A PROJECT REPORT
ON
“HR PRACTICES & POLICIES”
Network18 Media & Investments Limited
SR No 81, Bunglow No 1 & 2, North Main Road, Annex Koregaon Park Road, Mundhwa, Pune 411036
SUBMITTED BY
(FULL NAME IN CAPITAL LETERS)
(YEAR)
Enrollment No:
UNDER THE GUIDANCE OF:
GUIDE NAME:
SUBMITTED TO
(UNIVERSITY NAME AND ADDRESS IN CAPITAL LETERS)
1
DECLARATION
I,___________________Student
of
M.B.A
HR
(UNIVERSITY
NAME)
_______________________hereby declare that the Project Report on HR PRACTICES AND
POLICIES ON Network18 Media & Investments Limited, SR No 81, Bunglow No 1 & 2, North
Main Road, Annex Koregaon Park Road, Mundhwa, Pune 411036 is been result of my own work
and has been carried out under supervision of__________________ (GUIDE NAME)
I declare that this submitted work is done solely by me and to the best of my knowledge; no such work
has been submitted by any other person for the award of post graduation degree or diploma.
I also declare that all the information collected from various secondary sources has been duly
acknowledged in this project report.
PLACE:
(NAME)
DATE:
2
CERTIFICATE
This is to certify that (_________________NAME) has satisfactory completed the project work entitled,
HR PRACTICES AND POLICIES ON Network18 Media & Investments Limited, SR No 81,
Bunglow No 1 & 2, North Main Road, Annex Koregaon Park Road, Mundhwa, Pune 411036 is
based on the declaration made by the candidate and me association as a guide for carrying out this
project work, I recommended this project for evaluation as a part of the MBA programme of
_________(UNIVERSITY NAME)
Place: ____________
Date:
PROF: ____________
3
ACKNOWLEDGEMENT
My debts are many and I acknowledge them with much pride and delight. This project Report was
undertaken for the fulfilment of MBA Programme pursuing at (________________________University
Name) I would like to thanks my institute and Network18 Media & Investments Limited which has
provided me the opportunity for doing this project work.
I
am
extremely
great
full
to
(________________Guide
Name)
(__________________________Designation and College/institute name), for his invaluable help and
guidance throughout my work. He kindly evinced keen interest in my work and furnished some useful
comments, which could enrich the work substantially.
In fact it is very difficult to acknowledge all the names and nature of help and encouragement provided
by them. I would never forget the help and support extended directly or indirectly to me by all.
(_________FULL NAME)
4
TABLE OF CONTENTS
S.NO.
PARTICULARS
PAGE
NO.
1
INTRODUCTION
OF
NETWORK
18
MEDIA
& 6
INVESTMENTS LIMITED


BOARD OF DIRECTORS
OVERVIEW OF THE INDUSTRY
 PROFILE OF THE ORGANISATION
2
RESEARCH OBJECTIVE & METHODOLOGY

STATEMENT OF THE PROBLEM

OBJECTIVE AND SCOPE OF THE STUDY

TYPE OF RESEARCH AND RESEARCH DESIGN

DATA COLLECTION METHOD

LIMITATION OF THE STUDY
23
3
CONCEPTUAL DISCUSSION
40
4
DATA ANALYSIS
52
5

METHODS AND TECHNIQUES OF DATA ANALYSIS

PRIMARY DATA ANALYSIS

SECONDAY DATA ANALYSIS

SURVEY
69
FINDING
SUGGESTIONS
RECOMMENDATIONS
CONCLUSION
BIBLIOGRAPHY
76
ANNEXURE
77
5
CHAPTER NO 1
INTRODUCTION OF NETWORK18 MEDIA & INVESTMENTS LIMITED.
The Network18 Group is a media and entertainment company with interests in television, internet, films,
e-commerce, magazines, mobile content and allied businesses. Through its subsidiary 'TV18 Broadcast
Ltd.' [BSE: 532800, NSE: TV18BRDCST], the group operates news channels - CNBC-TV18, CNBC
Awaaz, CNBC-TV18 Prime HD, CNN-IBN, IBN7 and IBN-Lokmat (a Marathi regional news channel
in partnership with the Lokmat group). TV18 also operates a joint venture with Viacom, called
Viacom18, which houses a portfolio of popular entertainment channels – Colors, Colors HD,MTV,
SONIC, Comedy Central, VH1, Nick. Nick Jr. and Nick Teen - and Viacom18 Motion Pictures, the
group’s filmed entertainment business.
TV18 has also forayed into the Indian factual entertainment space through A+E Networks | TV18 (a
joint venture between A+E Networks and TV18 Broadcast) and operates HistoryTV18. TV18 and
Viacom18 have also formed a strategic joint venture called IndiaCast, a multi-platform 'content asset
monetization' entity mandated to drive domestic and international channels distribution, placement
services and content syndication for the bouquet of channels from TV18, Viacom18 and other
broadcasters.
Through 'Network18 Media & Investments Ltd.' [BSE: 532798, NSE: Network18], the group operates
its digital, publishing and e-commerce assets including moneycontrol.com, ibnlive.com, in.com and
firstpost.com.
'Network18' also operates e-commerce properties like HomeShop18 and bookmyshow.com and
publishes Forbes India, the nation's first local edition of a foreign news magazine title and one of the
world’s most influential business brands, in collaboration with Forbes Media. In addition, through
'Network18', the group operates Network18 Publishing, a player in the special interest publishing space
as well as E18, the group's event management venture and Sport18, its sports management and
marketing division. 'Network18' has investments in Yatra, DEN Networks and other Capital18 portfolio
companies.
6
OVERVIEW OF THE INDUSTRY
The media and entertainment industry captures a wide variety of companies that serve to provide
products and services that keep the everyday consumer engaged. There are a number of segments within
the industry, each of which provides a different form of entertainment to consumers around the world.
These segments include traditional print media, television, radio broadcasting, film entertainment, video
games, advertising and perhaps most importantly, the manufacturers of the technology that the above
segments rely on. The significance of these manufacturers cannot be overlooked when considering the
industry as a whole; after all none of these segments has been around longer than the technology used
for its distribution. Due to its dependency on technological developments new segments of the media
and entertainment industry are constantly up and coming. To that end, the most significant technological
development (in recent years, at least) for the evolution of the media industry has been the rise of the
internet. This technology alone has changed how media is consumed and furthermore has created
entirely new sectors and platforms for mainstream entertainment that are still in the early stages of their
development.
In 2007 the U.S. spent roughly $930 billion on the media industry as a whole, with advertising spending
accounting for over $284 billion.
Advertising
In 2007 U.S. advertising spending was about $284 billion, nearly 31% of total spending on the entire
media industry. Advertising has long been the major revenue generator for media companies.[1] The
advertising industry utilizes nearly every communication channel available to make their clients'
products and services known. Major mediums for advertising include television, radio, print media, and
to an increasingly large degree, the internet. Other platforms for advertising include public
advertisements like billboards (both traditional and digital) and city busses.
The development of internet advertising has had a very significant impact on the advertising industry
and has created some trouble for many media companies that rely on traditional advertising platforms.
With over 80 million broadband internet connections in the U.S. during 2007, advertising companies
have found a new and very significant audience Major companies in the advertising industry include
7
Print Media
Companies that produce and distribute newspapers, magazines, and books are considered to be in the
print media segment. Many of these companies use the subscription revenue model, which is very
attractive as customers pay for product before receiving it, allowing the firm to invest the proceeds,
earning a return even before delivering the product. Also, the cost structure of the publishing business is
mostly fixed. The printing machinery and distribution network of a typical publisher can deliver 750,000
copies for only slightly more than the cost of delivering 500,000 copies, meaning higher volume falls
directly to profits (also known as leveraging costs). This allows excellent return on capital for the larger
publishers. Lastly, these firms have valuable intangible assets in the form of brands that protect their
products from competition. Value Line, despite a complete lack of product innovation and no embrace
of the internet, can still afford to charge a premium for their product because of its long standing
reputation with investors.
However, beware the internet. More than any other business sector, the internet has affected the business
model of media companies drastically. Once upon a time, newspapers were an outstanding business.
Many had a monopoly within their city, as few cities were large enough to support more than one.
However, the internet allows anyone to read news from around the world, advertising has moved online
(leading to falling print ad rates), and classified ads took a hit from eBay (EBAY) and Craigslist. Keep
in mind how the internet can hurt (or help) your publisher of choice.
Since the rise of the internet, print media companies have had a difficult time keeping up with the pace
of the industry. Internet advertising has seen strong fast paced growth in recent years and as a result
newspapers and magazines have had trouble attracting ad revenues. In 2006 there were 2,344 totals daily
and Sunday newspapers distributed throughout the U.S. and newspaper companies earned $49.3 in
advertising revenue. U.S. Magazine advertising revenues for 2006 were $24.0 billion. Evidence of the
print media industry's struggle against internet advertising can be seen in decreasing ad revenue figures.
The Newspaper Association of America reported that 2007 newspaper ad revenues were down 9.4% to
$42 billion, the most significant percentage loss in the 50 years that the NAA has been reporting these
figures. Companies that produce and distribute print media such as newspapers, magazines and books
include
8
Television
The television segment of the media and entertainment industry includes a large number of companies
that compete directly and indirectly by offering various services to consumers. It has long been a
traditional entertainment segment and has evolved in many directions since its beginning. Today there
are various offerings for television users including network television channels, cable networks and
satellite television services. The latter two options are generally subscription based services which offer
programming not available to non-subscribers. In 2007 there were roughly 112 million U.S. households
with televisions, or about one third of the entire population.
As the technology supporting the media and entertainment industry evolves, television service providers
are required to evolve their services in order to keep up. Television providers have had some success in
keeping up with the fast paced and fiercely competitive industry though. Since the TiVo hit shelves in
1997 service providers like Comcast and DirecTV have produced similar hardware and services for their
subscribers. The popularity of the internet however, has not been such a quick fix for companies in this
segment. As with print publishing, television broadcasting companies are now competing with the
enormous advertising platform that is the internet. Furthermore, programming that was once exclusively
available through television service subscriptions can be found (both legally and illegally) with the click
of a mouse. Companies involved in television broadcasting include

CBS (CBS)

Cablevision Systems (CVC)

Comcast (CMCSA)

Discovery Holding Co (DISCA)

News Corporation (NWS)

General Electric Company (GE) (Owner of NBC Universal)

The DirecTV Group (DTV)

TiVo (TIVO)

Time Warner (TWX)

Viacom (VIA)

Verizon Communications (VZ)

