A STUDY ON CAREER PLANNING AT SJVN LTD SHIMLA

A

PROJECT REPORT SUBMITTED TO ICDEOL (HP UNIVERSITY)

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTERS OF

BUSINESS ADMINISTARTION

SESSION: 2013-2015

Submitted By:

ROHIT RAI

MBA IV SEMESTER

ROLL NO: 6651

ACKNOWLEDGEMENT

I am honored to be attached with this prestigious organization. I extend my sincere gratitude to

the management of SJVN Ltd. I hereby acknowledge the immense contribution of Satjul Jal

Vidyut Nigam Limited who has given me an opportunity to conduct research in Human

Resource department.

I would like to thank GOD for his countless blessings due to which I have been able to work with

determination and persistence. I thank to the management of SJVN for helping me in making

this research. Special thanks to Mr Anurag Thakur (Senior Personnel Officer) for giving, me the

opportunity to learn and grow under his guidance.

Sincere thanks to all the executives and associates at every level of SJVN. Ltd for providing the

necessary inputs whenever required.

LIST OF CONTENTS

CHAPTER NO TITLE PAGE NO.

1 INTRODUCTION

1.1 Meaning of career planning 1

1.2 Features of Career Planning and Development Process 1

1.3 Career planning terminology 1

1.4 Career planning process 2

1.5 Different initiatives of career planning 4

1.6 Benefits of career planning 5

1.7 Career planning at SJVN Ltd. 6

1.8 Company profile 7

2 RESEARCH METHODOLGY

2.1 Meaning of research methodology 19

2.2 Need of the study 19

2.3 Objectives of the study 19

2.4 Scope of the study 19

2.5 Research Design 20

2.6 Sample Design 20

2.7 Data Collection 21

2.8 Research tools 22

2.9 Limitation of the study 22

3 DATA ANALYSIS AND INTERPRETATION 23

4 SUMMARY, CONCLUSION AND SUGGESSTION 35

Bibliography 36

Questionnaire 37

CHAPTER – 1

INTRODUCTION

INTRODUCTION

1.1 MEANING AND DEFINITION OF CAREER PLANNING

A career can be defined as a sequence of separate but related work activities that

provides continuity, order and meaning in a person's life.'

Career planning and development is a deliberate process through which a

person becomes aware of personal career-related attributes and lifelong series of stages

that contribute to his or her career fulfillment. Career planning and development is not

a one-shot training program. It has longer time frame and wider focus. I t is an

ongoing organized and formal ized effort that recognizes people as a viral

organizational resource.

1.2 FEATURES OF CAREER PLANNING AND DEVELOPMENT PROCESS

It is an ongoing process.

It helps individuals develop skills required to fulfill different career roles.

It strengthens work-related activities in the organization.

It defines life, career, abilities, and interests of the employees.

It can also give professional directions, as they relate to career goals.

1.3 CAREER PLANNING TERMINOLOGY

Career Goals – Future position one strives to reach as part of a career.

Career path - Sequential pattern of job that shows direction.

Career progression – making progression in one’s career through promotion.

Career counseling – Guiding and advising on their possible career paths and what one

must do to achieve that.

Mentoring – The process wherein an executive or senior employee serves as a

teacher/guide and trains the new employee.

1

1.4 CAREER PLANNING PROCESS

Step 1: Knowing yourself

Begin by thinking about where you are now, where you want to be and how you’re going to get

there. Once you have thought about where you are at now and where you want to be, you can

work on getting to know your skills, interests and values. 

Begin by asking yourself the following questions:

Where am I now?

Where do I want to be?

What do I want out of a job or career?

What do I like to do?

What are my strengths?

What is important to me?

At the end of this step you will have a clearer idea of your work or learning goal and your

individual preferences. You can use this information about yourself as your personal ‘wish list’

against which you can compare all the information you gather in Step 2: finding out.  Your

personal preferences are very useful for helping you choose your best option at this point in

time, which you can do in Step 3: making decisions.  

2

Step 2: Finding out

This step is about exploring the occupations and learning areas that interest you. Once you

have some idea of your occupational preferences you can research the specific skills and

qualifications required for those occupations.

Explore occupations that interest you and ask yourself how do my skills and interests

match up with these occupations?

Where are the gaps?

What options do I have to gain these skills or qualify for these occupations? 

What skills do I need?

Where is the work?

At the end of this step you will have a list of preferred occupations and/or learning options.  

Step 3: Making decisions

This step involves comparing your options, narrowing down your choices and thinking about

what suits you best at this point in time.  

Ask yourself:

What are my best work/training options?

How do they match with my skills, interests and values?

How do they fit with the current labour market?

How do they fit with my current situation and responsibilities?

