PROJECT REPORT ON

HUMAN RESOURCE PLANNING IN DAINIK BHASKAR

MADE BY

NAME REGISTRATION NO.

SUBMITTED TO

PGDHRM

Acknowledgement
It was a enriching and learning experience for e in co pletion of Ia e to do this !ro"ect. I wo#ld li$e to e thro#gho#t and helped

ac$nowledge all those people who ha%e contin#o#sl& g#ided

& pro"ect '(# an Reso#rce !lanning in )aini$ *has$ar +i ited,. & seniors for -eing extre el& patient0

o-liged to the fac#lt&. g#ides of S/)+ and e right fro

for g#iding

the inception till the s#ccessf#l co pletion of the pro"ect. I for extending their %al#a-le g#idance0 s#pport for literat#re0 oral s#pport the& had

sincerel& ac$nowledge the pro%ided to

critical re%iews of pro"ect and the report and a-o%e all the e with all stages of this pro"ect.

I wo#ld also li$e to than$ to all the respondents who ha%e helped data0 for their honest participation in the Research and helped

e for collection of

e directl& or indirectl& in

s#ccessf#l co pletion of this st#d& for their help and cooperation thro#gho#t the pro"ect.

)ate1

Na e1

Reg. No.

PER ACE
To #nderstand the (R !lanning first we ha%e to clear the separatel&. eaning of planning and (R

A B!"t"#$ o!e"gn O%%"ce o%%"c"&l look"ng '&ck o(e! & c&!ee! #)&nn"ng t$e %"!#t $&l% o% t$e twent"et$ cent*!+ commented, -.e&! &%te! +e&! t$e %!ette!# &nd wo!!"e!# wo*ld come to me w"t$ t$e"! &w%*l )!ed"ct"on# o% t$e o*t'!e&k o% w&!/ I den"ed "t e&c$ t"me/ I w&# onl+ w!ong tw"ce0 -Some wo*ld #ee t$"# &# t$e &!!og&nt com)l&cenc+ to 'e &##oc"&ted w"t$ )l&nne!#/ C!"t"c# t$"nk o% t$e "n&cc*!&c+ &nd o(e!1o)t"m"#m o% %o!ec&#t"ng 2 t$e -$ocke+ #t"ck3 '*#"ne## g!owt$ )!o4ect"on#/ 5$e+ !eg&!d )l&nn"ng &# too "n%le6"'le7 #low to !e#)ond to c$&nge7 too con#e!(&t"(e "n &##*m)t"on# &nd !"#k &(e!#e/ 5$e#e )o"nt# &!e m&de &'o*t &n+ #o!t o% )l&nn"ng ., 3hen it concerns h# an reso#rces0 there are the how ore specific criticis s that it is o%er4 e -ers of staff are a$ing

5#antitati%e and neglects the 5#alitati%e aspects of contri-#tion. The iss#e has -eco e not an& people sho#ld -e e plo&ed0 -#t ens#ring that all an effecti%e contri-#tion. And for the f#t#re0 the 5#estions are what are the s$ills that will -e re5#ired0 and how will the& -e ac5#ired.

89

)E/+ARATION *7 T(E +EARNER

This is to declare that I ha%e carried o#t this pro"ect wor$ PGDHRM !rogra of S/)+.

&self in part f#lfill ent of the

The wor$ is original0 has not -een copied fro

an&where else and has not -een s#- itted

to an& other #ni%ersit&.Instit#te for an award of an& degree.diplo a.

)ate1

Signat#re1

!lace1 8aip#r

Na e1

5ABLE O CON5EN5S
/hapter 4 1 Introd#ction to the Ind#str& :::::.::::::..:::::::; /hapter 4 2 Introd#ction to the Organi<ation :::.:::::.::::::::12 /hapter 6 Research Methodolog& .::::::::::::.::::::::21 6.1 6.2 6.6 6.9 6.> 6.; 6.? 6.@ 6.A Title of the St#d& ::.:::::::.:::::::::22 !lanning of (# an Reso#rce:.::::::::...::::29 Growth and )e%elop ent at *has$ar.::.::::::.:.:6= Recr#it ent ::.:::::::::.:.::::::::66 O-"ecti%e of the St#d& ::.::::::.::::::::6? T&pe of Research ::.:::::::::..::::...::@= Sa ple si<e and ethod of selecting sa ple ::::.:...::@2

Scope of St#d& ::.:::::::::::.::::::@; +i itations of St#d& ::.:::::::.:::....:...::@@

/hapter 9 Bacts C Bindings ::.:::::::::::::::..:::::A= /hapter > Anal&sis and Interpretation ::.:::::::::::::..:::A2 /hapter ; S3OT ::.::::::.:::::::::::.:::::.::A? /hapter ? /oncl#sions ::.:::::::::::::..:::::::::A@ /hapter @ Reco endation and S#ggestions ::.::::.:::::::::1== /hapter A Appendices :.::.:::: :::::::::.:::..::::1=6 /hapter 1= *i-liograph& :::.:.::...:::::::::.:::::::1=;

>

CHAPTER - 1

Introduction to the Industry

IN5RODUC5ION 5O 5HE INDUS5R.,1

BACKGROUND,

66>@ crore

edia ho#se with 1=0===4

anpower strength C 1;= offices all o%er India has aga<ine in 1= states of the co#ntr&.

dail& newspapers 2 stand4alone wee$lies C 1 potential of India with *has$ar

*has$ar is the largest read newspaper gro#p in India with 2.A? crore readers. 2@D ar$ets. The co pan& -oard consists of Mr. Ra esh /handra Agarwal0 /hair an0 Mr.S#dhir Agarwal0 Managing )irector0 and Mr. Girish Agarwal C Mr. !awan Agarwal0 )irectors.

)ail& newspapers E-roadsheetsF 4 )aini$ *has$ar0 )i%&a *has$ar0 Sa#rashtra Sa achar0 !ra-hat Giran0 )NA C )NA Mone&.

3ee$lies Eta-loidF 4 )i%&a *has$ar4 New 7or$ C Indore editions/

Maga<ine

EMonthl&F

AhaH

Iindagi

(indi

G#"rati

+a$sh&a

ENew Maga<ineF0 ME.

Maga<ine E*i4 onthl&F 7o#ng *has$ar0 *al *has$ar.

Maga<ine E3ee$l&F S(E

The gro#p #ses latest ER! sol#tion software application prod#ct ESA!F to integrate all depart ents in e%er& editions of newspaper. ?

LI5RA5URE RE:IE;

)aini$ *has$ar4 the fastest growing print "o#rne& with a fo#r4 page newspaper for

edia gro#p in the co#ntr& toda&0 -egan its

*hopal EM!F in 1A>@ as one of the -#siness -&

the fa il& -& +ate )war$a !rasad Agarwal0 the father of the chair an0 Shri Ra esh /handra Agarwal. E%er since0 )aini$ *has$ar la#nched its edition one after the other in M!. Gwalior in 1A;?0 Indore in 1A@60 8a-alp#r in 1A@?.

A=Js witnessed %al#e addition to its editions after Mr. Ra esh eldest sonK S#dhir Agarwal started his in%ol%e ent in da&4to4da& operations. B#rther0 la#nched its edition fro Raip#r in 1AA2 followed -& *ilasp#r in 1AA6. This was the ti e when Mr. Ra esh officiall& ind#cted Shri S#dhir Agarwal C his &o#nger -rother Mr. Girish Agarwal into -#siness. Mr. S#dhir Agarwal had a passion for editorial C Mr. Girish Agarwal preferred to ta$e part into core ar$eting.

After achie%ed no. 1 stat#s C strong leadership in 1AA> in M!0 the gro#p identified Ra"asthan as a potential ar$et in )ece -er 1AA;0 la#nched its 8aip#r edition with net paid sale of 10?20A66 copies on da& one. 8aip#r la#nch of )aini$ *has$ar created a histor& in the Newspaper Ind#str&0 which is now a '/ase St#d&, in the top -#siness school in India. At that point of ti e the &o#ngest son Shri !awan Agarwal0 after grad#ating fro Lnited States pl#nged into the -#siness C )aini$ *has$ar too$ the root of infor ation technolog& C ca-le tele%ision. In 1AA?0 )aini$ *has$ar la#nched its A" er0 8odhp#r C *i$aner editions followed -& Ldaip#r in 1AA@ C Gota in 1AAA.

Since 1AA;0 father Csons -egan transfor ing the gro#p into a c#sto er centric organi<ation. Geeping this in ind0 )aini$ *has$ar la#nched its /handigarh edition in id 2=== adopting '(inglish, lang#age pattern in editorial contents. Toda& it is the no. 1 @

newspaper in /handigarh0 !anch$#la0 CMohali. In the sa e &ear0 *has$ar entered into (ar&ana and capt#red the spillo%er followed -& Barida-ad edition. ar$et -& la#nching its edition in !anipath C (issar

After achie%ing the leadership position in (indi4 -elts0 the gro#p entered into the state of G#"arat4 a non (indi ar$et0 where local pla&ers are for ida-le. The gro#p la#nched its G#"arati newspaper0 )i%&a *has$ar in Ah ada-ad in 8#ne 2==6 is a M/ase St#d&J with IIM4A for its first da& net paid sale of 90 >20=== la$h copies. In 2==9 )i%&a *has$ar f#rther la#nched its edition in S#rat C*aroda and Ra"$ot in earl& 2==>. In Sep. 2==90 *has$ar gro#p had ta$en o%er another G#"arati newspaper MSa#rashtra Sa acharJ in *ha%nagar4 the leading newspaper in Sa#rashtra region. In "#st two &ears )i%&a *has$ar has -eco e the no.1 in Ah ada-ad0 *aroda C S#rat in ter s of leadership. Also la#nched its North A erica edition fro New 7or$ in Ma& 2==9.

After setting

an& new trends in (indi C G#"arati

ar$et0 *has$ar gro#p0 in association

with Iee0 la#nched its English newspaper )NA E)ail& News C Anal&sisF. In 8#l& 2==> with a circ#lation of 6 la$h N copies per da&.

In sep. 2==90 the gro#p has also la#nched a IindagiJ for positi%e C good life. Toda& the copies with >.A> la$h readers.

onthl& co plete (indi

aga<ine MAha

aga<ine en"o&s circ#lation of 1.6> la$h

O%er a period0 the gro#p has di%ersified its -#siness into Textile0 Sol%ent Extraction0 8o!rinting0 BM/G0 and IT C Ba il& entertain ent. As of toda& *has$ar gro#p is a 9=== crore co pan&.

P!"nc")le# o% B$&#k&! g!o*)

1F Their actions and tho#ghts are -ased on the following principles1 Entreprene#rship A -ition Inno%ation !rofessionalis itted to a goal. There ight -e different

2F The& are totall& professional and co

ideas a ong the 0 -#t the& respect these di%erse ideas. 6F Their e%er& effort will -e foc#sed on progress and entreprene#rship. 9F The& gi%e #t ost i portance to creati%it& and inno%ation. The& sho#ld alwa&s endea%or to do an&thing -etter than -efore0 it sho#ld -e special0 sho#ld -e effecti%e and sho#ld -e done with total co >F it ent.

The& -elie%e in winning and tea wor$. The& -elie%e in deli%ering and alwa&s respect those who are capa-le of i ple enting e%er& idea.

;F The& as an organi<ation are totall& co

itted to e plo&ees.

?F The& sho#ld pro%ide their cons# ers0 what the& need or which the& re5#ire. @F The& wo#ld pla& a positi%e role in the societ&0 no wo#ld -e in. atter in what edi# the&

P*'l"c&t"on cente!# o% D&"n"k B$&#k&! )*'l"c&t"on# Total p#-lication centers (indi G#"arati Total states co%ered Total readership 1 62 1A 1 1= 1 2.;? crore Eso#rce NRS 2==;F 1=

Total no. of e plo&ees T#rno%er of the gro#p

1 1==== N 1 o%er 22== crore

OUNDER +ate Mr. )war$a !rasad Agarwal

CHAIRMAN Mr. Ra esh /handra Agarwal

MANAGING DIREC5OR Mr. S#dhir Agarwal

DIREC5ORS Mr. Girish Agarwal C Mr. !awan Agarwal

11

CHAPTER - 2

Introduction to the Organization

12

IN5RODUC5ION 5O 5HE ORGANI<A5ION

D"(e!#"%"c&t"on o% B$&#k&! g!o*), Textile Oil Extraction and Refining BM/G /a-le TO Ba il& Entertain ent Art and /#lt#re E%ent pro otion and Retail Ed#cation BM Radio M#lti Media )es$ Real Estate Shopping Mall ar$eting

5E=5ILE, 16

IN 1AA;0 *has$ar had di%ersified into textile and set #p spinning #nit at Mandideep0 near *hopal0 )ist. Raisen0 M! in the na e C st&le of M.s. *has$ar Ind#stries +td. The -#siness has since grown into an integrated so#rce with spinning0 wea%ing and processing facilities that co pare with the -est in the world. The plant was awarded the ISO A==2 certificate for total 5#alit& control in 2==2 and *has$ar Ind#stries is now a significant pla&er in IndiaJs textile sector.

OIL E=5RAC5ION AND RE INNING, *has$ar exxols +td.0 Sharda Sol%ents +td. Sol%ent extraction and oil processing acti%it& co locall& *has$ar oil is now a significant local -rand. enced with So&a processing. It

now incl#des edi-le oil refining and processing of %anaspati ghee as well. )istri-#ted

MCG, B$&#k&! :enk&te#$, Engaged in the ar$eting of salt.

CABLE 5:, B$&#k&! M*lt"net Ltd/, In Manip#r0 Indore0 Mhow0 Mandsa#r0 8a-alp#r0 A" er C *hopal cities with ? ass

interest channels. /o%ers total #ni%erse of 12 la$h ho#seholds Epop#lation >= la$hF and a /CS ho#sehold pop#lation of o%er > la$h. The gro#p is ha%ing its own well e5#ipped st#dio with all #sing digital networ$. oderni<ed e5#ip ents. This is the Birst networ$ in India

AMIL. EN5ER5AINMEN5 ,S*n C"t+, The fa il& entertain ent center set #p -& *has$ar gro#p at Gwalior sit#ated in the heart of the cit&0 the 1> acre co plex is the onl& recreation center in the town. S#n /it& -rightens %isitors experience with a -la<e of cheer& leis#re options incl#ding food co#rts0 a shopping -oating and 6) cine a. all0 %irt#al and li%e shows0 cele-rit& shows0 ad%ent#re rides0

19

AR5> CUL5URE, A'$"(+&kt" A-hi%&a$ti is the c#lt#ral ar and nonprofit center sponsored -& the *has$ar gro#p. anage ent organi<ation

It pro%ides aspiring artists of all age gro#ps with instr#ction and facilities to de%elop and pro"ect their talent. A-hi%&a$ti f#nctions li$e an e%ent foc#sed on esta-lishing a platfor for artists to learn and perfor .

EDUCA5ION, 5$e S&n#k&! (&lle+ #c$ool7 B$o)&l, *has$ar gro#p has a ission of presenting *hopal has a 5#intessential center of residential0 GG to class PII School. The

ed#cation. This <eal and passion concept#ali<ed into fo#nding of 'The Sans$ar %alle& school, a co4ed#cational0 da& -oarding c# I/SE -oard. *has$ar gro#p is school is spread o%er a pict#res5#e area of 6? acres. The school is affiliated to the a$ing The Sans$ar %alle& school the destination of choice for all those who care a-o#t ed#cation.