Virgin Media (VMED)
9
PROFILE OF THE ORGANISATION
The Network18 Group is a media and entertainment company with interests in television, internet,
films, e-commerce, magazines, mobile content and allied businesses. Through its subsidiary 'TV18
Broadcast Ltd.' [BSE: 532800, NSE: TV18BRDCST], the group operates news channels - CNBCTV18, CNBC Awaaz, CNBC-TV18 Prime HD, CNN-IBN, IBN7 and IBN-Lokmat (a Marathi
regional news channel in partnership with the Lokmat group). TV18 also operates a joint venture
with Viacom, called Viacom18, which houses a portfolio of popular entertainment channels –
Colors, Colors HD,MTV, SONIC, Comedy Central, VH1, Nick. Nick Jr. and Nick Teen - and
Viacom18 Motion Pictures, the group’s filmed entertainment business. TV18 has also forayed into
the Indian factual entertainment space through A+E Networks | TV18 (a joint venture between A+E
Networks and TV18 Broadcast) and operates HistoryTV18. TV18 and Viacom18 have also formed a
strategic joint venture called IndiaCast, a multi-platform 'content asset monetization' entity mandated
to drive domestic and international channels distribution, placement services and content syndication
for the bouquet of channels from TV18, Viacom18 and other broadcasters. Through 'Network18
Media & Investments Ltd.' [BSE: 532798, NSE: Network18], the group operates its digital,
publishing and e-commerce assets including moneycontrol.com, ibnlive.com, in.com and
firstpost.com. 'Network18' also operates e-commerce properties like HomeShop18 and
bookmyshow.com and publishes Forbes India, the nation's first local edition of a foreign news
magazine title and one of the world’s most influential business brands, in collaboration with Forbes
Media. In addition, through 'Network18', the group operates Network18 Publishing, a player in the
special interest publishing space as well as E18, the group's event management venture and Sport18,
its sports management and marketing division. 'Network18' has investments in Yatra, DEN
Networks and other Capital18 portfolio companies.
CNBC-TV18
CNBC-TV18 is India's No.1 business medium and the undisputed leader in business news. CNBCTV18 has been an integral part of the Indian economic story, spearheading and mirroring these
enterprising times. The channel's benchmark coverage extends from corporate news, financial
markets coverage, expert perspective on investing and management to industry verticals and beyond.
CNBC-TV18 has been constantly innovating with new genres of programming that helps make
business more relevant to different constituencies across India. India’s most able business audience
10
consumes CNBC-TV18 for their information & investing needs. This audience is highly diversified
at one level comprising of key groups such as business leaders, professionals, retail investors,
brokers and traders, intermediaries, self employed professionals, High Net Worth individuals,
students and even homemakers but shares a distinct commonality in terms of their spirit of
enterprise.CNBC-TV18 is currently available in over 35 million households in India
CNBC-AWAAZ
CNBC Awaaz is a Hindi Business News Channel. The channel reaches out to India’s Hindi speaking
consumers and is a source for information on intelligent investing, saving, spending decisions, as
well as the latest career opportunities. The CNBC AWAAZ editorial team brings with them more
than 15 years of experience each and a nationwide network spanning more than 45 cities. The
reporting team is backed by a strong research set up, the first of its kind in India that specializes in
research including consumer research, commodity markets, small business related information and
stock markets. With www.hindi.moneycontrol.com, CNBC AWAAZ is now just a click away.
CNBC-TV18 Prime HD
The channel is India’s first HD enabled business news service, a new offering from CNBC-TV18,
India’s No.1 business news channel. Viewers are offered live, unprecedented access to global
markets through the day along with rich in-depth live financial data and news alerts, through a
unique ‘2 window’ screen architecture. The channel is available on DISH TV (Ch. No. 76),
Videocon D2H (Channel Number 975) and Hathway Digital (Ch. No.381) and is ‘Commercial free’
currently.
CNN-IBN
CNN-IBN is India's leading English News Channel and is one of the most respected and trusted
sources for news and information in the country today. Led by the country’s most credible face in
news television Padma Shri Rajdeep Sardesai, backed by a team of renowned journalists and
supported by cutting edge broadcast technology, CNN-IBN brings to its viewers news that is
unmatched in quality. CNN-IBN has been the world’s window to India and India's window to the
world. The channel has been a ‘thought leader’ and has pioneered several path breaking initiatives
that include CNN-IBN Indian of the Year, Real Heroes, Citizen Journalist Awards, Young Indian
11
Leaders, India Positive Awards, and State of the Nation (channel’s flagship bi-annual poll), to name
a few. Dedicated to becoming an engine of new journalism by treating news as sacred and giving the
viewer a voice, the channel reaches out to an average of 20 million viewers every month. During the
last 8 years, the channel has won over 170 awards and accolades at the prestigious Asian Television
Awards, Ramnath Goenka Excellence in Journalism Awards, Indian Television Academy Awards,
News Television Awards and Indian Telly Awards making it India’s most awarded English News
Channel.
IBN7
India's Channel of Impact - IBN7, is a Hindi News Channel with a single motive and promise to
present news in a “no-nonsense manner” and deliver “truth in context” to the discerning viewers.
The channel has a strong team of the best news professionals in the country, led by Padma Shri
Rajdeep Sardesai and the channel’s Managing Editor Ashutosh. IBN7 boasts of some of the leading
journalists in India and an editorial team that has names like Sanjeev Paliwal, Sandeep Chaudhary,
MK Jha & Smita Sharma. Re-iterating its fearless approach to journalism and undying commitment
to delivering the truth, IBN7, recently donned a world-class new look which accentuates the news
content and positioning of the channel. The channel’s new logo has helped position it in a
contemporary light; new colours, that bind it back to the mother brand Network18; and a new tagline
– Bebaq Bekhauf – which is a logical continuation of the earlier tag line "Khabar – Har keemat Par"
that reflects the channel’s approach to covering news. Within seven years of its inception, IBN7 has
emerged as the thought leader in the cluttered Hindi news space with initiatives like IBN7 Diamond
States Awards, IBN7 Super Idols, IBN7 Zindagi LIVE Awards, Citizen Journalist Awards, Young
Indian Leaders, IBN7 Guru Shishya Awards etc. From giving the complete and holistic news
coverage in ‘Danke Ki Chot Par’ to celebrating the triumphs of ordinary people on Zindagi LIVE to
turning the spotlight on the newsmakers of the week on ‘Teekhi Baat, Prabhu (Chawla) Ke Saath’,
the programming on IBN7 has been impactful, full of insights and relevant.
IBN LOKMAT
IBN-Lokmat is the joint venture of two leading media powerhouses in India, Network 18’s TV18
Broadcast Pvt. Ltd. and the Lokmat Group, running Maharashtra’s foremost newspaper. The 24hours prime Marathi News Channel, over the past five years, has positioned itself on top of the
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ladder in the regional news industry. It is known for its distinct content and exceptional coverage of
both national and international news, making it Maharashtra’s leading Marathi news and current
affairs channel. IBN-Lokmat’s ‘Aajcha Sawal’, a daily news discussion primetime show maintains
its promise to reach out to every Marathi in the world and ‘Great Bhet’ brings to its viewers a
weekly interview with renowned personalities from various fields. Corresponding with every
Marathi in India and across the globe, IBN-Lokmat has created an exclusive place for itself in the
news industry. The channel is lead by veteran journalist Nikhil Wagle as the Editor and Padma Shri
Rajdeep Sardesai as its Editor-in-Chief and has in a short time grown by leaps and bounds. With an
exceptional team of reporters, expert journalists and non-stop coverage, IBN-Lokmat has contributed
to the rise of the news industry. Attracting Marathi viewers in even the smallest part of the nation,
the channel brings round-the-clock relevant information to all its viewers.
HISTORY TV18
HISTORY TV18 is a factual entertainment channel that was launched by AETN18, a joint venture
between Network18 and A+E Networks (formerly known as A&E Television Networks) which
operates acclaimed global brands like History, Bio, Crime & Investigation Network and Lifetime.
The channel is the first in a bouquet of factual entertainment channels to be launched by the joint
venture in India. HISTORY TV18 is the leading destination for award-winning original non-fiction
series and event specials that connect history with viewers in an informative, immersive and
entertaining manner across multiple platforms. Programming covers a diverse variety of historical
genres ranging from contemporary history to core history, technology to natural history, as well as
science, archaeology and transport. The channel emerged as the leader in the factual entertainment
genre in the 6 metros & key market clusters within a few weeks of its launch in October, ‘11. With a
connectivity of 50 million households on leading cable TV platforms and DTH platforms,
HISTORY TV18 reaches out to over 23 million viewers every week across the country.
Viacom18
Viacom 18 Media Pvt. Ltd. is a 50/50 joint venture operation in India between Viacom Inc and
TV18 Broadcast Ltd. Viacom18 Media Pvt. Ltd. operates eight general entertainment channels MTV, COLORS, COLORS HD, Nick,Nick Jr. & Teen Nick, SONIC, Vh1, Comedy Central and a
film business through Viacom18 Motion Pictures, that produces, acquires and distributes Hindi
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films, This apart, Viacom18 also runs Viacom's consumer products division in India. For more
information on Viacom18, Viacom or Network18, log on to www.viacom18.com, www.viacom.com
and www.network18online.com respectively.
IndiaCast
‘IndiaCast’ is a multi-platform ‘Content Asset Monetization’ entity, jointly owned by TV18 &
Viacom18. IndiaCast drives Domestic Distribution, Placement Services, International channel
distribution & ad sales, new media (digital) distribution and Content Syndication for TV18,
Viacom18, A+E Networks | TV18 and ETV channels. The entity also distributes Sun Network
Channels and Disney Channels in the Hindi Speaking Markets (HSMs) across India.
www.moneycontrol.com
India's number 1 financial portal, moneycontrol.com reaches out to a wide cross-section of investors
in the online space. With its in-depth reporting and analysis of the financial sector,
moneycontrol.com has a loyal user base who make the site bigger than the rest of the category in a
lot of significant parameters. Initially focused on stock market investors, moneycontrol.com today
caters to the needs of investors across asset classes: equity, fixed income, real estate, and
commodities.
Firstpost
Firstpost, India’s first exclusively digital newsroom, created the breaking views and non-stop
journalism category in India. It serves as a trusted guide to the crush of news and ideas around us.
With thoughtful analysis and fearless views, Firstpost editors and writers track news in India and the
world and provide a perspective that is reflective of a changing dynamic.
www.ibnlive.com
IBNlive is India's leading and definitive news portal that provides dynamic online content including
streaming video feeds from CNN-IBN and IBN7, breaking news alerts, and video downloads on
mobile phones for users on the go. A popular feature is IBNBlogs, where users can interact and
share views and opinions with our journalists through regular online posts.
14
Forbes India
Forbes is the world’s leading business magazine and since its inception in 1917, it has stood,
unwavering, for one overriding principle: the unshakable belief in the power of free enterprise.
www.homeshop18.com
Homeshop18’s mission is to build India’s most comprehensive virtual retailing business that offers
consumers unmatched convenience of shopping and best value for money. HomeShop18 is a venture
of the Network18 Group, one of India's leading media, Internet and entertainment groups. GS
HomeShopping (Korea’s biggest online retailer) and SAIF Partners (a leading venture capital firm)
are other investors in Homeshop18. Homeshop18 is India’s leading virtual retailer operating in a
multimedia environment that includes television, web, catalogue and print to sell high quality
products and services directly to consumers across the country. Homeshop18 launched India’s first
24 hour Home Shopping TV channel on April 9 2008 and has since partnered with the best brands in
the country including Apple, Motorola, Reebok, Philips, Kaya, Godrej and others to provide
superlative quality and exceptional value right from the stage of product selection, to placing the
order and all the way to the final delivery at the consumer’s doorstep. Today’s Homeshop18 works
with more than 400 top brands selling more than 20,000 SKUs (excluding the long tail) spanning
multiple product categories. Today, Homeshop18 acquires a customer every 8 seconds, has over 4m
customers and a high percentage of repeat buyers. This success is testimony to the company’s
customer centric practices that have sent benchmarks in the retailing industry.
www.bookmyshow.com
Bookmyshow.com is India’s No.1 entertainment e-ticketing brand. It’s operated by Big Tree
Entertainment which is the country’s premiere comprehensive ticketing, information and analysis
solutions provider. It provides cinemas and event organizers as well as the consumers a complete
range of solutions through call centers, Internet ticketing, kiosk and a mobile ticketing platform.
Today Bigtree's tentacles extend across the entire matrix of the motion picture distribution and
exhibition. With a dedicated team of over 300 people, Bigtree is poised for growth in each sphere of
its operations.
15
Network18 Publishing
Network18 Publishing is one of India’s leading special interest publishers spanning print, digital and
on-ground. Popular titles include Overdrive, Better Photography, Entrepreneur, Better Interiors.
Network18 Publishing encompasses a diversified franchise including allied events, exhibitions,
awards, seminars and brand solutions in the B2C and B2B space.
www.in.com
In.com is one of the country’s leading horizontal portals, bringing in the latest and best in
entertainment and news for everyone. Videos, Music, News, Celebrities, Listings, Games and the
world’s shortest email id....In.com is India’s gateway to the internet.
www.tech2.com
Tech2 is India's biggest and most comprehensive personal technology website. Along with in-depth
and authoritative reviews across 40+ product categories, tech2 also offers its readers a continuous
stream of new and analysis on the latest trends in the world of technology.
www.poweryourtrade.com
PowerYourTrade is a financial advisory portal, delivering a comprehensive mix of expert advice,
stock news and analysis to investors and traders. This site has India's leading technical and
fundamental analysts giving out daily trading calls, as well as long-term investment strategies.
www.compareindia.com
CompareIndia is India's foremost online pre-purchase research and comparison site. It helps millions
of consumers identify the right product at the right price and at the right location. Thousands of
dealers and resellers across India update prices for hundreds of thousands of products, both onground and online, giving users the most up-to-date price and product comparison tool in the
