,

Employees, who stay with the organization for a period of grater than a

year, but less than two years, will have to repay 50% of the

reimbursements.

Distance Learning:Employees who are participating in a distance learning course will be eligible for:

A maximum of 14 days leave (Saturdays, Sundays and Holidays in between this

continuous leave period shall be counted) for preparing for the examination.

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Employees enrolled into a course with semester system of learning shall be

allowed two set of leaves totaling 14 days subject to the person having passed the

earlier semester with acceptable performance.

Fifty percent of these leaves will be treated as leave with pay and balance 50%

adjusted against the PL. A person applying for such a leave must have the

requisite PL in the leave account for adjustment that is if the person takes 10 out

of the maximum possible 14 days leave. 5 days shall be treated as leave with pay,

and 5 days shall be adjusted against his/her PL.

Training and Staff Development:

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

When companies have well thought out and useful human resource plans, it

allows them to move training and staff development from a hit or miss process to

one that is also strategic, organized, and designed to contribute to the company's

bottom line.

Much that passes for training in corporations yields no value at all to the company

because training and staff development dangle unconnected to business needs,

present and future.

Employees go to training because the seminar "sounds good", or "might be

useful", and while it's sound to develop and train employees as an ends in itself, it

also makes sense to choose the kinds of training that will result in employees

being better contributors now, and also better contributors in the future.

A sound human resources plan will anticipate the skills that will be needed in the

future, identify gaps in skills that are present, and will be needed, and then plan

for the development of staff in advance, so that the skills will be available when

required.

Training identification process:-

The department heads will identify training needs for various incumbents their respective

departments at the time of performance appraisal.

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HR department schedule will be finalized after reviews and will be circulated to the

various departments. A copy of the schedule will also be displayed on the company

notice board.

The HR department will consolidate the requests and notify the concerned departments ofthe final schedule. They will also make the necessary administrative arrangements.

Every state and Unit has local training budget. Heads of the departments are advised to

utilize the same in consultation with the State HR/corporate HR.

Where will be the training program details are available?

The HR department will also, at regular intervals, forward details of external programs to

all managerial staff (for nomination of self and colleagues). The HOD, in consultation

with the functional head, will nominate employees for specific programs and route the

request to corporate HR through state/Local HR.

This nomination will be based on the training-needs analysis and a copy of the same will

be attached with the nomination form.

Is there a training feedback system?

On completion of the training, all employees will submit training feedback forms to the

Corporate/State HR department within 7 days.

What if feedback is not provided?

If the same is not provided the employee forgoes the opportunity of being nominated for

the next program for 1 year.

Who assesses training programs effectiveness?

The HOD/ immediate senior of the employee will assess demonstrated effectiveness of

the training program. This assessment will be provided by the HOD/immediate senior

within 3 months of the employee joining work.

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RECRUITMENT:

In Bhaskar, manpower requirement is a designated process. Manpower budget is

approved at the start of the financial year. Any variance in cost and number needs prior

sanction. This sanction can be provided only by the MD/Directors. The request withjustified reasoning should be routed through corporate HR.

A human resource requisition from has to be raised for any manpower requisition,

whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR

or the HR web portal.

Bhaskar hires through the following procedures:

Campus recruitment

Off-campus recruitment

Employee referral

Internal job postings

For all prospects within the group, a personal information sheet needs to be documented.

The format can be obtained from corporate/State HR or the HR web portal.

Campus recruitment:

Currently the campus recruitment process is non-existent in Bhaskar. An attempt is being

made to regularize and standardize process, so that the fresh young talents can be

recruited and nurtured.

Campus Selection:

Which campus will be visited?

The campus will selected by a team comprising functional/ \unit heads. This will take

into account the kind of talent required, the reputation of the campus, and performance of

the existing alumni working in the group. List of the campuses will be finally developed

by Corporate HR and be available with all State/Corporate HR.

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Who will handle the recruitment?

Only employees in grade M2 and above will take part in the campus selection process. If

there is more than one person involved, than the senior most person of the vertical will

lead the team.