M RADIO, ?@/A M, One of the ost exciting and the fastest growing -rand in BM radio space is A9.6. M7

BM is the BM radio station networ$ of S&nerg& Media Entertain ent +td0 SME+4 a wholl& owned co pan& of The *has$ar gro#p.

MUL5IMEDIA DESK, I Med"& Co!)/ Ltd/ BIMCLC, IM/+ has ac5#ired a short code >9>;? to cond#ct %ario#s acti%ities #nder1 entioned as

Ma$e Newspaper interacti%e !#-lic de and in interacti%e A)OT. +atest score S#-scription ser%ices 1>

Snap pools Sharoscope +ocalit& sale 3ee$end planning /ontests

REAL ES5A5E, Ad"t+& A(en*e7 B$o)&l, S#nrise of a new lifest&le

Independent %illas 3ell designed ca p#s with -ea#tif#l landscape 1==D power -ac$#p *road-and internet connecti%it& in each %illa 2?=== s5 ft central par$ 8ogging trac$ S#perstore ?.> pa%ed internal road

5HE BHASKAR MALL, The first all of the cit& spread o%er >.A acres of land with a G+A of approx @===== s5.

ft. ha%ing a h#ge par$ing space. (ighlights1 One h&per ar$et on single le%el. Three depart ent stores. Nine s#perstores and A= %anilla stores. 11BC* o#tlets N >=9== s5. ft. food co#rt. Bi%e screen0 16== seat #ltiplex.

2=02>= s5. ft indoor fa il& entertain ent center. 1;

M"le#tone#,
DEE?

Ina#g#ration of M*has$ar !rint !lanetJ at /hangodar0 Ah ada-ad -& Narendra Modi0 chief inister0 G#"arat0 on No%e -er 160 2==A achines i ported fro Ger an& at 8aip#r and Installation of G*A printing Ah ada-ad facilities

+a#nch of )* Star 8odhp#r editions on A#g1>0 2==A

DEEF

)aini$ *has$ar co pletes fift& glorio#s &ears as a leading (indi p#-lication *#siness *has$ar0 a (indi financial newspaper0 was la#nched in *hopal0 Indore0 Raip#r0 New )elhi0 !anipath0 8alandhar and +#dhiana with separate editions for each of these cities

+a#nch of )aini$ *has$ar editions in !ali0 Naga#r0 *hilai0 Ratla +a#nch of )NA in 8aip#r as a franchise -& )* /orp +td +a#nch of editions of )* Star in *hopal and Indore

and Shi la

M7 BM consolidates its networ$ with 1? radio stations in ? states0 across India

DEEG

+a#nch of )* Gold the first co pact newspaper in G#"arati fro

S#rat aga<ine

+a#nch of )NA in Ah ada-ad and S#rat as a franchise -& )* /orp +td +a#nch of 7o#ng *has$ar Maga<ine for children and +a$sh&a0 a career M7 BM enhances its reach to 19 cities across India +a#nch of )aini$ *has$arJs +#dhiana edition on )ec 1> +a#nch of )i%&a *has$arJs *h#" edition on 8#l& 6=0 newspaper with se%en editions in G#"arat +a#nch of )i%&a *has$arJs Ra"$ot edition on No% =1 a$ing it the onl& G#"arati

DEEH

Entr& in !#n"a- with la#nch of A ritsar and 8alandhar edition on Oct =@ 1?

DEEI

Inception of )* /orp +td0 p#rs#ant to the de erger of p#-lishing -#siness of 3riters and !#-lishers +i ited E3!+F The )aini$ *has$ar gro#p won license fro Ministr& of Infor ation and

*roadcasting for la#nch of radio -#siness0 thro#gh their s#-sidiar&0 S&nerg& Media Entertain ent +td ESME+F0 in se%enteen stations0 in the na e of M7 BM

A(AH Iindagi

aga<ine la#nched in G#"arati lang#age edia co pan& was for ed as a s#-sidiar& of )* /orp

MIM/+J0 a new we-

DEE@

+a#nch of new (indi and positi%e thin$ing In their first Sa#rashtra

aga<ine0 A(AH Iindagi0 the first of its $ind on lifest&le

erger and ac5#isition0 the )aini$ *has$ar gro#p ac5#ired

MSa#rashtra Sa acharJ the sixt& &ears old0 largest circ#lated dail& newspaper of

+a#nch of )i%&a *has$arJs *aroda edition on Sept 12 Initiated presence in Maharashtra with the la#nch of )i%&a *has$arJs M# -ai edition in 8#l& +a#nch of )i%&a *has$arJs S#rat edition on March 2@

DEEA

+a#nch of )i%&a *has$ar fro

Ah eda-ad on 8#ne 22. This was the -iggest

la#nch of an& new edition0 across lang#ages0 across territories in India where the dail& was la#nched with 90>20=== copies on da& first and -eca e the leading p#-lication in Ah ada-ad cit& DEEJ

)aini$ *has$ar Gro#p f#rther consolidated its position -& la#nching Barida-ad edition0 in (ar&ana state0 after two editions fro !anipat and (isar

DEEE

)aini$ *has$ar gro#p expands presence to (ar&ana state on 8#ne =90 -& la#nching !anipat and (isar editions 1@

+a#nch of )aini$ *has$arJs /handigarh edition on Ma& =?

J???

+a#nch of )aini$ *has$arJs sixth edition of Ra"asthan fro ed#cational h#- of the co#ntr&.

Gota cit&0 the

J??F

+a#nch of )aini$ *has$arJs fifth edition of Ra"asthan fro

Ldaip#r on Ma& 61

J??G

+a#nch of )aini$ *has$arJs fo#rth edition of Ra"asthan fro +a#nch of the third edition in Ra"asthan fro +a#nch of the second edition in Ra"asthan fro

*i$aner on Oct 1;

8odhp#r on A#g =6 A" er on April =;

J??H

+a#nch of )aini$ *has$arJs 8aip#r edition in Ra"asthan on )ec 1A. This de%elop ent ar$ed a critical point for the co pan&0 which significantl& altered the strategic direction and growth plans of the co pan&

J??I

)aini$ *has$ar e erged as the n# -er one newspaper in Madh&a !radesh and was declared the fastest growing dail& in India0 -& the Readership S#r%e&

J??A

+a#nch of )aini$ *has$arJs *ilasp#r edition on Septe -er 2=

J?FF

+a#nch of )aini$ *has$arJs Raip#r edition

1A

J?FA

+a#nch of )aini$ *has$arJs Indore edition 4 the first and -iggest ho e town of *hopal on March =>

o%e o#tside

J?FJ

)aini$ *has$arJs *hopal edition -eca e the largest news paper of *hopal /it&

J?GG

IndiaJs one of first we- offset edition0 against #nifor

achine got installed at )aini$ *has$ar for *hopal achine

pre%alent practice of rotar&

J?IF

)aini$ *has$ar la#nches its first edition in *hopal on A#g#st 16

2=

CHAPTER 3

Research Methodology

21

CHAPTER 3

3.1 Title of the Study

22

There are others0 tho#gh0 that still regard the 5#antitati%e planning of reso#rces as i portant. The& do not see its %al#e in tr&ing to predict e%ents0 -e the& wars or ta$eo%ers. Rather0 the& -elie%e there is a -enefit fro wish to get -etter integration of decision #sing planning to challenge ass# ptions oreo%er0 an i plicit or explicit a$ing and reso#rcing across the whole a-o#t the f#t#re0 to sti #late thin$ing. Bor so e there is0

organi<ation0 or greater infl#ence -& the centre o%er de%ol%ed operating #nits. /&nics wo#ld sa& this is all %er& well0 -#t the assertion of corporate control has -een tried and re"ected. And is it not the tal$ of the process -enefits to -e deri%ed self ind#lgent nonsenseQ /an we reall& afford this $ind of intellect#al dilettantis Q 3hether these criticis s are fair or not0 s#pporters of h# an reso#rce planning point to its practical -enefits in opti i<ing the #se of reso#rces and identif&ing wa&s of a$ing the ore flexi-le. Bor so e organi<ations0 the need to ac5#ire and grow s$ills which ta$e ti e to de%elop is para o#nt. If the& fail to identif& the -#siness de and0 -oth n# ericall& and in the s$ills re5#ired0 and sec#re the appropriate s#ppl&0 then the capacit& of the organi<ation to f#lfill its f#nction will -e endangered.

26

CHAPTER 3

3.2 Planning of Human Resources

29

Pl&nn"ng o% H*m&n Re#o*!ce#,

2>

DE INI5ION O HR PLANNING, T(ERE ARE MAN7 3A7S TO )EBINE (R !+ANNING0 OR EP!+AIN 3(AT IT IS0 *LT T(E BO++O3ING )EBINITIONS0 TAGEN BROM T(E GOOERNMENT OB /ANA)A (LMAN RESOLR/ES SITE0 IS A GOO)0 LSEBL+ 3ORGING )EBINITION1

RIGOROUS HR PLANNING LINKS PEOPLE MANAGEMEN5 5O 5HE ORGANI<A5IONKS MISSION7 :ISION7 GOALS AND OBLEC5I:ES7 AS ;ELL AS I5S S5RA5EGIC PLAN AND BUDGE5AR. RESOURCES/ A KE. GOAL O PEOPLE HR PLANNING IS 5O GE5 5HE RIGH5 NUMBER O 5HE RIGH5 SKILLS7 E=PERIENCE AND ;I5H

COMPE5ENCIES IN 5HE RIGH5 LOBS A5 5HE RIGH5 5IME A5 5HE RIGH5 COS5/

NO5E1 T(E EM!(ASIS ON +INGAGE TO STRATEGI/ !+ANNING AN) *LSINESS !+ANNING IN T(E BIRST SENTEN/E0 AN) T(E EM!(ASIS ON T(E ARRANGEMENT AN) A+IGNMENT OB STABB AN) EM!+O7EES IN T(E +AST SENTEN/E.

(ERERS ANOT(ER DE INI5ION0 !ER(A!S A *IT SIM!+ER1

5HE PROCESSES B. ;HICH MANAGEMEN5 ENSURES 5HA5 I5 HAS 5HE RIGH5 PERSONNEL7 ;HO ARE CAPABLE O COMPLE5ING 5HOSE 5ASKS 5HA5 HELP 5HE ORGANI<A5ION7 REACH I5S OBLEC5I:ES/

;H. HUMAN RESOURCE PLANNINGM Human Resource Planning: an Introduction was written to draw these iss#es to the attention of (R or line anagers. 3e address s#ch 5#estions as1

2;

3hat is h# an reso#rce planningQ (ow do organi<ations #nderta$e this sort of exerciseQ 3hat specific #ses does it ha%eQ

In dealing with the last point we need to -e a-le to sa& to hard pressed tries to

anagers1 wh&

spend ti e on this acti%it& rather than the other iss#es -#lging &o#r in tra&Q The report eet this need -& ill#strating how h# an reso#rce planning techni5#es can -e applied to fo#r $e& pro-le s. It then concl#des -& considering the circ# stances are which h# an reso#rcing can -e #sed. J. )eter ining the n# -ers to -e e plo&ed at a new location 14 If organi<ations o%erdo the si<e of their wor$force it will carr& s#rpl#s or #nder #tili<ed staff. Alternati%el&0 if the opposite a$ing it hard or i possi-le to expected. So the 5#estions we as$ are1 (ow can o#tp#t -e i pro%ed &o#r thro#gh #nderstanding the interrelation -etween prod#cti%it&0 wor$ organi<ation and technological de%elop entQ 3hat does this ean for staff n# -ersQ 3hat techni5#es can -e #sed to esta-lish wor$force re5#ire entsQ (a%e ore flexi-le wor$ arrange ents -een consideredQ is"#dg ent is ade0 staff a& -e o%erstretched0 eet prod#ction or ser%ice deadlines at the 5#alit& le%el

(ow are the staffs &o# need to -e ac5#iredQ

The principles can -e applied to an& exercise to define wor$force re5#ire ents0 whether it -e a -#siness start4#p0 a relocation0 or the opening of new factor& or office. D. Retaining &o#r highl& s$illed staff 14Iss#es a-o#t retention a& not ha%e -een to the

fore in recent &ears0 -#t all it needs is for organi<ations to lose $e& staff to reali<e that an #nderstanding of the pattern of resignation is needed. Th#s organi<ations sho#ld1 Monitor the extent of resignation )isco%er the reasons for it Esta-lish what it is costing the organi<ation /o pare loss rates with other si ilar organi<ations. 2?

3itho#t this #nderstanding0

anage ent

a& -e #naware of how

an& good 5#alit&

staff are -eing lost. This will cost the organi<ation directl& thro#gh the -ill for separation0 recr#it ent and ind#ction0 -#t also thro#gh a loss of long4ter capa-ilit&.

(a%ing #nderstood the nat#re and extent of resignation steps can -e ta$en to rectif& the sit#ation. These a& -e relati%el& cheap and si ple sol#tions once the reasons for the depart#re of e plo&ees ha%e -een identified. *#t it will depend on whether the pro-le is pec#liar to &o#r own organi<ation0 and whether it is concentrated in partic#lar gro#ps Ee.g. -& age0 gender0 grade or s$illF. A. Managing an effecti%e downsi<ing progra This is an all too co on iss#e for while at the sa e ti e protecting the long4ter ade all the harder -& the ti e press#res e14 interests of the organi<ationQ A 5#estion

anagers. (ow is the wor$force to -e c#t painlessl&0 anage ent is #nder0 -oth -eca#se of -#siness

necessities and e plo&ee anxieties. (R! helps -& considering1 The sort of wor$force en%isaged at the end of the exercise. The pros and cons of the different ro#tes to get there. (ow the nat#re and extent of wastage will change d#ring the r#n4down. The #tilit& of retraining0 redeplo& ent and transfers. 3hat the appropriate recr#it ent le%els ight -e. anagers so that the cost -enefit of %ario#s eet targets esta-lished.

S#ch an anal&sis can -e presented to senior

ethods of red#ction can -e assessed0 and the ti e ta$en to

If instead the /EO anno#nces on da& one that there will -e no co p#lsor& red#ndancies and %ol#ntar& se%erance is open to all staff0 the danger is that an #n-alanced wor$force will res#lt0 reflecting the ta$e4#p of the se%erance offer. It is often diffic#lt and expensi%e to replace lost 5#alit& and experience. @. 3here will the next generation of Man& senior anagers co e fro Q 14 elsewhere. *#t the& recogni<e that 2@

anagers are tro#-led -& this iss#e. The& ha%e seen traditional career paths

disappear. The& ha%e had to -ring in senior staff fro

while this ter

a& ha%e dealt with a short4ter

s$ills shortage0 it has not sol%ed the longer an&0 and where will the& co e o%e ent0 of

5#estion of

anagerial s#ppl&1 what sort0 how

fro Q To address these 5#estions &o# need to #nderstand1 The present career s&ste recr#it ent and wastageF. The characteristics of those who c#rrentl& occ#p& senior positions. The organi<ationJs f#t#re s#ppl& of talent. Eincl#ding patterns of pro otion and

This then can -e co pared with f#t#re re5#ire ents0 in n# -er and t&pe. These will of co#rse -e affected -& internal str#ct#ral changes and external -#siness or political changes. /o paring &o#r c#rrent s#ppl& to this re%ised de and will show s#rpl#ses and shortages which will allow &o# to ta$e correcti%e action s#ch as1 Recr#iting to eet a shortage of those with senior ediate gaps. anage ent potential.

