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Chapter - 1 Introduction to the Industry

Chapter - 2 Introduction to the Organization
Chapter 3 Research Methodology
Title of the Study
Planning of Human Resource
Growth and Development at Bhaskar
Objective of the Study
Type of Research
Scope of Study
Limitations of Study
Chapter 4 Facts & Findings
Chapter 6 Conclusions
Chapter 7 Recommendation and Suggestions
Chapter 8 Bibliography

It was a enriching and learning experience for me to do this Project. I would like to
acknowledge all those people who have continuously guided me throughout and helped
me in completion of my project Human Resource Planning in Dainik Bhaskar Limited.

I am obliged to the faculty/ guides of DBG and my seniors for being extremely patient,
for guiding me right from the inception till the successful completion of the project. I
sincerely acknowledge them for extending their valuable guidance, support for literature,
critical reviews of project and the report and above all the moral support they had
provided to me with all stages of this project.



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

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


This is to declare that I have carried out this project work myself in part fulfillment of the
MBA Program of SVNIT, Sagar M.P.

The work is original, has not been copied from anywhere else and has not been submitted
to any other university/Institute for an award of any degree/diploma.


Place: Sagar


Name: Ananya Tomar


3358 crore media house with 10,000- manpower strength & 160 offices all over India has
daily newspapers 2 stand-alone weeklies & 1 magazine in 10 states of the country.
Bhaskar is the largest read newspaper group in India with 2.97 crore readers. 28%
potential of India with Bhaskar markets. The company board consists of Mr. Ramesh
Chandra Agarwal, Chairman, Mr.Sudhir Agarwal, Managing Director, and Mr. Girish
Agarwal & Mr. Pawan Agarwal, Directors.

Daily newspapers (broadsheets) - Dainik Bhaskar, Divya Bhaskar, Saurashtra Samachar,

Prabhat Kiran, DNA & DNA Money.

Weeklies (tabloid) - Divya Bhaskar- New York & Indore editions.










(New Magazine), ME.

Magazine (Bi-monthly) Young Bhaskar, Bal Bhaskar.

Magazine (Weekly) SHE

The group uses latest ERP solution software application product (SAP) to integrate all
departments in every editions of newspaper.

Dainik Bhaskar- the fastest growing print media group in the country today, began its
journey with a four- page newspaper form Bhopal (MP) in 1958 as one of the business by
the family by Late Dwarka Prasad Agarwal, the father of the chairman, Shri Ramesh
Chandra Agarwal. Ever since, Dainik Bhaskar launched its edition one after the other in
MP. Gwalior in 1967, Indore in 1983, Jabalpur in 1987.

90s witnessed value addition to its editions after Mr. Ramesh eldest son; Sudhir Agarwal
started his involvement in day-to-day operations. Further, launched its edition from
Raipur in 1992 followed by Bilaspur in 1993. This was the time when Mr. Ramesh
officially inducted Shri Sudhir Agarwal & his younger brother Mr. Girish Agarwal into
business. Mr. Sudhir Agarwal had a passion for editorial & Mr. Girish Agarwal preferred
to take part into core marketing.

After achieved no. 1 status & strong leadership in 1995 in MP, the group identified
Rajasthan as a potential market in December 1996, launched its Jaipur edition with net
paid sale of 1,72,933 copies on day one. Jaipur launch of Dainik Bhaskar created a
history in the Newspaper Industry, which is now a Case Study in the top business
school in India. At that point of time the youngest son Shri Pawan Agarwal, after
graduating from United States plunged into the business & Dainik Bhaskar took the root
of information technology & cable television. In 1997, Dainik Bhaskar launched its
Ajmer, Jodhpur & Bikaner editions followed by Udaipur in 1998 & Kota in 1999.

Since 1996, father &sons began transforming the group into a customer centric
organization. Keeping this in mind, Dainik Bhaskar launched its Chandigarh edition in
mid 2000 adopting Hinglish language pattern in editorial contents. Today it is the no. 1
newspaper in Chandigarh, Panchkula, Mohali ,Ludhiana & Amritsar. In the same year,
Bhaskar entered into Haryana and captured the spillover market by launching its edition
in Panipath & Hissar followed by Faridabad edition.

After achieving the leadership position in Hindi- belts, the group entered into the state
of Gujarat- a non Hindi market, where local players are formidable. The group launched
its Gujarati newspaper, Divya Bhaskar in Ahmadabad in June 2003 is a Case Study
with IIM-A for its first day net paid sale of 4, 52,000 lakh copies. In 2004 Divya Bhaskar
further launched its edition in Surat &Baroda and Rajkot in early 2005. In Sep. 2004,
Bhaskar group had taken over another Gujarati newspaper Saurashtra Samachar in
Bhavnagar- the leading newspaper in Saurashtra region. In just two years Divya Bhaskar
has become the no.1 in Ahmadabad, Baroda & Surat in terms of leadership. Also
launched its North America edition from New York in May 2004.