country.
Biztech2
Biztech2.com, the business technology media label from Network18, is the widest-reach business
technology media brand in India today, aimed at building and empowering a community of business
16
technology decision makers. Biztech2.0 TV, the online, on-demand Enterprise Technology channel
on BizTech2.com is a revolution in enterprise technology media in India, with never-before-seen
case studies, features, interviews and more on cutting-edge Internet video.
Mobile18
Mobile18, the mobile arm of Web18, is focused on delivering the best of Network18 content and
services to millions of users through its wide suite of products and solutions. From live streaming to
WAP services, from developing exclusive products for voice and data platforms to championing the
network short code 51818, Mobile18 is at the forefront in this converging multi-device age.
www.yatra.com
Yatra provides travel-related information, pricing, availability and reservations for airlines, hotels,
railway, buses and car rentals across 5000 large cities and small rural areas throughout India. Yatra's
multi-language customer service center enablesbusiness and family/leisure travelers to make wellinformed and cost effective bookings 24 hours a day or night, 365 days a year, through its online,
call center and mobile support.
Capital18
Capital18 is the group’s venture capital and private equity arm focused on making investments in
media, entertainment and technology ventures.
BOARD OF DIRECTORS
Alok Agrawal (Group COO of Network18)
Alok Agrawal, 48 years, is the Group COO of Network 18. A highly driven and accomplished
business leader with deep interest in leveraging new media, and opportunities in the digital space,
Alok has the mandate of providing Network18 with the strategic vision and leadership towards
fulfilling its objective of becoming the first truly global Indian media conglomerate. Alok has over 2
decades of rich experience in leveraging global and regional opportunities, strategizing innovative
products and offerings and delivering manifold business growth.
17
Prior to joining Network18, Alok was CEO, Zee News Ltd. He has also been COO, South West Asia
Cheil Worldwide (Samsung Group) and has held leadership positions at Bates 141 and Grey
Advertising. An alumnus of IIT Kanpur & IIM Bangalore, Alok has studied Social Media Marketing
at Wharton.
Umesh Upadhyay (President News, Network18)
Umesh Upadhyay, President News, Network18 has been working in the field of media and
academics for over 25 years. He is an Alumnus of Jawaharlal Nehru University (JNU) and the
University of Delhi. He has done his Masters and M.Phil from the School of International Studies,
JNU. He has served as a member of the Academic Council of Delhi University. He has also been
trained at the Film & Television Institute of India (FTII), Pune, Asian Institute for Broadcasting
Development (Kula Lumpur), BSky B (London), Thames Studios (UK) and CPC (Delhi).
Starting his career as a lecturer in Political Science in the University of Delhi, he has held top
editorial and executive positions in some of the prime media brands in India such as PTI, Zee TV,
Home TV, SAB TV, Doordarshan, and Janmat. He has been associated with All India Radio (AIR)
as a political analyst and commentator. He is member of the Editors Guild of India. Umesh has also
held senior position in Academic field as Director of Disha Education Society, Raipur. Apart from
managing affairs of Disha Group of Institutions, he was designated as Pro VC of the upcoming
Disha University.
Senthil Chengalvarayan (President & Editorial Director, TV18 Business Media)
SenthilChengalvarayan, 49 years, is the President and Editorial Director of Network18’s Business
Media. In this role, Senthil heads a host of verticals which form part of the group’s Business Media
Ecosystem (this includes Business/Tech/Personal Finance magazines, financial portals, business
wires and extensions of CNBC TV18 & CNBC Awaaz, business news on the mobile etc.).
Prior to this, Senthil was the Managing Editor of CNBC TV18, a service he helped start as its editor
in 1999. As a pioneer of Business Television in India he led a team of journalists that made CNBC
TV18 the most successful media network in the Country. Senthil, who has been a business journalist
for over two decades, spent his early years with some of India’s leading business dailies before
joining Television Eighteen in 1994 when it was just a 30 man outfit. It was then a company
18
pioneering the entry of private players into Television News in India. Senthil was a key participant
in the effort that saw the industry break the shackles of government controlled news and grow into
the phenomenon that it is today.
Senthil has been an invited speaker at a number of industry seminars. He was voted as one of India’s
top 5 English news anchors by the Hindustan Times C-Fore Survey in 2007, the first Business
Anchor to be included in that list. He is also a recipient of the Young Achiever Award from the Indo
US Business Council.
A Graduate in Economics from Madras University, he has done his Masters in Journalism from the
Times Research Foundation.
Sundeep Malhotra (Chief Executive Officer, Home Shopping Venture)
Sundeep Malhotra, 50 years, is the the Chief Executive Officer for the recently incorporated " Home
Shopping Venture". Prior to joining Network18, he was the Executive Vice President Sales with
PepsiCo India. In the six years with the organization, he was responsible for building & activating
the fast emerging On Premise & Modern Trade sales channels for India & the Subcontinent. He was
also spearheading the Key Customer relationships and building system capability to manage critical
channels & relationships. Prior to Pepsi, he had a 5 year stint with Benetton India, as their GM Sales
& Marketing for the Indian subcontinent and a 10 year stint with Bata India Ltd, across various
functions from Brand Management to Retail Head. He is a Graduate from Delhi University & has
completed his Masters from AIMA, Delhi.
Sanjay Pugalia (Editor, CNBC Awaaz)
Sanjay Pugalia, 52 years, is the Editor of CNBC Awaaz. He is a journalist with 25 years of
experience across leading media organizations, both print and electronic. Prior to joining
Network18, he was the News Director at Star News, having helped Star TV make its successful
foray in the business of new dissemination in India. He also served as the Executive Editor of Zee
News and Deputy Executive Producer at AajTak when these channels were evolving only to redefine
Hindi TV journalism later on. His earlier experience also includes stints with the Navbharat Times,
the Business Standard and BBC Radio. He has covered both political as well as corporate events
with utmost ease. He is a Graduate in Political Science & History.
19
Sarbvir Singh (Managing Director, Capital18)
Sarbvir Singh, 41 years is the Managing Director of Capital18. Sarbvir has 17years of global
experience in investment management and business operations. He started his career with Emerson
Electric in Hong Kong, responsible first for business development across Asia and then marketing in
China. Subsequently, he spent five years with Citigroup in New York, where he was responsible for
making investments in the global consumer sector. As the Managing Director of Capital18, Sarbvir
has been responsible for identifying, investing in and scaling up ventures that meet the investment
philosophy of Capital18. Over the past two years, Capital18 has emerged as one of the leading
venture capital players in the media & entertainment space and is recognized as a partner of choice
for high growth companies across the sector. He holds a degree in business management from IIM
Ahmedabad and is a graduate of IIT Delhi.
Anil Srivastava (Senior Vice President - Corporate Affairs & Company Secretary, Network18
Group)
Anil Srivastava, 56 years, is the Senior Vice President - Corporate Affairs & Company Secretary of
the Network18 Group. He has extensive experience in handling public issues, corporate laws, legal,
finance, foreign exchange, Trade mark, Information & Broadcasting matters in career spanning over
29 years in organizations such as Kitply Industries (1984 - 1991), Lifeline Injects (1991 - 1993),
Phoenix Group (1993 - 1998).
At Network18 he has been instrumental in raising of funds through Public, Rights Issues as well as
debt funding. He played an active role in the restructuring of the Group and has handled a number of
due diligence processes for the group companies. As a senior management person in Network18, he
is responsible for managing the public issues & secretarial matters, finance, strategy related matters
including Intellectual Property related matters across the Group apart from dealing with Information
& Broadcasting Ministry. He manages the affairs of 3 Indian Listed companies and a large number
of closely held companies including foreign companies.
He is an alumnus of University of Delhi (graduating batch of 1976), Post Graduate in Commerce and
a Fellow member of Institute of Company Secretaries of India and a law graduate.
20
Anil Uniyal (CEO, CNBC TV18 & CNBC Awaaz)
Anil Uniyal, 40 years,joined the Group in 2001. Prior to his appointment as the CEO of the CNBC
Channels, Anil was leading the commercial arm of the Group, Network18 Media with
responsibilities for driving the top line for the CNBC Channels and Forbes India. He has played a
leadership role in building different revenue verticals for Network18, from inventory sales to setting
up the customized solutions business. As the CEO, Anil is responsible for the strategic, financial and
operational management of India's No.1 business news network. Anil is a Graduate from Delhi
University & a Post Graduate in Marketing.
Kshipra Jatana (Group General Counsel, Network18)
Kshipra Jatana is Group General Counsel for Network18. Kshipra oversees legal operations and
regulatory matters for all group businesses and joint ventures including A+E Networks | TV18,
Viacom18, HomeShop18 and Indiacast. Earlier Kshipra has been Head, Legal for the Group’s news
networks and General Counsel at Capital18, the group’s investment arm where she was responsible
for deal structuring, legal and compliance for its portfolio investments. Kshipra brings with her 17
years of work experience in the legal advisory and corporate law space. Prior to joining Network18,
she was the General Counsel/Head of M&A at MIH India and has also worked with Star TV and
AZB & Partners in the past. She holds a degree in law & sociology from the University of Delhi.
Piyush Gupta (Operations Director and CTO, Broadcast at Network18)
Piyush Gupta, 40 years, is the Operations Director and CTO-Broadcast at Network 18. He is
responsible for setting up the work processes and technology within the group. Prior to this role he
led various projects for Network18 including designing of studios and setting up various facilities at
Mumbai and NOIDA. Starting with launch of CNBC TV18, India’s first business news channel, all
TV channels under the umbrella of Network18 were setup and launched under his leadership which
include but not limited to CNBC Awaaz, CNN IBN, Home Shop 18 and Colors. He also maneuvered
the migration of broadcast operations of Viacom channels viz MTV, Nick and vh1 from Singapore
to India after yet another successful takeover of IBN7 (earlier part of Jagran Group).
21
He comes with rich experience of more than 17 years in the field of broadcast operations. He has
been responsible for scaling up as well as setting up new verticals in Operations within the group.
Starting with a small team consisting of 20-25 people in late 90s now he leads indisputably the best
team having strength of 250+ professionals spread across the network. He joined Network18 in 1996
as Broadcast Engineer and has worked here since then apart from a short stint with NDTV.
He is a Graduate in Electronics from Delhi University and a member of EMPC (Electronic Media
Production Centre) committee at IGNOU.
Sandeep Khosla (CEO, Network18 Publishing)
Sandeep Khosla, 48 years, is the CEO of Network18 Publishing. Network 18 Publishing
encompasses Business to Consumer (B2C) magazines, Business to Business (B2B) magazines and
Business Directories Division (BDD).The division also conducts exhibitions, produces TV content
apart from generating & publishing content for the web. As a natural extension to the magazines, the
division conducts seminars, conferences and awards for diverse industries. Sandeep brings with him
over 25 years of rich experience in the media industry and has been with the Network18 group for
the past 2 years. Before joining the group Sandeep headed the Business Publications Division,
International Marketing and Special Events & Projects group at The Indian Express. In his earlier
stint at The Indian Express, Sandeep was the Head of All India Sales & Marketing, The Financial
Express, Lokasatta & Screen. Sandeep is a graduate from Kanpur University & has undergone the
LMI course from Mumbai.
Sanjay Sharma (Director Operations, Network18 & COO - IBN Lokmat)
Sanjay Sharma, 42 Years, is the Director Operations of Network18 and COO of IBN Lokmat, the
regional news channel of IBN18 and Lokmat. Sanjay had worked with NVL (NVL was the first
company to provide technical support and guidance in the broadcast arena in India) for first 4 years
of his career. He joined Network18 in 1994 and has been involved in each and every project which
Network18 group has undertaken in the last 15 years. Sanjay is responsible for all the technical and
operational related matters of the broadcast, web and print businesses of the group. He is also
responsible for the business aspects of IBN Lokmat. Sanjay has done his B.Sc. in Electronics from
Delhi University.
22
CHAPTER NO 2
RESEARCH OBJECTIVES RESEARCH METHODOLOGY
The current research will be aimed at determining the HR Practices and Policies at Network18
Media & Investments Limited. The research will be focused on the following major issues.
a) To study the significance of HR Practices and policies.
b) To study the system development at Network18 Media & Investments Limited
c) To measure the factors related to HR Practices and Policies.
d) To study the employee relation and executive response for Practices and Policies in
Network18 Media & Investments Limited.
RESEARCH METHODOLOGY
In order to cope up with the emerging challenges due to tough global competitions, the way out for
this is to produce quality products at reasonable prices. This is possible only through an organization
culture of quality consciousness and enhanced productivity. Optimal utilization of resources
especially the human resources are one sure way of meeting this objective. That’s why proper
induction of an employee is very important.
STATEMENT OF THE PROBLEM
The topic selected for the study is “A study on HR Practices and policies of “NETWORK18 MEDIA &
INVESTMENTS LIMITED”. The main theme of the project is the analysis and interpretation of
practices of the employees using HR practices as a tool.
It is prepared to know whether the company is preparing well or not; performance of the company and
about its competitiveness by the analysis and interpretation of the HR practices.
A critical study of the effectiveness of HR Practices and Policies system and suggest ways for
improvement.
23
The problem lies in identifying relationship, mutual understanding between the management and the
employees.
The HR Practices and Policies system provides detailed information about person so that the
management can take appropriate steps to improve and achieve the organization goals and help to
maintain the smooth relationship between them.
SCHEME OF RESEARCH
The following methodology was adopted in project