Selection Steps and Available time :

Time is at a premium when carrying out on campus interviews because the entire process

has to be completed in 10-11 hours. This includes:

Pre-placement talk (PPT)

Presentation by HR/Unit Head or Department Head. The delegation of the process of

introduction and presentation is not allowed. If senior alumni of the chosen institute are

part of the group, one of them will be encouraged to make the presentation.

Written test

Written test shall only be used for a functional competencies check.

No psychological test shall be administered at this stage. This will be introduced

after the group has evaluated and created its internal benchmarks by

administrating the same to the star performers.

Evaluation of the written test.

Selecting and announcing the short listed candidates for interviews.

One round of interview.

Extending verbal offers to selected candidates (HR).

Broad areas for Focus for selection:

The panel of interviewers will evaluate a candidate against a pre defined set of

parameters. Detailed information on these parameters can be obtained.

Corporate/State HR or the HR web portal. One of the important criteria of selecting the

candidate is attitude; it will be determined the qualities that are core to Bhaskars culture.

This is an integral part of evaluation.

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In addition, if required, the National Vertical Head and the State Heads can add to the

evaluation criteria.

Pre- Placement Talk:

This presentation will be sourced from the HR department. It covers organizational andcareer aspects that are relevant to the field for which the candidates are being selected.

History of the firm

Overview of the Bhaskar domain

Work culture

Career growth opportunities within the firm

Compensation package

The presenter should encourage questions from the audience and make a note of

candidates who ask good questions.

Interview Sheet:

After the interview, all members of the interview panel fill out an interview sheet with

comments on how they went, covering each area. The interview panel tentatively decides

on one of the following ratings for the candidate:

Hire No hire

Borderline case

The interview panel also ranks the candidate in comparison with other candidates who

were interviewed. This is a useful aid in making a final decision at the end of all the

interviews. The academics (scores), written test performance, and interview performance

are all considered in making a final decision.

Off- Campus Recruitment:

Recruitment for employees in M3 grade and above would be accomplished in

consultation of Corporate HR and after a personal interview with at least one member of

M1level or the director if required.

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Recruitment for employees in M2 grade and below will be handled at the local level co-

ordination with the Corporate HR department/Local HR and administration.

Selection authority:

M1/M0 : MD/Director/Group Chief HRM3/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 15 th April 2007,

shall be documented and be available with comments on the candidates along with the

reasons for selection or rejection. These reasons shall be documented and be available

with Corp HR will revert within 48 hours.

A list of candidates interviewed in the past shall be readily available with Corp/State HR.

The list of details required to issue an appointment letter can be obtained from Corp/State

HR or the HR web portal.

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Reappointment of Ex-employees:

For reappointment of ex-employees, the following policy would be applicable:

An employee who has left the organization for a competitive media house within two

years from the date of exit from any of the locations of Bhaskar group. In case there is a

situation leading to the reappointment, he/she can only join on the same salary which waspaid to the candidate on his/her last working day in the group. There will be no

enhancement in salary or up gradation or change in designation. This period would be

limited to one year if the employee has joined a media house outside the state/within the

state.

Recruitment Consultants:

Bhaskar group uses the services of recruitment consultants to seek suitable candidates for

appointment.

HR has set guidelines and relationship build-in with the selected set of recruitment

agencies at every location. These guidelines provide the basis of an interaction meant to

present a positive image of our organization. These guidelines must be adhered while

dealing with the consultants.

The job description or the brief has to be in detail defining roles and

responsibilities for the vacancy in process. Every communication should be in

writing and should be sourced through only the authorized HR personnel.

Recruitment consultancy should be kept in the loop of pre-interview &post

interview periods and feedback should be given to the consultant.

While negotiating the salaries, grade and designation, in case of the appointment

of M grade, the proposed CTC should be accepted and signed by the candidate

so that there is no dissatisfaction regarding what was committed and what was

paid,.

Once the candidate has joined physically, the copy of the appointment letter

should be sent to the recruitment consultant for their records and raising the

invoice, which again should be paid as per the terms of contract.

