Académique Documents
Professionnel Documents
Culture Documents
ACKNOWLEDGEMENT
It was a enriching and learning experience for me to do this Project. I would like to
acknowledge all those people who have continuously guided me throughout and helped
me in completion of my project Human Resource Planning in Dainik Bhaskar Limited.
I am obliged to the faculty/ guides of DBG and my seniors for being extremely patient,
for guiding me right from the inception till the successful completion of the project. I
sincerely acknowledge them for extending their valuable guidance, support for literature,
critical reviews of project and the report and above all the moral support they had
provided to me with all stages of this project.
Date:
PERFACE
To understand the HR Planning first we have to clear the meaning of planning and HR
separately.
A British Foreign Office official looking back over a career spanning the first half
of the twentieth century commented: Year after year the fretters and worriers
would come to me with their awful predictions of the outbreak of war.
I denied it each time. I was only wrong twice! Some would see this as the arrogant
complacency to be associated with planners. Critics think of the inaccuracy and
over-optimism of forecasting the hockey stick business growth projections.
They regard planning as too inflexible, slow to respond to change, too conservative
in assumptions and risk averse. These points are made about any sort of planning.
When it concerns human resources, there are the more specific criticisms that it is overquantitative and neglects the qualitative aspects of contribution. The issue has become not
how many people should be employed, but ensuring that all members of staff are making
an effective contribution. And for the future, the questions are what are the skills that will
be required, and how will they be acquired.
DECLARATION
This is to declare that I have carried out this project work myself in part fulfillment of the
MBA Program of SVNIT, Sagar M.P.
The work is original, has not been copied from anywhere else and has not been submitted
to any other university/Institute for an award of any degree/diploma.
Date:
Place: Sagar
Signature:
BACKGROUND:
3358 crore media house with 10,000- manpower strength & 160 offices all over India has
daily newspapers 2 stand-alone weeklies & 1 magazine in 10 states of the country.
Bhaskar is the largest read newspaper group in India with 2.97 crore readers. 28%
potential of India with Bhaskar markets. The company board consists of Mr. Ramesh
Chandra Agarwal, Chairman, Mr.Sudhir Agarwal, Managing Director, and Mr. Girish
Agarwal & Mr. Pawan Agarwal, Directors.
(Monthly)
Aha!
Zindagi
Hindi
&
Gujrati
&
Lakshya
The group uses latest ERP solution software application product (SAP) to integrate all
departments in every editions of newspaper.
LITRATURE REVIEW
Dainik Bhaskar- the fastest growing print media group in the country today, began its
journey with a four- page newspaper form Bhopal (MP) in 1958 as one of the business by
the family by Late Dwarka Prasad Agarwal, the father of the chairman, Shri Ramesh
Chandra Agarwal. Ever since, Dainik Bhaskar launched its edition one after the other in
MP. Gwalior in 1967, Indore in 1983, Jabalpur in 1987.
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.
Entrepreneurship
Ambition
Innovation
Professionalism
2) They are totally professional and committed to a goal. There might be different
ideas among them, but they respect these diverse ideas.
3) Their every effort will be focused on progress and entrepreneurship.
4) They give utmost importance to creativity and innovation. They should always
endeavor to do anything better than before, it should be special, should be
effective and should be done with total commitment.
5)
They believe in winning and teamwork. They believe in delivering and always
respect those who are capable of implementing every idea.
: 32
Gujarati
:9
: 10
Total readership
: 10000 +
FOUNDER
Late Mr. Dwarka Prasad Agarwal
CHAIRMAN
Mr. Ramesh Chandra Agarwal
MANAGING DIRECTOR
Mr. Sudhir Agarwal
DIRECTORS
Mr. Girish Agarwal & Mr. Pawan Agarwal
Textile
FMCG
Cable TV
Family Entertainment
Education
FM Radio
Real Estate
Shopping Mall
TEXTILE:
IN 1996, Bhaskar had diversified into textile and set up spinning unit at Mandideep,
near Bhopal, Dist. Raisen, MP in the name & style of M/s. Bhaskar Industries Ltd.
