A STUDY ON CAREER PLANNING AT SJVN LTD SHIMLA

A
PROJECT REPORT
IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTERS OF
BUSINESS ADMINISTARTION

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 (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

3
4

TITLE
INTRODUCTION
1.1 Meaning of career planning
1.2 Features of Career Planning and Development Process
1.3 Career planning terminology
1.4 Career planning process
1.5 Different initiatives of career planning
1.6 Benefits of career planning
1.7 Career planning at SJVN Ltd.
1.8 Company profile
RESEARCH METHODOLGY
2.1 Meaning of research methodology
2.2 Need of the study
2.3 Objectives of the study
2.4 Scope of the study
2.5 Research Design
2.6 Sample Design
2.7 Data Collection
2.8 Research tools
2.9 Limitation of the study
DATA ANALYSIS AND INTERPRETATION
SUMMARY, CONCLUSION AND SUGGESSTION
Bibliography
Questionnaire

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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 f ocus. It is an
ongoing

organized

and

for malized

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 ones 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 youre 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.

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 employees 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 countrys 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 fullydiversified 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. Companys 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 DeochaPachami 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 countrys largest Solar Energy project.

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.

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 Name

Production
Capacity

State

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

1360 MW

Bihar

Commissioned

Buxar power plant

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.

Corporate communication department.

Resettlement and rehabilitation department.
Recruitment department.
Training department.

12

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 DPCs (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 BODs 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 companys 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 individuals 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 posts will be notified through press advertisement, company notice board

and/or circulars issued to government department and PSUs 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
Transfer along with promotion
Job rotation
Only promotion
Total

RESPONDENTS
30
10
20
60

SHARE %
50
17
33
100

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

Transfer along with promotion

INTERPRETATION

Job rotation

Majority (50%) of

Only promotion

the employees
prefer transfer

33%
50%
17%

along with the

promotion as a
career planning
initiatives.
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 %

45
15
60

75
25
100

Yes
No
Total

Figure 3.2: RESPONSE OF RESPONDENTS ON AVAILABILTY OF FAIR PROMOTIONAL

POLICIES IN ORGANIZATION

Yes

No

25%

75%

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
Yes
No
Total

SHARE %

40
20
60

67
33
100

Figure 3.3
RESPONSES OF RESPONDENTS TOWARDS HAVING JOB ROTATION PROCEDURE

Yes

No

33%
67%

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
Yes
No
Total

RESPONDENTS
45
15

SHARE %
75
25

60

100

Figure 3.4
RESPONSE OF RESPONDENTS TOWARDS TRAINING PROGRAM FOR CAREER
GROWTH
Yes

No

25%

75%

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
20-30 %
30-50%
Above 50%
Total

RESPONDENTS
20
30
10
60

SHARE %
33
50
17
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
YES
NO
Total

RESPONDENTS
38
22
60

SHARE %
63
37
100

Figure 3.6
AWARENESS ABOUT CAREER OPPORTUNITIES WITHIN ORGANISATION

37%

YES

63%
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
Yes
42
No
18
Total
60

SHARE %
70
30
100

Figure 3.7
RESPONSE TOWARDS CONTRIBUTION OF PERFORMANCE APPRAISAL PRACTICES
TOWARDS CAREER PLANNING.

Yes

No

30%

70%

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
Yes
No
Total

SHARE %

36
24
60

60
40
100

Figure 3.8
RESPONSES TOWARDS ENHANCEMENT OF COMPETENCIES THROUGH CAREER
DEVELOPMENT PROGRAMME IN SJVNL.
Yes

No

40%
60%

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
Yes
No
Total

SHARE %

37
23
60

62
38
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

15

60

100

All of the
above
Total

Figure 3.10
RESPONSE OF EMPLOYEES TOWARDS MODE OF PROMOTION PREFERENCE
Examination

Qualification

Experience

All of the above

15%
42%
23%

20%

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 %

50
10
60

83
17
100

Yes
No
Total

Figure 3.11
RESPONSE ON RECEIVING ASSISATNCE FROM MANAGEMENT ON CAREER PLANNING

Yes

No

17%

83%

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
Steady
Growing
Total

RESPONDENTS
18
42
60

SHARE %
30
70
100

Figure 3.12
RESPONSE REGARDING CAREER GROWTH AFTER JOINING SJVNL.
Steady

Growing

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

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 everyones 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.

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

35

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
Gender:

b) Unmarried

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

Do you think that organization has fair promotional policies?

Yes

No

Does job rotation takes place in your organization?

Yes

No

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

30%-50%

Above 50%.

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

No

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

20%-30%

Only promotion

No

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

No

Does career development programme in SJVNL help employees to enhance their

competence?
Yes
9

No

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
11

Through qualification

Do you get management assistance on career planning?

Yes

12

Through experience.

No

After joining SJVNL your career graph has.

Growing

Steady.

Suggestion

Thank you

39