All contracts or agreements with placement agencies should be in writing

reviewed each year in March. A copy of the State/Local contracts should be

available with Corp HR.

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Employee Referral:

The aim of the program is to make the recruiting process more cost efficient, build better

team work, as well as toward employees who make the effort to refer the prospective

employees.

How will the referral scheme be communicated?

All job opportunities with the required details would be posted on the intranet and notice

boards, HR will be responsible for placing these positions on the HR portal.

Can referral be made without the knowledge of vacancy?

Even if there are no opportunities available, employees can send in referrals, which will

be kept in the recruitment database.

Whom do I send the referral?

All the referrals should be send to the Corp HR for the senior positions and to the state

HR for other grades in the given referral format.

What should the referral contain?

Candidates can be referred by sending an email with the candidates resume and a cover

letter to the Corp HR. the cover letter should give a brief summary of the employees

association with the candidate. Please use the form provided for the cover letter. The

format for referral from can be obtained form can be obtained from Corp/state HR or the

HR web portal.

What if more than one person refers a candidate?

In case of more than one employees refers a candidate, the referral will be considered in

first-referred-first claim-basis. Decision on references will be non contestable and

decided by Corp hr. Hr will keep the transparent records of the referred candidates.

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Referral bonus :

To encourage referrals, employees are eligible for referral bonus, if the referred candidate

subsequently be hired by the company as a full time, permanent employee.

The bonus amount is dependent on the grade offered to the candidate, as detailed in the

table below:Grade Referral Bonus

S Rs.1000

E Rs.2000

M4, M5 Rs.3000

M3, M2 Rs.5000

M1 and above Nil

When will this referral bonus be paid?

25% of the referral bonus be paid out on the day of joining of the referred candidate and

rest after six months.

Referral bonus restrictions:

In order to avoid actual or apparent conflicts of interest, the following employees are not

eligible for referral bonus for the recruitment:

HR members

Managers with a direct reporting relationship to the referral.

Managers involved in the selection process.

Senior management (M1 and above)

Any other employee to whom the payment of a referral bonus would be deemed

inappropriate under the circumstances (HR will inform such a person within 48 hours on

receiving referral).

Internal job posting:

Whenever there is a job opening in the organization, and is deemed fit by the Corp HR or

the department head, it would be opened internally first for the employees to apply.

When will these job postings be communicated?

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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. Theinformation will cover:

The role and responsibilities

Competencies required

Where the job is located

The minimum qualifications and experience required

Which employees are eligible to apply

Last date of application and the process that would be followed.

Who can apply?

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

appraisal cycle.

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

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

the selection process as required.

What if the candidate is selected and his senior is not willing to relieve?

Once the employee has been selected for another position in the organization, the

National Vertical Head and State Head shall be informed.

In case if the candidate is selected, the Department Head will have to release the

candidate within 60 days of the announcement.

Transfer will be treated as a normal posting and not as a transfer on request.

Recruitment Administration:

How will CTC be decided?

The CTC has to be sourced from the Corp HR only, otherwise the appointment would not

be considered and the salary eventually would not become payable.

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The Corp HR will revert on any CTC query and structuring within 24 hours.

Who issues the appointment letter?

The appointment letters for M grade would be issued from Corp HR only, but the offerletter can be issue locally up to M3 grades.

The offer letter should be specific vis--vis the salary heads and their applicability

including PF contribution, date of joining, mobile, conveyance, med claim and the month

of next appraisal.

Reference Check:

When candidates appear for round 1 of the interview process, they will be given

reference forms by the HR department. Those selected for the next round of the interview

will be required to return the form with complete references.

HR will verify the references and will not share the feedback received from the

references with the candidate.

Policy Guidelines

Grade Education

check

Previous

employer

Medical test Age record Criminal

record

Below M3 Most

relevant(i.e.

Graduation

or Post

Graduation)

Case to Case

basis

To be

carried out

by an

affiliated

doctor only

Matriculation

birth

certificate

Self

disclosure

M3 and

above

Most

relevant(i.e.