Allowing faster pro otion to fill i

)e%eloping cross f#nctional transfers for high fliers. (iring on fixed4ter contracts to eet short4ter s$ills.experience deficits.

Red#cing staff n# -ers to re o%e -loc$ages or forthco ing s#rpl#ses. eet

Th#s appropriate recr#it ent0 deplo& ent and se%erance policies can -e p#rs#ed to

-#siness needs. Otherwise processes are li$el& to -e hapha<ard and inconsistent. The wrong sort of staff is engaged at the wrong ti e on the wrong contract. It is expensi%e and e -arrassing to p#t s#ch atters right.

HO; CAN HRP BE APPLIEDM The report details the sort of approach co panies are li$el& to want (R! s&ste s1 3hich are responsi%e to changeQ 3here ass# ptions can easil& -e odified ight wish to ta$e. Most organi<ations

That recogni<e organi<ational fl#idit& aro#nd s$ills That allow flexi-ilit& in s#ppl& to -e incl#ded That are si ple to #nderstand and #se 2A

3hich are not too ti e de anding.

To operate s#ch s&ste s organi<ations need1 appropriate de and good odels

onitoring and correcti%e action processes ar$et

co prehensi%e data a-o#t c#rrent e plo&ees and the external la-or An #nderstanding how reso#rcing wor$s in the organi<ation.

If (R! techni5#es are ignored0 decisions will still -e ta$en0 -#t witho#t the -enefit of #nderstanding their i plications. Grad#ate recr#it ent n# -ers will -e set in ignorance of de and0 or anage ent s#ccession pro-le s will de%elop #nnoticed.

As George *ernard Shaw said1 Mto -e in hell is to driftK to -e in hea%en is to steerJ. It is s#rel& -etter if decision reso#rcing plan. a$ers follow this axi in the wa& the& a$e and exec#te

6=

CHAPTER 3

3.3 Growth & Development

61

HR POLICIES IN DAINIK BHASKAR G!owt$ &nd De(elo)ment &t B$&#k&! /ontin#o#s de%elop ent of e plo&ees is essential for i pro%ing their perfor ance at *has$ar. The process is critical for attracting and retaining a $nowledgea-le and s$illed wor$force. The p#rpose of the growth and de%elop ent polic& is1 To pro ote a health& sense of co pensation as well as "o- satisfaction a ong. To identif&0 train and de%elop co petent personnel with growth potential and to pro%ide oti%ation for higher perfor ance.

Boster a c#lt#re of learning within the organi<ation.

Pe!%o!m&nce A))!&"#&l#, *has$ar -elie%es in GRA EGe& Res#lt AreaF e plo&ees on "oining -& their i 3hen is the appraisal carried o#tQ Appraisal is carried o#t on an ann#al -asis in March and Octo-er for the financial &ear gone -&0 or for the designated period on case to case -asis. E plo&ees "oining *has$ar are infor ed of their appraisal period in their offer letter. E6&m)le1 for the e plo&ee "oining 1st April to 6=th Septe -er 2==?0 the appraisal will -e in March 2==@. On the other hand0 for the e plo&ees "oining -etween 1st Octo-er 2==? to 61st March 2==@0 the appraisal will -e in Octo-er 2==@ and then next in March 2==A. 3ho does the appraisalQ ode of e%al#ation. These GRAJs are specific to the f#nctional area and pro%ided to each of the e plo&ee and to the new ediate senior. The GRAJs are in s&nc with the the e plo&ee. organi<ational goal0 "o- responsi-ilit& and the perfor ance expected fro

62

Appraisal is done -& the i

ediate reporting designation. And an& iss#eSdisagree ent is

resol%ed in disc#ssion with the next senior le%el.

C&!ee! De(elo)ment, *has$ar pro%ides opport#nities to its e plo&ees for participating in acti%ities which will enhance their specific "o- s$ills0 their o%erall professional strengths0 and their personal de%elop ent. This polic& is applica-le to all e plo&ees of *has$ar at all the locations. C!"te!"& *#ed %o! nom"n&t"on %o! t!&"n"ng, Training needs will -e identified d#ring the perfor ance appraisal process -& the appraisee and appraiser. It for training are1 E plo&eeJs interest . self no ination EM6NF. M#st -e ro#ted thro#gh the )epart ent (ead with "#stified reasons0 cost details0 depart ent head appro%al at least 1> da&s in ad%ance to the date of training. (R will re%ert within 6 da&s on the appro%al0 excl#ding the da& on which the co #nication is recei%ed. ManagerJs no ination to specific de%elop ent areas. )ri%en -& the -#siness need. *& the national %ertical head0 -ased on s$ill gap.perfor ance State head.Lnit head or (O) and corporate (R. It #st -e ens#red that the e5#al opport#nit& is pro%ided to each deser%ing anage ent data. a& also -e acco plished thro#gh training needs s#r%e&s ti e to ti e. The criteria #sed for the no ination #nderta$en -& the (R depart ent fro

e plo&ee. The role of (R in the training no ination process will -e14 If -#dget is a%aila-le and the %ertical (ead appro%es0 the no ination shall -e effecti%e #nder infor ation to (R.

66

/hec$ ad%ice if the no inations -&

angers or otherwise -eco e too polari<ed

on the people who are -eing no inated.

CHAPTER 3

3.4 Recruitment
69

Rec!*"tment, Special sanction is re5#ired in case of n# -er or -#dget o%err#n. Relati%es of e plo&ees cannot -e assigned to the sa e f#nction and.or with direct reporting relationship. State (R.+ocal (R has to $eep trac$ of e%er& candidate who lea%es *has$ar after 1st April 2==?0 incl#ding the record of the Exit inter%iew. A candidate will not -e eligi-le for inter%iew if she.he has -een re"ected -& an& inter%iewer of *has$ar in past six onths. anpower -#dget o%err#n in ter s of

As a polic&0 *has$ar disco#rages candidates who fre5#entl& change "o-s in their career. It recogni<es that the organi<ation in%ests ti e and energ& in training people and hence disco#rages the practice of fre5#ent "o- changes. *has$ar shall not consider an& e plo&ee in M grade that has changed three "o-s in two &ears.fo#r "o-s in six &ears. ore than

O!"ent&t"on > Ind*ct"on, (R ind#cts e plo&ees in *has$ar on the da& of "oining thro#gh an infor al ind#ction progra is designed to fa iliari<e the e plo&ees with organi<ation and its e -ers and 6> other wor$ related facilities.

The for al ind#ction progra fro

is cond#cted in the first wee$ of the

onth and can range

one to fo#rteen da&s depending on the "o- profile. at the

All M grade appointees wo#ld go thro#gh an ind#ction.orientation progra depart ent.

corporate office0 *hopal thro#gh the training C de%elop ent cell of the /orp (R

New e plo&ees need to co plete the "oining for alities on the da& the& "oin the organi<ation. /orporate.State (R will facilitate this process.

Com)en#&t"on, In case of a death an&where in the gro#p0 an& e plo&ee or the #nit head or the local (R head or the Acco#nts depart ent0 can infor the corporate of (R of the ishap.

The #nit head or the local (R dept. will pro%ide co plete infor ation with the necessar& details s#ch as na e of the e plo&ee0 designation0 depart ent0 and the last salar& drawn on the date of de ise and the ca#se for the sa e. The /orporate (R wo#ld then iss#e an IOM to the corporate finance and the state coordinator BCA0 who wo#ld iss#e necessar& instr#ctions at the #nit le%el.corporate office and -#siness office for the andator& contri-#tion. The a o#nt as on the date shall -e dee ed collected and the e5#i%alent a o#nts shall -e de-ited to the respecti%e offices. This is to c#t the dela& in act#ali<ation of the collection. /oordinator who wo#ld then prepare a )) in the na e of the s#r%i%ing spo#se and send the sa e to the local #nit for final distri-#tion. /an I donate a-o%e the andator& contri-#tion re5#ire entQ

6;

7es0 an& %ol#ntar& contri-#tion o%er and a-o%e the the organi<ation is welco e. The additional following

andator& contri-#tion -& an&one in

one& so collected shall -e distri-#ted to the fa il& on the 1= th of the the E plo&ee

onth. This wo#ld -e o%er and a-o%e the contri-#tion fro

/ontingenc& B#nd. Reloc&t"on, !roposal of transfer of e plo&ee #p to the M9 grade has to -e in principle appro%ed -& the f#nctional head of the transferor and transferee location. The final appro%al has to -e o-tained fro the corporate (R depart ent which will iss#e the transfer order after cons#ltation with the National Oertical (ead.State (ead. !roposal of transfer of e plo&ees of the M2 and a-o%e has to -e appro%ed -& National Oertical (ead.State (ead. The local (R depart ent.f#nctional head will iss#e the re5#ired circ#lar to this effect #nder inti ation of the corporate (R depart ent. Bor all transfer cases0 pa& details ha%e to -e filled in prescri-ed for at. Reloc&t"on Allow&nce, Bor the e plo&ee -eing relocated0 >=D of the -asic salar& wo#ld -e extended as relocation allowance across all the grades. This wo#ld not -e applica-le if the transfer is on e plo&ee re5#est. Ret"!ement, All the e plo&ees retire on the last date of the M1 and M= Bor M grade e plo&ees 1 ;> &ears 1 ;= &ears 6? onth in which the& co plete the retire ent age according to the organi<ationJs records. The retire ent age is as follows1 Editorial staff in M1 grade and a-o%e 1 ;> &ears

Bor other grades The local (R ad in will co

1 >@ &ears #nicate to all retire ent in writing at least 6 onths in

ad%ance of the date of retire ent. (R and Acco#nts depart ent will ens#re final state ent of acco#nts at the earliest. The (R depart ent will infor the e plo&ee and the finance depart ent a-o#t onth prior to retire ent. the date the retire ent

his.her last da& of e plo& ent one ta$es effect.

The co pensation of the e plo&ee will -e stopped fro

All settle ents wo#ld -e processed -efore the e plo&ee lea%es.

CHAPTER 3

6@

3.5 Objectives of Study

Objectives of Study:Pe!%o!m&nce A))!&"#&l !erfor ance appraisal0 also $nown as e plo&ee appraisal0 is a ti eF. !erfor ance appraisal is a part of career de%elop ent. !erfor ance appraisals are a reg#lar re%iew of e plo&ee perfor ance within organi<ations. Generall&0 the ai s of a sche e are1

ethod -& which the "o-

perfor ance of an e plo&ee is e%al#ated Egenerall& in ter s of 5#alit&0 5#antit&0 cost and

Gi%e feed-ac$ on perfor ance to e plo&ees. Identif& e plo&ee training needs. 6A

)oc# ent criteria #sed to allocate organi<ational rewards. Bor a -asis for personnel decisions1 salar& increases0 pro otions0 disciplinar& actions0 etc.

!ro%ide the opport#nit& for organi<ational diagnosis and de%elop ent. Bacilitate co #nication -etween e plo&ee and ad inistrator. eet federal E5#al Oalidate selection techni5#es and h# an reso#rce policies to E plo& ent Opport#nit& re5#ire ents.

A co s&ste

on approach to assessing perfor ance is to #se a n# erical or scalar rating where-& anagers are as$ed to score an indi%id#al against a n# -er of their

o-"ecti%es.attri-#tes. In so e co panies0 e plo&ees recei%e assess ents fro This is $nown as 6;=T appraisal. The

anager0 peers0 s#-ordinates and c#sto ers while also perfor ing a self assess ent. ost pop#lar ethods that are -eing #sed as perfor ance appraisal process are1

Manage ent -& o-"ecti%es EM*OF 6;= degree appraisal *eha%ioral O-ser%ation Scale E*OSF *eha%iorall& Anchored Rating Scale E*ARSF onl& #sed -& -#sinesses. The scientific literat#re on the s#-"ect pro%ides

Trait -ased s&ste s0 which rel& on factors s#ch as integrit& and conscientio#sness0 are also co e%idence that assessing e plo&ees on factors s#ch as these sho#ld -e a%oided. The reasons for this are two4fold1 1F *eca#se trait -ased s&ste s are -& definition -ased on personalit& traits0 the& diffic#lt for a perfor ance. This is ca#sed -& the fact that personalit& di ensions are for the personalit&. Bor exa ple0 a person who lac$s integrit& when the threat of -eing ca#ght is gone. 2F Trait -ased s&ste s0 -eca#se the& are %ag#e0 are politics0 ca#sing the perfor ance. The %ag#eness of these instr# ents allows ore easil& infl#enced -& office anagers to fill the o#t -ased 9= a& stop l&ing to a a$e it ost part anager anager to pro%ide feed-ac$ that can ca#se positi%e change in e plo&ee

static0 and while an e plo&ee can change a specific -eha%ior the& cannot change their -eca#se the& ha%e -een ca#ght0 -#t the& still ha%e low integrit& and are li$el& to lie again

to -e less relia-le as a so#rce of infor ation on an e plo&eeRs tr#e

on who the& want to.feel sho#ld get a raise0 rather than -asing scores on specific -eha%iors e plo&ees sho#ld.sho#ld not -e engaging in. These s&ste s are also li$el& to lea%e a co pan& open to discri ination clai s -eca#se a -iased decisions witho#t ha%ing to -ac$ the anager can #p with specific -eha%ioral infor ation. ore a$e

91

P!omot"on )ol"c+,1 El"g"'"l"t+, To -e eligi-le for pro otion #nder this polic&0 the e plo&ee sho#ld -e #ndergoing an& p#nish ent or warning for iscond#ct #nder the co pan&Js r#les.standing orders. The ode. The warning can onl& -e gi%en warning to an& candidate shall alwa&s -e in written -& the national %ertical head.state head. Mode# o% )!omot"on, *has$ar recogni<es that pro otion a& occ#r thro#gh the following wa&s1 The filling of a higher position -& an e plo&ee at a lower designation0 gi%en that the e plo&ee f#lfills the eligi-ilit& criteria for the %acant position. A reclassification of the e plo&eeJs existing designation as a res#lt of the e plo&ee perfor ing d#ties a higher degree of responsi-ilit& and co plexit& than the c#rrent position calls for Billing of an entirel& new "o- created d#e to the expansion of operations.