After setting many new trends in Hindi & Gujarati market, Bhaskar group, in association
with Zee, launched its English newspaper DNA (Daily News & Analysis). In July 2005
with a circulation of 3 lakh + copies per day.

In sep. 2004, the group has also launched a monthly complete Hindi magazine Aha
Zindagi for positive & good life. Today the magazine enjoys circulation of 1.35 lakh
copies with 5.95 lakh readers.

Over a period, the group has diversified its business into Textile, Solvent Extraction, Job
Printing, FMCG, and IT & Family entertainment. As of today Bhaskar group is a 4000
crore company.

Principles of Bhaskar group

1) Their actions and thoughts are based on the following principles:





2) They are totally professional and committed to a goal. There might be different
ideas among them, but they respect these diverse ideas.
3) Their every effort will be focused on progress and entrepreneurship.
4) They give utmost importance to creativity and innovation. They should always
endeavor to do anything better than before, it should be special, should be
effective and should be done with total commitment.

They believe in winning and teamwork. They believe in delivering and always
respect those who are capable of implementing every idea.

6) They as an organization are totally committed to employees.

7) They should provide their consumers, what they need or which they require.
8) They would play a positive role in the society, no matter in what medium they
would be in.

Publication centers of Dainik Bhaskar publications

Total publication centers

: 32



Total states covered

: 10

Total readership

: 2.67 crore (source NRS 2006)

Total no. of employees

: 10000 +

Turnover of the group

: over 2200 crore

Late Mr. Dwarka Prasad Agarwal

Mr. Ramesh Chandra Agarwal

Mr. Sudhir Agarwal

Mr. Girish Agarwal & Mr. Pawan Agarwal


Diversification of Bhaskar group:


Oil Extraction and Refining


Cable TV

Family Entertainment

Art and Culture

Event promotion and Retail marketing


FM Radio

Multi Media Desk

Real Estate

Shopping Mall

IN 1996, Bhaskar had diversified into textile and set up spinning unit at Mandideep,
near Bhopal, Dist. Raisen, MP in the name & style of M/s. Bhaskar Industries Ltd.
The business has since grown into an integrated source with spinning, weaving and
processing facilities that compare with the best in the world. The plant was awarded
the ISO 9002 certificate for total quality control in 2002 and Bhaskar Industries is
now a significant player in Indias textile sector.


Bhaskar exxols Ltd., Sharda Solvents Ltd.

Solvent extraction and oil processing activity commenced with Soya processing. It
now includes edible oil refining and processing of vanaspati ghee as well. Distributed
locally Bhaskar oil is now a significant local brand.

FMCG: Bhaskar Venkatesh:

Engaged in the marketing of salt.

CABLE TV: Bhaskar Multinet Ltd.:

In Manipur, Indore, Mhow, Mandsaur, Jabalpur, Ajmer & Bhopal cities with 7 mass
interest channels. Covers total universe of 12 lakh households (population 50 lakh)
and a C&S household population of over 5 lakh. The group is having its own well
equipped studio with all modernized equipments. This is the First network in India
using digital network.


The family entertainment center set up by Bhaskar group at Gwalior situated in the
heart of the city, the 15 acre complex is the only recreation center in the town. Sun
City brightens visitors experience with a blaze of cheery leisure options including
food courts, a shopping mall, virtual and live shows, celebrity shows, adventure rides,
boating and 3D cinema.

ART& CULTURE: Abhivyakti

Abhivyakti is the cultural arm and nonprofit center sponsored by the Bhaskar group.
It provides aspiring artists of all age groups with instruction and facilities to develop
and project their talent. Abhivyakti functions like an event management organization
focused on establishing a platform for artists to learn and perform.

EDUCATION: The Sanskar valley school, Bhopal:

Bhaskar group has a mission of presenting Bhopal has a quintessential center of
education. This zeal and passion conceptualized into founding of The Sanskar valley
school a co-educational, day boarding cum residential, KG to class XII School. The
school is spread over a picturesque area of 37 acres. The school is affiliated to the
ICSE board. Bhaskar group is making The Sanskar valley school the destination of
choice for all those who care about education.

FM RADIO: 94.3 FM:

One of the most exciting and the fastest growing brand in FM radio space is 94.3. MY
FM is the FM radio station network of Synergy Media Entertainment Ltd, SMEL- a
wholly owned company of The Bhaskar group.


IMCL has acquired a short code 54567 to conduct various activities mentioned as

Make Newspaper interactive

Public demand in interactive ADVT.