Comprises of understanding the theoretical concepts in general.
 Questionnaire study
 Analysis of the primary data
 Analysis of the secondary data
RESEARCH DESIGN
Research design means a specified framework for controlling the data collection. The research is of
descriptive in nature, which could provide an accurate picture of induction procedure conducted in the
organization. Descriptive research includes surveys and fact-finding inquiries of different kinds. The
research is of Ex post facto nature in which researcher no control over the variables has. Statistical
method lay stress on objectivity rather than rely on intuition and judgment and average & percentages
can easily be calculated.
The statically method needs the collection of data in two forms
1. Primary data
2. Secondary data
1.
PRIMARY DATA
The primary data are those, which are collected afresh and for the first time, and thus happen to be
original in character. The data on the required information is collected from actual persons using the
product/ services. This data is more suited for the objectives of the project.
2. SECONDARY DATA
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The data which have already been collected by someone else or taken from published or unpublished
sources and which have been already been passed through the statistical process.
MODE OF DATA COLLECTION
The study is based on Secondary data which includes:- Secondary Data will be gathered from books and
journals on HR Practices and Policies in Network18 Media & Investments Limited.
MANAGERIAL USEFULNESS OF STUDY
INTRODUCTION OF HR PRACTICES AND POLICIES:
This study belongs to organization effectiveness through HR practice and Policies. In this we are
studying how organization is effected through HR practice and policies.
The role of Human Resources is changing as fast as technology and the global marketplace. Historically,
the HR Department was viewed as administration, kept personal files and other records, managed the
hiring process, and provided other administrative support to the business. Those times have changed.
The positive result of these changes is that HR professionals have the opportunity to play a more
strategic role in the business. The challenge for HR managers is to keep up to date with the latest HR
innovations—technological, legal, and otherwise.
This special report will discuss the best practices in HR management for 2010—in other words, how HR
managers can anticipate and address some of the most challenging HR issues this year. This report will
give you the information you need to know about these current HR challenges and how to most
effectively manage them in your workplace.
Human resources is an increasingly broadening term with which an organization, or other human system
describes the combination of traditionally administrative personnel functions with acquisition and
application of skills, knowledge and experience, Employee Relations and resource planning at various
levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System
Theory. Human resources have at least two related interpretations depending on context. The original
usage derives from political economy and economics, where it was traditionally called labor, one of four
25
factors of production although this perspective is changing as a function of new and ongoing research
into more strategic approaches at national levels. This first usage is used more in terms of `human
resources development', and can go beyond just organizations to the level of nations. The more
traditional usage within corporations and businesses refers to the individuals within a firm or agency,
and to the portion of the organization that deals with hiring, firing, training, and other personnel issues,
typically referred to as `human resources management'. This article addresses both definitions.
The objective of human resources development (the `s' is important in human resource`s' in that it
underscores individuality/variability) is to foster human resourcefulness through enlightened and
cohesive policies in education, training, health and employment at all levels, from corporate to national
(Lawrence 2000) Human resource management's objective, on the other hand, is to maximize the return
on investment from the organization's human capital and minimize financial risk. It is the responsibility
of human resource managers in a corporate context to conduct these activities in an effective, legal, fair,
and consistent manner.
Human resource management serves these key functions:
1. Recruitment & Selection
2. Training and Development
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record keeping of all personal data.
8. Compensation, pensions, bonuses etc in liaison with Payroll
9. Confidential advice to internal 'customers' in relation to problems at work
10. Career development
Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative
and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires
identifying the processes, their sequence and interaction, and to define and communicate responsibilities
and authorities. In general, heavily unionized nations such as France and Germany have adopted and
encouraged such job descriptions especially within trade unions. The International Labour Organization
26
also in 2001 decided to revisit, and revise its 1975 Recommendation 150 on Human Resources
Development. One view of these trends is that a strong social consensus on political economy and a
good social welfare system facilitates labor mobility and tends to make the entire economy more
productive, as labor can develop skills and experience in various ways, and move from one enterprise to
another with little controversy or difficulty in adapting. Another view is that governments should
become more aware of their national role in facilitating human resources development across all sectors.
An important controversy regarding labor mobility illustrates the broader philosophical issue with usage
of the phrase "human resources": governments of developing nations often regard developed nations that
encourage immigration or "guest workers" as appropriating human capital that is rightfully part of the
developing nation and required to further its growth as a civilization. They argue that this appropriation
is similar to colonial commodity fiat wherein a colonizing European power would define an arbitrary
price for natural resources, extracting which diminished national natural capital.
The debate regarding "human resources" versus human capital thus in many ways echoes the debate
regarding natural resources versus natural capital. Over time the United Nations have come to more
generally support the developing nations' point of view, and have requested significant offsetting
"foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to
continue to train new people in trades, professions, and the arts.
An extreme version of this view is that historical inequities such as African slavery must be
compensated by current developed nations, which benefited from stolen "human resources" as they were
developing. This is an extremely controversial view, but it echoes the general theme of converting
human capital to "human resources" and thus greatly diminishing its value to the host society, i.e.
"Africa", as it is put to narrow imitative use as "labor" in the using society.
In a series of reports of the UN Secretary-General to the General Assembly, a broad inter-sectoral
approach to developing human resourcefulness has been outlined as a priority for socio-economic
development and particularly anti-poverty strategies. This calls for strategic and integrated public
policies, for example in education, health, and employment sectors that promote occupational skills,
knowledge and performance enhancement (Lawrence, J.E.S. 2000).
27
In the very narrow context of corporate "human resources" management, there is a contrasting pull to
reflect and require workplace diversity that echoes the diversity of a global customer base. Foreign
language and culture skills, ingenuity, humor, and careful listening, are examples of traits that such
programs typically require. It would appear that these evidence a general shift through the human capital
point of view to an acknowledgment that human beings do contribute much more to a productive
enterprise than "work": they bring their character, their ethics, their creativity, their social connections,
and in some cases even their pets and children, and alter the character of a workplace. The term
corporate culture is used to characterize such processes at the organizational level.
The traditional but extremely narrow context of hiring, firing, and job description is considered a 20th
century anachronism. Most corporate organizations that compete in the modern global economy have
adopted a view of human capital that mirrors the modern consensus as above. Some of these, in turn,
deprecate the term "human resources" as useless. Yet the term survives, and if related to
`resourcefulness', has continued and emerging relevance to public policy.
In general the abstractions of macro-economic treat it this way - as it characterizes no mechanisms to
represent choice or ingenuity. Soon interpretation is that "firm-specific human capital" as defined in
macro-economics is the modern and correct definition of "human resources" - and that this is inadequate
to represent the contributions of "human resources" in any modern theory of political economy.
HUMAN RESOURCES DEVELOPMENT
In organizations, in terms of sex and selection it is important to consider carrying out a thorough job
analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee
required etc. At this point it is important to consider both the internal and external factors that can have
an effect on the recruitment of employees. The external factors are those out-with the powers of the
organization and include issues such as current and future trends of the labor market e.g. skills,
education level, government investment into industries etc. On the other hand internal influences are
easier to control, predict and monitor, for example management styles or even the organizational culture.
In order to know the business environment in which any organization operates, three major trends
should be considered:
28