92

C!"te!"& %o! )!omot"on, The $e& criteria for pro otion wo#ld incl#de1 !erfor ance on the "o- d#ring the ti e spent in that partic#lar le%el which can -e assessed thro#gh the perfor ance appraisal. !otential and capa-ilit& for ta$ing on higher responsi-ilit& which will -e -ased on the feed-ac$ pro%ided -& s#per%isors and inter%iewing candidates. At higher le%els greater i portance is gi%en to the indi%id#alJs potential and capa-ilities. Ot$e! con#"de!&t"on %o! )!omot"on, The ini # sta& to -e eligi-le for pro otion will -e the co pletion of first

appraisal c&cle. !ro otion sho#ld ta$e place onl& at the ann#al appraisals. Mid4&ear pro otion in exceptional cases the M).)irector. The final appro%al a#thorit& for pro otion is a& -e considered solel& at the discretion of

M1 and a-o%e1 M).)irector M6.M21 National Oertical (ead. State (ead Other grades1 State (ead.#nit (ead N# -er of pro otions will -e deter ined -& the n# -er of %acancies to -e filled in the organi<ation. Appraisal co An appraisal co ittee ittee will -e responsi-le for %ario#s le%els of pro otion at ittee will co prise of the heads of ; %erticals at ittee will disc#ss all the reco anagers.(O). ediate (O)K endations for

the state le%el.#nit. The co state le%el. The appraisal co

pro otions pro%ided -& the indi%id#al The co

At the corporate le%el and -#siness (ead and corporate (R. #nication to the inc# -ent will -e -& the i organi<ation wide co #nication will -e thro#gh intranet.sa %aad. 96

"!#t !"g$t o% )o#"t"on, At *has$ar0 an existing e plo&ee shall -e first considered for filling #p an& %acanc& that arises in the organi<ation. Bor s#ch a process the candidate assess ent.appraisal c&cle. If a s#ita-le internal candidate is not fo#nd for the %acanc&0 it will -e so#ght to -e filled -& an o#tside candidate. C&!ee! de(elo)ment,1 #st ha%e co pleted one

S)on#o!"ng %*!t$e! ed*c&t"on ,1 *has$ar -elie%es that learning and de%elop ent is the responsi-ilit& of the organisation as well as the e plo&ee. The co pan& s#pports e plo&ees who wish to contin#e their ed#cation in order to sec#re increased responsi-ilit& and growth in their professional careers.

99

El"g"'"l"t+, All M grade e plo&ees who ha%e co pleted two &ears in the organisation and a-o%e a%erage perfor ance are eligi-le for appl&ing. The co#rse appro%al sho#ld -e o-tained fro /orporate (R. The (O) will decide and reco the c#rrent and f#t#re responsi-ilities of the person. In this acade ic co#rse period0 the candidate shall -e treated on lea%e with pa&. (ow an& people will organi<ation s#pportQ >D of the total n# -er of M grade assigned to a station.#nit.state will -e aintained -& (R and it will -e a%aila-le for pre%iew to all Maxi # State (ead.Lnit (ead.(O) and end if the co#rse is rele%ant for

s#pported -& the gro#p for ed#cation .Lpdated list of candidates -eing s#pported for ed#cation shall -e e plo&ees. Co*!#e ReN*"!ement#, The co pan& will sponsor short ter appro%ed instit#tions of learning. The ed#cation sho#ld -e thro#gh an accredited progra that either offers growth in an co#rses Enot exceeding 9 onthsF p#rs#ed for

area related to the e plo&eeJs wor$ or will lead to pro otional opport#nities. 3hat if the instit#te is not listedQ If the desired co#rse is not in the c#rrent list0 the candidate can appl& thro#gh the depart ent head for the re%iew with the corporate (R. (R will co decision within ? da&s of s#ch re%iew re5#est. 3hat if an e plo&ee wants to ta$e a second co#rseQ An e plo&ee is eligi-le for the second co#rse after a gap of 2 &ears of ha%ing s#ccessf#ll& co pleted the earlier co#rse. Co*!#e Re"m'*!#ement#, The co pan& will rei -#rse a will -e co%ered. 9> axi # of 6 onths -asic or INR 1>====. All expenses #nicate final

The e plo&ee will ha%e to first pa& the co#rse fee hi self. All the rei -#rse ents are s#-"ect to the e plo&ee co pleting the co#rse with the co#rse. Po#t com)let"on !eN*"!ement#, 3ithin 1 onth of the co#rse co pletion0 the e plo&ee the instit#te with clear co #st s#- it a for al doc# ent ents on his perfor ance in Ecertificate0 letter etcF fro ini # >=D grade for that

grades. ar$s./G!A or 5#alitati%e ter s. The e plo&ee sho#ld -e in contin#o#s ser%ice with the organi<ation for 1@ co pletion of the co#rse. An #nderta$ing is re5#ired to -e signed -& the e plo&ee in fa%or of the organi<ation for post co#rse co pliance of ser%ice period. 3hat if e plo&ee lea%es earlierQ If the e plo&ee fails to co plete the 1@ onths ten#re then he.she will ha%e to rei -#rse the entire a o#nt to the co pan& with 1@D interest or the rate of interest disc#ssed and agreed #pon -etween the e plo&ee and the organi<ation. E plo&ees0 who sta& with the organi<ation for a period of less then one &ear0 will ha%e to pa& the entire rei -#rse ents paid -& the co pan&0 E plo&ees0 who sta& with the organi<ation for a period of grater than a &ear0 -#t less than two &ears0 will ha%e to repa& >=D of the rei -#rse ents. D"#t&nce Le&!n"ng, E plo&ees who are participating in a distance learning co#rse will -e eligi-le for1 A axi # of 19 da&s lea%e ESat#rda&s0 S#nda&s and (olida&s in -etween this onths post

contin#o#s lea%e period shall -e co#ntedF for preparing for the exa ination.

9;

E plo&ees enrolled into a co#rse with se ester s&ste earlier se ester with accepta-le perfor ance.

of learning shall -e

allowed two set of lea%es totaling 19 da&s s#-"ect to the person ha%ing passed the Bift& percent of these lea%es will -e treated as lea%e with pa& and -alance >=D ad"#sted against the !+. A person appl&ing for s#ch a lea%e of the axi # #st ha%e the re5#isite !+ in the lea%e acco#nt for ad"#st ent that is if the person ta$es 1= o#t possi-le 19 da&s lea%e. > da&s shall -e treated as lea%e with pa&0 and > da&s shall -e ad"#sted against his.her !+. 5!&"n"ng &nd St&%% De(elo)ment, 3here does Training and Staff )e%elop ent fit with (# an Reso#rces !lanningQ 3hen co panies ha%e well tho#ght o#t and #sef#l h# an reso#rce plans0 it allows the -otto line. to o%e training and staff de%elop ent fro a hit or iss process to one that is also strategic0 organi<ed0 and designed to contri-#te to the co pan&Rs M#ch that passes for training in corporations &ields no %al#e at all to the co pan& -eca#se training and staff de%elop ent dangle #nconnected to -#siness needs0 present and f#t#re. E plo&ees go to training -eca#se the se inar Uso#nds goodU0 or U ight -e #sef#lU0 and while itRs so#nd to de%elop and train e plo&ees as an ends in itself0 it also a$es sense to choose the $inds of training that will res#lt in e plo&ees -eing -etter contri-#tors now0 and also -etter contri-#tors in the f#t#re. A so#nd h# an reso#rces plan will anticipate the s$ills that will -e needed in the f#t#re0 identif& gaps in s$ills that are present0 and will -e needed0 and then plan for the de%elop ent of staff in ad%ance0 so that the s$ills will -e a%aila-le when re5#ired. 5!&"n"ng "dent"%"c&t"on )!oce##,1 The depart ent heads will identif& training needs for %ario#s inc# -ents their respecti%e depart ents at the ti e of perfor ance appraisal.

9?

(R depart ent sched#le will -e finali<ed after re%iews and will -e circ#lated to the %ario#s depart ents. A cop& of the sched#le will also -e displa&ed on the co pan& notice -oard. The (R depart ent will consolidate the re5#ests and notif& the concerned depart ents of the final sched#le. The& will also a$e the necessar& ad inistrati%e arrange ents. E%er& state and Lnit has local training -#dget. (eads of the depart ents are ad%ised to #tili<e the sa e in cons#ltation with the State (R.corporate (R. ;$e!e w"ll 'e t$e t!&"n"ng )!og!&m det&"l# &!e &(&"l&'leM The (R depart ent will also0 at reg#lar inter%als0 forward details of external progra s to all anagerial staff Efor no ination of self and colleag#esF. The (O)0 in cons#ltation with the f#nctional head0 will no inate e plo&ees for specific progra s and ro#te the re5#est to corporate (R thro#gh state.+ocal (R. This no ination will -e -ased on the training4needs anal&sis and a cop& of the sa e will -e attached with the no ination for . Is there a training feed-ac$ s&ste Q On co pletion of the training0 all e plo&ees will s#- it training feed-ac$ for s to the /orporate.State (R depart ent within ? da&s.

;$&t "% %eed'&ck "# not )!o("dedM If the sa e is not pro%ided the e plo&ee forgoes the opport#nit& of -eing no inated for the next progra for 1 &ear.

;$o &##e##e# t!&"n"ng )!og!&m3# e%%ect"(ene##M The (O). i within 6 ediate senior of the e plo&ee will assess de onstrated effecti%eness of ediate senior the training progra . This assess ent will -e pro%ided -& the (O).i onths of the e plo&ee "oining wor$.

9@

RECRUI5MEN5, In *has$ar0 anpower re5#ire ent is a designated process. Manpower -#dget is

appro%ed at the start of the financial &ear. An& %ariance in cost and n# -er needs prior sanction. This sanction can -e pro%ided onl& -& the M).)irectors. The re5#est with "#stified reasoning sho#ld -e ro#ted thro#gh corporate (R. A h# an reso#rce re5#isition fro or the (R we- portal. *has$ar hires thro#gh the following proced#res1 /a p#s recr#it ent Off4ca p#s recr#it ent E plo&ee referral Internal "o- postings corporate.State (R or the (R we- portal. has to -e raised for an& can -e o-tained fro anpower re5#isition0 /orporate.State (R

whether -#dgeted or non4-#dgeted. The for

Bor all prospects within the gro#p0 a personal infor ation sheet needs to -e doc# ented. The for at can -e o-tained fro C&m)*# !ec!*"tment, /#rrentl& the ca p#s recr#it ent process is non4existent in *has$ar. An atte pt is -eing ade to reg#lari<e and standardi<e process0 so that the fresh &o#ng talents can -e recr#ited and n#rt#red. C&m)*# Select"on, ;$"c$ c&m)*# w"ll 'e ("#"tedM The ca p#s will selected -& a tea co prising f#nctional. S#nit heads. This will ta$e into acco#nt the $ind of talent re5#ired0 the rep#tation of the ca p#s0 and perfor ance of the existing al# ni wor$ing in the gro#p. +ist of the ca p#ses will -e finall& de%eloped -& /orporate (R and -e a%aila-le with all State./orporate (R.

9A

;$o w"ll $&ndle t$e !ec!*"tmentM Onl& e plo&ees in grade M2 and a-o%e will ta$e part in the ca p#s selection process. If there is ore than one person in%ol%ed0 than the senior ost person of the %ertical will lead the tea . Select"on Ste)# &nd A(&"l&'le t"me , Ti e is at a pre i# when carr&ing o#t on ca p#s inter%iews -eca#se the entire process has to -e co pleted in 1=411 ho#rs. This incl#des1 !re4place ent tal$ E!!TF

!resentation -& (R.Lnit (ead or )epart ent (ead. The delegation of the process of introd#ction and presentation is not allowed. If senior al# ni of the chosen instit#te are part of the gro#p0 one of the 3ritten test will -e enco#raged to a$e the presentation.

3ritten test shall onl& -e #sed for a f#nctional co petencies chec$. No ps&chological test shall -e ad inistered at this stage. This will -e introd#ced after the gro#p has e%al#ated and created its internal -ench ar$s -& ad inistrating the sa e to the star perfor ers. E%al#ation of the written test. Selecting and anno#ncing the short listed candidates for inter%iews. One ro#nd of inter%iew. Extending %er-al offers to selected candidates E(RF.

B!o&d &!e&# %o! oc*# %o! #elect"on, The panel of inter%iewers will e%al#ate a candidate against a pre defined set of para eters. )etailed infor ation on these para eters can -e o-tained. /orporate.State (R or the (R we- portal. One of the i portant criteria of selecting the candidate is attit#deK it will -e deter ined the 5#alities that are core to *has$arJs c#lt#re. This is an integral part of e%al#ation.

>=

In addition0 if re5#ired0 the National Oertical (ead and the State (eads can add to the e%al#ation criteria. P!e1 Pl&cement 5&lk, This presentation will -e so#rced fro (istor& of the fir O%er%iew of the *has$ar do ain 3or$ c#lt#re /areer growth opport#nities within the fir /o pensation pac$age the a#dience and a$e a note of the (R depart ent. It co%ers organi<ational and career aspects that are rele%ant to the field for which the candidates are -eing selected.

The presenter sho#ld enco#rage 5#estions fro candidates who as$ good 5#estions. Inte!("ew S$eet, After the inter%iew0 all co

e -ers of the inter%iew panel fill o#t an inter%iew sheet with

ents on how the& went0 co%ering each area. The inter%iew panel tentati%el& decides (ire No hire *orderline case

on one of the following ratings for the candidate1

The inter%iew panel also ran$s the candidate in co parison with other candidates who were inter%iewed. This is a #sef#l aid in are all considered in a$ing a final decision. a$ing a final decision at the end of all the inter%iews. The acade ics EscoresF0 written test perfor ance0 and inter%iew perfor ance

O%%1 C&m)*# Rec!*"tment, Recr#it ent for e plo&ees in M6 grade and a-o%e wo#ld -e acco plished in cons#ltation of /orporate (R and after a personal inter%iew with at least one M1le%el or the director if re5#ired. >1 e -er of

Recr#it ent for e plo&ees in M2 grade and -elow will -e handled at the local le%el co4 ordination with the /orporate (R depart ent.+ocal (R and ad inistration. Selection a#thorit&1 M1.M= M6.M2 E0 S0 O grade 1 M).)irector.Gro#p /hief (R 1 Gro#p /hief (R.National %ertical (ead.State (ead 1 +ocation (ead.(O).+ocal (RC Ad in )epart ent

Other M grades1 State head.+ocation (ead.)esignated official of local (R depart ent

Ed"to!"&l BM G!&deC All editorial #nit le%el recr#it ent shall -e handled -& the State Editor.Resident Editor in cons#ltation with the gro#p Editor. The Gro#p Editor shall also -e responsi-le for recr#it ent for editorial positions a-o%e the M6 le%el. (R interaction will -e li ited to chec$ attit#de and c#lt#re fit.

Acco#nts and Binance0 IT and (R EM GradeF Specific appro%al of the /orporate Oertical (ead is a #st.