Graduation

or post

Graduation)

Case to Case

basis

To be

carried out

by an

affiliated

doctor only

Matriculation

birth

certificate

Self

disclosure

Orientation Induction program:-

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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 rangefrom one to fourteen days depending on the job profile.

All M grade appointees would go through an induction/orientation program at the

corporate office, Bhopal through the training & development cell of the Corp HR

department.

New employees need to complete the joining formalities on the day they join the

organization. Corporate/State HR will facilitate this process.

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

joining.

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

Leather briefcase(M2+Unit Heads)

Organization diary

Official tie

First set of visiting cards

HR manual

ID card

Probation and Conformation:-

Probation:

For the first few months of service, depending on the grade, the employee will be deemed

to be on probation and during this period, either party may terminate this agreement by

giving 24 hours notice in writing or salary in lieu thereof. The probation period will be as

follows:

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M3 and above : Nil

M4, M5 : 3 to 6 months

E &S : 6 to 12 months

Management trainees : 6 to 24 months

Ex-employees : Nil

Conformation:

After completion of the probation period, the employee will receive a confirmation

notification from the reporting officer. The conformation will be released by HR and

routed through the department head. This will be given strictly on the due date.

HOD must inform HR a month in advance if probation for any employee is to be

extended. Otherwise HR will release the conformation letter for the employee after

completion of the probation period.

Once the employee has been confirmed, the notice period becomes effective as follows:

M1 and above: 3 months

M2 and M3 : 2 months

M4 and M5 : 1 month

When and how is the probation period extended?

If on assessment it is found that the performance or potential of the employee is not up to

the acceptable standards, the probation period may be extended by 3 months.

The employee will be intimated by HR on recommendations of the Vertical

Head/Department Head in writing 15 days before the end of the probation period.

Buddy System:

Buddy system is a structured process used to provide help to an employee by another in

developing or improving capabilities and in creating a relationship where both

participants get benefit.

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Who is a buddy?

A buddy is a person who coaches and gives guiding inputs to the employee. Buddies help

prepare employees to test and develop their skills, assume greater responsibility, and gain

visibility in advance through the organization.

Who can be a buddy?

Buddy will be a person equal or one grade above the employee. Buddies are always over-

average performers in the organization. They will preferably from another vertical. Also,

one person can be a buddy of a maximum of two employees at any point of time.

The process owner of the buddy system will be local HR for M3 and below and Corp HR

for M3 and above. The HOD will recommend the suitable buddy for the new employee.

Who assigns the buddy and for what period?

A buddy will be assigned by the HR department in consultation of the Vertical Head for

the employee joining the organization.

Buddy shall be assigned for a period of six months or the first appraisal whichever is

earlier.

What is the role of the buddy?

The primary role of the buddy is to help in the orientation of new employee and provide

developmental inputs; the buddy will work closely with the manager of the employee.

Is there an evaluation of the buddy system?

Buddy relationship will be evaluated in October for all buddies assigned pre June end and

in March next year for all buddies assigned post June. These will be formal Buddy

program Feedback sessions facilitated by the manager, where-in inputs and feedback

will be received for both the buddy and the candidate.

COMPENSATION:-

Employee benefits and (especially in British English) benefits in kind (also called fringe

benefits, perquisites, perks) are various non-wage compensations provided to

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employeesin addition to their normal wagesorsalaries. Where an employee exchanges

(cash) wages for some other form of benefit, this is generally referred to as a 'salary

sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to

at least some degree.

Fringe benefits can include, but are not limited to (employer-provided or employer-paid)housing, group insurance (health, dental, life etc.), disability income protection,

retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-

paid), social security,profit sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

The term perqs orperks is often used colloquially to refer to those benefits of a more

discretionary nature. Often, perks are given to employees who are doing notably well

and/or have seniority. Common perks are company cars, hotel stays, free refreshments,

leisure activities on work time (golf, etc.), stationery, allowances forlunch, andwhen

multiple choices existfirst choice of such things as job assignments and vacation

scheduling. They may also be given first chance at job promotions when vacancies exist.