Latest score

Subscription services

Snap pools


Locality sale

Weekend planning


REAL ESTATE: Aditya Avenue, Bhopal:

Sunrise of a new lifestyle

Independent villas

Well designed campus with beautiful landscape

100% power backup

Broadband internet connectivity in each villa

27000 sq ft central park

Jogging track


7.5 m paved internal road


The first mall of the city spread over 5.9 acres of land with a GLA of approx 800000 sq.
ft. having a huge parking space.

One hypermarket on single level.

Three department stores.

Nine superstores and 90 vanilla stores.

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

Five screen, 1300 seat multiplex.

20,250 sq. ft indoor family entertainment center.



Inauguration of Bhaskar Print Planet at Changodar, Ahmadabad by Narendra

Modi, chief minister, Gujarat, on November 13, 2009

Installation of KBA printing machines imported from Germany at Jaipur and

Ahmadabad facilities

Launch of DB Star Jodhpur editions on Aug15, 2009


Dainik Bhaskar completes fifty glorious years as a leading Hindi publication

Business Bhaskar, a Hindi financial newspaper, was launched in Bhopal, Indore,

Raipur, New Delhi, Panipath, Jalandhar and Ludhiana with separate editions for
each of these cities

Launch of Dainik Bhaskar editions in Pali, Nagaur, Bhilai, Ratlam and Shimla

Launch of DNA in Jaipur as a franchise by DB Corp Ltd

Launch of editions of DB Star in Bhopal and Indore

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


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

Launch of DNA in Ahmadabad and Surat as a franchise by DB Corp Ltd

Launch of Young Bhaskar Magazine for children and Lakshya, a career magazine

MY FM enhances its reach to 14 cities across India

Launch of Dainik Bhaskars Ludhiana edition on Dec 15

Launch of Divya Bhaskars Bhuj edition on July 30, making it the only Gujarati
newspaper with seven editions in Gujarat

Launch of Divya Bhaskars Rajkot edition on Nov 01


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


Inception of DB Corp Ltd, pursuant to the demerger of publishing business of

Writers and Publishers Limited (WPL)

The Dainik Bhaskar group won license from Ministry of Information and
Broadcasting for launch of radio business, through their subsidiary, Synergy
Media Entertainment Ltd (SMEL), in seventeen stations, in the name of MY FM

AHA! Zindagi magazine launched in Gujarati language

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


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

In their first merger and acquisition, the Dainik Bhaskar group acquired
Saurashtra Samachar the sixty years old, largest circulated daily newspaper of

Launch of Divya Bhaskars Baroda edition on Sept 12

Initiated presence in Maharashtra with the launch of Divya Bhaskars Mumbai

edition in July

Launch of Divya Bhaskars Surat edition on March 28


Launch of Divya Bhaskar from Ahmedabad on June 22. This was the biggest
launch of any new edition, across languages, across territories in India where the
daily was launched with 4,52,000 copies on day first and became the leading
publication in Ahmadabad city


Dainik Bhaskar Group further consolidated its position by launching Faridabad

edition, in Haryana state, after two editions from Panipat and Hisar


Dainik Bhaskar group expands presence to Haryana state on June 04, by

launching Panipat and Hisar editions

Launch of Dainik Bhaskars Chandigarh edition on May 07


Launch of Dainik Bhaskars sixth edition of Rajasthan from Kota city, the
educational hub of the country.


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


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

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

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


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

development marked a critical point for the company, which significantly altered
the strategic direction and growth plans of the company


Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and
was declared the fastest growing daily in India, by the Readership Survey


Launch of Dainik Bhaskars Bilaspur edition on September 20


Launch of Dainik Bhaskars Raipur edition


Launch of Dainik Bhaskars Indore edition - the first and biggest move outside
home town of Bhopal on March 05


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


Indias one of first web offset machine got installed at Dainik Bhaskar for Bhopal
edition, against uniform prevalent practice of rotary machine


Dainik Bhaskar launches its first edition in Bhopal on August 13

There are others, though, that still regard the quantitative planning of resources as
important. They do not see its value in trying to predict events, be they wars or takeovers.
Rather, they believe there is a benefit from using planning to challenge assumptions
about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit

wish to get better integration of decision making and resourcing across the whole
organization, or greater influence by the centre over devolved operating units.
Cynics would say this is all very well, but the assertion of corporate control has been
tried and rejected. And is it not the talk of the process benefits to be derived self
indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether
these criticisms are fair or not, supporters of human resource planning point to its
practical benefits in optimizing the use of resources and identifying ways of making them
more flexible. For some organizations, the need to acquire and grow skills which take
time to develop is paramount. If they fail to identify the business demand, both
numerically and in the skills required, and secure the appropriate supply, then the
capacity of the organization to fulfill its function will be endangered.


To enhance my knowledge about Recruitment and Selection.