B#nctional co petencies shall -e the Oertical (ead or a person designated -& hi . (R will ta$e care of the attit#de and c#lt#re fit. 1>th April 2==?0

E%er& inter%iew held for an& M grade position across the gro#p fro shall -e doc# ented and -e a%aila-le with co with /orp (R will re%ert within 9@ ho#rs.

ents on the candidates along with the

reasons for selection or re"ection. These reasons shall -e doc# ented and -e a%aila-le

A list of candidates inter%iewed in the past shall -e readil& a%aila-le with /orp.State (R. The list of details re5#ired to iss#e an appoint ent letter can -e o-tained fro (R or the (R we- portal. >2 /orp.State

Re&))o"ntment o% E61em)lo+ee#, Bor reappoint ent of ex4e plo&ees0 the following polic& wo#ld -e applica-le1 An e plo&ee who has left the organi<ation for a co petiti%e &ears fro the date of exit fro edia ho#se within two an& of the locations of *has$ar gro#p. In case there is a

sit#ation leading to the reappoint ent0 he.she can onl& "oin on the sa e salar& which was paid to the candidate on his.her last wor$ing da& in the gro#p. There will -e no enhance ent in salar& or #p gradation or change in designation. This period wo#ld -e li ited to one &ear if the e plo&ee has "oined a state. Rec!*"tment Con#*lt&nt#, *has$ar gro#p #ses the ser%ices of recr#it ent cons#ltants to see$ s#ita-le candidates for appoint ent. (R has set g#idelines and relationship -#ild4in with the selected set of recr#it ent agencies at e%er& location. These g#idelines pro%ide the -asis of an interaction present a positi%e i age of o#r organi<ation. These g#idelines dealing with the cons#ltants. The "o- description or the -rief has to -e in detail defining roles and responsi-ilities for the %acanc& in process. E%er& co #nication sho#ld -e in writing and sho#ld -e so#rced thro#gh onl& the a#thori<ed (R personnel. Recr#it ent cons#ltanc& sho#ld -e $ept in the loop of pre4inter%iew Cpost inter%iew periods and feed-ac$ sho#ld -e gi%en to the cons#ltant. 3hile negotiating the salaries0 grade and designation0 in case of the appoint ent of M grade0 the proposed /T/ sho#ld -e accepted and signed -& the candidate so that there is no dissatisfaction regarding what was co paid0. Once the candidate has "oined ph&sicall&0 the cop& of the appoint ent letter sho#ld -e sent to the recr#it ent cons#ltant for their records and raising the in%oice0 which again sho#ld -e paid as per the ter s of contract. All contracts or agree ents with place ent agencies sho#ld -e in writing re%iewed each &ear in March. A cop& of the State.+ocal contracts sho#ld -e a%aila-le with /orp (R. >6 itted and what was eant to #st -e adhered while edia ho#se o#tside the state.within the

Em)lo+ee Re%e!!&l, The ai tea of the progra is to a$e the recr#iting process ore cost efficient0 -#ild -etter wor$0 as well as toward e plo&ees who a$e the effort to refer the prospecti%e

e plo&ees. How w"ll t$e !e%e!!&l #c$eme 'e comm*n"c&tedM All "o- opport#nities with the re5#ired details wo#ld -e posted on the intranet and notice -oards0 (R will -e responsi-le for placing these positions on the (R portal. C&n !e%e!!&l 'e m&de w"t$o*t t$e knowledge o% (&c&nc+M E%en if there are no opport#nities a%aila-le0 e plo&ees can send in referrals0 which will -e $ept in the recr#it ent data-ase. ;$om do I #end t$e !e%e!!&lM All the referrals sho#ld -e send to the /orp (R for the senior positions and to the state (R for other grades in the gi%en referral for at. ;$&t #$o*ld t$e !e%e!!&l cont&"nM /andidates can -e referred -& sending an e ail with the candidateJs res# e and a co%er letter to the /orp (R. the co%er letter sho#ld gi%e a -rief s# association with the candidate. !lease #se the for for at for referral fro (R we- portal. ;$&t "% mo!e t$&n one )e!#on !e%e!# & c&nd"d&teM In case of ore than one e plo&ees refers a candidate0 the referral will -e considered in first4referred4first clai 4-asis. )ecision on references will -e non contesta-le and decided -& /orp hr. (r will $eep the transparent records of the referred candidates. can -e o-tained for can -e o-tained fro ar& of the e plo&eeJs /orp.state (R or the pro%ided for the co%er letter. The

>9

Re%e!!&l 'on*# , To enco#rage referrals0 e plo&ees are eligi-le for referral -on#s0 if the referred candidate s#-se5#entl& -e hired -& the co pan& as a f#ll ti e0 per anent e plo&ee. The -on#s a o#nt is dependent on the grade offered to the candidate0 as detailed in the ta-le -elow1 Grade S E M90 M> M60 M2 M1 and a-o%e 3hen will this referral -on#s -e paidQ 2>D of the referral -on#s -e paid o#t on the da& of "oining of the referred candidate and rest after six onths. Referral *on#s Rs.1=== Rs.2=== Rs.6=== Rs.>=== Nil

Re%e!!&l 'on*# !e#t!"ct"on#, In order to a%oid act#al or apparent conflicts of interest0 the following e plo&ees are not eligi-le for referral -on#s for the recr#it ent1 (R e -ers

Managers with a direct reporting relationship to the referral. Managers in%ol%ed in the selection process. Senior anage ent EM1 and a-o%eF the pa& ent of a referral -on#s wo#ld -e dee ed s#ch a person within 9@ ho#rs on

An& other e plo&ee to who recei%ing referralF. Inte!n&l 4o' )o#t"ng,

inappropriate #nder the circ# stances E(R will infor

3hene%er there is a "o- opening in the organi<ation0 and is dee ed fit -& the /orp (R or the depart ent head0 it wo#ld -e opened internall& first for the e plo&ees to appl&.

;$en w"ll t$e#e 4o' )o#t"ng# 'e comm*n"c&tedM >>

There is no predefined ti e li it for the posting of an internal %acanc&K the d#ration for which the %acanc& is posted wo#ld depend on the nat#re and criticalit& of the "o-. ;$en w"ll t$e#e 4o' )o#t"ng# 'e &nno*ncedM (R wo#ld post the a%aila-le "o- on the notice -oard.intranet and the (R portal. The infor ation will co%er1 The role and responsi-ilities /o petencies re5#ired 3here the "o- is located The ini # 5#alifications and experience re5#ired

3hich e plo&ees are eligi-le to appl& +ast date of application and the process that wo#ld -e followed.

;$o c&n &))l+M This polic& is applica-le to all f#ll ti e e plo&ees who ha%e co pleted one perfor ance appraisal c&cle. )oes one need the appro%al of his.her senior -efore appl&ingQ No official appro%al or consent is re5#ired for the sa e. The e plo&ee will go thro#gh the selection process as re5#ired. ;$&t "% t$e c&nd"d&te "# #elected &nd $"# #en"o! "# not w"ll"ng to !el"e(eM Once the e plo&ee has -een selected for another position in the organi<ation0 the National Oertical (ead and State (ead shall -e infor ed. In case if the candidate is selected0 the )epart ent (ead will ha%e to release the candidate within ;= da&s of the anno#nce ent. Transfer will -e treated as a nor al posting and not as a transfer on re5#est. Rec!*"tment Adm"n"#t!&t"on, How w"ll C5C 'e dec"dedM The /T/ has to -e so#rced fro the /orp (R onl&0 otherwise the appoint ent wo#ld not -e considered and the salar& e%ent#all& wo#ld not -eco e pa&a-le. >;

The /orp (R will re%ert on an& /T/ 5#er& and str#ct#ring within 29 ho#rs. ;$o "##*e# t$e &))o"ntment lette!M The appoint ent letters for M grade wo#ld -e iss#ed fro letter can -e iss#e locall& #p to M6 grades. The offer letter sho#ld -e specific %is4V4%is the salar& heads and their applica-ilit& incl#ding !B contri-#tion0 date of "oining0 of next appraisal. Re%e!ence C$eck, 3hen candidates appear for ro#nd 1 of the inter%iew process0 the& will -e gi%en reference for s -& the (R depart ent. Those selected for the next ro#nd of the inter%iew will -e re5#ired to ret#rn the for with co plete references. the o-ile0 con%e&ance0 ed clai and the onth /orp (R onl&0 -#t the offer

(R will %erif& the references and will not share the feed-ac$ recei%ed fro references with the candidate. Pol"c+ G*"del"ne# Grade *elow M6 Ed#cation chec$ Most rele%antEi.e. Grad#ation or M6 a-o%e !ost Grad#ationF and Most rele%antEi.e. Grad#ation or post Grad#ationC O!"ent&t"on Ind*ct"on )!og!&m,1 !re%io#s Medical test Age record /ri inal e plo&er /ase to /ase To -asis carried -& affiliated doctor onl& /ase to /ase To -e Matric#lation Self -asis carried -& affiliated doctor onl& o#t -irth an certificate record -e Matric#lation Self o#t -irth an certificate

disclos#re

disclos#re

>?

(R ind#cts e plo&ees in *has$ar on the da& of "oining thro#gh an infor al ind#ction progra is designed to fa iliari<e the e plo&ees with organi<ation and its e -ers and other wor$ related facilities. The for al ind#ction progra fro is cond#cted in the first wee$ of the onth and can range

one to fo#rteen da&s depending on the "o- profile. at the

All M grade appointees wo#ld go thro#gh an ind#ction.orientation progra depart ent.

corporate office0 *hopal thro#gh the training C de%elop ent cell of the /orp (R

New e plo&ees need to co plete the "oining for alities on the da& the& "oin the organi<ation. /orporate.State (R will facilitate this process. The "oining for "oining. E plo&ees on "oining the organi<ation will -e gi%en a welco e $it co prising1 +eather -riefcaseEM2NLnit (eadsF Organi<ation diar& Official tie Birst set of %isiting cards (R an#al #st -e co pleted and s#- itted -& the e plo&ee within ? da&s of

I) card

P!o'&t"on &nd Con%o!m&t"on,1 P!o'&t"on, Bor the first few onths of ser%ice0 depending on the grade0 the e plo&ee will -e dee ed a& ter inate this agree ent -& to -e on pro-ation and d#ring this period0 either part& follows1

gi%ing 29 ho#rs notice in writing or salar& in lie# thereof. The pro-ation period will -e as

>@

M6 and a-o%e M90 M> E CS Manage ent trainees Ex4e plo&ees Con%o!m&t"on,

1 Nil 1 6 to ; 1 ; to 12 1 ; to 29 1 Nil onths onths onths

After co pletion of the pro-ation period0 the e plo&ee will recei%e a confir ation notification fro the reporting officer. The confor ation will -e released -& (R and ro#ted thro#gh the depart ent head. This will -e gi%en strictl& on the d#e date. (O) #st infor (R a onth in ad%ance if pro-ation for an& e plo&ee is to -e

extended. Otherwise (R will release the confor ation letter for the e plo&ee after co pletion of the pro-ation period. Once the e plo&ee has -een confir ed0 the notice period -eco es effecti%e as follows1 M1 and a-o%e1 6 M2 and M6 M9 and M> 12 11 onths onths onth

;$en &nd $ow "# t$e )!o'&t"on )e!"od e6tendedM If on assess ent it is fo#nd that the perfor ance or potential of the e plo&ee is not #p to the accepta-le standards0 the pro-ation period a& -e extended -& 6 onths.

The e plo&ee will -e inti ated -& (R on reco

endations of the Oertical

(ead.)epart ent (ead in writing 1> da&s -efore the end of the pro-ation period. B*dd+ S+#tem, *#dd& s&ste is a str#ct#red process #sed to pro%ide help to an e plo&ee -& another in de%eloping or i pro%ing capa-ilities and in creating a relationship where -oth participants get -enefit.

>A

;$o "# & '*dd+M A -#dd& is a person who coaches and gi%es g#iding inp#ts to the e plo&ee. *#ddies help prepare e plo&ees to test and de%elop their s$ills0 ass# e greater responsi-ilit&0 and gain %isi-ilit& in ad%ance thro#gh the organi<ation. ;$o c&n 'e & '*dd+M *#dd& will -e a person e5#al or one grade a-o%e the e plo&ee. *#ddies are alwa&s o%er4 a%erage perfor ers in the organi<ation. The& will prefera-l& fro one person can -e a -#dd& of a axi # another %ertical. Also0 of two e plo&ees at an& point of ti e. will -e local (R for M6 and -elow and /orp (R end the s#ita-le -#dd& for the new e plo&ee.

The process owner of the -#dd& s&ste for M6 and a-o%e. The (O) will reco

;$o &##"gn# t$e -'*dd+3 &nd %o! w$&t )e!"odM A -#dd& will -e assigned -& the (R depart ent in cons#ltation of the Oertical (ead for the e plo&ee "oining the organi<ation. *#dd& shall -e assigned for a period of six earlier. ;$&t "# t$e !ole o% t$e -'*dd+3M The pri ar& role of the -#dd& is to help in the orientation of new e plo&ee and pro%ide de%elop ental inp#tsK the -#dd& will wor$ closel& with the I# t$e!e &n e(&l*&t"on o% t$e -'*dd+3 #+#temM *#dd& relationship will -e e%al#ated in Octo-er for all -#ddies assigned pre 8#ne end and in March next &ear for all -#ddies assigned post 8#ne. These will -e for al M*#dd& progra Beed-ac$J sessions facilitated -& the anager0 where4in inp#ts and feed-ac$ will -e recei%ed for -oth the -#dd& and the candidate. COMPENSA5ION,1 Em)lo+ee 'ene%"t# and Eespeciall& in *ritish EnglishF -enefits in $ind Ealso called %!"nge 'ene%"t#0 )e!N*"#"te#0 )e!k#F are %ario#s non4wage co pensations pro%ided to ;= anager of the e plo&ee. onths or the first appraisal whiche%er is

e plo&ees in addition to their nor al wages or salaries. 3here an e plo&ee exchanges EcashF wages for so e other for sacrificeR arrange ent. In at least so e degree. Bringe -enefits can incl#de0 -#t are not li ited to Ee plo&er4pro%ided or e plo&er4paidF ho#sing0 gro#p ins#rance Ehealth0 dental0 life etc.F0 disa-ilit& inco e protection0 retire ent -enefits0 da&care0 t#ition rei -#rse ent0 sic$ lea%e0 %acation Epaid and non4 paidF0 social sec#rit&0 profit sharing0 f#nding of ed#cation0 and other speciali<ed -enefits. The p#rpose of the -enefits is to increase the econo ic sec#rit& of e plo&ees. The ter )e!N# or )e!k# is often #sed collo5#iall& to refer to those -enefits of a ore discretionar& nat#re. Often0 per$s are gi%en to e plo&ees who are doing nota-l& well and.or ha%e seniorit&. /o on per$s are co pan& cars0 hotel sta&s0 free refresh ents0 leis#re acti%ities on wor$ ti e Egolf0 etc.F0 stationer&0 allowances for l#nch0 andWwhen #ltiple choices existWfirst choice of s#ch things as "o- assign ents and %acation sched#ling. The& a& also -e gi%en first chance at "o- pro otions when %acancies exist. ade. This is ill#strated in fig#re1 The starting point for deter ining a pa& increase is the position of each e plo&ee in the rate range after a pa& str#ct#re ad"#st ent has -een of -enefit0 this is generall& referred to as a Rsalar& ost $inds of e plo&ee -enefits are taxa-le to ost co#ntries0

"g*!e JG1D/ P&+ #t!*ct*!&l &d4*#tment "n & )&+1%o!1)e!%o!m&nce #+#tem He&lt$c&!e &t B$&#k&!, *has$ar -elie%es that the health of its e plo&ees is a "oint responsi-ilit& of the e plo&ee and the organi<ation. This polic& ai s at extending facilities and progra s to assist e plo&ees anage their health and well-eing needs.