The business has since grown into an integrated source with spinning, weaving and
processing facilities that compare with the best in the world. The plant was awarded
the ISO 9002 certificate for total quality control in 2002 and Bhaskar Industries is
now a significant player in Indias textile sector.
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.
Latest score
Subscription services
Snap pools
Sharoscope
Locality sale
Weekend planning
Contests
Independent villas
Jogging track
Superstore
2008
Launch of Dainik Bhaskar editions in Pali, Nagaur, Bhilai, Ratlam and Shimla
2007
Launch of Young Bhaskar Magazine for children and Lakshya, a career magazine
Launch of Divya Bhaskars Bhuj edition on July 30, making it the only Gujarati
newspaper with seven editions in Gujarat
2006
2005
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
2004
Launch of new Hindi magazine, AHA! Zindagi, the first of its kind on lifestyle
and positive thinking
In their first merger and acquisition, the Dainik Bhaskar group acquired
Saurashtra Samachar the sixty years old, largest circulated daily newspaper of
Saurashtra
2003
Launch of Divya Bhaskar from Ahmedabad on June 22. This was the biggest
launch of any new edition, across languages, across territories in India where the
daily was launched with 4,52,000 copies on day first and became the leading
publication in Ahmadabad city
2001
2000
1999
Launch of Dainik Bhaskars sixth edition of Rajasthan from Kota city, the
educational hub of the country.
1998
1997
1996
1995
Dainik Bhaskar emerged as the number one newspaper in Madhya Pradesh and
was declared the fastest growing daily in India, by the Readership Survey
1993
1988
1983
Launch of Dainik Bhaskars Indore edition - the first and biggest move outside
home town of Bhopal on March 05
1981
Dainik Bhaskars Bhopal edition became the largest news paper of Bhopal City
1977
Indias one of first web offset machine got installed at Dainik Bhaskar for Bhopal
edition, against uniform prevalent practice of rotary machine
1958
There are others, though, that still regard the quantitative planning of resources as
important. They do not see its value in trying to predict events, be they wars or takeovers.
Rather, they believe there is a benefit from using planning to challenge assumptions
about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit
wish to get better integration of decision making and resourcing across the whole
organization, or greater influence by the centre over devolved operating units.
Cynics would say this is all very well, but the assertion of corporate control has been
tried and rejected. And is it not the talk of the process benefits to be derived self
indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether
these criticisms are fair or not, supporters of human resource planning point to its
practical benefits in optimizing the use of resources and identifying ways of making them
more flexible. For some organizations, the need to acquire and grow skills which take
time to develop is paramount. If they fail to identify the business demand, both
numerically and in the skills required, and secure the appropriate supply, then the
capacity of the organization to fulfill its function will be endangered.
OBJECTIVES
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:
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:
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:
How the nature and extent of wastage will change during the run-down.
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:
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:
Thus appropriate recruitment, deployment and severance policies can be pursued to meet
business needs. Otherwise processes are likely to be haphazard and inconsistent. The
wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive
and embarrassing to put such matters right.
HOW CAN HRP BE APPLIED?
The report details the sort of approach companies might wish to take. Most organizations
are likely to want HRP systems:
comprehensive data about current employees and the external labor market
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.
To identify, train and develop competent personnel with growth potential and to
provide motivation for higher performance.
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:
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.
If budget is available and the vertical Head approves, the nomination shall be
effective under information to HR.
Recruitment:
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.
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.
Compensation:
In case of a death anywhere in the group, any employee or the unit head or the local HR
head or the Accounts department, can inform the corporate of HR of the mishap.
The unit head or the local HR dept. will provide complete information with the necessary
details such as name of the employee, designation, department, and the last salary drawn
on the date of demise and the cause for the same.
The Corporate HR would then issue an IOM to the corporate finance and the state
coordinator F&A, who would issue necessary instructions at the unit level/corporate
office and business office for the mandatory contribution.
The amount as on the date shall be deemed collected and the equivalent amounts shall be
debited to the respective offices. This is to cut the delay in actualization of the collection.