To enhance my knowledge about Training & Development.
To convert my theoretical knowledge into practical knowledge.
To prepare myself as a H.R. person who can easily identify the training need
through his experience which is very essential quality of a H.R. Person & for the
organization as well.











Human Resource Planning: an Introduction was written to draw these issues to the
attention of HR or line managers. We address such questions as:

What is human resource planning?

How do organizations undertake this sort of exercise?

What specific uses does it have?

In dealing with the last point we need to be able to say to hard pressed managers: why
spend time on this activity rather than the other issues bulging your in tray? The report
tries to meet this need by illustrating how human resource planning techniques can be
applied to four key problems. It then concludes by considering the circumstances are
which human resourcing can be used.
1. Determining the numbers to be employed at a new location :If organizations overdo the size of their workforce it will carry surplus or under utilized
staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched,
making it hard or impossible to meet production or service deadlines at the quality level
expected. So the questions we ask are:

How can output be improved your through understanding the interrelation

between productivity, work organization and technological development? What
does this mean for staff numbers?

What techniques can be used to establish workforce requirements?

Have more flexible work arrangements been considered?

How are the staffs you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether
it be a business start-up, a relocation, or the opening of new factory or office.
2. Retaining your highly skilled staff :-Issues about retention may not have been to the
fore in recent years, but all it needs is for organizations to lose key staff to realize that an
understanding of the pattern of resignation is needed. Thus organizations should:

Monitor the extent of resignation

Discover the reasons for it

Establish what it is costing the organization

Compare loss rates with other similar organizations.

Without this understanding, management may be unaware of how many good quality
staff are being lost. This will cost the organization directly through the bill for separation,
recruitment and induction, but also through a loss of long-term capability.
Having understood the nature and extent of resignation steps can be taken to rectify the
situation. These may be relatively cheap and simple solutions once the reasons for the
departure of employees have been identified. But it will depend on whether the problem
is peculiar to your own organization, and whether it is concentrated in particular groups
(e.g. by age, gender, grade or skill).
3. Managing an effective downsizing programme:This is an all too common issue for managers. How is the workforce to be cut painlessly,
while at the same time protecting the long-term interests of the organization? A question
made all the harder by the time pressures management is under, both because of business
necessities and employee anxieties. HRP helps by considering:

The sort of workforce envisaged at the end of the exercise.

The pros and cons of the different routes to get there.

How the nature and extent of wastage will change during the run-down.

The utility of retraining, redeployment and transfers.

What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various
methods of reduction can be assessed, and the time taken to meet targets established.
If instead the CEO announces on day one that there will be no compulsory redundancies
and voluntary severance is open to all staff, the danger is that an unbalanced workforce
will result, reflecting the take-up of the severance offer. It is often difficult and expensive
to replace lost quality and experience.
4. Where will the next generation of managers come from? :-

Many senior managers are troubled by this issue. They have seen traditional career paths
disappear. They have had to bring in senior staff from elsewhere. But they recognize that
while this may have dealt with a short-term skills shortage, it has not solved the longer
term question of managerial supply: what sort, how many, and where will they come
from? To address these questions you need to understand:

The present career system (including patterns of promotion and movement, of

recruitment and wastage).

The characteristics of those who currently occupy senior positions.

The organizations future supply of talent.

This then can be compared with future requirements, in number and type. These will of
course be affected by internal structural changes and external business or political
changes. Comparing your current supply to this revised demand will show surpluses and
shortages which will allow you to take corrective action such as:

Recruiting to meet a shortage of those with senior management potential.

Allowing faster promotion to fill immediate gaps.

Developing cross functional transfers for high fliers.

Hiring on fixed-term contracts to meet short-term skills/experience deficits.

Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet
business needs. Otherwise processes are likely to be haphazard and inconsistent. The
wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive
and embarrassing to put such matters right.
The report details the sort of approach companies might wish to take. Most organizations
are likely to want HRP systems:

Which are responsive to change?

Where assumptions can easily be modified

That recognize organizational fluidity around skills

That allow flexibility in supply to be included

That are simple to understand and use

Which are not too time demanding.

To operate such systems organizations need:

appropriate demand models

good monitoring and corrective action processes

comprehensive data about current employees and the external labor market

An understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of
understanding their implications. Graduate recruitment numbers will be set in ignorance
of demand, or management succession problems will develop unnoticed.
As George Bernard Shaw said: to be in hell is to drift; to be in heaven is to steer. It is
surely better if decision makers follow this maxim in the way they make and execute
resourcing plan.


Growth and Development at Bhaskar
Continuous development of employees is essential for improving their performance at
Bhaskar. The process is critical for attracting and retaining a knowledgeable and skilled
workforce. The purpose of the growth and development policy is:

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

To identify, train and develop competent personnel with growth potential and to
provide motivation for higher performance.