Demographics – the characteristics of a population/workforce, for example, age, gender or social
class. This type of trend may have an effect in relation to pension offerings, insurance packages
etc.

Diversity – the variation within the population/workplace. Changes in society now mean that a
larger proportion of organizations are made up of "baby-boomers" or older employees in
comparison to thirty years ago. Traditional advocates of "workplace diversity" simply advocate
an employee base that is a mirror reflection of the make-up of society insofar as race, gender,
sexual orientation, etc.

Skills and qualifications – as industries move from manual to more managerial professions so
does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for
the jobs), employers will have to compete for employees by offering financial rewards,
community investment, etc.
In regard to how individuals respond to the changes in a labour market the following should be
understood:

Geographical spread – how far is the job from the individual? The distance to travel to work
should be in line with the pay offered by the organization and the transportation and
infrastructure of the area will also be an influencing factor in deciding who will apply for a post.

Occupational structure – the norms and values of the different careers within an organization.
Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the
profession), organization career (promotion through the firm) and unstructured (lower/unskilled
workers who work when needed).

Generational difference –different age categories of employees have certain characteristics, for
example their behavior and their expectations of the organization.
While recruitment methods are wide and varied, it is important that the job is described correctly and
that any personal specifications are stated. Job recruitment methods can be through job centers,
employment agencies/consultants, headhunting, and local/national newspapers. It is important that the
correct media is chosen to ensure an appropriate response to the advertised post.
Human Resources Development is a framework for the expansion of human capital within an
organization or (in new approaches) a municipality, region, or nation. Human Resources Development is
29
a combination of Training and Education, in a broad context of adequate health and employment
policies, that ensures the continual improvement and growth of both the individual, the organization, and
the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on
their access to education”. Kelly D, 2001Human Resources Development is the medium that drives the
process between training and learning in a broadly fostering environment. Human Resources
Development is not a defined object, but a series of organised processes, “with a specific learning
objective” (Nadler,1984) Within a national context, it becomes a strategic approach to inter sectoral
linkages between health, education and employment Human Resources Development is the structure
that allows for individual development, potentially satisfying the organization’s, or the nation's goals.
The development of the individual will benefit both the individual, the organization, or the nation and its
citizens. In the corporate vision, the Human Resources Development framework views employees, as an
asset to the enterprise whose value will be enhanced by development, “Its primary focus is on growth
and employee development…it emphasis developing individual potential and skills” (Elwood, Olton and
Trott 1996) Human Resources Development in this treatment can be in-room group training, tertiary or
vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome
that will develop the individual’s performance. At the level of a national strategy, it can be a broad
intersectoral approach to fostering creative contributions to national productivity
At the organizational level, a successful Human Resources Development program will prepare the
individual to undertake a higher level of work, “organized learning over a given period of time, to
provide the possibility of performance change” (Nadler 1984). In these settings, Human Resources
Development is the framework that focuses on the organizations competencies at the first stage, training,
and then developing the employee, through education, to satisfy the organizations long-term needs and
the individuals’ career goals and employee value to their present and future employers. Human
Resources Development can be defined simply as developing the most important section of any business
its human resource by, “attaining or upgrading the skills and attitudes of employees at all levels in order
to maximize the effectiveness of the enterprise” (Kelly 2001). The people within an organization are its
human resource. Human Resources Development from a business perspective is not entirely focused on
the individual’s growth and development, “development occurs to enhance the organization's value, not
solely for individual improvement. Individual education and development is a tool and a means to an
end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr). The broader concept of national
and more strategic attention to the development of human resources is beginning to emerge as newly
30
independent countries face strong competition for their skilled professionals and the accompanying
brain-drain they experience.
MODERN CONCEPT OF HUMAN RESOURCES
Though human resources have been part of business and organizations since the first days of agriculture,
the modern concept of human resources began in reaction to the efficiency focus of Tailorism in the
early 1900s. By 1920, psychologists and employment experts in the United States started the human
relations movement, which viewed workers in terms of their psychology and fit with companies, rather
than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing
emphasis on how leadership, cohesion, and loyalty played important roles in organizational success.
Although this view was increasingly challenged by more quantitatively rigorous and less "soft"
management techniques in the 1960s and beyond, human resources development had gained a
permanent role within organizations, agencies and nations, increasingly as not only an academic
discipline, but as a central theme in development policy.
Human resource policies are systems of codified decisions, established by an organization, to support
administrative personnel functions, performance management, employee relations and resource
planning.
Each company has a different set of circumstances, and so develops an individual set of human resource
policies.
Purposes
HR policies allow an organization to be clear with employees on:

The nature of the organization

What they should expect from the company

What the company expects of them

How policies and procedures work at your company

What is acceptable and unacceptable behavior

The consequences of unacceptable behavior
31
The establishment of policies can help an organization demonstrate, both internally and externally, that
it meets requirements for diversity, ethics and training as well as its commitments in relation to
regulation and corporate governance. For example, in order to dismiss an employee in accordance with
employment law requirements, amongst other considerations, it will normally be necessary to meet
provisions within employment contracts and collective bargaining agreements. The establishment of an
HR Policy which sets out obligations, standards of behavior and document displinary procedures, is now
the standard approach to meeting these obligations.
Developing the HR Policies
HR policies provide an organization with a mechanism to manage risk by staying up to date with current
trends in employment standards and legislation.
HR POLICIES AND PROCEDURES
This factsheet gives introductory guidance. It:

Highlights the main policies and procedures that organizations need to consider

Looks at formatting a policy and sources of information
Introducing HR policies and procedures gives organizations the opportunity to offer a fair and consistent
approach to managing their staff. For more on why HR policies are introduced, see our factsheet HR
policies and procedures: why introduce them?
11 Policy or practice areas those are crucial to effective people management and development:

Recruitment and selection

Training and learning/development

Career opportunities

Communication

Employee involvement

Team working

Performance appraisal

Pay satisfaction

Job security

job challenge/job autonomy
32

Work-life balance.
Not all policies and procedures will be relevant to all organizations, and some policies are required by
law while others are to promote good practice.
The following paragraphs indicate the range of possible policies which apply during the employment life
cycle - more detailed information and the legal requirements on each of these areas is included.
Beginning employment
Recruitment and selection
Successful recruitment depends on finding people with the necessary skills, expertise and qualifications
to deliver organizational objectives and who have the ability to make a positive contribution to the
values and aims of the organization. A diverse workforce that reflects customer groups in the local
community should be encouraged.
Elements to consider when forming a recruitment policy:

job profile/person specification

dealing with job applications - whether to use hard copy and/or online forms; confidentiality

recruitment advertising - discrimination pitfalls

selection techniques - training and validation

interviews

references

medical examinations

asylum and immigration

documentation

job analysis

equal opportunities monitoring

return on investment (ROI)/cost.
There's more information on the website via our Recruitment and talent management subject pages.
33
Induction
Designing an appropriate and cost-effective induction programme is a complex task. The programme
has to find a balance between providing all the information new employees need without overwhelming
or diverting them from integrating into the team.
The length and nature of the induction process will depend on the complexity of the job and the
background of the new employee.
Elements of an induction policy:

organization information - background and structure; departments; products and services;
physical layout

terms and conditions - hours of work; holidays, travel policy

financial - pay; bonuses; overtime; pensions

culture and values - communication

rules and procedures - data protection; email and Internet usage; equal opportunities; use of
mobile phones

health and safety - first aid; smoking; environmental aspects

training

trade unions

welfare, benefits and facilities - alcohol and drugs; employee assistance programmes.
Organizations may find it useful to have checklists that cover the pre-employment period, the first day,
the first week, the first month and the end of the probationary period (if applicable) to make sure
everything has been explained.
There's more information on the website via our Induction subject page.
During employment
Employee relations look at the partnership between employee and employer, covering areas such as
communication, grievances and discipline. It is equally important in both union and non-union
situations. While employment law is closely linked with managing employee relations, a successful
34
organization won't just base its actions on compliance with the law - exploring the concept of the
psychological contract, based on trust between employee and employer, may also be useful.
Policies and procedures that organizations may introduce include:

health and safety

disciplinary and grievance

maternity and paternity leave and pay

redundancy

absence

whistle blowing

performance management

recognition agreements (union and other)

time off and leave for trade union activities, holidays, secondment, volunteering, eldercare,
childcare, bereavement

communication and involvement, including employee voice

Harassment and bullying.
There's more information on many of these issues on the website via our HR practice, Health, safety and
wellbeing and Employment law subject pages.
Managing diversity
Diversity runs through all aspects of an organization’s policies. Managing and valuing diversity is
central to good people management and makes good business sense, so it also makes sense for diversity
to be integral within all policies. A diversity policy sets out the organization's vision and values in
relation to diversity. It will often include the remit of polices, the processes for taking action, who is
responsible and the training available.
The basic premise is that people should be valued as individuals and for reasons related to business
interests, as well as for moral and social reasons. A more diverse workforce is likely to offer a wider
range of skills and experiences and greater flexibility to meet business challenges.
Elements of a diversity policy:

gender/sex equality
35

race equality

sexual orientation

religion

age

appearance/accent

formats and accessibility of policies and procedures.
Learning, training and development
Roles and responsibilities are constantly changing, so employees will need to continually renew and
refresh their skills and competences through training. This can happen in the course of normal working
(on-the-job training) or away from the workplace (off-the-job training).
Some training is mandatory to comply with legal requirements, such as health and safety or finance.
Elements of a learning and development policy:

the organization’s vision for learning and development

opportunities available, including secondment, career breaks, courses, coaching, mentoring

who to ask to get authorization for training

support given for learning opportunities

development reviews and personal development plans

payment of professional fees

training available for 'peripheral' workers ie contractors, temporary staff

record-keeping and administration

continuing professional development and personal development allowances (if these are not part
of the employee benefits statement)

follow-up actions and transfer of learning to work.
Reward
Effective reward practices and procedures can underpin activities in recruitment, retention, turnover and
engagement. Effective implementation and communication are essential for initiatives to succeed.
36
Reward policies should be clear and simple so that employees know what's expected of them and what
they can expect to receive in return.
Elements of a reward policy:

the organization’s vision for reward, including market rates, extra responsibility allowances

how jobs are graded or evaluated

pensions/additional voluntary contributions

permanent health insurance/critical illness cover

bonuses and incentive pay

benefits and non-cash recognition

company cars

sick pay

pay reviews

equal pay.
Complementary policies
Other policies that organizations may want to consider in relation to employment include:

a mission or values statement

parental leave

work-life balance/family-friendly work practices

disability

well-being and 'wellness'

green/sustainable development

the employment of relatives/friends

conflict of interest, including personal relationships

second jobs

confidentiality

bad weather/climate conditions

relocation

suggestion schemes.
37
Ending employment
There are many reasons why employment ceases, from voluntary resignation to dismissal or
redundancy.
Areas to consider for ending employment include:

dismissal

redundancy

voluntary resignation

retirement - retirement age; pre-retirement courses; phased retirement options

end of a short-term contract

end of a probationary period

death in service.
Exit surveys can record information about why employees say they are leaving. But the data is not
always reliable. Another way to discover the reasons why is through opinion surveys during
employment.
Formatting a policy
Policies should be written in plain English, so that they are user-friendly and easily understood by all
employees.
The culture of the organization and the complexity of the policies will dictate the format. Options
include:

separate manager and employee manuals

all policies available on an intranet

key policies on notice boards.
Policies should also indicate who to go to with queries about the content and who is responsible for
updating and reviewing them.
38
LIMITATION
a) The time limit to complete the project was less.
b) The information provided by the company is not very specified and clear in order to analyze the
statement.
c) The basic nature of these statements is historical and past can never be precise.
d) Analysis of primary data is done on the assumption that the answers given by the respondents are
true and correct.
39
CHAPTER NO 3
CONCEPTUAL FRAMEWORK ON TOPIC
HUMAN RESOURCE MANAGEMENT OF NETWORK18 MEDIA & INVESTMENTS
LIMITED:1. MODE OF APPOINTMENT:
The appointment to various points shall be made in the following manner:BY DIRECT RECRUITMENT:a. The qualifications for direct recruitment shall be such as specified in the staffing pattern.
b. The appointment shall be made according to the merit list drawn at the time of selection.
c. All appointments except to class-IV services shall be made on the recommendations of the
selection Committee consisting of the following:BY PROMOTION
a. Appointment by promotion to the next higher post in the respective discipline in any
category shall be made on the basis of ‘Seniority-cum-Merit’ from amongst the employees
working in the lower category having at least five years service on the said post in the
MEDIA Industry.
BY TRANSFER:
a. By transfer of a person on deputation from any Department of Government/ Network18
Media & Investments Limited or any sister Concern Company.
b. By permanent transfer of services of surplus staff of Network18 Media & Investments
limited the terms & conditions as Prescribed by Network18 Media & Investments Limited
and adopted by the Board from time to time subject to the approval of Register.
40
c. By permanent transfer of an employee of other /Network18 Media & Investments Limited on
his own request and upon the terms & conditions as prescribed by the Network18 Media &
Investments Limited and adopted by the board from time to time subject to the approval of
Registrar.
2. COMMENCEMENT OF SERVICE:
Services shall be deemed to have commenced from the working day on which the employee
reports for duty. If he reports for the duty in the afternoon’ the services shall be deemed to have
commenced from the following day.
3. ATTENDANCE AND LATE COMING:No employee shall enter or leave the premises of the Establishment accept by the gate or
gates meant for this purpose.
An employee who is off his duty or has resigned or has been discharged or declared by the
competent Medical Authority to be suffering from any contagious or infectious disease, shall
immediately leave the premises of the Established and shall not enter any part of it, except with the
express permission of the competent authority.
All employees shall be liable to be searched both at the time of entry and exit at the main entrance of
the Establishment by an authorized person of the same sex with due dignity.
If more than one shift is working, the employee shall be liable to be transferred from one shift to
another.
3. SENIORITY:
a. The seniority of an employee under these rules shall be determined in a particular category of
post on the basis of the length of service on that post provided that in the case of employees
appointment by the direct recruitment which join within the period specified in the order of
appointment or within such period specified by direct recruitment who join with in the period
specified in the order of appointment or within such period as may from time to time be
41
extended by the appointing authority, subject to a maximum of one month from the data of
order of appointment, the order of merit determined, shall not be disturbed. Provided further
that in the case a candidate is permitted to join the service after the expiry of the said period
of one month, his seniority shall be determined from the data he joins the service.
b. Seniority of the employees of NETWORK18 MEDIA & INVESTMENTS LIMITED upon
the permanent transfer of their services to the NETWORK18 MEDIA & INVESTMENTS
LIMITED vis-à-vis other employees of NETWORK18 MEDIA & INVESTMENTS
LIMITED, shall be determined in the following manner:-
1. An employee who was working in the higher pay scale at the time of permanent
transfer shall rank senior to the employee working in the lower pay scale on that date.
5. POSTING AND TRANSFERES:
Managing Director shall be competent to post/ transfer any employee within the establishment. He
shall also be competent to transfer an employee against any equivalent post or along with post.
As and when considered necessary in the internet of work and upon request from NETWORK18
MEDIA & INVESTMENTS LIMITED the services of an employee of MEDIA INDUSTRY may
be placed on national deputation without payment of deputation allowance to any other MEDIA
COMPANY/ NETWORK18 MEDIA & INVESTMENTS LIMITED for Period upto one year in
the first instance, which can be extended further.
6. DEPUTATION
Any employee of MEDIA INDUSTRY be sent on deputation to any State level co-operative Apex.
Institution or Government Undertaking with his consent and on receipt of written requisition from
the concerned Institution/Government undertaking and with the concurrence of the NETWORK18
MEDIA & INVESTMENTS LIMITED on the terms & conditions mutually agreed upon by the
leading and borrowing organizations subject to prior approval of the Registration
42
7. PROVIDENT FUNDS:
Employees of the NETWORK18 MEDIA & INVESTMENTS LIMITED shall be entitled to the
membership of the Employees Provident Fund and other schemes under the employees Provident
Fund and Misc. Provisions Act’ 1952 irrespective of the pay drawn b him re-employed persons shall
be governed by the terms of their appointment.
8. BONUS:
Employees of the NETWORK18 MEDIA & INVESTMENTS LIMITED shall be entitled to
payment of the Bonus under the payment of Bonus Act, 1965 as amended or re-enacted from time to
time.
9. MEDICAL BENEFITS:
An employee, as and when covered under the PSI Act/Scheme, shall get medical benefits as
provided there in. An employee not covered under the PSI Act/Scheme shall be entitled to medical
benefits as may be decided by the board from time to time with the concurrence of the
NETWORK18 MEDIA & INVESTMENTS LIMITED.
10. ALLOWANCE:
Dearness Allowance, Additional Dearness Allowance, House Rent Allowance, City Compensatory
Allowance, Rural Allowance and Other Compensatory Allowance Shall be Admissible to the
Employees of the Life Insurance as per the Decision of the Board with the concurrence of the
NETWORK18 MEDIA & INVESTMENTS LIMITED and approval of the Registrar.
11. BENEFITS ADMISSIBLE IN THE EVENT OF DEATH OF AN EMPLOYEE DURING
SERVICE:
In case of death of an employee while in the service of NETWORK18 MEDIA &
INVESTMENTS LIMITED his family members shall be entitled to the following benefits/
facilities at the rates/scales and on the teams & conditions as approved by the board from time to
time with the concurrence of NETWORK18 MEDIA & INVESTMENTS LIMITED.
43
a. Ex-gratia grant.
b. House Rent Allowance.
c. Encashment of P. leaves.
d. Priority for employment of window/dependent of deceased employee.
e. Special Ex-gratia grant to the family members of an employee of the
NETWORK18 MEDIA & INVESTMENTS LIMITED Killed by terrorist action.
12. TRAINING:
Managing Director may wit the concurrence of NETWORK18 MEDIA & INVESTMENTS
LIMITED to attend a seminar/ workshop/training within the country or abroad in accordance with
the instructions of the Registrar, as may be issued from time to time.
13. LEAVE:
All the employees of NETWORK18 MEDIA & INVESTMENTS LIMITED shall be entitled to the
following kinds of leave:o PRVILEGE LEAVE (LEAVE WITH WAGES:
One day for every 18 days of service (for the purpose of calculation of days of services, the period
of Privilege Leave availed and leave without wages/ absence shall not be counted).
o CASUAL LEAVE:
12 days per annum.
o SICK LEAVE:
14 days per annum to those employees ho are not covered by the ESI ct/Schemes.
7 days per annum to these employees who are covered by the ESI Act/Scheme.
44
14. RESIGNATION:
If a regular/permanent employee intends to leave the service of the NETWORK18 MEDIA &
INVESTMENTS LIMITED by tendering resignation, he shall have to give one month’s notice in
writing, otherwise, he shall have to deposit on e month’s notice in writing, otherwise, he shall have
to deposit one month’s salary or salary for the period by which the notice falls short of one month
(for this purpose salary will include basic pay +all other allowance admissible thereon, experts
House Rent/Rural allowance, Conveyance Allowance and Medical Allowance.)24 hours notice shall
be required for tendering resignation during probation period.
The resignation tendered by the employee may be accepted by the appointing authority.
15. SUPERANNUATION / RETIREMENT
Every employee of NETWORK18 MEDIA & INVESTMENTS LIMITED shall be superannuated
on the afternoon of the last day of the month in which he attains the age of 58 years.
Not with standing anything contained in Rule 17.1 above, an employee may be permitted at his own
request to retire room the service of the NETWORK18 MEDIA & INVESTMENTS LIMITED on
attaining the age of 50 years or after 20 years of service at any time by the appointing authority
provided three months notice.
An thing contained in rule 17.1 and 17.2 above, the appointing authority shall, if it is of the opinion
after reviewing the entire service record of an employee that he is not fit to be retained in the service
and that it is in the interest of the Life Insurance.
16. Major misconducts:
Without prejudice to the generality of the term, “misconduct”, the following acts of communion or
omission shall, interlaid, constitute specific acts of Major Misconduct on the part of the employee:
1. Breach or habitual breach of any standing instructions or rules regulations, conditions of
the appointment letter or orders issued by the establishment from time to time.
45
2. Acting in any manner prejudicial to the inertest or reputation of the establishment,
disregard of any operation & maintenance.
3. Negligence or habitual negligence of duty or laziness or in efficiency or incompetence or
malingering or neglect of work or carelessness in work, poor or unsatisfactory
performance intentionally. bring narcotic, liquor or other intoxicating things in premises
or reporting.
4. Doing private or personal work during working hours, engaging in any other trade,
business profession, service of the Establishment without while in the competent
authority.
17. PUNISHMENTS FOR MAJOR MISCONDUCTS:
One or more of the following punishments may be imposed on an employee who is found guilty of a
major misconduct, namely:1. Stoppage of one or more annual grade increments of pay with or without cumulative
effect
2. Recovery of damages or the amount of loss suffered by the Establishment on account of
misconduct of the employee.
3. Demotion to the Lower post.
4. Termination of service.
5. Dismissal from service.
18. PUNISHMENTS FOR MINOR MISCONDUCTS:One or more of the following punishments may be imposed on an employee who is found guilty or
minor misconduct, namely:1. Warning or Censure.
2. Making an adverse entry in his service record.
46
3. Stoppage of one annual grade increment of pay with or without cumulative effect for a
period of six months.
4. Recovery of loss of goods expressly entrusted to the employee or more for which he is
accountable.
5. Recovery from his pay of the he is accountable, pecuniary loss caused by him to the
establishment by negligence or breach of orders.
6. Suspension without pay or subsistence for a period not exceeding 15 days.
19. PROCEDURE FOR AWRDING PUNISHMENT FOR ACTS OF
MINOR
MISCONDUTS:
Where an allegation of minor misconduct is alleged against an employee, he shall be called upon to
explain his position.
20. PROCEDURE OF ENQUIRY AND PUNISHMENT FOR MAJOR
MISCONDUCTS.
An employee against whom a major misconduct is alleged shall be served with a charge heet by the
competent authority clearly setting forth the imputation of mis conduct and calling upon the
employee to submit his explanation within a period of 7 days, provided that such time may be
extended for a maximum period of 7 days , after the expiry of initial period of 7 days if suffiecient
reasons are advised by the employee for seeking an extension, for which purpose a written request
will have to be made him. In case the employee be pastedon the notice board of the office
establishment and it shall be deemed to have been served upon the employee for the purpose of
these rules.
In case where the employee admits in writing the charge(s) leveled against him, it shall be open to
the competent authority to award one or more of the punishments provided in these rules without
holding any enquiry.
In the case of the explanation submitted by the employee is found to be satisfactory, the matter will
be dropped.
47
In case the employee fails to submit his explanation within the prescribed time or extended time
allowed to him or where the extended time allowed to him or where the explanation submitted by
him is not found satisfactory, the competent authority shall appoint a person to hold an enquiry and
issue ordered in this regards specifying there in the names of the
Enquiry officers and the
Presenting officers.
The accused employee shall be entitled to the reimbursement of actual
rail/bus fare only besides
conveys undertaken by him for inspection of relevant records and attending the enquiry proceedings
at a station other than his HQs.
The enquiry officer shall on the conclusion of the enquiry, submit his report in writing giving his
findings with the reasons therefore to the authority.
APPEAL AGAINST PUNISHMENT:
o An appeal against the orders of the competent authority imposing punishment, under rules 29
and 30 of these riles shall lie to the board of directors of the NETWORK18 MEDIA &
INVESTMENTS LIMITED. The board shall constitute a committee consisting of chairman,
nominee of NETWORK18 MEDIA & INVESTMENTS LIMITED, nominee of RCs and
nominee of NDDB to examine the appeal on the basis of records.
o An appeal shall be filled within a period of 30 days from the data on which the appellant
receives a copy of the order appealed against or is deemed to have received.
o The appellate authority may after consideration of the case and on recording sufficient
reasons yet aside, reduce, confirm or enhance the punishment and its decides to enhance the
punishment, the accused employee shall be given an opportunity to show cause against such
enhancement.
21. SUSPENSION:
In a case where it is considered that the employee be suspended pending enquiry, the competent
authority may suspend the employee pending issues of a charge sheet or subsequent domestic
48
enquiry or till the final orders are passed on the enquiry case. Where criminal proceeding against an
employee in respect of any offence involving moral turpitude is pending and the competent
authority is satisfied that it is necessary/desirable to place the employee under suspension, the
competent.
SUBSISTENCE ALLOWANCE DURING SUSPENSION:
o An employee shall be paid during the period of suspension subsistence Allowance @ 50 %
of the wages to which the employee was entitled to immediately preceding the date of such
suspension for the first 90 days of suspension and 75% of such wages for the remaining
period of suspension.
o The payment of subsistence Allowance to the suspended employee shall be subject to his
processing a certificate every month about his having not taken up any other employment
and his having remained at the head quarters.
22. SERVICE RECORDS:
The following service reords shall be maintained in respect of an employee of NETWORK18
MEDIA & INVESTMENTS LIMITED
i)
personal File
ii)
service book
iii)
A.C.R file.
RESIDENTIAL ADDRESS OF EMPLOYE
An employee shall notify to the NETWORK18 MEDIA & INVESTMENTS LIMITED immediately
on engagement, like details of his residential addresses and thereafter promptly communicate to the
NETWORK18 MEDIA & INVESTMENTS LIMITED any change in his residential address.
49
ANNUAL CONFIDENTIAL REPORTS:
ACRS of employees shall be written on yearly basis (April to march) in the prescribed format. The
entries in the A.C.R of an employee sall be taken into account while deciding the case of promotion,
Proficiency step up, pre-mature increment(s) etc. The adverse remarks in the ACR of an employee,
if any ,hall be communicated to him in writing. The employee to whom adverse remarks are
conveyed may make a representation for review of the adverse remarks. In this regards the
following time schedule shall be followed:1
Period
of
communication
of Within 30 days of the receipt from
adverse remarks to the official the final accepting authority.
concerned
2. Period for receipt of representation Within thirty days from the date of
against adverse remark.
receipt of adverse remarks.
3. Final decision on the representation Within 30 days of the receipt of
on
receipt
of
comments
of comments on the representation
reporting / reviewing/ accepting from
authority
the
reporting/
reviewing/
accepting authority.
NOTE –I No further representation shall lie against the final decision.
NOTE-II The representation against adverse remarks received after the expiry of the stipulated
period shall be rejected straight way.
23. GRIEVANCE /REDRESSAL PROCEDURE:
Any employee having a cause for complaint about his work or working conditions shall have a right
to present a cause for investigation and consideration within two days of rising of the cause. The
procedure for the redress shall be as follows:Stage –I
50
The employee having a cause for complaint shall in the first place, discuss it with his immediate
supervisor.
Stage –II
If a satisfactory solution of his problem is not bound with six days his discussion of the complaint,
he shall approach his sectional head/ departmental head through his immediate supervisor.
Stage-III
If the problem is not yet resolved, the aggrieved employee may request for the consideration of his
cause by the Grievance community constituted as under with an intimation to the Labor-cum
conciliation officers of the areas.
51
CHAPTER NO. 4
DATA ANALYSIS
COLLECTION OF DATA:The task of data collection begins after a research problem has been defined and research design/plan
chalked out. The collection of data is done to support tour findings and interest the result whether the
result you have found in according to your hypothesis or not. The data can be collected by various
methods. These are broadly classified into two ways, as follows:


PRIMARY DATA
SECONDARY DATA
PRIMARY DATA:The primary data are those which are collected a fresh and for the first time and thus happen to be
original in character. We collect primary data during the course of doing experiments in an experimental
research. It is the first hand data and nobody else has collected this before. There are various ways of
collecting primary data, these are as follows:
1). Observation method
2). Interview method
3). Questionnaires
4). Other methods
SECONDARY DATA:
1. From Internet
2. Magazines and News Papers
3. Government Publications
52
FOCUS GROUP
The following HR Practices are highlighted in this project.
1. The main focus in this project is given on the recruitment and selection process of the company.
If the company is select the right candidate for the right person then the company has not to
spend the money on the recruitment process, if the company can select the right candidate, the
candidate can easily spend latest 5-7 years with the organisation.
2. Second main focus is given in this project report is working hours and working environment of
the company. The company working conditions is suitable for all employees or not, and
environment is good for female employees or not.
3. Whether the employees are satisfied with the health, safety, welfare facility provided by the
company or not.
4. Whether the company increment process and promotion process is liked by the employees or not.
5. Training policy of the company is good for employee learning or not.
And there are so many other thinks which is not taken in this project due to time shortage and difficulty
in collection of the data.
SAMPLING METHODS
SAMPLE SIZE
Population Size :
Employee of Network18 Media & Investments Limited.
Sample Size
100 Employees of Network18 Media & Investments Limited.
:
Sampling Method:
Sampling was done on the basis of Random sampling.
TOOLS USED
MOTIVATIONAL TOOLS
Motivating for work is inseparable to continue productivity. But work when itself serves as
motivation then progress is inevitable. The organization must take great care to motivate its
employees through various methods.
53
 Promotion may be one of the best motivational factors. Promotional basis could be
o work performance
o qualification
o performance evaluation
o skill enhancements
o initiative steps taken .
 organization may also provide fringe benefits such as
o leave traveling allowance
o medical
o free transportation
o ESI (Employee State Insurance)
o Furnishing scheme
o House lease
o hospitalization
WELFARE ACTIVITIES
The organization may adopt welfare policies such as
o Transportation facility
o Canteen facility with breakfast, lunch and dinner facility along with refreshments.
o Canteen could be free, subsidized ,paid. But the most preferred one is through
subsidized mode.
o The organization must also possess first aid facilities for its staff. A well-versed
rehabilitation of injured staff and an on duty doctor or an ambulance should be always
provided.
54
o The organization must also possess a grievance handling committee despite a union to
take an action for their problems. It could be a three tier of four-tier grievance
committee.
55
DATA ANALYSIS AND INTERPRETATION
Data Analysis and interpretation is conducted on 50 employees of Network18 Media & Investments
Limited.
1. How long you are working in the organization?
YEARS
0-2 YEARS
WORKING IN THE PERCENTAGE
ORGANIZATION
6
6%
2-5 YEARS
16
16%
5-10 YEARS
30
30%
MORE THAN 10 48
YEARS
100
TOTAL
48%
100%
working in the organisation
6%
16%
0-2 years
2-5 yrs
48%
5-10 yrs
>10 years
30%
Finding
From the chart that 48 employees are working for more than 10 years. Even no of employees working
between 5-10 years are 30. This shows that most of the employees are satisfied with their job. The
attrition rate of the company is very low. This indicates that employee are satisfied and their respondent
56
were interviewed and it was found that employee to know while they are continuing in their company
for more than 10 year and followed that they are overall satisfied.
2. Are you comfortable with the working environment?
WORK
ENVIRONMENT
ON NUMBER
RESPONDENT
OF PERCENTAGE
GOOD
50
50%
SATISFIED
40
40%
BAD
10
10%
TOTAL
100
100%
number of respondent
60
50
40
30
number of respondent
50
20
40
10
10
0
good
satisfied
bad
Finding
50% of employee express as a good environment remain. From the remaining 50% about 40% says a
satisfactory job environment only about 10% feels bad working environment is there. There are not
satisfied with the way they are given the work. They feel there is the bias is there.
57
3. What are the various sources of recruitment in your organization?
OPTION
SOURCE
PERCENTAGE
INTERNAL
26
26%
EXTERNAL
16
16%
BOTH
58
58%
TOTAL
100
100%
source
26%
internal
external
both
58%
16%
Finding
About 58% of recruitment through both internal and external source and 26% of recruitment through
internal source and 16% of recruitment through external source.
58
4. Whether the employees are satisfied with the health, safety, welfare facilities provided by
the Company?
OPTION
NO OF RESPONDENT
PERCENTAGE
SATISFIED
76
76%
DISSATISFIED
24
24%
TOTAL
100
100%
No.of respondent
80
70
60
50
40
no of respondent
30
20
10
0
satisfied
dissatisfied
Finding
It shows that 76% are satisfied and 24% give a negative reply. After further interviewing the
respondent that there has to be the further health check-up like cancer and other test health
policy.
59
5. Are you satisfied with recruitment process of your company?
OPTION
NO OF RESPONDENT
PERCENTAGE
YES
65
65%
NO
35
35%
TOTAL
100
100%
No.of respondent
35%
yes
no
65%
Finding
About 65% of employee are satisfied with recruitment process in the company because as per their
vacancy in the organization the manager check the C.V. of that candidate whatever they want from the
candidate is to be there or not and then personal and technical interview and 35% are satisfied
recruitment process as the candidate may have competence but it is not mention in the CV and may not
have preferred well were rejected.
60
6. Are you satisfied with your organization salary increment policy?
H0: The organization salary increment policy is not effective.
H1: The organization salary increment policy is effective.
OPTION
NO.OF RESPONDENT
PERCENTAGE
YES
47
47%
NO
23
23%
CAN'T SAY
30
30%
TOTAL
100
100%
no.of respondent
30%
47%
yes
no
can't say
23%
Finding
About 47% of employee are satisfied the organization salary increment policy because most of the
employee in the organization consider that the salary increment policy is good, 23% of employee are not
satisfied the organization salary increment policy because most of the employee is not agree what
increment they had given is not up to the mark as per their profession and 30% of employee can’t say
anything because they want to do the work what salary organization provide to the employee they are
happy. So alternative hypothesis is accepted.
61
7. Are you satisfied training procedure given in the organization?\
H0: THE TRAINING PROCEDURE IS NOT EFFECTIVE
H1: THE TRAINING PROCEDURE IS EFFECTIVE
OPTION
NO.OF RESPONDENT
PERCENTAGE
YES
68
68%
NO
32
32%
TOTAL
100
100%
no.of respondent
70
60
50
40
no.of respondent
30
20
10
0
yes
no
Finding
About 68% of employee are satisfied training procedure given in the organization because the trainee
should understand each and every thing what trainer should teach in the organization is about the
internal training as well as external training and 32% of employee are not satisfied training procedure
given in the organization because the training provided to the trainees which is not as per the aptitude
and attitude, proficiency level of an employee. So alternative hypothesis is accepted
62
8. Are you getting regular training in your company?
H0: THE REGULAR TRAINING IS NOT EFFECTIVE
H1: THE REGULAR TRAINING IS EFFECTIVE
OPTION
NO. OF RESPONDENT
PERCENTAGE
YES
62
62%
NO
38
38%
TOTAL
100
100%
no.of respondent
38%
yes
no
62%
Finding:
About 62% of employee says ‘yes’ should get the regular training in the organization because on these
training trainee should understand each and every thing what trainer should teach in the organization and
38% of employee says ‘no’ shouldn’t get the regular training in the organization because training is
provided once in the career and if they don’t perform they are terminated from a job. So alternative
hypothesis is accepted.
63
9. Does the present performance appraisal meet your career advancement?
H0: The present performance of an employee is not being appraised through career advancement.
H1: The present performance of an employee is being appraised through career advancement.
OPTION
NO.OF RESPONDENT
PERCENTAGE
YES
67
67%
NO
6
6%
CAN'T SAY
27
27%
TOTAL
100
100%
no.of respondent
27%
yes
6%
67%
no
can't say
Finding
About 67% of employee says ‘yes’, 6% of employee says ‘no’ and 27% of employee says can’t say. So
that present performance appraisal is used in the organization for charting their career planning and so
alternative hypothesis is accepted.
64
10. Are you satisfied with promotion activities in the organization?
H0: The promotion activities are not satisfied in the organization.
H1: The promotion activities are satisfied in the organization.
OPTION
NO.OF RESPONDENT
PERCENTAGE
YES
76.64
76.64%
NO
23.36
23.36%
TOTAL
100
100%
no.of respondent
23.36%
yes
no
76.64%
Finding:
About 76.64% of employees are satisfied with the promotion activities in the organization because the
ranking method is used in the organization for the promotion activities and 23.36% of employees are not
satisfied with the promotion activities in the organization. According to that ranking method is used for
appraising the performance and there is no individual initiated which can focus on development. So
alternative hypothesis is accepted.
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SURVEY
Objectives of the Survey: The survey is intended to study the state of HR practices and the upcoming
priorities of HR in India with a view to Create a baseline of current practices Provide directional
guidance to the trends shaping the HR function
Scope of the Survey: HR systems, processes and practices around Organization Vision, Mission &
Values, Recruitment, Performance Management, Training & Development, Career Development,
Compensation & Benefits, Rewards & Recognition etc were studied . The survey coverage extended to
Organizations with varying employee strength, turnover and industry sectors Page 4 ‘HR’s Next
Agenda’ Ernst & Young - NHRD HR Practices Survey, 2012
About the survey : 10 Organizations across 4 Industry Sectors responded to the survey Industry Sectors
Respondents Industry Sectors Respondents Automotive, IT/ITes, Banking/ Financial Services, Media
and Entertainment, Insurance Professional
Our Approach: The survey was carried out in the following phases: Administration Design Phase
Analysis Phase. A stratified sampling methodology was adopted to identify participating organizations
across 15 industries on the basis of type of industry, size and turnover of organizations. A focused online
questionnaire was developed to capture responses across various fields of HR. The responses received to
date were then collated and analyzed on the basis of the Survey Framework. Data obtained was also
supplemented by qualitative insights from select senior HR professionals who were interviewed Page 7
‘HR’s Next Agenda’ Ernst & Young - NHRD HR Practices Survey, 2012
HR Strategy and Processes: HR has a prominent seat at the table and is extensively involved in the
strategic business planning process (90 % ) Large organizations believe that HR adds critical value to
the achievement of business results (100%)
Line manager’s involvement in HR strategy and
implementation is high and will continue to increase (80 %) Limited focus on increasing effectiveness
of HR processes (40%) HR’s next agenda: Partner with business to reduce cost and improve efficiency
Increasing accountability of HR with 65% of the organizations planning to introduce effective measures
of performance for HR Page 9 ‘HR’s Next Agenda’ Ernst & Young - NHRD HR Practices Survey, 2012
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Compensation and Benefits:
Increments unlikely to be beyond 8 -10% in the coming year
Performance linked pay taking significant precedence impacting even junior levels (from 5% of CTC in
2002 to 12-15% currently)
Talent Acquisition & Employer Branding: - Internal recruitment preferred to external recruitment.
Positive corporate reputation biggest draw for hiring suitable talent (100%). Well defined Employee
Value Proposition highly co-related with organization size (especially for those with employee strength
exceeding 100
Talent Acquisition & Employer Branding :- The real challenge is how to attract specialized talent,
together with building solid employee engagement.
Performance Management and Measurement:- Individual goals not well aligned to business goals
(70%). Communication of performance feedback and ratings to employees are areas of improvement
(70%). Normalization of Ratings – important practice for rationalizing ratings and maintaining costs
(80%). PMS Linkages to bonus highest in Financial Services; to training highest in Consumer goods; to
career management highest in IT/ITES HR’s next agenda: • Increased used of the Balanced Scorecard.
Development of Reviewer coaching skills for providing relevant feedback and impartial ratings
Performance Management and Measurement: - Performance is an equally important part of the
equation. Pay for performance can work only if both ends receive equal attention.
Training and Development: - No budget cuts expected in Training and Development Activities over
the next 1 year, time spent on training to increase (78%). Well defined training policy and training needs
identification at all levels (70 %). Competency based needs identification and development still an area
of gap ( 52 %). Organizations unable to determine ROI on Development spend, employees unclear on
what skills they are expected to
Leadership Development:- Only a third of identified future leaders satisfied with organizational
support for their development. In larger organizations, leadership identified as a core competency.
Smaller organizations introducing measures to strengthen their succession planning process
Organization Culture: - Information flow takes place in all directions in most organizations (60%).
Larger the organization, greater is the emphasis on communication and feedback mechanisms.
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Involvement of employees in decision making low (75%). Confidence and trust in subordinates is an
issue (60%).
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CHAPTER NO. 5
FINDINGS OF STUDY:
The findings during the work carried out by me can be categorized into two categories as it is said that
every coin has two sides:A) Positive findings:1. A majority of employees feel that recruitment process carried out in the company is satisfactory.
Management is also satisfied with the process of recruitment to some extent.
2. In Network18 Media & Investments Limited most of the employees feels that the HR department is
good. About 58% of the managers say that they prefer both internal as well as external source for
recruitment and selection.
3. Almost all the employees are satisfied with the training activities conducted in the organisation. 68%
of the employees have achieved their training objectives.
4. Superiors are very supportive and helps their sub-ordinates in achieving their objectives
5. The management has understood the importance of systematic appraisal system & they are taking
every effort to implement it properly.
6. The training programme arranged for performance appraisal is good. The trainer is also very effective
to make the employees understand the concept.
7. The performance appraisal training programme is appreciated by the employees & they are really
benefited by it.
B) Negative findings:1. Some employees were moderately or not much satisfied with the process of recruitment.
2. Since rules and regulations are very dynamic, so most of the employees face difficulty to adjust with
them.
3. Most of the candidates do not turn up when they are called up for the interview.
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4. Regional behaviour and language influence is higher during training and even after delivering their
language; the desired effects are not seen.
6. Most of the employees slowly understand the importance of performance appraisal.
C) Special Findings: Since the process involves continuous sitting at one place so refreshment was provided to the
candidates who had come for the interview. This being as unique exp experience by candidates it helps
to build the goodwill of the company.
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SUGGESTIONS
As in the competitive world where the need for every organization to prove itself the best and make
an outstanding and remarkable progress is the need, no fact could be left ignored. Every
organization must know the shortcomings and must try to go for building up the shortcomings. An
ethical practice in any organization could only be achieved if the organization works for the well
being of its employees. Every organization must possess a basic structure and the organization must
be capable enough to reward its outstanding performers and must appreciate the initiative works.
According to the survey been conducted with various HR heads of various organizations here are
few suggestions from their side:
INDUCTION PRACTICES
Induction is must in every organization for all level of employees to make them well known of the
industry they are working in.
 The best ways to perform induction may be through
o Lectures
o Power point presentations prepared explaining company’s policies.
o Through SOPs (Standard operating procedures)
o Manuals
o Diaries
o But the most adopted one is through personal induction.
 The induction program must follow a proper feedback from employees been put into the
program which is again an ethical practice and is achieved by
o induction scheduling
o opinions from supervisors
o feed back forms.
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BEHAVIORAL TRAINING
 Behavioural training is boon for any organization.
 The organization could provide on the job training, which is quite common and most
adopted. The organization may also go for outdoor training
 Job rotation could be preferred which could make the employee skilled in overall working of
an organization.
 The organization may provide a basic training for FIRST AID & SAFETY OR FIRE
SAFETY TRAINING.
 The organization may have tie ups with the training organizations which could organize
courses and the organization may take up the best course as per requirements of their staff.
 A proper feedback must be taken to grasp the extent the employees have versed themselves
with knowledge.
 Proper Feed-back could be taken through
o evaluation
o questionnaire
o feedback forms
o submission of report through trainee
o feed back through trainers
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RECOMMENDATIONS
 For all the programs the organization must follow feedback method
to understand the
effectiveness of any practice in a better way.
 Holistic views of induction should out show both positive and negative aspects of the
organization. This ultimately let the employee know about both the phases of the policies
adopted by the organization.
 Practice of providing a brief presentation of the company and a booklet for rules and regulations
of company must be maintained so that the employee could go through it whenever required.
 Individual should concentrate more while training. When an organization invest on training of an
employee, the purpose of training serves the mutual benefit of both organization and the
employee. Thus, the employee should be more oriented towards drawing as much benefits as he
can. Employees are supposed to understand their role for particular training program.
 Company must maintain training manuals or training charts and training report submitted by the
trainee. This, practice not only keeps a maintained record of the programs been conducted but
also keep the employee known of the knowledge gained by him which could later be utilized.
 A pre- evaluation and post evaluation practice should be followed to understand the success of
training and the training could be then effectively used to fill gaps later.
 Continuous training module should be conducted, personality development training should be
provided.
 To motivate the employees
 Performance awards could be given every year.
 Incentives could be paid.
 Salary saving schemes could be provided.
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 Extra activities such as games and sports, community meetings, recreational activities, picnics,
tours and outings should be planned to improve the interpersonal relationships.
 External welfare activities could also be taken up by the organization such as
o Blood donation camps
o Safety week
o Free eye camps
o Free books for children
o Poster and quotes competition could be organized.
 Devotion, belongingness and good team member spirit should be rewarded. Employees should
be encouraged for group efforts and team work.
 To avoid worker union for better employee welfare and give suitable welfare activities from time
to time to the employees in house work committee should be developed to handle the grievance.
 Employee’s participation is key issue. Thus, suggestions should always be invited and maximum
efforts should be put up to implement the suggestions.
INITIATIVE SUGGESTIONS
 Employee’s family’s involvement in motivating employee is the key element. It creates a
special pressure point.
o Drawing competitions of children could be organized.
o Special training for wives could be arranged to teach them what are the dos and
doesn’t.
o Special scholarships could be announced for the children of employees securing good
marks.
 Management by objective should be adopted. The practice should be objective to avoid
biasness.
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 Kaizen award could be given to the implementer of best suggestion.
CONCLUSION
At last I want to say that while recruitment and selection identify acceptable candidate, the process
still continue with induction program for the new employee, we can further fine tune the fit between
the candidate’s qualities and the organization’s desire. Then to make the employees more skilled
behavioral training may be provided.
It makes the positive impact of any organization, but it needs a lot of money, time, attention and
guidance. It is just like only taking, not giving or taking the starting benefits and when the time
comes for returning back you just quit the job. So it is not always fruitful.
The employee motivation is needed to be built up through constant attempts of the organization. The
organization may adopt various methods for motivating the employees. It may be by providing
recreational activities such as tours, picnics, family outings, annual days, sport days, functions, and
parties. The organization must consider its employees as its family members and must provide some
profit sharing policy such as ESOPs , bonus, and shares. the organization may provide fringe
benefits.
Welfare activities to be undertaken by the organization may include various facilities such as
uniform for the employees for whom HR department is responsible for its maintenance and
providing it.
Last but not the least rewards are the main motivational activity, which may be monetary and nonmonetary rewards.
At last to conclude, I would like to say that with enthusiasm that it was a great experience working
with many experienced people working at senior positions. Interacting and spending time with the
people rich in learning experience. The people were very cooperative and helpful and encouraging.
It is an experience to be cherished for a long time.
It was great of learning so much about HR practices and implementing them. I’m really thankful for
all the senior members who explain me the working strategies and methodologies of organizations.
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BIBLIOGRAPHY
Books
 PERSONNEL / HUMAN RESOURCE MANAGEMENT
o DECENZO & ROBBINS
 HUMAN RESOURCE MANAGEMENT
o GARY DESSLER
 PERSONNEL/ HUMAN RESOURCE MANAGEMENT
o ROBERT L MATHIS
o JOHN H. JACKSON
 HUMAN RESOURCE MANAGEMENT
o DEEPAK BHATTACHARYA
Websites: http://en.wikipedia.org/wiki/Network_18
www.cityhr.com
www.google.com
www.projects99.com
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ANNEXURE
Respected sir/madam
This questionnaire is to study the “HR PRACTICIES AND POLICIES IN Network18 Media &
Investments Limited”. You are requested to please give few minutes to fill the questionnaire and
provide us with valuable information. All the information provided by you will be treated as
confidential. We will be glad to share the summary of the survey with you ….
Instructions
You may mark more than one option if relevant.
You are free to put your remarks in every blank provided.
1) Name of the company_______________________________________
2) Complete address__________________________________________
3) Name of HR head__________________________________________
4) E-mail address_____________________________________________
5) Telephone no.______________________________________________
6) Work force of the company____________________________________
7) Turnover rate_______________________________________________
8) does your organization have other manufacturing units in India
(Yes / No)
9) if Yes, how many permanent employees do u have in each
(1)_________________ (2)_________________(3)_____________
INDUCTION PROGRAM
1) Does the company provide induction for new employees (yes/no)
2) What are ways of induction
o Diaries
o Manuals
o Brochures
o Company cd’s
o Any other, please specify________________________________
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3) who participates in delivering the function?
o HRdepartment
o Related department
o All departments
o Any, other please specify_______________________________
4)Does induction is
o Same for all
o Different for different levels
5) Induction related to which areas are provided____________________
6) What is the duration of induction program `____________________
7) How does the company evaluates the effectiveness of induction program being
conducted
o Feed back method
o 0pinion from supervisor
o Employee satisfaction surveys
o Performance evaluation
o Any other, please specify__________________
8) Do the organization follow any induction scheduling______________
9) Any other best induction practices you would like to share __________
_________________________________________________________
BEHAVIORAL TRAINING
1) HOW does the company recognize the need for training?
o Through questionnaires
o Performance monitoring
o Reference from supervisor
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o Absence in pride
o Defective quality product
o Unsatisfactory promotions
o Any others, please specify_______________________________
_________________________________________________________
2) What type of training is conducted
o On the job training
o Class room sessions
o Online training
o Apprentice Training
o Outdoor training
o Anyotherpleasespecify______________________________
3)who gives the training
o Internal trainer
o External trainer
o Any other, please specify_______________________________
4) what is the percentage of employee involved in training_________
5) what is the annual budget for training______________________
6) what is the module duration of training_________________________
7) How do you take feedback of training program__________________
____________________________________________________
8) Please provide us any other information to help us understand the measurement of
training effectiveness_____________________________
79
9) Any best practice in training you would like to
share_____________________________________________________
MOTIVATIONAL TOOLS
1) Does the company provide any recreational activities( you can mark more than one
option in case applicable)
o Picnics
o Tours
o Family outings
o None
o Any other, please specify _____________________
2) Does the company provide any profit sharing policy
o ESOP’S
o Bonus
o Shares
o None
o If any other, please specify___________________________
3) Does the company take up initiative for improving interpersonal relationship
o Parties
80
o Functions
o Get together
o Community meetings
o Any other, please specify
4) does the company provide any retirement benefits
o Gratuity
o VRS( voluntary retirement scheme)
o PF (Provident fund)
o Pension
o Old age security
o Any other, please specify_______________
5) What are the promotional bases adopted by the organization
_________________________________________________________
6) what are the fringe benefits provided by an organization____________
_________________________________________________________
7) Any other motivational initiative you would like to share with
us_______________________________________________________
WELFARE ACTIVITIES
1) Does the company provide any transportation facilities (yes/no)
2) If yes, what type of facilities have been provided___________
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____________________________________________________
3) Does the company provide uniform for its employees(yes/no)
4) If yes,
o Who is responsible for providing these uniforms
o Who take care of their maintenance
5) Does the company has well establish cafeteria/canteen(yes/no)
If yes,
6) What facilities are provided?
o Lunch
o Breakfast
o Dinner
o Snacks
7) Payment Mode
o Free
o Subsidized
o Paid
8) Does the company has any special aid facility( you can mark more than
one option if applicable)
o On duty doctors
o Any collaboration with hospitals
o Ambulance for emergency
o First aid kit
o None
o Any other please specify_________________________________
9) Does the company adopt any on job safety measures
o Fire safety
o Electric/ shock safety
o Radiation safety (if any)
82
o Any harm while handling the machinery
o None
o If any other please specify_______________________________
10) What policy do the company has for rehabilitation of
injured
staff__________________________________________________
11) What are the grievance handling procedures of the organization ______
_____________________________________________________________
12) Any other welfare related initiative you would like to share______________
___________________________________________________________________
THANK YOU VERY MUCH FOR YOUR SUPPORT!!!
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