;1

Med"cl&"m, All e plo&ees #nder M grade0 e plo&ees who are not co%ered in ESI and are in E grade0 and their fa ilies are pro%ided with hospitali<ation ins#rance co%er #nder the gro#p ediclai polic&. Each fa il& ESelf0 spo#se and his.her 2 dependent childrenF is treated as one #nit. The co pan& has opted for a floating polic& instead of a fixed co%er. This polic& i plies that the co%er for each person in the polic& is e5#al to the ins#red a o#nt. The co%er a o#nt is as follows1 E plo&ee grade M= M1 M2 M6.M9 M> E grades with gross salar& Rs.1=0=== p. . and not co%ered #nder ESI E%er& e plo&ee co%ered #nder the sche e is pro%ided details of the along with the list of associated hospitals and the clai G!o*) Pe!#on&l Acc"dent In#*!&nce, The co pan& co%ers the following gro#p of e plo&ees #nder a gro#p personal accident ins#rance polic&1 All ar$eting.sales4field force e plo&ed in an& of the offices.#nits in the gro#p. ediclai 0 if applica-le. process. ediclai cards and /o%ered A o#ntEINRF >.== +a$h 9.2> +a$h 6.2> +a$h 2.>= +a$h 1.>= +a$h 1.== +a$h A t. contri-#tion -& the co. ;0===N ;0=== >09== 90@== 602== 20>==

This is o%er and a-o%e

All officers in grade M6 and a-o%e. All staff in circ#lation and acco#nts Ereco%er&F. !rod#ction staff0 excl#ding those not in%ol%ed directl& with the prod#ction process. Editorial staff0 i.e. field reporters0 photographers.

The e plo&ees are ins#red for a fixed co pensation0 in case of in"#r& d#e to accident. In the e%ent of death0 the no inee will recei%e a s# salar&. ;2 which is e5#al to 9= ti es of the -asic

The co%erage a#to aticall& starts fro and notice period.

the date of "oining the co pan& for the d#ration

of e plo& ent. The co%erage needs to -e extended d#ring an e plo&eeJs pro-ationar&

Cont!"'*t"on on Em)lo+ee3# De&t$,*has$ar gro#p0 which incl#des )aini$ *has$ar0 )i%&a *has$ar0 M& BM0 Aha Iindagi0 and *TO0 has approxi atel& @0===N e plo&ees across 6> locations. The polic& is especiall& for #lated to -e a-le to help the fa il& of the deceased e plo&ee. ;$&t "# t$e )!oce## o% cont!"'*t"onM In case of death of an& e plo&ee within the gro#p at an& location incl#ding -#siness offices0 it shall -e the fa il&1 Grade /ontri-#tion e plo&eesErs.F S 2> E >= M9.M> ?> M6.M2 1== M1 and a-o%e 1>= No contri-#tion is #s#all& solicited fro decided -& the co ittee. -& the /ontri-#tion Manage entEas -& the Dof andator& for all *has$ar e plo&ees to contri-#te for the s#pport of

collection -& e plo&eesF 2>D >=D ?>D 1==D 1==D O grade. The& will -e contri-#ting a no inal

a o#nt onl& in the case of the *erea%e ent an O grade e plo&ee. This a o#nt will -e

Bor instance0 if an e plo&ee in grade E expires0 all e plo&ees will pro%ide contri-#tion. Manage ent will contri-#te >=D of the total contri-#tion -& the e plo&ees0 and >=D of this total will -e gi%en to the fa il& of the deceased e plo&ee. Si ilarl&0 in case of a M9.M> e plo&ee0 ?>D of the total contri-#ted -& e plo&ees will contri-#ted -& the anage ent0 and ?>D of these collecti%e f#nds shall -e gi%en to the fa il& of the e plo&ee.

;6

;$o &!e t$e 'ene%"c"&!"e#M All *has$ar e plo&ees. In case of O grade e plo&ees0 the& will -e the -eneficiaries tho#gh the& will not contri-#te. ;$o dec"de# t$e 'ene%"t (&l*eM Bor O grade0 we ass#re a co prising1 Gro#p Editor Gro#p /EO Gro#p /hief4(R O!4BCA National Oertical (ead A) sales National Oertical (ead /o National Oertical (ead SM) State (eads of M!4/G.G#"arat.Ra"asthan./!( #nications ini # a o#nt of Rs.1 la$h. ittee

Bor other grades0 the a o#nt is to -e decided on case4to4case -asis -& a co

Mr. Mano" Garg0 /orporate EBCAF wo#ld -e the coordinator. The /oordinator is to ens#re that the total process does not ta$e Docto! &t No ee, It has -een decided to extend the -enefit of a doctor to all the e plo&ees of the *has$ar gro#p at all p#-lication centers. ;$&t "# t$e #c$emeM The doctor wo#ld pro%ide edical cons#ltation twice a da&0 i.e. two ho#rs in the orning ;9 ore than ?2 ho#rs.

and two ho#rs in the e%ening. The #nit head wo#ld decide the ti ings.

The cons#ltation wo#ld -e offered at the clinic of the doctor. No separate clinic wo#ld -e opened within the co pan& pre ises. All the e plo&ees wo#ld -e allotted an I) card witho#t which the doctor wo#ld not carr& o#t edical exa ination.

;$o #elect# t$e docto!M The doctor is selected -& a panel of officers at the #nit le%el. This doctor sho#ld -e a general ph&sician E ini # 5#alification M).MSF.

;$o "# t$e )!oce## owne!M The process owner for this polic& is state head.local (R.

Med"c&l C$eck, ;$o "# el"g"'leM All e plo&ees EM6 and a-o%eF a-o%e 9= &ears of age ha%e to #ndergo deter ine if an&one needs attention. ;$e!e c&n 'e t$e c$eck*) doneM /hec$#p #st -e done thro#gh a designated registered diagnostic center. +ocal (R0 in cons#ltation with the #nit head0 sho#ld esta-lish a local tie4#p for the chec$4#p centers. ;$en "# t$e c$eck*) to 'e doneM The person can get the chec$4#p done in an& one of the 5#arters0 and chosen 5#arter or the rest of the ten#re with the organi<ation. #st stic$ with the andator& f#ll health chec$#p. This is to create awareness and to discern earl& health warnings to

;>

The person has to pro%ide a certificate to de onstrate that the chec$4#p has -een carried o#t. The person does not need to s#- it the final reports to the organi<ation. ;o!k L"%e B&l&nce, O'4ect"(e, *has$ar #nderstands that e plo&ees ha%e personal co eet. Th#s0 to assist e plo&ees it ents which the& need to eet their re5#ire ents along with the -#siness

o-"ecti%esK the following g#idelines.policies ha%e -een designed. O%%"c"&l ;o!k"ng Ho*!#, The office ti ings for all the e plo&ees except editorial wo#ld -e as follows1 Operators and office -o&s1 A16=a Other staff Managers and a-o%e 1 1=1== a 1 1=16= a to >16=p to ;1== p to ;16= p to 216= p 0 depending #pon the

This period incl#des a half4ho#r l#nch -etween 11 p e plo&eeJs entr& ti e Reco!d"ng &ttend&nce, Recording attendance is essential for Th#s0 e plo&ees are re5#ested to

aintaining lea%e records and for salar& calc#lation.

ar$ their attendance for the con%enience of all.

E plo&ees are re5#ired to sign against their na e e%er&da& in the attendance register. In case e plo&ees are tra%eling for wor$0 the& need to -e as MTJ. if on lea%e0 M+J is entered against their na e. E plo&ees on lea%e are re5#ired to s#- it a lea%e application for appro%al -& wor$. I# t$e!e & g!&ce )e!"odM ;; anager ar$ed in the attendance register

except in case of cas#al lea%e where the application needs to -e s#- itted after res# ing

A 1> a

in#te grace period is allowed for the e plo&ees to reach office. Bo#r late

ar$s in

onth res#lts in half lea%e da& ded#ction.

;$&t "% $&(e to go on & c&llOwo!k d"!ectl+ %!om $omeM In case the person is going directl& to another location on -#siness0 he.she shall infor the local ad in depart ent or (ead of )epart ent of the sa e. Le&(e, +ea%e r#les will appl& to all e plo&ees in the *has$ar gro#p and shall -e ad inistered on financial &ear -asis. All e plo&ees are eligi-le for see$ing !ri%ilege lea%e. In special circ# stances0 the& of the respecti%e a&

also ta$e lea%e witho#t pa& E+3!F. All classes of lea%e are granted onl& at the direction anagers.(O)s. All lea%es except cas#al lea%e need to -e applied for in ad%ance. State (eads.Lnit (eads.(O)s will lea%e carr& planning in respect of their staff and ens#re that lea%e is staggered and spaced o#t so that the wor$ does not s#ffer. In case of a s#dden a-sence0 when e plo&ees are #na-le to o-tain prior appro%al0 the& are re5#ired to infor wor$0 e plo&ees their anager as soon as possi-le. In addition0 after res# ing #st s#- it a lea%e application.

T&pe of lea%e /as#al Medical !ri%ilege

Entitle ent for the Acc# #lation lea%e &ear A 12 21 No acc# #lation 6; da&s >9 da&s

Encash ent n# -erEAnn#alF No No 12 ;?

Note All acc# #lation in excess of a-o%e pro%ision will lapse a#to aticall&. (olida&s and wee$l&4off falling in the d#ration of lea%e will not -e co#nted as part of lea%e ta$en0 #nless ta$en for ore than 1= da&s.

+ea%e entitle ent for new e plo&ees shall -e proportionate to the act#al da&s wor$ed0 incl#ding paid holida&s. If an& e plo&ee a-sents herself or hi self fro sanction exceeding ? da&s0 the the e plo&ee fro its ser%ices. anage ent d#t& witho#t inti ation or a& at its sole discretion ter inate

C&#*&l Le&(e BCLC /as#al lea%e cannot -e a%ailed for ore than 6 da&s at a stretch.

/as#al lea%e wo#ld -e calc#lated on ann#al -asis and shall a#to aticall& lapse after the close of the &ear. /as#al lea%e is not nonref#nda-le.

Med"c&l Le&(e Medical lea%e cannot -e ref#nda-le. Medical lea%e a%ailed in excess of entitled.acc# #lated lea%e can -e ad"#sted against !+. Those e plo&ees co%ered #nder ESI.Bactories Act and there in wo#ld not -e co%ered #nder this sche e. A edical certificate fro the entitle ent. an a#thori<ed edical practitioner wo#ld -e re5#ired

to clai

P!"("lege Le&(e

;@

!ri%ilege lea%e can -e co -ined with Medical lea%e -#t not with cas#al lea%e. !ri%ilege lea%e onl&. a& -e encahsed not exceeding 12 da&s in a &ear Eonl& for M

grade e plo&eesF. Encash ent wo#ld -e affected on the -asis of -asic salar&

Le&(e w"t$o*t )&+ +ea%e witho#t pa& is #sed in exceptional cases s#ch as long4ter e ergenc&0 and it (R. If e plo&ees need to ta$e lea%e after exha#sting all the pri%ilege lea%e a%aila-le for the 5#arter0 the& can #nder special circ# stances re5#est per ission to ta$e lea%e witho#t pa&. illness or an& other

#st -e disc#ssed with and agreed #pon -& the reporting officer and

M&te!n"t+ Le&(e If e plo&ees ha%e wor$ed in the co pan& for a period of at least @= da&s i preceding the expected date of deli%er&0 then the& are entitled to accordance to the Maternit& Act. Maternit& lea%e can -e a%ailed for pre Cpost natal care d#ring pregnanc& and confine ent. The entitle ent is as follows Eonl& for the first 2 childrenF1 ediatel&

aternit& lea%e in

+ess than ; ; to A A to 12 onths

onths of e plo& ent1 ? da&s 1 1> da&s 1 6= da&s 1 9> da&s 1 ;= da&s ;A

onths

1 to 2 &ears 2 to 6 &ears

*e&ond 6 &ears P&te!n"t+ le&(e

1 A= da&s

E plo&ees0 who ha%e wor$ed for

ore than ;

onths in the co pan&0 are entitled to

ta$e paternit& lea%e of ? da&s for the first two children. S)ec"&l le&(e The organi<ation allows certain special lea%es to its e plo&ees. These are treated as lea%e with pa& and are in addition to the nor al lea%es a%aila-le1 )eath of parent1 1= da&s Own arriage 1 ? da&s 1 1 da& Anni%ersar&

*irthda& EselfF 1 (alf da& Ent"tlement,1 Dome#t"c 5!&(el E plo&ees are entitled to the rei -#rse ent of the expenses Efor -oth tra%el and acco odationF on act#al inc#rred on o#tstation official tra%el in India.

Inte!n&t"on&l 5!&(el Tra%el will -e -& econo & class -& air Eexcept for )irectorsF. E plo&ees are entitled to rei -#rse ent of expenses on act#al Efor acco act#al -asis. E plo&ees are also entitled to the O%erseas Medical Ins#rance. This pro%ides inde nit& for expenses inc#rred for e ergenc& edical treat ent for an& illness or in"#r& d#ring axi # li it of LSX 1===. the tra%el period. This -enefit is s#-"ect to a odation and -oardingF inc#rred on official tra%el o#tside India. +ocal transportation wo#ld -e on

?=

G!&de w"#e Ent"tlement M1.and a-o%e /ategor&4I LSX 2>= M1.2C M2.2 /ategor&4II LSX 2== M6.1 C M2.2 /ategor&4 III LSX 1>= All other categories /ategor&4IO LSX 12>

Those tra%eling to SAAR/ co#ntries will -e paid LSX 1== as dail& allowance irrespecti%e of categories as a-o%e. The following g#idelines need to -e adhered strictl&1 An& special expense to -e inc#rred on the foreign trip0 which is o%er and a-o%e the entitle ent allowance as appro%al note. Bor calc#lation of a-o%e entitle ent0 n# -er of nights spent in foreign co#ntr& will onl& -e considered Enights in flight sho#ld -e excl#dedF. >=D of the total entitle ents drawn as allowance need to -e s#pported -& -ills. In case if e plo&ee depart#re fro dail& allowance %isiting location after ; p 0 then >=D of entioned a-o%e0 sho#ld -e clearl& stated in the

a& -e clai ed for that da&.

Re"m'*!#ement o% e6)en#e# After the to#r0 e plo&ees are re5#ired to s#- it the To#r Expenses State ent to /orporate (R.Ad inistration./orporate BCA within a wee$ fro E plo&ees are re5#ired to s#- it air tic$ets or infor ation on the tra%el -& train or -#s and acco clai s. the date of ret#rn. ode and class of

odation and -oarding -ills0 in s#pport of rei -#rse ent

Rec!e&t"on O-"ecti%e1 To pro%ide its e plo&ees a f#n en%iron ent and a -rea$ while at wor$0 *has$ar has planned so e occasions for cele-rating. ?1

E(ent# Each #nit.-#siness office will ha%e a social get together -#dget that will -e #sed for cele-rating $e& e%ents or to organi<e get together or si ilar social gatherings. The e%ents will -e location specific and the local tea within the -#dget. )ecisions on the e%ents shall -e ade -& the Lnit (ead in cons#ltation with the Lnit will ha%e f#ll discretion to decide on e%ents

(ead of )epart ents of the %erticals. Adm"n"#t!&t"(e O'4ect"(e, This polic& ai s to extend s#pport to e plo&ees for reg#lar "o-s related to their ro#tine wor$ in order to increase efficienc&. C&%ete!"& /afeteria facilit& is pro%ided at all the p#-lication centers. *road g#idelines are defined for the f#nctioning and the local #nits can ta$e a call on operational da& -asis. atters on a da&4to4

G*e#t Ho*#e /o pan&4 aintained g#est ho#ses are operational in *hopal0 M# -ai0 )elhi0 8aip#r and Indore.