What are the advantages and disadvantages of each option?

What will help and what will hinder me?

What can I do about it?

At the end of this step you will have narrowed down your options and have more of an idea of

what you need to do next to help you achieve your goals.

3

Step 4: Taking action

Here you plan the steps you need to take to put your plan into action.

Use all you have learnt about your skills, interests and values together with the information you

have gathered about the world of work to create your plan. 

Begin by asking yourself:

What actions/steps will help me achieve my work, training and career goals?

Where can I get help?

Who will support me?

At the end of this step you will have:

A plan to help you explore your options further (eg work experience, work shadowing or

more research); or

A plan which sets out the steps to help you achieve your next learning or work goal. 

Decide which step is relevant for you right now and start from there.  

1.5 DIFFERENT INITIATIVES OF CAREER PLANNING

As career plan is a blue print in which the entire career of employees is mapped out from the

point of entry into the point of their retirement from the organization. From these blue print

employees know about their career paths which they can follow, and the training and

development facilities which are available to them for preparing them for higher responsibilities.

The different initiatives of career planning are:

Promotion

Training

Job rotation

Transfer along with promotion.

4

1.6 BENEFITS OF CAREER PLANNING

Career planning ensures a constant supply of promotable employees.

It helps in improving the loyalty of employees.

Career planning encourages an employee’s growth and development.

It discourages the negative attitude of superiors who are interested in suppressing the

growth of the subordinates.

It ensures that senior management knows about the caliber and capacity of the

employees who can move upwards.

It can always create a team of employees prepared enough to meet any contingency.

Career planning reduces labor turnover.

Every organization prepares succession planning towards which career planning is the

first step.

5

1.7 CAREER PLANNING AT SJVN LTD.

Satluj Jal Vidyut Nigam Ltd. have fixed type of career planning for the employees which mainly

include promotion.

PROMOTION: Promotion takes place when an employee moves to a position higher than the

one formerly occupied. The different levels which are occupies by employees at SJNN Ltd. are:

Executive Trainee

Personnel Officer

Senior Personnel Officer

Deputy Manager

Manager

Senior Manager

Deputy General Manager

Assistant General Manager

General Manager

Executive Director

Director

CMD

6

1.8 COMPANY PROFILE:

SJVN – POWERING PROGRESS, INNOVATION & EXCELLENCE

SJVN Limited, a Mini Ratna & Schedule 'A' CPSU under the Ministry of Power, Govt. of India, is

a joint venture between the Govt. of India & Govt. of Himachal Pradesh. Incorporated in the year

1988, the Company is fast emerging as a major power player in the country. The present

authorized capital of SJVN is INR 7000 crores.

SJVN is successfully operating the country’s largest 1500 MW Nathpa Jhakri Hydropower

Station and is setting new benchmarks in generation and maintenance year after year, after

having tackled the silt erosion problems in under-water turbine parts

Beginning from a single hydropower project company, SJVN today has a footprint in a

diversified set of power projects, which includes Hydroelectric Projects in Himachal Pradesh,

Uttrakhand, Aurnachal Pradesh and in the neighboring countries of Nepal and Bhutan, a

Thermal Power Project in Bihar, a Power Transmission Project in Nepal, Wind Power project in

Maharashtra and Solar Power Projects in Gujarat & Rajasthan.

SJVN has expanded its horizons and has drawn up ambitious plans to develop into a fully-

diversified trans-national power sector company having presence in various conventional and

non-conventional forms of energy.

The flagship 1500 MW Nathpa-Jhakri Hydro Electric Power Station in Himachal Pradesh was

commissioned in 2003-04. Company’s generation capacity is set to increase with the

commissioning of 47.6 MW Khirwire Wind Power project in Maharashtra and 412 MW Rampur

Hydro Electric Project in Himachal Pradesh.

SJVN has made its debut into the Thermal Power Generation by taking up the 1320MW Buxar

Thermal Power Project in Bihar for execution. The Company has been allotted the Deocha-

Pachami Coal Block in West Bengal for sourcing coal for the project. To implement this project,

SJVN has floated ‘SJVN Thermal Pvt. Limited’, a fully owned subsidiary of the company.

SJVN has signed an MoU to develop and operate the 4000 MW Ultra Mega Solar Project in

Sambhar area of Rajasthan with five other PSUs: BHEL, PGCIL, SSL, REIL and SECI. SJVN

has 16% equity in the country’s largest Solar Energy project. 7

Besides, SJVN has planned other Hydel projects of a total generation capacity of 5492 MW

which are under various stages of clearances. SJVN has also planned 400 KV Transmission

Lines for evacuation of power from Arun III Hydro Electric Project in Nepal.