The starting point for determining a pay increase is the position of each employee in the

rate range after a pay structure adjustment has been made. This is illustrated in figure:

Figure 17-2. Pay structural adjustment in a pay-for-performance system

Healthcare at Bhaskar:

Bhaskar believes that the health of its employees is a joint responsibility of the employee

and the organization. This policy aims at extending facilities and programs to assist

employees manage their health and wellbeing needs.

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Mediclaim:

All employees under M grade, employees who are not covered in ESI and are in E grade,

and their families are provided with hospitalization insurance cover under the group

mediclaim policy. Each family (Self, spouse and his/her 2 dependent children) is treated

as one unit. The company has opted for a floating policy instead of a fixed cover. Thispolicy implies that the cover for each person in the policy is equal to the insured amount.

The cover amount is as follows:

Employee grade Covered Amount(INR) Amt. contribution by the co.

M0 5.00 Lakh 6,000+

M1 4.25 Lakh 6,000

M2 3.25 Lakh 5,400

M3/M4 2.50 Lakh 4,800

M5 1.50 Lakh 3,200

E grades with gross salary

Rs.10,000 p.m. and not

covered under ESI

1.00 Lakh 2,500

Every employee covered under the scheme is provided details of the mediclaim cards and

along with the list of associated hospitals and the claim process.

Group Personal Accident Insurance:

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

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

This is over and above mediclaim, if applicable.

All officers in grade M3 and above.

All staff in circulation and accounts (recovery).

Production staff, excluding those not involved directly with the production

process.

Editorial staff, i.e. field reporters, photographers.

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.

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The coverage automatically starts from the date of joining the company for the duration

of employment. The coverage needs to be extended during an employees probationary

and notice period.

Contribution on Employees Death:Bhaskar group, which includes Dainik Bhaskar,

Divya Bhaskar, My FM, Aha Zindagi, and BTV, has approximately 8,000+ employees

across 35 locations. The policy is especially formulated to be able to help the family of

the deceased employee.

What is the process of contribution?

In case of death of any employee within the group at any location including business

offices, it shall be mandatory for all Bhaskar employees to contribute for the support of

the family:

Grade Contribution by the

employees(rs.)

Contribution by the

Management(as %of

collection by employees)

S 25 25%

E 50 50%

M4/M5 75 75%

M3/M2 100 100%M1 and above 150 100%

No contribution is usually solicited from O grade. They will be contributing a nominal

amount only in the case of the Bereavement an O grade employee. This amount will be

decided by the committee.

For instance, if an employee in grade E expires, all employees will provide contribution.

Management will contribute 50% of the total contribution by the employees, and 50% of

this total will be given to the family of the deceased employee.

Similarly, in case of a M4/M5 employee, 75% of the total contributed by employees will

contributed by the management, and 75% of these collective funds shall be given to the

family of the employee.

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Who are the beneficiaries?

All Bhaskar employees.

In case of O grade employees, they will be the beneficiaries though they will not

contribute.

Who decides the benefit value?

For O grade, we assure a minimum amount of Rs.1 lakh.

For other grades, the amount is to be decided on case-to-case basis by a committee

comprising:

Group Editor

Group CEO

Group Chief-HR

VP-F&A

National Vertical Head AD sales

National Vertical Head Communications

National Vertical Head SMD

State Heads of MP-CG/Gujarat/Rajasthan/CPH

Mr. Manoj Garg, Corporate (F&A) would be the coordinator. The Coordinator is to

ensure that the total process does not take more than 72 hours.

Doctor at No Fee:

It has been decided to extend the benefit of a doctor to all the employees of the Bhaskar

group at all publication centers.

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.

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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 carryout medical examination.

Who selects the doctor?

The doctor is selected by a panel of officers at the unit level. This doctor should be a

general physician (minimum qualification MD/MS).

Who is the process owner?

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

Medical Check:

Who is eligible?

All employees (M3 and above) above 40 years of age have to undergo mandatory full

health checkup. This is to create awareness and to discern early health warnings to

determine if anyone needs attention.