?2

The g#est ho#ses at *hopal0 )elhi and M# -ai are sta& in the g#est ho#se.

aintained -& the corporate office

and hence there are no charges for sta&. The e plo&ee will -e rei -#rsed >=D)A for the

In case of 8aip#r and Indore0 there are specific charges for the state staff and if o#t of state or corporate staff sta&s at the state g#est ho#se0 the charges as applica-le or in force can -e de-ited to the respecti%e offices or head5#arters. B*#"ne## C&!d# &nd E1M&"l ID B*#"ne## C&!d# /orporate.State (R will -e responsi-le and acco#nta-le for initiating the printing of -#siness cards. *#siness cards #st -e read& and handled o%er to the e plo&ee prefera-l& on the first da& in office or latest within ? da&s of "oining. Re)!"nt o% '*#"ne## c&!d# The n# -er of -#siness cards to -e printed in the first lot is decided depending on the "oprofile Mar$eting.Editorial.(R 1 2== /irc#lation.!rod#ction.Ad in.Binance1 1== E1m&"l ID /orporate.State (R will -e responsi-le and acco#nta-le for opening of the e4 ail for an& new e plo&ee. E4 ail #st -e opened within 29 ho#rs of "oining the gro#p.

;$&t "# t$e )!otocol on e1m&"l IDM Across the gro#p the e4 ail I) protocol is1 /orporate offices1 na eY-has$arnet.co ?6

State offices.#nit1 na eYstatea--re%iation.-has$arnet.co In case there are ore than two na es4 or or

The person "oining later will get the e4 ail id will -e Birst two4letters4of4s#rna eZna eYnhas$arnet.co state.-has$arnet.co Reloc&t"on, O'4ect"(e, Assistance is extended to e plo&ees relocating to an& office of *has$ar. Reloc&t"on Re"m'*!#ement, Bor all e plo&ees0 relocation expenses will -e rei -#rsed -ased on the following grid1 Grade Breight EIncl#ding transport M1 and a-o%e Others Ins#ranceF Act#al 1 Tr#c$load C Act#al Act#al As per the class Act#al entitled As per the class M211=0=== entitled M61?0>== M9.M>1>0=== Transportation of car Ba il& tra%el !ac$ing Birst4letter4of4s#rna e4first4letter4of4the4 iddle4na eZna eY-has$ar.co

Em)lo+ee# on de)*t&t"on, Bor e plo&ees on dep#tation0 the co pan& extends a dep#tation allowance0 acco odation and transportation expenses in rele%ant cases.

?9

Bor

ore than one

onth sta&0 one ret#rn tic$et per 6= da&s will -e pro%ided. The

e plo&ee will -e allowed to ha%e 2 da&s %isit to ho e0 excl#ding tra%el ti e. Once dep#tation is o%er0 this facilit& will -e withdrawn and cannot -e acc# #lated. An& contin#ed sta& at a location for ore than ;= da&s will a#to aticall& -e treated as on dep#tation or has to -e con%erted into transfer. A local SIM will -e pro%ided to the e plo&ee who is -eing sent on dep#tation.pro"ect for ore than 1= da&s -& the respecti%e #nit. The expenses of this SIM wo#ld -e -orne -& the parent #nit itself. Bor exa ple0 if a person A fro pro"ect.assign ents0 he.she will -e pro%ided a fro the -#dget of the concerned pro"ect. *hopal is sent to !#n"a- on o-ile SIM and instr# ent for !#n"a-

New Em)lo+ee#, In case of new appoint ents0 transit acco da&s on appro%al fro odation in a hotel or g#estho#se wo#ld -e axi # -& another ? pro%ided -& *has$ar for #p to ? da&s. This period is extenda-le the National Oertical (ead.State (ead.

Bor transportation of new e plo&eeJs ho#sehold goods and personal -elongings to the appointed location0 the a o#nt not exceeding Rs.1>=== can -e allowed on prod#ction of receipt fro the transporters. Bor M1 and a-o%e the rei -#rse ent will -e at act#al.

This a o#nt wo#ld -e ad"#sted . ded#cted in case the e plo&ee lea%es the organi<ation.gro#p within a &ear of "oining. P!"(&c+ &nd Con%"dent"&l"t+, O'4ect"(e, *has$arJs -#siness en%iron ent re5#ires infor ation to -e $ept confidential and the gro#p also #nderstands the need for e plo&ee personal infor ation to -e safe4g#arded. The organi<ation also ass# es the responsi-ilit& to $eep the wor$ en%iron ent safe for -oth the co pan& and the e plo&ees. This polic& ai s at pro%iding g#idelines to e plo&ees in relation to pri%ac& and confidentialit& of infor ation.

?>

;$&t "n%o!m&t"on "# #en#"t"(eM An& infor ation that0 if $nown -& a co petitor0 co#ld p#t the co pan& at a disad%antage sho#ld -e considered sensiti%e. T&pes of sensiti%e infor ation incl#de -#t are not li ited to1 Infor ation a-o#t past0 c#rrent0 or prospecti%e in%estor. Lnless gi%en prior a#thori<ation0 this infor ation can not -e disclosed to o#tsiders except as necessar& to ser%ice the in%estorJs acco#nt0 or as re5#ired -& law. Infor ation concerning the operation of *has$ar trading strategies. !rofit C loss E!C+F infor ation. Acco#nting records. )rafts of reports and -roch#res. /o pensation infor ation. E ail related to wor$ and -#siness of the co pan&. *has$ar f#t#re plans. !ersonal infor ation a-o#t an& e plo&ee.

P$one &nd Em&"l Comm*n"c&t"on, E plo&ees are expected to adhere high standards of professionalis co #nications0 whether internal or external0 oral or electronic0 or thro#gh %oice e ail. E plo&ees are expected to cond#ct co a%oid grat#ito#s co in all ail or

#nications as if the& creating a

per anent record. In other words0 the& are expected to -e co#rteo#s0 professional and to ents or disc#ssions0 which0 when ta$en o#t of context0 can -e isconstr#ed or which do not reflect the co pan&Js professional i age. )oing so will help pre%ent the co pan& -eing exposed to #nwarranted reg#lator& ris$s -eca#se of careless co ents.

Acce##OID C&!d#,

?;

All e plo&ees will -e iss#ed with non4transfera-le identit& cards. The cards need to -e carried -& the e plo&ee at all ti es when in the office pre ises. Not -ringing the card to wor$ consistentl& will -e %iewed as a serio#s -reach of sec#rit&. In case an e plo&ee loses a card0 she.he needs to infor head of depart ent0 and a new card will -e iss#ed. Identit& cards are sensiti%e and e plo&ee has to ta$e d#e preca#tion in handling it. The e plo&ee will -e charged for the replace ent of the card at 1==D of the cost of card for the first ti e loss0 and 2==D of card cost on the second occasion. In case an e plo&ee has not -een iss#ed a per anent card0 she.he wo#ld -e iss#ed a te porar& card. 3hen an e plo&ee lea%es the organi<ation0 she.he needs to ret#rn the card to Binance C Acco#nts as a part of f#ll and final settle ent. the (R.Ad inistration and the

PAR5ING ;A.S, OBLEC5I:E, *has$ar %al#e its e plo&ees and stri%es to pro%ide an enriching wor$ experience. (owe%er0 the organi<ation accepts that there are occasions when the relationship with the e plo&ee can not contin#e. Separation ter ination or death. This polic& ai s at pro%iding the e plo&ee and s#per%isor with i portant infor ation regarding separation4process0 rei -#rse ent0 eli ination of personal lia-ilit& with responsi-ilit& related to aspects s#ch as p#rchasing0 $e&s0 access card0 laptops and %ehicles. a& occ#r d#e to resignation0 retire ent0

RESIGNA5ION,1 ??

Resignation is a %ol#ntar& separation -& the e plo&ee if he.she is desiro#s of lea%ing the ser%ices of the organi<ation. All the e plo&ees need to infor their anager and (R and are re5#ired to gi%e one onth notice in writing or in accordance with the ter s of appoint ent0 if the& wish to ter inate their e plo& ent relationship with the organi<ation. ;$&t "# t$e #e)&!&t"on )!oce##M The e plo&ee needs to infor resignation. The anager will disc#ss his.her reason for resignation and e%al#ate different options with hi .her. If0 howe%er0 after f#ll consideration the e plo&ee decides to lea%e0 the will forward the resignation to the (R. anager his.her decision of resigning to the respecti%e

anager and (R indicating the last date of e plo& ent and reason for

;$&t "% t$e m&n&ge! t&ke# *nd*e t"me %o! %o!w&!d"ng t$e !e#"gn&t"on lette! to HRM The date of resignation shall re ain effecti%e fro letter within ? da&s or for dela&. I# t$e!e & not"ce )e!"od to 'e #e!(edM Ser%ing of notice period is a #st for e%er& e plo&ee. !+ a%aila-le can -e ad"#sted against the notice period. Notice period can onl& -e wai%ed or negotiated -& national %ertical head with "#stified reason. The reasons that can -e considered are1 The ten#re of the e plo&ee and his credi-ilit& while in e plo& ent. An& fa il& or personal e ergencies #st infor the date the letter was handed o%er anager #st forward the initiall& and not when the letter is forwarded. In an& case0 the

the (R depart ent of the resignation and the reason

The wai%er needs to ha%e the sanction of the director. The -on#s of the sa e shall -e on the national %ertical head.state head. No other person reco ad"#st ent. ?@ ended.process this

;$&t "% t$e em)lo+ee doe# not #e!(e t$e not"ce )e!"odM E plo&ee0 who does not ser%e the notice period0 will -e dee ed as ter inated Eto -e co #nicated officiall&0 no retire ent.resignation -enefits are a%ailedF. *has$ar reser%es the right of ta$ing the person to co#rt on -reach of agree ent. E=I5 IN5ER:IE;, The exit inter%iew shall ta$e place on an& da& after acceptance of the letter. The for at of exit inter%iew will incl#de disc#ssions on followings1 Areas of strength of the depart ent.organi<ation. Areas of wea$ness of the depart ent.organi<ation. Beed-ac$ on areas of i pro%e ent in the depart ent.organi<ation. An& other s#ggestions.feed-ac$ a-o#t the organi<ation. Bor grade M6 and a-o%e0 the exit inter%iews wo#ld -e cond#cted -& the corporate (R. It will andator& to cond#ct exit inter%iews of all M grade e plo&ees and if possi-le0 of

all e plo&ees. The -#siness offices will send the cop& of the exit inter%iew onl& to corporate (R. ;$e!e w"ll t$e e6"t "nte!("ew 'e c&!!"ed o*tM M1 and a-o%e1 M).director0 at location con%enient to -oth M21 /orporate (R *hopal and national %ertical head M61 /orporate (R *hopal.state head or #nit head M9 and -elow1 #nit head.depart ent head The exit inter%iew doc# ent will -e the $e& inp#t for an& reappoint ent of ex e plo&ees0 an&where in the gro#p.

;$en w"ll no1d*e# ce!t"%"c&te 'e )!e)&!edM The no4d#es certificate will -e prepared onl& when the f#ll& filled exit inter%iew for ade a%aila-le to the local Acco#nts and (R depart ent -& the concerned (O). ?A is

;$o "# !e#)on#"'le %o! #c$ed*l"ng &nd cond*ct"ng t$e e6"t "nte!("ew Q Tho#gh itJs in self interest of the e plo&ee lea%ing the organi<ation to ha%e the exit inter%iew done0 the responsi-ilit& and the acco#nta-ilit& rests with the depart ent.#nit head cond#cted. ;$en "# t$e %"n&l #ettlement to 'e m&deM Once the final clearance with no d#es is confir ed after the exit inter%iew0 (R processes the relie%ing letter0 experience letter and final settle ent che5#e. Binal settle ent of the person has to -e BCA. RE5IREMEN5,1 All the e plo&ees retire on the last date of the onth in which the& co plete the retire ent age according to the organi<ationJs records. The retire ent age is as follows1 M1 and M= Bor M grade e plo&ees Bor other grades The local (R ad in will co 1 ;> &ears 1 ;= &ears 1 >@ &ears #nicate to all retire ent in writing at least 6 onths in ade on or -efore the last date. The process owner for final settle ent is

Editorial staff in M1 grade and a-o%e1 ;> &ears

ad%ance of the date of retire ent. (R and Acco#nts depart ent will ens#re final state ent of acco#nts at the earliest. The (R depart ent will infor the e plo&ee and the finance depart ent a-o#t onth prior to retire ent. the date the retire ent

his.her last da& of e plo& ent one ta$es effect.

The co pensation of the e plo&ee will -e stopped fro

All settle ents wo#ld -e processed -efore the e plo&ee lea%es.

RE5AINSHIP, @=

The

anage ent

a& retain an e plo&ee in ser%ice -e&ond his.her age of retire ent if it

considers that extension of ser%ice #nder retainer ship arrange ent wo#ld pro%e %al#a-le to the gro#p. The M) wo#ld appro%e all retainer ship arrange ents. Maxi # period of retainer ship wo#ld -e 6 &ears0 which can -e re%iewed.extended for onth either side. The retainer ship #t#all& agreed.

a period 146 &ears. The notice period will -e 1 co pensation wo#ld -e fixed as

IN:OLUN5AR. SEPARA5IONO 5ERMINA5ION, The organi<ation wor$s on the polic& of finding and #tili<ing e plo&ees -est s#ited to the need -ased on their talent aptit#de and attit#de. *has$ar and find appropriate roles for all the e plo&ees. It a& at so e stage in rare cases -eco e essential for the organi<ation to ter inate the eet the organi<ationJs perfor ance or discipline standards. atter polic&0 will tr& to create

ser%ices of an e plo&ee. The organi<ation initiates ter ination of e plo&ee when an e plo&ee is #na-le to M).)irector will -e the sole appro%ing for cases of ter ination in M2 and a-o%e. Bor all the other grades0 it is the (O).Lnit head.f#nctional head0 which are a#thori<ed to ta$e s#ch action with d#e cons#ltation with corporate (R. national %ertical head. All cases of ter ination sho#ld -e processed in accordance with legal.stat#tor& pro%isions thro#gh the local (R ad inistration

@1

CHAPTER 3

3.6 Type of Research

@2

5.PES O RESEARCH,1
Demog!&)$"cOSoc"oeconom"c:Age0 Sex0 Inco e0 Marital Stat#s0 Occ#pation

P#+c$olog"c&lOL"%e#t+le,Acti%ities0 Interests0 !ersonalit& Traits

Att"t*de#OO)"n"on#:!references0 Oiews0 Beelings0 Inclinations

Aw&!ene##OKnowledge:Bacts a-o#t prod#ct0 feat#res0 price0 #ses

Intent"on#:!lanned or Anticipated *eha%ior

Mot"(&t"on#:3h& !eople *#& ENeeds0 3ants0 3ishes0 Ideal4SelfF

Be$&("o!,1 !#rchase0 Lse0 Ti ing0 Traffic Blow

@6

CHAPTER 3

3.7 Sample Size and method of Selecting Sample

@9

S&m)le S"Pe &nd met$od o% #elect"ng #&m)le,1

Un"(e!#e1 The sa ple #ni%erse is that of rele%ant for this pro"ect incl#des all the parties to who the paper is pro%ided -& )aini$ *has$ar.

