HR 3RD ASSGNMNT

8/7/2019 HR 3RD ASSGNMNT

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ASSIGNMENT OF HUMAN RESOURCE-3

SUBMITTED TO- SUBMITTED BY:-

AMANPREET KAUR MAM VIKAS JOSHI

ROLL NO-B39

REG.NO-11003362

SEC.-T1001

TOPIC

H.R. PRACTICES FOLLOWED IN T.C.S. AND H.C.L.

INTRODUCTION OF T.C.S.:-

Tata Consultancy Services Limited (TCS) is an Indian IT services,business solutions and outsourcing company headquartered

in Mumbai, India. TCS is the largest provider ofinformationtechnology in Asia and second largest provider ofbusiness processoutsourcingservices in india.

TCS has offices in 42 countries with

more than 142 branches across the globe. The company is listed onthe National Stock Exchange and Bombay Stock Exchange of India.


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TC i t ti i i i ' l tl t l t t Tata Group or Tata Sons Li it

whi h has int rests in areas such as energy, telecommunications,financial services, manufacturing, chemicals, engineering, materials,

government and healthcare.

HR PRACT CE IN T C.S.:-

1. Manpower planning

y TCS has standard practices and processes for resourcemobilisation. Manpower Allocation Task Committee (MATC

is a corporate function with branch and geography level

representation.

y Its main responsibility is allocating people in various projects.The TCS intranet systems maintain up- to-date resumes and

skill sets of all associates. The right resources are identified

based on the requirements and candidates availability.

2. RECRUITMENT PROCESS:-

yTCS hiring policy includes an optimal mi of campus (fresh)and lateral (experienced) recruits. Fresh recruits are normally

selected from academic institutes.

y TCS has key partnerships with various academic institutionsand considers them as a critical community for recruitment.

y TCS has a number of sources for recruitment butits mainsource is its strong relationship with universities. Through

liaison with university placement officers and recruitment fairs,

TCS attracts large numbers of applications.

y Experienced professionals are recruited laterally by the sourcingcell with the active involvement ofthe unit heads through

sourcing agencies and directinterviews.

y The recruitment of experienced professionals is centrallycoordinated based on the needs of practice/delivery centres.


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Referrals, advertisements, job portals/web search, placement

fairs, placement agencies, TCS databank, and so on are used

singly orin combination for sourcing the CVs.TCS also recruits

locally from geographies thatit operates in.

THE NE CHANGE RECRUITMENT STRATEGY OF

T.C.S.:-

y TCS has decided to adoptthe policy of just-in-time hiring orreal-time management. This new strategy is quite different

than the previous one where TCS used to hire from campuses

in hordes.

y This not only helps the company to optimise and increase itsutilisation, but also aligns its hiring strategy closerto the

demand and supply of business. The company is working on

ways to reduce the two-month training period by half. TCS,

with over 130,000 employees, has already freezed lateral

hiring and plans to hire only on need basis.

y The decision is also been based on their constant interactionwith the academia, which have been telling that students are

not pursuing higher studies as they get jobs and also duringthe academic yearthey tend to getlax.

3. LEARNING AND DE ELPOMENT:-

y TCS invests about 4 per cent ofits annual revenues in Learningand Development, to build competency capital within the

company in cutting edge technologies, domain and functional

areas. Special emphasis is placed on providing necessary

learning interventions to associates with potential of being

leaders in the company.

y Thus, itis evidentthat focus is divided equally between theregular employees and managerial employees alike. Allthe

learning programs are mapped to competencies and address


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learning needs at different proficiency levels. Learning and

Development managers closely work with business to develop

and deliver programs that will make our associates deliver

value-for-money to our customers. Assessment centers are also

being used by TCS. Severallevels oflearning are provided in

TCS. Each ofthe levels is unique, aimed with varying

objectives.

Ini ialLearning Program (ILP)

TCS Initial Learning Program is designed to provide a smooth

transition from Campus to Corporate environment. The program is

designed to transform graduate engineers into IT Consultants with

global mindset. The participants are putthrough a rigorous 47-day

program that has good mix oftechnical skills and soft skills.

Continuous Learning Program (CLP)

Continuous Learning Program (CLP) is a manifestation ofthe

company's commitmentto the continuous growth of associates, in line

with the core value of Learning & Sharing. Programs under the CLP

umbrella arise out of business strategies, project needs, technologyand business directions and individual aspirations, and span across

Technologies, Domains, Processes and Soft-skills. This lay emphasis

on long-term, short-term and medium-term needs ofthe organization

alike.

Leadership Development Program (LDP)

The program is to churn outthe future leaders forthe company.

Associates are carefully assessed forleadership potential and then putthrough rigorous branded programs. TCS also encourages associates

to attend various programs at premierB-schools across the globe.

Foreign Language Initiative (FLI)


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Foreign Language Initiative is to help the associates to communicate

effectively with the customers. Underthis initiative, associates are

encouraged to learn one or more foreign languages. This initiative

also helps associates to use English effectively for business

communication. This is highly beneficialin a company with a diverse

workforce. The cross-culturalissues are curtailed with the proper use

of communication.

Workplace Learning

Apart from allthese initiatives TCS encourages "workplace learning".

Associates are encouraged to learn while at work. To facilitate this,

TCS has subscribed a huge library of e-Learning courses and online

books. The classroom session and e-Learning materials complement

each other.

4. CUSTOMER FEEDBACK:-

Customer Complaint Management

Any complaint raised by customerthrough e-mail, telephone calls,

letters, CSSs, during the lifecycle ofthe project will be sentto the PL.

The PL along with other stakeholders will analyse a nd report the

customer complaintto the Quality Reviewer. PL/GL along with the

QC/QRwilltake appropriate corrective actions to resolve the

complaint. The appropriateness ofthe corrective action will be

verified by the GL/DCHthrough interaction and follow-up with the

customer. QAG will consolidate the complaints atthe organisation

level and carry out a causal analysis to identify opportunities for

improvement.

Managing Key Personnel and Staff Continuity

TCS proposes to have a core team and a flexible team for ramp-

up/down. The core team will be identified based on the:

* Learning curve


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* Skills requirements

* Criticality

In addition to the policy of "Reward and Recognition" atthe

organisationallevel, TCS may also arrange for specific HRinitiativesatthe clientlevel. Initiatives such as the "Fun @ "

news bulletin for , internal associates satisfaction

survey for TCS associates within the relationship,

Star ofthe month and so on.

While TCS would like to retain the core team as long as possible in

the bestinterest of knowledge retention, a balance between project

requirements and career growth/personal constraints will be aconsideration.

TCS will ensure an average retention period of 12 months and will

strive to extend this period on mutualinterests.

5.PERFORMANCE MANAGEMENT:-

y TCSs organisational goals are defined atthe beginning oftheyear. These goals are in line with the annual business plan forthe organisation. These organisation goals are translated into

each Service

and Industry Practices goals within TCS to ensure thatthe

organisational goals are met.

All higher- level goals are ultimately translated into individual

performance measures. Performance is tracked against achievement

ofthese presetindividual goals. Appraisers review individualperformances on a quarterly basis againstthe set goals. These goals

are revisited and modified, if necessary.

Performance is ultimately pegged to a pointin a scale, which ranges

from 1 to 5. The aim is to highlight excellent performers and to work


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out an improvement plan for people falling short ofthe required

performance level.

There are two crucial aspects to the individual's appraisals

process, which are:

* Goal Setting

* Performance Appraisal

Goal Setting

Goal setting is a process thattakes place atthe time of an associates

allocation to a project. The aim ofthe process is to define Specific,

Measurable, Agreed and Action-oriented, Realistic, Time andresource constrained (SMART) goals forthe individual, which are

aligned with the project and practice goals. Each ofthese goals has to

be tracked by the Project Leader (PL) during the allocation ofthe

associate to the project, at pre-defined intervals. Atthe time ofthe

appraisal, the associate's performance is assessed againstthese goals,

as well as against certain other soft factors such as flexibility and

conduct. Training needs can be identified based on the skills and

competencies thatthe individual needs to develop to achieve the

goals.

Performance Appraisal:-

In TCS, appraisals are conducted at the following instances:

Appraisal for trainees and experienced professionals

Fortrainees and experienced professionals, appraisals are carried out

every two months till confirmation. The appraiser rates the associate

qualitatively, based on the performance during those two months and

identifies individualtraining needs. Performance againstthe

individual's goals is also tracked.

Annual appraisals


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For confirmed associates, year-end annual appraisals are carried out

against some pre-defined parameters. Performance againstthe

individual's goals is also tracked. If project-end appraisals have been

done during the annual appraisal period, the current appraiser will

also considerthe ratings on these appraisals while arriving atthe

overall rating. Besides an overall rating, the appraiser may also

recommend the individual for a promotion. The overall rating

determines the incrementin basic salary forthe individual (different

for different grades and different ratings).

6. COMPENSATION STRUCTURE:-

y TCS has been given the title ofthe best employer. And the titlegivers are none otherthan the employees.

y TCS has a compensation structure which has only 5 % ofitsremuneration based on performance. TCS is such an

organization, which makes their employees, workin teams and

itis the totalteam, which they evaluate while deciding the

remuneration, notthe individual. This has a lot of benefits.

y First of allit does not encourage peer rivalry. Workteams arecharacterized by the presence of faith amongstthe teammembers, co-ordination, interdependence, team spirit, trust, etc.

y These qualities cannot fosterif each individuals greed to standoutin the crowd overcomes his concern forthe success ofthe

team as a whole. Thatis the reason TCS has resorted to such a

compensation structures.

y In an attemptto find out whatis the reason forthe companygenerating such a degree of work satisfaction amongstits

employees it was revealed that TCS is popular not because of

its compensation butits principal of proper harnessing the

existing human potential within an organization.

7. RETENTION (why TCS ticks well with its staff):-


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Among the domestic IT companies, TCS has the lowest employee

turnover rate. The attrition level at TCS as on September 30, 2004

was 7. 9 per cent compared to the industry average of 15 percent.

Employees stay with the company not forthe size ofthe pay packet

alone. There are several other factors including job security. The

company has a performance improvement plan thattakes into

account any personal problem the employee may be facing.

Companys HRpractices have the ability to absorb people, to

manage them from sourcing to deployment, and whatit means in

terms of scalability and scalability is something thatthe group

evolves with respectto its practices. TCS tries to retain its

associates through:

* Career Development

* Rewards and Recognition

* Associate friendly HRpolicies

* Performance Based Incentives

8. LEAVE POLICY:-

* 3 national holidays applicable for all

* 7 holidays region wise

* 16 days earned leave

* 7 days casualleave

* 10 sickleaves

Disciplinary action against habitual absenteeism

1. They councilthe employee and ask about his reason of absenteeism

2. Advisory letteris given

3. Warning letteris given


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4. Asks for resignation and if employee is not willing, then he is

terminated.

INTRODUCTION OF H.C.L.-

HCLTechnologiesis a globalIT Services company headquartered

in Noida, India and led by its CEOVineet Nayar. Itis the IT services

arm ofHCL, a US$5 billion global Technology and IT Enterprise.

HCL Technologies, along with its subsidiaries, had consolidated

revenues of US$2.6 billion, as on 31stMarch 2010, and employed

more than 77,000 professionals of diverse nationalities. HCL

Technologies has global network of offices in 26 countries. The

company is listed on the National StockE

xchange and Bombay StockExchange of India.

H.R. PRACTICES FOLLOWED IN H.C.L. :-

1.RECRUITMENT PROCESS:-

1) Written Test (ComputerBased Online TestitConsists Of 2

Questions ,We Have To Write Them In 90 Minutes there Are ThreeSections.

a)Apptitude

b) English

c) English passage

2) GROUP DISCUSSION

Its very easy round to clear, though you are not aware ofthe topic itis

easy because HRpeople gives brief description about one topic, later

they ask questions on this topic. If you are good listener, pay some

attention you defiantly clearthis round each group contains 10

members, major elemination is here only from my group only two


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members are cleared, at other pannels they selected 6 out 10, and

some times 9 out 10 also dont fear. If dont know any thing aboutthe

topic askthougths, this also improves your chances of getting selected

in the GD justinvolve in the discussion by asking questions.

3) HR INTERVIEW

HRinterview is just for formality. But some of us also eleminated

here also almost 500 people are qalified forthe HRROUND and

400+ selected

2.TRAINING:-HCL has adopted a number ofinnovative methods oftraining and

developing talent within the organization. The extensive program

includes:

Five methods

ComputerBased Training, Instructor Led Training, Web Based

Training, On the Job Training and Blended Learning.

Four tracks

in Campus, Fresher, On-going, Re-skill.

Three streams

Technical Training, Domain Training, and Behavioral Training.

Two channels

Leaders Teach (an internaltraining program),

Talent Transformation and Intrapreneurship Development Team

3.WORKERSS COMPENSATION SOLUTIONFRAMEWORK(WoCoS):-

HCL has built a comprehensive, robust and scalable frameworkto

enable workers compensation programs. This frameworkis named


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WoCoS and has been developed by Center for Worker Welfare

(CWW), a key practice center ofHCL.

WoCoS is a robust, modular and comprehensive frameworkthat has

been architected and developed to suitthe unique requirements ofWorkers Compensation Solutions. WoCoS functional and technical

modules along with the programs supported by the framework are

depicted in the exhibit below:

WoCoS enables the workers compensation program benefits through

established delivery and financing mechanisms. The framework can

accommodate extension of existing benefits and inclusion of new

program benefits.

Currently, WoCoS supports following program benefits:

(a) Medical care(b) Temporarily disability benefits(c) Permanent disability benefits(d) Vocational rehabilitation benefits(e) Death benefits

4.PERFORMANCEEVALUATION:-

HCL believes in an open, transparent and unbiased/impartial

evaluation of performance of every employee. Supervisors and

employees are strongly encouraged to discuss job performance and

goals on an informal, day-to-day basis. A formal written performance

evaluation will be conducted atthe end of an employee's initial period

of hire, known as the probationary period. Additional formalperformance evaluations are conducted to provide both HODs and

employees the opportunity to discuss job tasks, identify and correct

weaknesses, recognize and encourage strengths and discuss positive

and mutually agreed upon goals.


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The management also counsels employees to help do away hindrance

in efficient working and also to encourage employees to come up with

novelideas to improve productivity.

5. SALARY ADMINISTRATION

The salary administration program atHCL is created to achieve

consistent pay practices, comply with laws, and offer competitive

salaries within ourlabor market. HCL is committed to paying its

employees equitable and competitive salaries that reflectthe

requirements and responsibilities oftheir positions.

6.LEAVE RULES:-

GENERALLEAVE RULES:-

Employees will be permitted to take leave atthe discretion ofthe

management. Leave cannot be claimed as a matter of right. The

sanctioning authority reserves the discretion to refuse or revoke leave

at any time, if necessary due to exigencies of companys work.

1) Each employee musttake prior approval/proper authorization

(through prescribed form) from theirHO

Ds in advance beforeavailing any type ofleave.

2) Each employee has to fill any absence from duties (whether

authorized or unauthorized) in the leave card and obtain the

approval/signature of his/herHOD.

3) The leave card has to be keptin proper condition.

4) Leaves should be credited into leave card on yearly basis.

5) If an employee remains absent beyond the period ofleave

originally sanctioned or subsequently extended, the employee would

lose his lien on his appointment unless he returns within 3 days of

expiry ofleave and with proper explanation.


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6) Both the supervisor and the employee atthe beginning ofthe year

shall chalk out a plan to identify the staggered leave schedule of each

employee ofthe departmentto ensure smooth working ofthe dept.

7) The completed leave card has to reach the Payroll Department onthe 25

thday of each month giving the record of preceding month to

facilitate the preparation of wages/salaries. Any delay would affect

the preparation of entire salary sheet for all employees.

8) Any absenteeism ofthree days without any sanction / approval will

be liable forimmediate termination.

COMPARISON OF THE H.R PRACTICES

FOLLOWED BY T.C.S. AND H.C.L.

T.C.S H.C.L

1)RECRUITMENT y T.C.S. normallyopts for fresh aswell asexperienced

candidates.

y T.C.S. hascontract withsome recruitingagencies.

y H.C.L. normallyprefers freshcandidates.

y H.C.L. does nothave any suchcontract with

recruitingagencies.

2) TRAINING AND

DEVEOPMENT

Many innovative

approchs has beenadopted by T.C.S

Similarly many

innovative approachare been used by

H.C.L. also.

3) PERFORMANCEEVALUTION

T.C.S. goals aredefined in the

begining ofthe year.All higher- levelgoals are ultimatelytranslated intoindividualperformance

H.C.L.believes in anopen, transparent and

unbiased evalution ofindividualperformance.Supervisors andemployee bothdiscuss job


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measures. performance.

4) LEAVERULES * 3 national holidaysapplicable for all

* 7 holidays region

wise* 16 days earnedleave* 7 days casualleave* 10 sickleaves

Whole strictprocedure is followed

forleave of a

particularindividual,like, every one has totake approval fromthe higher authorityforleave, and theleave card has to be

keptin propercondition.

MY RECOMMENDATIONS TO BOTH THE COMPANIES:-

(a) For healthy & wealthy growth of organization, topmanagement should consider employees as fixed assets.

(b) The goodwill of company depends on good product/servicewhich in turn depends on companys employees .

(c) Employees today are more interested towards their careerdevelopment & goals.

(d) TCS and HCL can take an extra advantage ofthis tendencyof employees by motivating them & providing ample

opportunities to explore.

HR 3RD ASSGNMNT

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