Foster a culture of learning within the organization.

Performance Appraisals:
Bhaskar believes in KRA (Key Result Area) mode of evaluation. These KRAs are
specific to the functional area and provided to each of the employee and to the new
employees on joining by their immediate senior. The KRAs are in sync with the
organizational goal, job responsibility and the performance expected from the employee.
When is the appraisal carried out?
Appraisal is carried out on an annual basis in March and October for the financial year
gone by, or for the designated period on case to case basis. Employees joining Bhaskar
are informed of their appraisal period in their offer letter.
Example: for the employee joining 1st April to 30th September 2007, the appraisal will be
in March 2008. On the other hand, for the employees joining between 1st October 2007 to
31st March 2008, the appraisal will be in October 2008 and then next in March 2009.
Who does the appraisal?
Appraisal is done by the immediate reporting designation. And any issue\disagreement is
resolved in discussion with the next senior level.

Career Development:
Bhaskar provides opportunities to its employees for participating in activities which will
enhance their specific job skills, their overall professional strengths, and their personal
development. This policy is applicable to all employees of Bhaskar at all the locations.
Criteria used for nomination for training:
Training needs will be identified during the performance appraisal process by the
appraisee and appraiser. It may also be accomplished through training needs surveys
undertaken by the HR department from time to time. The criteria used for the nomination
for training are:

Employees interest / self nomination (M3+).

Must be routed through the Department Head with justified reasons, cost details,
department head approval at least 15 days in advance to the date of training.

HR will revert within 3 days on the approval, excluding the day on which the
communication is received.

Managers nomination to specific development areas.

Driven by the business need.

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

State head/Unit head or HOD and corporate HR.

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


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

If budget is available and the vertical Head approves, the nomination shall be
effective under information to HR.

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

on the people who are being nominated.


Special sanction is required in case of manpower budget overrun in terms of

number or budget overrun.

Relatives of employees cannot be assigned to the same function and/or with direct
reporting relationship.

State HR/Local HR has to keep track of every candidate who leaves Bhaskar after
1st April 2007, including the record of the Exit interview.

A candidate will not be eligible for interview if she/he has been rejected by any
interviewer of Bhaskar in past six months.

As a policy, Bhaskar discourages candidates who frequently change jobs in their


It recognizes that the organization invests time and energy in training people and
hence discourages the practice of frequent job changes.

Bhaskar shall not consider any employee in M grade that has changed more than
three jobs in two years/four jobs in six years.

Orientation & Induction:

HR inducts employees in Bhaskar on the day of joining through an informal induction
program is designed to familiarize the employees with organization and its members and
other work related facilities.
The formal induction program is conducted in the first week of the month and can range
from one to fourteen days depending on the job profile.
All M grade appointees would go through an induction/orientation program at the
corporate office, Bhopal through the training & development cell of the Corp HR
New employees need to complete the joining formalities on the day they join the
organization. Corporate/State HR will facilitate this process.

In case of a death anywhere in the group, any employee or the unit head or the local HR
head or the Accounts department, can inform the corporate of HR of the mishap.
The unit head or the local HR dept. will provide complete information with the necessary
details such as name of the employee, designation, department, and the last salary drawn
on the date of demise and the cause for the same.
The Corporate HR would then issue an IOM to the corporate finance and the state
coordinator F&A, who would issue necessary instructions at the unit level/corporate
office and business office for the mandatory contribution.
The amount as on the date shall be deemed collected and the equivalent amounts shall be
debited to the respective offices. This is to cut the delay in actualization of the collection.
Coordinator who would then prepare a DD in the name of the surviving spouse and send
the same to the local unit for final distribution.
Can I donate above the mandatory contribution requirement?
Yes, any voluntary contribution over and above the mandatory contribution by anyone in
the organization is welcome.
The additional money so collected shall be distributed to the family on the 10th of the
following month. This would be over and above the contribution from the Employee
Contingency Fund.
Proposal of transfer of employee up to the M4 grade has to be in principle approved by
the functional head of the transferor and transferee location. The final approval has to be
obtained from the corporate HR department which will issue the transfer order after
consultation with the National Vertical Head/State Head.

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

Vertical Head/State Head.
The local HR department/functional head will issue the required circular to this effect
under intimation of the corporate HR department.
For all transfer cases, pay details have to be filled in prescribed format.
Relocation Allowance:
For the employee being relocated, 50% of the basic salary would be extended as
relocation allowance across all the grades. This would not be applicable if the transfer is
on employee request.
All the employees retire on the last date of the month in which they complete the
retirement age according to the organizations records. The retirement age is as follows:
M1 and M0

: 65 years

Editorial staff in M1 grade and above : 65 years

For M grade employees

: 60 years

For other grades

: 58 years

The local HR admin will communicate to all retirement in writing at least 3 months in
advance of the date of retirement. HR and Accounts department will ensure final
statement of accounts at the earliest.