SJVN is committed to generating reliable and eco-friendly power by means of state-of-art

technology, excellence in engineering and continual improvement in quality management.

SJVN, as a technology-savvy corporation, has established and is following sound business,

financial and regulatory policies. SJVN believes that employees are its most valuable assets

and has evolved a growth oriented development strategy for its Human Resources.

Vision

To be BEST-IN-CLASS Indian power company globally admired for developiong affordable

clean power and sustainable value to all stake holders.

Mission

To drive socio-economic growth and optimize shareholders and stakeholders interest by:

Developing and operating projects in cost effective and social-environment friendly

manner.

Nurturing human resources talent with care.

Adopting innovative practices for technological excellence.

Focusing on continuous growth and diversification.

Objectives

In the pursuit of above mission, the company had set for itself the following corporate objectives:

Operating and maintaining power stations with maximum performance efficiency.

Establishing and following sound business, financial and regulatory policies.

Taking up of other hydro power projects.

Completion of the new projects allocated to SJVN in an efficient and cost effective

manner.

8

Use of the best project management practices for the project implementation by applying

latest universally accepted Project Management Techniques, and by enabling its

Engineers, to become certified Project Managers through further trainings.

Dissemination of available in-house technical and managerial expertise to other utilities /

projects.

Creating work culture and work environment conducive to the growth and development

of both the organization and the individuals through introduction of participative

management philosophy.

Fulfilling social commitments to the society. Achieving constructive cooperation and

building personal relations with stakeholders, peers, and other related organization.

Striving clean and green project environment with minimal ecological and social

disturbances.

To strive for acquiring Nav Ratna Status.

ORGANIZATIONAL STATUS

Human Resource Development

SJVN believes that its employees are its utmost valuable assets and has evolved growth

oriented human resource development strategy.

The company attaches great importance to training and development and it leads to

establishing a motivated and harmonious work environment. The approach is two pronged,

consisting of pre and post employment stages.

PROJECT AMENITIES

Nathpa Jhakri Hydro-electric project has townships at Jhakri and Nathpa with modern amenities

to ensure high quality of life for its employees and their families. The project is equipped with a

branch of Delhi Public School and a Govt. School, shopping and recreational facilities including

clubs/cables TVs etc. A well equipped modern hospital has been established in the project

township. The company runs its own transport between Shimla and the project for comfortable

movement of it employees and their families. The project communication facilities includes

telephone, fax, Internet and VSAT. 9

PAY AND PERQUISITIES

SJVN offers an attractive compensation packages to its employees. In addition, SJVN offers

benefits to its employees such as , medical for self and family, subsidized company

accommodation at project site/leased accommodation at other places, subsidized canteen at

the project , Group Insurance Schemes, Group Personal Accidental Insurance Scheme, liberal

conveyance, house building advances, to name a few.

THE PROFILE

SJVN is committed to generating reliable and eco-friendly power by means of state-of-art

technology, excellence in engineering and continual improvement in quality management.

SJVN, as a technology-savvy corporation, has established and is following sound business,

financial and regulatory policies. SJVN believes that employees are its most valuable assets

and has evolved a growth oriented development strategy for its Human Resources.

Project NameProduction

CapacityState Status

Nathpa Jhakri HPS 1500 MW HP Commissioned

Rampur HEP 412 MW HP Commissioned

Luhri HEP 601 MW HP Commissioned

Devsari HEP 252 MW Uttrakhand Commissioned

Naitwar Mori HEP 60 MW Uttrakhand Commissioned

Jakhl Sankri HEP 51 MW Uttrakhand Commissioned

Arun 3 HEP 900 MW Nepal Commissioned

Dhaulasidh HEP 66 MW HP Commissioned

Wangchu HEP 570 MW Bhutan Commissioned

Kholongchu HEP 600 MW Bhutan Commissioned

Doimukh HEP 80 MW Arunachal Pradesh Under Study

Buxar power plant 1360 MW Bihar Commissioned

10

BOARD OF DIRECTORS

For carrying out the business, company is managed by Board of Directors consisting of Full

Time Directors and Part Time Directors. SJVN is headed by a full time Chairman & Managing

Director and four functional Directors viz, Director (Personnel), Director (Finance), Director

(Electrical) and Director (Civil). In addition, there are two part time Directors representing Govt.

of India and Govt. of Himachal Pradesh. Also, there are five independent Non-Official Part Time

Directors.

.

Sh. R.N.Misra

Chairman cum Managing Director

Full Time Directors

Mr. R.N. Misra -Director (Civil)

Mr. A.S. Bindra -Director(Finance)

Mr. N.L. Sharma -Director(Personnel)

Mr. R.K. Bansal -Director(Electrical)

Part Time Government Directors and Independent Directors

Mr Arun Kumar Verma - Nominee Director (GoI)

Mr. S.K.B.S. Negi - Nominee Director (GoHP)

Sub-Committees of the Board

Board of Directors has the following sub-committees

Audit Committee

Nomination and Remuneration Committee

Stakeholders Relationship Committee

CSR, SD and R&D Committee 11

QYALITY MANAGEMENT

Quality Policy of SJVN

SJVN is committed to continuously strive for quality and fully satisfying customers need by

means of state of the art technology, excellence in engineering and continual improvement in

quality management for generating eco-friendly power.

Quality Assurance System

Every quality requirement is duly evaluated, reviewed and approved by defined responsible

persons for incorporating in tender specification s and subsequently bids are assessed on these

requirements.

Manufacturing and filed plans are approved incorporating the various inspection stages keeping

in view the technical requirement, various international standards and manufactures internal

specification.

All non conformities encountered during manufacturing/erection are examined and disposed in

consultation with engineering and other concerned department.

All major sub vendors are assessed based on their past experience, manufacturing capacity,

quality system adopted and performance. Inspections are carried out at manufactures place and

dispatch clearances are issued after reviewing the certificates as per the quality plan.

ISO 9001-2000 CERTIFICATION

In order for the organization to be a world class company in power sector SJVN has achieved

ISO 9001-2000 certification. Continuous efforts are made to promote all round efficiency and

professionalism in the work culture.

INDUCTION AT VARIOUS DEPARTMENTS

Policy department.

Establishment department.

Industrial relations/welfare department.

Law department. 12

Corporate communication department.

Resettlement and rehabilitation department.

Recruitment department.

Training department.

DEPARTMENTS IN SJVN

The first department at SJVNL JHAKRI is personal or HR department which is known as

personnel and administration (P&A) department. It has many sub divisions namely policy,

establishment, recruitment, rehabilitation, law, training, corporate communication and industrial

relation.

POLICY DEPARTMENT

Policy is planning your action. the policy could be written or unwritten. For this goal should be

clear. Policy formulation in public sector undertaking follows some directives given by the

government. Government rules are considered along with practices in similar organizations are

important for human resource planning.

Policy related to procurement of employees, jobs analysis, qualification, experience, age, if

need be physical aspect, for selection interview group discussions and written test.

Service conditions - for workman (industrial employment standing orders act) expectations are

included both employee and employer.

Conduct and behaviour

training and promotion

SJVNL POLICY

Vision of top management

Discussion with union association

Own practices

Policy of sister concern

Situations 13

ESTABLISHMENT DEPARTMENT

This department looks after the entire working life of an employee right from the beginning when

employee joins and organization till he separates from it finally. The basic areas which are

looked after by the department are promotion, transfer and career progression etc.

Promotions could be both merit and seniority based, but the most essential condition is the

availability of the vacancy. The basic requirement for it is the merit, vacancy, eligibility and

seniority. For high level jobs DPC’s (Department Promotion Committee) is set up which takes up

various factors into consideration.

The various allowances/advances given to employees are :

Computer advance.

Furniture advance.

LTC

Medical benefits.

Insurance

Building advance.

Conveyance.

INDUSTRIAL RELATION/WELFARE DEPARTMENT

The major issues which cause industrial unrest are:

Pay scales

Promotion

Domestic enquiries

Methods for solving these issues are:

Open door policy.

Grievance handling procedure

Opinion forums

Suggestion box 14

Authorities who can solve these issues are:

General Manager – Authority at site

Chief Managing Director – Authority at corporate office.

To avoid any king of issues regular meetings are held between the management and the union

leaders. Generally the meeting takes places quarterly for which BOD’s approval is needed.

Reports of the meeting have to be submitted to the government departments also.

LAW DEPARTMENT

SJVNL is a company as it has got an equity share of government of India and government of

Himachal Pradesh. That's why company’s act 1956 is taken into consideration when any step

has to be taken. The registrar sits in Jalandhar with whom registration has been done. At the

time when land is purchased by the company land acquisition collector/officer is appointed.

Officer of the state government could be SDM .Firstly the inspection of the land is done in

preliminary survey. Engineers will give their reports to the ILO. It is done under section 1 in

which definition is given and section (2) and (3) under section 4 intention to acquire land will be

mentioned

Bidding are of following types

Financial bid

Technical bid

General bid

Engineer in charge will sign the contract and from the contractor side the person with authority

is present

15

CORPORATE COMMUNICATION DEPARTMENT

This department remains in touch with all other departments and plans are devised by the

department. Implementation of the same is also supervised by it.

Budget is one of the main areas that is looked by the department. There are three types of

budgets namely corporate, performance and outcome budget.

When a new project is to be taken up, the approval of central electricity authority has to be

taken up which has been set up by Ministry of Power. Approval of Ministry of Environment and

Forest is also sought. World Bank remains the biggest source of funds for the project. After

gathering all the necessary information, the report is submitted to ministry and work is

commenced after getting approval.

RESETTLEMENT AND REHABILITATION DEPARTMENT

The obligation of the SJVNL for providing physical resettlement of the rehabilitation extends to

those persons/families, which are likely to be incapable of organizing their own R&R out of their

own compensation awarded or personal resources.

The board criteria for being eligible for individual’s benefits have been stated under the

conditions of eligibility and entitlement of the policy, as applicable from time to time.

The R&R departments benefits are as per eligibility and specific entitlement unit have been

defined under the relevant section of R&R policy.

Resettlement benefits are available for the displaced homestead outees on account of

compulsory acquisition of placed residents under LA Act 1984.

RECRUITMENT DEPARTMENT

Firstly all requisitions is received from all the departments. After that advertisements are

prepared and approved by board of directors. Most probably window advertisements are

prepared. Then applications are received and then persons who fulfill the requirements are

called for the purpose of selection process by sending call letters. In the process of selection, all

candidates are required to give written test and then group discussion and interview take place.

Marks are allotted to each of these categories and then added up. 16

Outside sources may include employment exchanges, similar organization etc. Most important

criteria for the recruitment is availability of vacancy. For higher level jobs recruitment is done

internally or externally as the situation is.

For the executive cadre including executive trainees, selection will be made on “all India” basis

and for the purpose post’s will be notified through press advertisement, company notice board

and/or circulars issued to government department and PSU’s where suitable candidates of the

required expertise are expected to be available

CREATION OF POSTS

Specific function form each post from the competent authority will be necessary for initiation of

action for filing the post and the competent authority will issue necessary sanction depending on

the requirement from time to time during the year between the approved projects sanctioned

and manpower plans subject, however, to policies and directive that will be issued by board of

directors

TRAINING DEPARTMENT

SJVNL believes that employees are its most valuable assets and thus it has adopted growth

oriented human resource development strategy. Empowerment of manpower skill through

training receives utmost importance every time. The company has well established strategy for

imparting training to the employees.

The training imparted is two dimensional i.e., in house training and through external professional

institutions as well. The company also facilitates the professional candidates of various

institutions for undergoing vocational training in the organization.

HYDEL TRAINING INSTITUTE

SJVNL has established Hydel training institute at Kotla which is about 14 Kms from Jhakri on

Jeori-Sarahan road amidst beautiful natural surroundings.

17

CONSULTANCY SERVICES

SJVNL has experience in :

Corporate and project planning

Design engineering

Construction management

Erection and Commissioning

18

CHAPTER – 2

RESEARCH METHODOLOGY

2.1 MEANING OF RESEARCH METHODOLOGY

Research methodology refers to those methods which are followed by a researcher in the study.

Researcher is an active, diligent and systematic process of inquiry aimed at discovering,

interpretation and revising facts. This intellectual investigation produces a greater knowledge of

events, behaviour, theories which makes practical application possible. The term research is

also used to describe an entire collection of information about a particular subject and is usually

associated with the output of science and the scientific method.

2.2 NEED OF THE STUDY

Every employee has the desire to grow and scale new heights in his work environment. If there

are enough opportunities, he can pursue his career goals and exploit his potential fully. He feels

highly motivated when the organization shows him a clear path as to how he can meet his

personal ambitions while trying to realize corporate goals. The need of the study is to study how

the organization put their career plans in place and educate employees about the opportunities

that exists internally for talented people.

2.3 OBLECTIVES OF THE STUDY

To measure the awareness level of employees regarding career planning

To determine whether career opportunities available within the organization match the

goals of the employee.

To know the satisfaction level regarding career development at all level in the

organization.

2.4 SCOPE OF THE STUDY

Career planning means helping the employees to plan their career in terms of their capacities

within the context of the organizations need. The scope of the present study has been restricted

to the employees of SJVNL Corporate office, Shimla.

19

2.5 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in the

manner that aims to combile relevance to the research purpose with economy in procedure. In

fact, the research design is the conceptual; structure within which research is conducted. It

constitutes the blueprint for the collection, measurement and analysis of the data.

For current study descriptive research design will be followed.

In this study, I will take three decisions regarding research design process which includes:

Sample design

Data collection

Methods of analysis

2.6 SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population. It refers to the

techniques or the procedures the researcher would adopt in selecting items for the sample. For

the study I would take decision regarding sample design which includes:

Sample unit

Sample size

Sampling technique

SAMPLE UNIT

The target population must be defining that needs to be sampled. It is necessary so as to

develop a sample frame so that everyone in the target population gets an equal chance of being

sampled. In this study the target population has been the employees of SJVNL, Shimla.

SAMPLE SIZE

Sample size refers to the number of items to be selected from the universe to constitute the

sample. An optimum sample is one which fulfills the requirement of efficiency,

representativeness, reliability and flexibility.

For the study sample size of 60 employees has been taken by random sampling.

20

SAMPLING TECHNIQUE

It refers to the techniques which are used in selecting the items for the sample. To achieve the

objective of my topic, I will use random sampling technique.

2.7 DATA COLLECTION

Data collection in the study will be both from primary and secondary sources.

PRIMARY DATA: It is the information collected directly without any references. In the study it

was mainly interviews with the concerned officers and staffs either individual or collective. Some

of the information had been verified or supplemented with personal observation. The data has

been collected through conducting the personal interview with the employees. In this study I

would use QUESTIONNAIRE method.

QUESTIONAAIRE: The questionnaire is the most common instrument to collect primary data. It

consists of a set of questions/. There are mainly two types of questionnaires. First is open end

and second is closed end.I would use close end technique.

SECONDARY DATA: It is defined as any data, which has been collected earlier for some

purpose. Indirect collection of data from sources containing past and recent information like

company brochures, annual reports, books etc. For current study we would use data from:

Journals, newspaper, and magazine.

Articles

Internet

Government Publication.

Website (SJVNL)

21

2.8 RESEARCH TOOLS

In this study, the data collected should be presented in tabular form and should be analyze, with

the help of following tool:

MATHEMATICAL TOOL:

Percentage method: This method will be used to draw specific inferences from the collected

data that will be to fulfill the objective of finding out the effectiveness of career planning in

SJVNL. The formulae is :

P = Q/R x100

P = Reading is %age

Q = number of respondents falling in a specific category to be measured.

2.9 LIMITATION OF THE STUDY

The primary data used for the present study is very time consuming.

The primary data obtained consists of personal biases of the respondents and even the

non-response factor was also observed.

To obtain secondary data which is sufficiently accurate and which exactly fits the need of

the study is difficult to find.

The data collected by using the questionnaires, involved uncertainty about the response

given by the respondent and hence the accuracy of the answers given is difficult to

presume.

The sample size of the research is limited to 60 executives.

22

CHAPTER – 3

DATA ANALYSIS AND ITS

INTERPRETATION

ANALYSIS AND INTERPRETATION

Analysis refers to the computations of certain ideas or measures along with searching patters of

relationships that exists among the data groups, where as interpreting refers to the task of

drawing inferences.

This chapter is an attempt to analyze and interpret the collected data through questionnaires.

For the purpose of analyzing, raw data is summarized into master table. First of all collected

data has been presented in tabular form and thereafter, it is analyzed with the help of

percentage method.

A brief description of analysis and interpretation is given below.

(Source: Data collected through questionnaire.)

Table 3.1, shows the kind of career planning preferred by employees of SJVNL. Here we can

see that 30 respondents prefer transfer along with promotion, 10 of them preferred job rotation

and 20 preferred only promotion.

Table: 3.1: KIND OF CAREER PLANNING PREFERRED BY EMPLOYEES OF SJVNL

RESPONSE RESPONDENTS SHARE %

Transfer along with promotion 30 50

Job rotation 10 17

Only promotion 20 33

Total 60 100

Figure 3.1: KIND OF CAREER PLANNING PREFERRED BY EMPLOYEES OF SJVNL

INTERPRETATIO

NMajority (50%) of

the employees prefer

transfer along with

the promotion as a

career planning

initiatives.

50%

17%

33%

Transfer along with promotion Job rotationOnly promotion

23

Table 3.2 shows the response of respondents on availability of fair promotional policies in

organization. Majority of respondents (45) say that organization has fair promotional policy.

Table 3.2: AVAILABILITY OF FAIR PROMOTIONAL POLICIES

RESPONSE RESPONDENTS SHARE %

Yes 45 75

No 15 25

Total 60 100

Figure 3.2: RESPONSE OF RESPONDENTS ON AVAILABILTY OF FAIR PROMOTIONAL

POLICIES IN ORGANIZATION

75%

25%Yes No

INTERPRETATION: As per response majority (75%) of the employees believe that organization

has fair promotional policies.

24

Table 3.3 shows response towards having job rotation procedure. 40 respondents agree that job

rotation takes place in organization

Table 3.3

RESPONSE OF RESPONDENTS TOWARDS HAVING JOB ROTATION PROCEDURE

RESPONSE RESPONDENTS SHARE %

Yes 40 67

No 20 33

Total 60 100

Figure 3.3

RESPONSES OF RESPONDENTS TOWARDS HAVING JOB ROTATION PROCEDURE

67%

33%

Yes No

INTERPRETATION: About 67% said that job rotation takes place in SJVNL.

25

Table 3.4 shows responses for training programs conducted by SJVNL. Majority of them agrees

that training programs are conducted for career growth.

Table 3.4

RESPONSE OF RESPONDENTS TOWARDS TRAINING PROGRAM FOR CAREER

GROWTH

RESPONSE RESPONDENTS SHARE %

Yes 45 75

No 15 25

Total 60 100

Figure 3.4

RESPONSE OF RESPONDENTS TOWARDS TRAINING PROGRAM FOR CAREER

GROWTH

75%

25%Yes No

INTERPRETATION: Majority (75%) of the employees agreed that organization conducts

training program from time to time. 26

Table 3.5 shows the improvement in employees performance after training, 30 respondents

thinks that their performance has improved by 30-50 percent , 20 respondents thinks that their

performance has increased by 20-30 % and rest think that they improved by 50% after

undergoing training.

Table 3.5

RESPONSES TOWARDS IMPROVEMENT IN PERFORMANCE AFTER UNDERGOING

TRAINING.

RESPONSE RESPONDENTS SHARE %

20-30 % 20 33

30-50% 30 50

Above 50% 10 17

Total 60 100

Figure 3.5

RESPONSES TOWARDS IMPROVEMENT IN PERFORMANCE AFTER UNDERGOING

TRAINING

20-30 % 30-50% Above 50%

INTERPRETATION: 50% of the employee thinks that there is a performance increase after

going through training. 27

Table 3.6 shows career awareness opportunities within SJVNL. 38 employees are aware about

the same.

Table 3.6

AWARENESS ABOUT CAREER OPPORTUNITIES WITHIN ORGANISATION

RESPONSE RESPONDENTS SHARE %

YES 38 63

NO 22 37

Total 60 100

Figure 3.6

AWARENESS ABOUT CAREER OPPORTUNITIES WITHIN ORGANISATION

63%

37%

YES NO

INTERPRETATION: 63% of employees are aware about career growth option within

organization.

28

Table 3.7 shows response of respondents towards contribution of performance appraisal

towards career planning.

Table 3.7

RESPONSE TOWARDS CONTRIBUTION OF PERFORMANCE APPRAISAL PRACTICES

TOWARDS CAREER PLANNING.

RESPONSE RESPONDENTS SHARE %

Yes 42 70

No 18 30

Total 60 100

Figure 3.7

RESPONSE TOWARDS CONTRIBUTION OF PERFORMANCE APPRAISAL PRACTICES

TOWARDS CAREER PLANNING.

70%

30%

Yes No

INTERPRETATION: 70% of the respondents think that performance appraisal practices towards

career growth are followed at SJVNL. 29

Table 3.8 shows responses towards enhancements of competencies through career

development programme in SJVNL.

Table 3.8

RESPONSES TOWARDS ENHANCEMENT OF COMPETENCIES THROGH CAREER

DEVELOPMENT PROGRAMME IN SJVNL.

RESPONSE RESPONDENTS SHARE %

Yes 36 60

No 24 40

Total 60 100

Figure 3.8

RESPONSES TOWARDS ENHANCEMENT OF COMPETENCIES THROUGH CAREER

DEVELOPMENT PROGRAMME IN SJVNL.

60%

40%

Yes No

INTERPRETATION: 60% of the employees think that undergoing career development

programme enhances their competencies.

30

Table 3.9 shows responses about matching career opportunities available in SJVNL.

Table 3.9

RESPONSE FOR MATCHING CAREER OPPORTUNITIES AVAILABLE IN SJVNL WITH

CAREER ASPIRATION.

RESPONSE RESPONDENTS SHARE %

Yes 37 62

No 23 38

Total 60 100

Figure 3.9

RESPONSE FOR MATCHING CAREER OPPORTUNITIES AVAILABLE IN SJVNL WITH

CAREER ASPIRATION.

Yes No

INTERPRETATION: Majority of employees thinks that SJVNL offers career opportunities

according to employee aspiration. 31

Table 3.10 shows responses towards mode of promotion preferred by employees.

Table 3.10

RESPONSE OF EMPLOYEES TOWARDS MODE OF PROMOTION PREFERENCE

RESPONSE RESPONDENTS SHARE %

Examination 25 42

Qualification 12 20

Experience 14 23

All of the

above9 15

Total 60 100

Figure 3.10

RESPONSE OF EMPLOYEES TOWARDS MODE OF PROMOTION PREFERENCE

42%

20%

23%

15%Examination Qualification Experience All of the above

INTERPRETATION: Promotion through examination is preferred by majority of employees.

32

Table 3.11 shows response on receiving management assistance on career planning.

Table 3.11

RESPONSE ON RECEIVING ASSISATNCE FROM MANAGEMENT ON CAREER PLANNING

RESPONSE RESPONDENTS SHARE %

Yes 50 83

No 10 17

Total 60 100

Figure 3.11

RESPONSE ON RECEIVING ASSISATNCE FROM MANAGEMENT ON CAREER PLANNING

83%

17%Yes No

INTERPRETATION: Majority of employees consider management to be helpful in their positive

career development graph.

33

Table 3.12 shows response regarding their career growth after joining SJVNL.

Table 3.12

RESPONSE REGARDING CAREER GROWTH AFTER JOINING SJVNL.

RESPONSE RESPONDENTS SHARE %

Steady 18 30

Growing 42 70

Total 60 100

Figure 3.12

RESPONSE REGARDING CAREER GROWTH AFTER JOINING SJVNL.

INTERPRETATION: Majority of employees feels that their career graph has grown after joining

SJVNL.

Steady Growing

34

Chapter – 4

SUMMARY, CONCLUSION AND

SUGGESSTION

SUMMARY

This study is concerned with career planning of employees of SJVNL, Shimla. The report is

submitted towards partial fulfillment of MBA Degree in department of HR, ICDEOL (Himachal

Pradesh University). The aim of the study is to have a partial exposure towards HR function in

organizations. In this study the data is collected on career planning program at SJVNL. The

method for the project included observations and questionnaire. Information on the topic was

collected from books, Internet, organizational reports, journal and magazines.

Career planning helps to retain hard-working and talented employees. Workforce becomes

more stable due to low employee turnover ratio. The very fact that organization provides

opportunities for promotion and career growth increases loyalty of employees. This helps to

reduce the cost of hiring new people. Moreover, a unique corporate culture can develop and

thrive, when people grow within the organization.

CONCLUSION

Career planning plays a very important role in everyone’s life. It is an integral part of the

organization.

It motivates and inspire employees to work harder and keep them loyal towards the

organization. It helps an employee to know various opportunities within the organization..

SJVNL has strong career planning programme

Majority of SJVNL employees are satisfied by career planning process.

Promotion is the major reason of employees to stick with the current organization

Employee prefers promotion on the basis of examination conducted by the organization

as well as experience.

New method for career planning can be Job Rotation.

RECOMMENDATION/SUGGESSTION

Career planning develops a loyalty among employees as it gives sense of security.

Findings shows that SJVNL employees feel secure in this organization

All initiatives of career planning must be practiced by SJVNL so that employee have an

option in choosing their career.

Career planning helps to retain hard working and talented employees, therefore SJVNL

should have proper path for career planning. 35

BIBLIOGRAPHY

REFERENCES TO BOOK

Kothari C.R “Research methodology Methods and Techniques – 2nd Edition”.

S.K Bhatia “HR Management”.

REFERENCES TO INTERNET

http://sjvn.nic.in/ – Organizational website

36

SECTION – A

THIS STUDY IS CONCERNED WITH CAREER PLANNING OF EMPLOYEES OF SJVNL.

Dear Respondents,

I am Rohit Rai pursuing MBA from ICDEOL (HP University) Shimla. For the fulfillment of the

degree I am preparing a project report on career planning in your organization. I would be highly

thankful if you take out some time and complete the below questionnaire. All the information

provided here would be kept confidential.

Your support is highly acknowledged.

Name:

Address:

Age:

a ) 18-25 b) 25-35

c) 35-45 d) Above 45

Marital status

a ) Married b) Unmarried

Gender:

A ) Male b) Female

Educational Qualification:

A ) Matric b) Sr. Sec

c) Graduation c) P.G

37

Section B

QUESTIONNAIRE

1 What sort of career planning would you prefer?

Transfer along promotion Job rotation Only promotion

2 Do you think that organization has fair promotional policies?

Yes No

3 Does job rotation takes place in your organization?

Yes No

4 Does SJVNL conducts training related to career planning from time to time?

Yes No

5 How much improvement do you find in your performance after training?

20%-30% 30%-50% Above 50%.

6 Are you aware about the career opportunities available in the organization?

Yes No

7 Do you feel that performance appraisal practices in SJVNL contribute to career planning?

Yes No

8 Does career development programme in SJVNL help employees to enhance their

competence?

Yes No

9 Does the career opportunities available in SJVNL match your career aspirations?

Yes No

38

10 If you prefer promotion as a level of career planning, what mode of promotion would you

prefer?

Through examination Through qualification Through experience.

11 Do you get management assistance on career planning?

Yes No

12 After joining SJVNL your career graph has.

Growing Steady.

Suggestion

Thank you

39