Where can be the checkup done?

Checkup must be done through a designated registered diagnostic center. Local HR, in

consultation with the unit head, should establish a local tie-up for the check-up centers.

When is the checkup to be done?

The person can get the check-up done in any one of the quarters, and must stick with the

chosen quarter or the rest of the tenure with the organization.

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The person has to provide a certificate to demonstrate that the check-up has been carried

out. The person does not need to submit the final reports to the organization.

Work Life Balance:

Objective:

Bhaskar understands that employees have personal commitments which they need to

meet. Thus, to assist employees meet their requirements along with the business

objectives; the following guidelines/policies have been designed.

Official Working Hours:

The office timings for all the employees except editorial would be as follows:

Operators and office boys: 9:30am to 5:30pm

Other staff : 10:00 am to 6:00 pm

Managers and above : 10:30 am to 6:30 pm

This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the

employees entry time

Recording attendance:

Recording attendance is essential for maintaining leave records and for salary calculation.

Thus, employees are requested to mark their attendance for the convenience of all.

Employees are required to sign against their name everyday in the attendance register. In

case employees are traveling for work, they need to be marked in the attendance register

as T. if on leave, L is entered against their name.

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?

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A 15 minute grace period is allowed for the employees to reach office. Four late marks in

a month results in half leave day deduction.

What if have to go on a call/work directly from home?

In case the person is going directly to another location on business, he/she shall inform

the local admin department or Head of Department of the same.

Leave:

Leave rules will apply to all employees in the Bhaskar group and shall be administered

on financial year basis.

All employees are eligible for seeking Privilege leave. In special circumstances, they may

also take leave without pay (LWP). All classes of leave are granted only at the direction

of the respective managers/HODs. All leaves except casual leave need to be applied for

in advance. State Heads/Unit Heads/HODs will leave carry planning in respect of their

staff and ensure that leave is staggered and spaced out so that the work does not suffer.

In case of a sudden absence, when employees are unable to obtain prior approval, they

are required to inform their manager as soon as possible. In addition, after resuming

work, employees must submit a leave application.

Type of leave Entitlement for the

year

Accumulation leave Encashment

number(Annual)

Casual 9 No accumulation No

Medical 12 36 days No

Privilege 21 54 days 12

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Note

All accumulation in excess of above provision will lapse automatically.

Holidays and weekly-off falling in the duration of leave will not be counted as

part of leave taken, unless taken for more than 10 days.

Leave entitlement for new employees shall be proportionate to the actual days

worked, including paid holidays.

If any employee absents herself or himself from duty without intimation or

sanction exceeding 7 days, the management may at its sole discretion terminate

the employee from its services.

Casual Leave (CL)

Casual leave cannot be availed for more than 3 days at a stretch.

Casual leave would be calculated on annual basis and shall automatically lapse

after the close of the year.

Casual leave is not nonrefundable.

Medical Leave

Medical leave cannot be refundable.

Medical leave availed in excess of entitled/accumulated leave can be adjusted

against PL.

Those employees covered under ESI/Factories Act and there in would not be

covered under this scheme. A medical certificate from an authorized medical practitioner would be required

to claim the entitlement.

Privilege Leave

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Privilege leave can be combined with Medical leave but not with casual leave.

Privilege leave may be encahsed not exceeding 12 days in a year (only for M

grade employees). Encashment would be affected on the basis of basic salary

only.

Leave without pay

Leave without pay is used in exceptional cases such as long-term illness or any other

emergency, and it must be discussed with and agreed upon by the reporting officer and

HR.

If employees need to take leave after exhausting all the privilege leave available for the

quarter, they can under special circumstances request permission to take leave without

pay.

Maternity Leave

If employees have worked in the company for a period of at least 80 days immediately

preceding the expected date of delivery, then they are entitled to maternity leave in

accordance to the Maternity Act.

Maternity leave can be availed for pre &post natal care during pregnancy and

confinement. The entitlement is as follows (only for the first 2 children):

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

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