The HR department will inform the employee and the finance department about
his/her last day of employment one month prior to retirement.

The compensation of the employee will be stopped from the date the retirement
takes effect.

All settlements would be processed before the employee leaves.

In Bhaskar, manpower requirement is a designated process. Manpower budget is
approved at the start of the financial year. Any variance in cost and number needs prior
sanction. This sanction can be provided only by the MD/Directors. The request with
justified reasoning should be routed through corporate HR.
A human resource requisition from has to be raised for any manpower requisition,
whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR
or the HR web portal.
Bhaskar hires through the following procedures:

Campus recruitment

Off-campus recruitment

Employee referral

Internal job postings

For all prospects within the group, a personal information sheet needs to be documented.
The format can be obtained from corporate/State HR or the HR web portal.
Campus recruitment:
Currently the campus recruitment process is non-existent in Bhaskar. An attempt is being
made to regularize and standardize process, so that the fresh young talents can be
recruited and nurtured.
Campus Selection:
Which campus will be visited?
The campus will selected by a team comprising functional/ \unit heads. This will take
into account the kind of talent required, the reputation of the campus, and performance of
the existing alumni working in the group. List of the campuses will be finally developed
by Corporate HR and be available with all State/Corporate HR.

Who will handle the recruitment?

Only employees in grade M2 and above will take part in the campus selection process. If
there is more than one person involved, than the senior most person of the vertical will
lead the team.
Selection Steps and Available time :
Time is at a premium when carrying out on campus interviews because the entire process
has to be completed in 10-11 hours. This includes:

Pre-placement talk (PPT)

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

introduction and presentation is not allowed. If senior alumni of the chosen institute are
part of the group, one of them will be encouraged to make the presentation.

Written test

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

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

after the group has evaluated and created its internal benchmarks by
administrating the same to the star performers.

Evaluation of the written test.

Selecting and announcing the short listed candidates for interviews.

One round of interview.

Extending verbal offers to selected candidates (HR).

Broad areas for Focus for selection:

The panel of interviewers will evaluate a candidate against a pre defined set of
parameters. Detailed information on these parameters can be obtained.
Corporate/State HR or the HR web portal. One of the important criteria of selecting the
candidate is attitude; it will be determined the qualities that are core to Bhaskars culture.
This is an integral part of evaluation.

In addition, if required, the National Vertical Head and the State Heads can add to the
evaluation criteria.
Pre- Placement Talk:
This presentation will be sourced from the HR department. It covers organizational and
career aspects that are relevant to the field for which the candidates are being selected.

History of the firm

Overview of the Bhaskar domain

Work culture

Career growth opportunities within the firm

Compensation package

The presenter should encourage questions from the audience and make a note of
candidates who ask good questions.
Interview Sheet:
After the interview, all members of the interview panel fill out an interview sheet with
comments on how they went, covering each area. The interview panel tentatively decides
on one of the following ratings for the candidate:


No hire

Borderline case

The interview panel also ranks the candidate in comparison with other candidates who
were interviewed. This is a useful aid in making a final decision at the end of all the
interviews. The academics (scores), written test performance, and interview performance
are all considered in making a final decision.
Off- Campus Recruitment:
Recruitment for employees in M3 grade and above would be accomplished in
consultation of Corporate HR and after a personal interview with at least one member of
M1level or the director if required.

Recruitment for employees in M2 grade and below will be handled at the local level coordination with the Corporate HR department/Local HR and administration.
Selection authority:

: MD/Director/Group Chief HR


: Group Chief HR/National vertical Head/State Head

Other M grades: State head/Location Head/Designated official of local HR department

E, S, O grade : Location Head/HOD/Local HR& Admin Department
Editorial (M Grade)

All editorial unit level recruitment shall be handled by the State Editor/Resident
Editor in consultation with the group Editor.

The Group Editor shall also be responsible for recruitment for editorial positions
above the M3 level.

HR interaction will be limited to check attitude and culture fit.

Accounts and Finance, IT and HR (M Grade)

Specific approval of the Corporate Vertical Head is a must.

Functional competencies shall be the Vertical Head or a person designated by


HR will take care of the attitude and culture fit.

Every interview held for any M grade position across the group from 15th April 2007,
shall be documented and be available with comments on the candidates along with the
reasons for selection or rejection. These reasons shall be documented and be available
with Corp HR will revert within 48 hours.
A list of candidates interviewed in the past shall be readily available with Corp/State HR.
The list of details required to issue an appointment letter can be obtained from Corp/State
HR or the HR web portal.