Coordinator who would then prepare a DD in the name of the surviving spouse and send
the same to the local unit for final distribution.
Can I donate above the mandatory contribution requirement?
Yes, any voluntary contribution over and above the mandatory contribution by anyone in
the organization is welcome.
The additional money so collected shall be distributed to the family on the 10th of the
following month. This would be over and above the contribution from the Employee
Contingency Fund.
Relocation:
Proposal of transfer of employee up to the M4 grade has to be in principle approved by
the functional head of the transferor and transferee location. The final approval has to be
obtained from the corporate HR department which will issue the transfer order after
consultation with the National Vertical Head/State Head.
: 65 years
: 60 years
: 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.
RECRUITMENT:
In Bhaskar, manpower requirement is a designated process. Manpower budget is
approved at the start of the financial year. Any variance in cost and number needs prior
sanction. This sanction can be provided only by the MD/Directors. The request with
justified reasoning should be routed through corporate HR.
A human resource requisition from has to be raised for any manpower requisition,
whether budgeted or non-budgeted. The form can be obtained from Corporate/State HR
or the HR web portal.
Bhaskar hires through the following procedures:
Campus recruitment
Off-campus recruitment
Employee referral
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.
Written test
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.
Work culture
Compensation package
The presenter should encourage questions from the audience and make a note of
candidates who ask good questions.
Interview Sheet:
After the interview, all members of the interview panel fill out an interview sheet with
comments on how they went, covering each area. The interview panel tentatively decides
on one of the following ratings for the candidate:
Hire
No hire
Borderline case
The interview panel also ranks the candidate in comparison with other candidates who
were interviewed. This is a useful aid in making a final decision at the end of all the
interviews. The academics (scores), written test performance, and interview performance
are all considered in making a final decision.
Off- Campus Recruitment:
Recruitment for employees in M3 grade and above would be accomplished in
consultation of Corporate HR and after a personal interview with at least one member of
M1level or the director if required.
Recruitment for employees in M2 grade and below will be handled at the local level coordination with the Corporate HR department/Local HR and administration.
Selection authority:
M1/M0
: MD/Director/Group Chief HR
M3/M2
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.
Every interview held for any M grade position across the group from 15th April 2007,
shall be documented and be available with comments on the candidates along with the
reasons for selection or rejection. These reasons shall be documented and be available
with Corp HR will revert within 48 hours.
A list of candidates interviewed in the past shall be readily available with Corp/State HR.
The list of details required to issue an appointment letter can be obtained from Corp/State
HR or the HR web portal.
Reappointment of Ex-employees:
For reappointment of ex-employees, the following policy would be applicable:
An employee who has left the organization for a competitive media house within two
years from the date of exit from any of the locations of Bhaskar group. In case there is a
situation leading to the reappointment, he/she can only join on the same salary which was
paid to the candidate on his/her last working day in the group. There will be no
enhancement in salary or up gradation or change in designation. This period would be
limited to one year if the employee has joined a media house outside the state/within the
state.
Recruitment Consultants:
Bhaskar group uses the services of recruitment consultants to seek suitable candidates for
appointment.
HR has set guidelines and relationship build-in with the selected set of recruitment
agencies at every location. These guidelines provide the basis of an interaction meant to
present a positive image of our organization. These guidelines must be adhered while
dealing with the consultants.
The job description or the brief has to be in detail defining roles and
responsibilities for the vacancy in process. Every communication should be in
writing and should be sourced through only the authorized HR personnel.
While negotiating the salaries, grade and designation, in case of the appointment
of M grade, the proposed CTC should be accepted and signed by the candidate
so that there is no dissatisfaction regarding what was committed and what was
paid,.
Once the candidate has joined physically, the copy of the appointment letter
should be sent to the recruitment consultant for their records and raising the
invoice, which again should be paid as per the terms of contract.
PARTING WAYS:
OBJECTIVE:
Bhaskar value its employees and strives to provide an enriching work experience.
However, the organization accepts that there are occasions when the relationship with the
employee can not continue. Separation may occur due to resignation, retirement,
termination or death.