D&t& So*!ce#1 !ri ar& [#estionnaire. Secondar& (R Man#al0 doc# ents0 s#r%e&s0 case st#dies C text -oo$s on (R !lanning and (R !olicies0 Internet0 Maga<ines0 Newspaper.

S&m)l"ng Pl&n1 S&m)l"ng tec$n"N*e1 )aini$ *has$ar E!rint MediaF is di%ided in fi%e a"or depart ents E(R C Ad in.0 ainl&

!rod#ction0 Ad Sales0 Binance C Acco#nts0 SM)F. 3e ha%e cond#cted the s#r%e& ETop anage ent0 Middle anage ent Cexec#ti%e le%elF.

in the (R depart ent and we ha%e co%ered the three hierarch& le%el of this depart ent

D&t& collect"on met$od,1 Lse of 5#estionnaire4 5#estionnaire on (R !lanning C(R !olicies for different hierarch& le%els of (R depart ent for the whole sa ple si<e irrespecti%e of their designations. So e (R policies are collected fro (R an#al0 the histor&0 -ac$gro#ndK di%ersification doc# ents C s#r%e&s. So e infor ation is

etc. a-o#t )aini$ *has$ar is collected fro E%ents0 and Ad Sales etc.

gathered while wor$ing on pro"ects with different depart ent li$e (R0 Mar$eting0

@>

NOTE41 As far as 5#alit& is concerned I tried -est to ta$e e plo&ees who had spent 5#ite so e ti e wor$ing in )aini$ *has$ar Calso sa ple fro ta$en to aintain the 5#alit& of the s#r%e&. three hierarchical le%els is

Comm*n"c&t"on Met$od#1 1. Interacting with respondents. 2. As$ing for their opinions0 attit#des0 O'#e!(&t"on Met$od#1 1. No interaction with respondents. 2. +et the actions. -eha%e nat#rall& and drawing concl#sions fro their oti%ations0 characteristics.

Comm*n"c&t"on Met$od#,1

S#r%e&s Boc#s Gro#ps !anels

(ighl& %ersatile in ter s of t&pes of data

Generall&

ore speed&

T&picall&

ore cost effecti%e ade o-ser%ation cheaper

Electronic

edia ha%e

Acti%ities0 Interests0 !ersonalit& Traits

@;

O'#e!(&t"on Met$od#,1

)irect o-ser%ation /ontri%ed o-ser%ation Ela-orator&F /ontent Anal&sis !h&siological Electronic

eas#re ent

ethods

Greater o-"ecti%it&

less researcher -ias

More acc#rate

less 'response tendenc&, or 'de

and effects,

+i ited in ter s of what can -e o-ser%ed

@?

CHAPTER 3

@@

3.8 Scope of the Study

Sco)e o% t$e St*d+,1

As with strategic planning0 there is no one wa& to #nderta$e h# an reso#rce planning. (owe%er0 hereRs a odel which relies on gap anal&sis0 and atte pts to lin$ h# an reso#rce planning to o%erall -#siness planning or strategic planning.

3or$force Anal&sis1 A $e& co ponent of (R planning is #nderstanding &o#r wor$force and planning for pro"ected shortages and s#rpl#ses in specific occ#pations and s$ill sets.

@A

Internal Scan1 Identif& factors internal to the organi<ation that capacit& to eet organi<ational goals.

a& affect (R

External Scan1 )eter ine the e erging iss#es.

ost i portant en%iron ental factors expected

to affect wor$force capacit&0 gi%en $nown operational and (R priorities and

Gap Anal&sis1 *ased on an anal&sis of the en%iron ental scan and operational -#siness goals0 what are the organi<ationJs c#rrent and f#t#re (R needsQ !riorit& Setting and 3or$ !lan1 *ased on the organi<ationJs priorities0 en%iron ental scan0 and (R perfor ance related data1

1F 3hat are the

a"or h# an reso#rces prioritiesK and

2F 3hat strategies will achie%e the desired o#tco eQ

Monitoring0 E%al#ating0 Reporting1 Monitoring0 e%al#ating0 and reporting Einternall& and p#-licl&F perfor ance res#lts ad%ances o#r capacit& to and0 and deter ine f#t#re priorities. eas#re perfor ance0 set targets0 a$ing processes ost i portantl&0 to integrate res#lts infor ation into decision

CHAPTER 3
A=

3.9 Limitations of Study

L"m"t&t"on# o% St*d+,1
All e plo&ees of )aini$ *has$ar are not co%ered #nder the sa ple si<e.

A1

It

a& happen that e plo&ees

a& not ha%e gi%en their honest opinion d#e to

so e reasons.

A2

CHAPTER 4

Facts & Findings

&ct# > "nd"ng#

A6

J/ 3or$ing

en%iron ent41 3or$ing en%iron ent is an i portant factor to $eep the #st $eep this factor in ind.

e plo&ees engages to the organi<ation. E plo&ees need different $ind of wor$ing en%iron ent at different le%els. (R people

D/ !erfor

ance appraisal41 Appraising perfor ance sho#ld -e done in s#ch a wa& that it oti%ation

does not threat the e plo&ee that an& point of ti e. Otherwise e plo&ee and so e plo&ee engage ent can co e down dra aticall&.

A/ Recognition41 Recognition is i @/ /o

portant to $eep e plo&ee

oti%ated and co

itted to

the organi<ation. )ifferent le%els of hierarch& re5#ire different $ind of recognition. #nication41 /lear #pwards and downwards co #nication is re5#ired for the of

e plo&ee in%ol%e ent in the organi<ation. /o r# ors and affect the organi<ation -adl&.

#nication -arriers can create high

a o#nt of dissatisfaction a ong the e plo&ees and so e ti e it ta$es the for

I/ Relationship41
coaching and

Interpersonal -onding is essential for getting o#t of the e plo&ees entoring s&ste not onl& de%eloped the e plo&ee -#t also -#ilds a

oral -onding for -etter engage ent.

H/ Transparenc&41 Transparenc& in the organi<ation is re5#ired at all the le%els and it

act#all& creates a good a o#nt of enth#sias -otto le%el of anage ent. a"or factor of oti%ation. Monetar& and non4 especiall& a ong the iddle and

G/ /o

pensation41 /o pensation is a

onetar& co pensation can -e #sed wisel& to engage ent le%el higher.

oti%ate the e plo&ees and $eep the

F/ Moti%ation41 O%erall
is a

oti%ation of the e plo&ee depends on n# ero#s factors and it

ost i portant aspect of e plo&ee engage ent. and growing opport#nities41 this factor is especiall& i portant for the iddle le%el of anage ent and it ens#res long ter it ent. e plo&ee

?/ +earning
-otto

and

organi<ation orientation and e plo&ee co

A9

CHAPTER 5

Analysis & Interpretation

A>

J/ Do +o* t&ke #e!("ce# o% &n+ ot$e! New#)&)e!//M 5"me# o% Ind"& R&4&#t$&n P&t!"k& DNA Econom"c t"me# Ot$e!#

Others 23%

Raj Patrika 17%

Economic times 14%

Times of india 27%

DNA 19%

A;

2?D of the people who

I s#r%e&ed also ta$e ser%ices of Ti es of india0 26D #se

others0 1AD #se )NA0 1?D #se Ra"asthan !atri$a C 19D #se Econo ic ti es.

2. 3hich all ser%ices of the )aini$ *has$ar do &o# #seQ (o e Ser%ices !#rchase on Shops Internet 29 ho#rs A%aila-leEBree Ser%icesF others

others 14% free er!ices "% P&rchase on sho's 47% internet 1#%

$ome er!ices 1%%

A?

9?D of the people s#r%e&ed #se

ore than one of the p#rchase on shop0 19D #se onl&

others0 1;D #se ho e ser%ices0 1>D #se Internet C @D #se free ser%ices.

A/ A!e +o* &w&!e o% (&!"o*# DAINIK BHASKAR #c$eme#M N"l A(e!&ge *ll+

*&((+ 1%%

Ni( 29%

A!era)e ##%

A@

Of the people s#r%e&ed >>D are a%eragel& aware of the sche es0 2AD $new nothing a-o#t the sche es and 1;D $new f#ll& a-o#t the sche es.

@/ How long $&(e +o* 'een "n(e#t"ng "n m&!ketM J1I +e&!# I1JE +e&!# A'o(e JE +e&!#

a.o!e 1+ears 27%

1,# +ears 34%

#,1+ears 39%

6AD of the people are in%esting for the period of >41= &ears0 69D for 14> &ears C 2?D a-o%e 1= &ears

AA

CHAPTER 6

SWOT

1==

S;O5
S5RENG5HS,1 It la#nches E%er& ti e New and Inno%ati%e !rod#cts and good strategic plans. Bast Ser%ice ostl& in e%er& Region.

Good *rand I age in Mar$et. ;EAKNESS,1 +ow !rice. )o not ha%e access on regional Exchange.

OPPOR5UNI5IES,1 Now a da&s #se of Short paper is decreasing. )e and of new -oo$s in Mar$et. i.e fe ina so on. 5HREA5S,1 1=1

 Others co panies position and co petitions with the . New co pan& prod#cts sale in ar$et.

CHAPTER 7

Conclusion
1=2

CONCLUSION
The wor$s on the !ro"ect st#d& was a wonderf#l experience in -een extre el& #sef#l in de%eloping help e a lot to adapt with the other tea pro%ided -& & life. The st#d& has & professional s$ills and personalit&. The training

&self to act#al wor$ing en%iron ent and to wor$ in coordination e -ers. B#rther0 the g#idance0 s#pport0 cooperation and assistance e to -etter &

& seniors and colleag#es at )aini$ *has$ar helped

#nderstand the real wor$ing en%iron ent. The practical experience gained d#ring the short period of 1= da&s will go a long wa& in achie%ing life. )ifferent hierarchal le%el has different responsi-ilities towards planning of h# an reso#rce d#e to %ario#s priorit& factors. In )aini$ *has$ar (R depart ent has following priorities for (R planning1 Goal oriented Responsi-ilit& Relationship 3or$ing en%iron ent & real goal and a -ition in

1=6

Also different hierarchal le%els shows different interests1 Top anage ent41 Moti%ation C +earning C Growing Opport#nit&0 "o-

challenges0 power C a#thorit&0 designation in the organi<ation.

Middle

anage ent4 growth opport#nit& rewards ? achie%e ent0 non4 onetar&

-enefits0 and 5#alit& of wor$ life0 career planning C recognition.

Exec#ti%e le%el4 wor$ing conditions0 growth opport#nities0 onetar& -enefits C co #nication.

onetar& C non4

CHAPTER 8

1=9

Recommendation and Suggestions

RECOMMENDA5ION AND SUGGES5IONS

)aini$ *has$ar has excellent policies for (R !lanning altho#gh its needs to foc#s on certain aspects which are ention in the following1

1. (# an reso#rce planning sho#ld -e properl& organi<ed and a separate planning di%ision #st -e created.

anpower

2. An ade5#ate data-ase sho#ld -e de%eloped for h# an reso#rce to facilitate planning. 1=>

6. The 5#antit& and 5#alit& of h# an reso#rce sho#ld -e stressed in a -alance anner. The e phasis sho#ld -e on filling f#t#re %acancies with the right people rather than erel& atching existing people with the existing "o-s.

9. The period of a h# an reso#rce plan sho#ld -e appropriate to the needs and circ# stances of *has$ar.

CHAPTER 9
1=;

Appendices

APPENDICES,1
QUES5IONNAIRE 1. )o &o# ha%e a progra Ans. 7esZZZZZ to assist e plo&ees when their personal pro-le s NoZZZZZ a& affect

their on4"o- prod#cti%it& Ee.g. alcohol or dr#g related0 financial etc.FQ

2.Are &o# presentl& doing perfor ance e%al#ations for all field e plo&ees on a reg#lar -asisQ Ans. 7esZZZZZ NoZZZZZ 1=?

6. )o &o# co

#nicate reg#larl& with field e plo&ees regarding the s#ccess of the NoZZZZZ

co pan&0 f#t#re "o- prospects and other iss#es affecting the co pan&Q Ans. 7esZZZZZ

9.)o &o# ha%e a well #nderstood pa&4for4perfor ance co pensation progra Q Ans. 7esZZZZZ NoZZZZZ for new e plo&eesQ

>. )o &o# ha%e a for al or infor al orientation progra Ans. 7esZZZZZ NoZZZZZ

NoZZZZZ

;. )o &o# pro%ide incenti%es or rewards to e plo&ees for -ringing forward s#ggestions or i pro%ing prod#cti%it&Q Ans. 7esZZZZZ NoZZZZZ

?. )o &o# for all& recogni<e field e plo&ees with 2= or 2> &ears ser%ice with &o#r organi<ationQ Ans. 7esZZZZZ NoZZZZZ

@. )o &o# cond#ct occasional s#r%e&s of &o#r e plo&ees0 recei%ing for al feed-ac$ on co pan& policies0 co pensation0 -enefits0 e plo&ee attit#de0 etcQ Ans. 7esZZZZZ NoZZZZZ

A. )o &o# cond#ct reg#lar s#r%e&s of &o#r co petition to ens#re &o#r co pensation policies are co petiti%eQ Ans. 7esZZZZZ NoZZZZZ apprenticeship

1=. )o &o# acti%el& enco#rage #ns$illed wor$ers to enroll in progra s and do &o# atte pt to gi%e apprentices %aried wor$ experienceQ Ans. 7esZZZZZ NoZZZZZ

1=@

11. )oes &o#r co pan& offer a pension or retire ent sa%ings plan or profit sharing plan for field e plo&eesQ Ans. 7esZZZZZ NoZZZZZ

12. 3hen hiring field e plo&ees0 do # screen wor$ers according to s$illsQ )o # do reference chec$s on all new hiresQ Ans. 7esZZZZZ NoZZZZZ

16. )o &o# ha%e a for ali<ed co plain resol#tion process within &o#r co pan&Q Ans. 7esZZZZZ NoZZZZZ

19. (ow do &o# co pare &o#r -rand with )AINIG *(ASGAR14 :::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::: ::::::::::::::::::::::::::::::::.

CHAPTER 10
1=A

Bibliography

BIBLIOGRAPH.
*oo$ References1 1. (# an Reso#rce Manage ent4 G.S. S#dha 2. 8o#rnal4 (R !#r%iew 6. (R Man#al4 )aini$ *has$ar

Internet References1 1. www.hr.co 11=

2. www.citehr.co 6. www.hrps.org 9. www.wi$ipedia.org >. www.google.co ;. www.-w-#sinessworld.in ?. www.isrinsight.co

111