Reappointment of Ex-employees:
For reappointment of ex-employees, the following policy would be applicable:
An employee who has left the organization for a competitive media house within two
years from the date of exit from any of the locations of Bhaskar group. In case there is a
situation leading to the reappointment, he/she can only join on the same salary which was
paid to the candidate on his/her last working day in the group. There will be no
enhancement in salary or up gradation or change in designation. This period would be
limited to one year if the employee has joined a media house outside the state/within the
Recruitment Consultants:
Bhaskar group uses the services of recruitment consultants to seek suitable candidates for
HR has set guidelines and relationship build-in with the selected set of recruitment
agencies at every location. These guidelines provide the basis of an interaction meant to
present a positive image of our organization. These guidelines must be adhered while
dealing with the consultants.

The job description or the brief has to be in detail defining roles and
responsibilities for the vacancy in process. Every communication should be in
writing and should be sourced through only the authorized HR personnel.

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

interview periods and feedback should be given to the consultant.

While negotiating the salaries, grade and designation, in case of the appointment
of M grade, the proposed CTC should be accepted and signed by the candidate
so that there is no dissatisfaction regarding what was committed and what was

Once the candidate has joined physically, the copy of the appointment letter
should be sent to the recruitment consultant for their records and raising the
invoice, which again should be paid as per the terms of contract.

All contracts or agreements with placement agencies should be in writing

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

Bhaskar value its employees and strives to provide an enriching work experience.
However, the organization accepts that there are occasions when the relationship with the
employee can not continue. Separation may occur due to resignation, retirement,
termination or death.
This policy aims at providing the employee and supervisor with important information
regarding separation-process, reimbursement, elimination of personal liability with
responsibility related to aspects such as purchasing, keys, access card, laptops and
RESIGNATION:Resignation is a voluntary separation by the employee if he/she is desirous of leaving the
services of the organization.
All the employees need to inform their manager and HR and are required to give one
month notice in writing or in accordance with the terms of appointment, if they wish to
terminate their employment relationship with the organization.
What is the separation process?

The employee needs to inform his/her decision of resigning to the respective

manager and HR indicating the last date of employment and reason for

The manager will discuss his/her reason for resignation and evaluate different
options with him/her.

If, however, after full consideration the employee decides to leave, the manager
will forward the resignation to the HR.

What if the manager takes undue time for forwarding the resignation letter to HR?
The date of resignation shall remain effective from the date the letter was handed over
initially and not when the letter is forwarded. In any case, the manager must forward the
letter within 7 days or must inform the HR department of the resignation and the reason
for delay.
Is there a notice period to be served?
Serving of notice period is a must for every employee. PL available can be adjusted
against the notice period. Notice period can only be waived or negotiated by national
vertical head with justified reason. The reasons that can be considered are:

The tenure of the employee and his credibility while in employment.

Any family or personal emergencies

The waiver needs to have the sanction of the director. The bonus of the same shall be on
the national vertical head/state head. No other person recommended/process this
What if the employee does not serve the notice period?
Employee, who does not serve the notice period, will be deemed as terminated (to be
communicated officially, no retirement/resignation benefits are availed). Bhaskar
reserves the right of taking the person to court on breach of agreement.
The exit interview shall take place on any day after acceptance of the letter. The format
of exit interview will include discussions on followings:

Areas of strength of the department/organization.

Areas of weakness of the department/organization.

Feedback on areas of improvement in the department/organization.

Any other suggestions/feedback about the organization.

For grade M3 and above, the exit interviews would be conducted by the corporate

It will mandatory to conduct exit interviews of all M grade employees and if possible, of
all employees. The business offices will send the copy of the exit interview only to
corporate HR.
Where will the exit interview be carried out?
M1 and above: MD/director, at location convenient to both
M2: Corporate HR Bhopal and national vertical head
M3: Corporate HR Bhopal/state head or unit head
M4 and below: unit head/department head
The exit interview document will be the key input for any reappointment of ex
employees, anywhere in the group.

When will no-dues certificate be prepared?

The no-dues certificate will be prepared only when the fully filled exit interview form is
made available to the local Accounts and HR department by the concerned HOD.
Who is responsible for scheduling and conducting the exit interview?
Though its in self interest of the employee leaving the organization to have the exit
interview done, the responsibility and the accountability rests with the department/unit
head conducted.
When is the final settlement to be made?
Once the final clearance with no dues is confirmed after the exit interview, HR processes
the relieving letter, experience letter and final settlement cheque. Final settlement of the
person has to be made on or before the last date. The process owner for final settlement is

RETIREMENT:All the employees retire on the last date of the month in which they complete the
retirement age according to the organizations records. The retirement age is as follows:
M1 and M0

: 65 years

Editorial staff in M1 grade and above: 65 years

For M grade employees

: 60 years

For other grades

: 58 years

The local HR admin will communicate to all retirement in writing at least 3 months in
advance of the date of retirement. HR and Accounts department will ensure final
statement of accounts at the earliest.