This policy aims at providing the employee and supervisor with important information
regarding separation-process, reimbursement, elimination of personal liability with
responsibility related to aspects such as purchasing, keys, access card, laptops and
vehicles.
RESIGNATION:Resignation is a voluntary separation by the employee if he/she is desirous of leaving the
services of the organization.
All the employees need to inform their manager and HR and are required to give one
month notice in writing or in accordance with the terms of appointment, if they wish to
terminate their employment relationship with the organization.
What is the separation process?
The 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 waiver needs to have the sanction of the director. The bonus of the same shall be on
the national vertical head/state head. No other person recommended/process this
adjustment.
What if the employee does not serve the notice period?
Employee, who does not serve the notice period, will be deemed as terminated (to be
communicated officially, no retirement/resignation benefits are availed). Bhaskar
reserves the right of taking the person to court on breach of agreement.
EXIT INTERVIEW:
The exit interview shall take place on any day after acceptance of the letter. The format
of exit interview will include discussions on followings:
For grade M3 and above, the exit interviews would be conducted by the corporate
HR.
It will mandatory to conduct exit interviews of all M grade employees and if possible, of
all employees. The business offices will send the copy of the exit interview only to
corporate HR.
Where will the exit interview be carried out?
M1 and above: MD/director, at location convenient to both
M2: Corporate HR Bhopal and national vertical head
M3: Corporate HR Bhopal/state head or unit head
M4 and below: unit head/department head
The exit interview document will be the key input for any reappointment of ex
employees, anywhere in the group.
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
: 60 years
: 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.
RETAINSHIP:
The management may retain an employee in service beyond his/her age of retirement if it
considers that extension of service under retainer ship arrangement would prove valuable
to the group. The MD would approve all retainer ship arrangements.
Maximum period of retainer ship would be 3 years, which can be reviewed/extended for
a period 1-3 years. The notice period will be 1 month either side. The retainer ship
compensation would be fixed as mutually agreed.
INVOLUNTARY SEPARATION/ TERMINATION:
The organization works on the policy of finding and utilizing employees best suited to the
need based on their talent aptitude and attitude. Bhaskar matter policy, will try to create
and find appropriate roles for all the employees.
It may at some stage in rare cases become essential for the organization to terminate the
services of an employee. The organization initiates termination of employee when an
employee is unable to meet the 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
SWOT ANALYSIS
STRENGTHS: It launches Every time New and Innovative Products and good
strategic plans.
Fast Service mostly in every Region.
Good Brand Image in Market.
WEAKNESS: Low Price.
Do not have access on regional Exchange.
OPPORTUNITIES: Now a days use of Short paper is decreasing.
Demand of new books in Market. i.e femina so on.
THREATS: Others companies position and competitions with them.
New company products sale in market.
LIMITATIONS OF STUDY
All employees of Dainik Bhaskar are not covered under the sample size.
It may happen that employees may not have given their honest opinion due to
some reasons.
CONCLUSION
The works on the Project study was a wonderful experience in my life. The study has
been extremely useful in developing my professional skills and personality. The training
help me a lot to adapt myself to actual working environment and to work in coordination
with the other team members. Further, the guidance, support, cooperation and assistance
provided by my seniors and colleagues at Dainik Bhaskar helped me to better
understand the real working environment. The practical experience gained during the
short period of 10 days will go a long way in achieving my real goal and ambition in my
life.
Different hierarchal level has different responsibilities towards planning of human
resource due to various priority factors.
In Dainik Bhaskar HR department has following priorities for HR planning:
Goal oriented
Responsibility
Relationship
Working environment
Executive level- working conditions, growth opportunities, monetary & nonmonetary benefits & communication.
4. The period of a human resource plan should be appropriate to the needs and
circumstances of Bhaskar.
BIBLIOGRAPHY
Book References:
1. Human Resource Management- G.S. Sudha
2. Journal- HR Purview
3. HR Manual- Dainik Bhaskar
Internet References:
1. www.hr.com
2. www.citehr.com
3. www.hrps.org
4. www.wikipedia.org
5. www.google.com
6. www.bwbusinessworld.in
7. www.isrinsight.com