The HR department will inform the employee and the finance department about
his/her last day of employment one month prior to retirement.

The compensation of the employee will be stopped from the date the retirement
takes effect.

All settlements would be processed before the employee leaves.

The management may retain an employee in service beyond his/her age of retirement if it
considers that extension of service under retainer ship arrangement would prove valuable
to the group. The MD would approve all retainer ship arrangements.
Maximum period of retainer ship would be 3 years, which can be reviewed/extended for
a period 1-3 years. The notice period will be 1 month either side. The retainer ship
compensation would be fixed as mutually agreed.
The organization works on the policy of finding and utilizing employees best suited to the
need based on their talent aptitude and attitude. Bhaskar matter policy, will try to create
and find appropriate roles for all the employees.

It may at some stage in rare cases become essential for the organization to terminate the
services of an employee. The organization initiates termination of employee when an
employee is unable to meet the organizations performance or discipline standards.
MD/Director will be the sole approving for cases of termination in M2 and above. For all
the other grades, it is the HOD/Unit head/functional head, which are authorized to take
such action with due consultation with corporate HR/ national vertical head.
All cases of termination should be processed in accordance with legal/statutory
provisions through the local HR administration

STRENGTHS: It launches Every time New and Innovative Products and good
strategic plans.
Fast Service mostly in every Region.
Good Brand Image in Market.
WEAKNESS: Low Price.
Do not have access on regional Exchange.
OPPORTUNITIES: Now a days use of Short paper is decreasing.
Demand of new books in Market. i.e femina so on.
THREATS: Others companies position and competitions with them.
New company products sale in market.

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


Working environment-: Working environment is an important factor to keep the
employees engages to the organization. Employees need different kind of working
environment at different levels. HR people must keep this factor in mind.
Performance appraisal-: Appraising performance should be done in such a way that it
does not threat the employee that any point of time. Otherwise employee motivation
and so employee engagement can come down dramatically.
Recognition-: Recognition is important to keep employee motivated and committed to
the organization. Different levels of hierarchy require different kind of recognition.
Communication-: Clear upwards and downwards communication is required for the
employee involvement in the organization. Communication barriers can create high
amount of dissatisfaction among the employees and some time it takes the form of
rumors and affect the organization badly.
Relationship-: Interpersonal bonding is essential for getting out of the employees
coaching and mentoring system not only developed the employee but also builds a
moral bonding for better engagement.
Transparency-: Transparency in the organization is required at all the levels and it
actually creates a good amount of enthusiasm especially among the middle and
bottom level of management.
Compensation-: Compensation is a major factor of motivation. Monetary and nonmonetary compensation can be used wisely to motivate the employees and keep the
engagement level higher.
Motivation-: Overall motivation of the employee depends on numerous factors and it
is a most important aspect of employee engagement.
Learning and growing opportunities-: this factor is especially important for the
bottom and middle level of management and it ensures long term employee
organization orientation and employee commitment.

The works on the Project study was a wonderful experience in my life. The study has
been extremely useful in developing my professional skills and personality. The training
help me a lot to adapt myself to actual working environment and to work in coordination
with the other team members. Further, the guidance, support, cooperation and assistance
provided by my seniors and colleagues at Dainik Bhaskar helped me to better
understand the real working environment. The practical experience gained during the
short period of 10 days will go a long way in achieving my real goal and ambition in my
Different hierarchal level has different responsibilities towards planning of human
resource due to various priority factors.
In Dainik Bhaskar HR department has following priorities for HR planning:
Goal oriented
Working environment

Also different hierarchal levels shows different interests:

Top management-: Motivation & Learning & Growing Opportunity, job
challenges, power & authority, designation in the organization.

Middle management- growth opportunity rewards 7 achievement, non-monetary

benefits, and quality of work life, career planning & recognition.

Executive level- working conditions, growth opportunities, monetary & nonmonetary benefits & communication.


Dainik Bhaskar has excellent policies for HR Planning although its needs to focus on
certain aspects which are mention in the following:

1. Human resource planning should be properly organized and a separate manpower

planning division must be created.

2. An adequate database should be developed for human resource to facilitate


3. The quantity and quality of human resource should be stressed in a balance

manner. The emphasis should be on filling future vacancies with the right people
rather than merely matching existing people with the existing jobs.

4. The period of a human resource plan should be appropriate to the needs and
circumstances of Bhaskar.

Book References:
1. Human Resource Management- G.S. Sudha
2. Journal- HR Purview
3. HR Manual- Dainik Bhaskar

Internet References: