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AA

PROJECT REPORTPROJECT REPORT

ONON

 RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION

PROCESS IN HCLPROCESS IN HCL

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THEREQUIREMENT FOR THE AWARD OF THE DEGREE OFTHE

UNDER THE GUIDANCE :SUBMITTED BY 

Mr. NEERAJ MANITALAN(FACULTY) BBA-VI

t S!". ROLL NO #$%#&'%

 

0

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DECLARATION:

I hereby declare that the project work entitled is an original and bonafide work done by me.

This project is being submitted in partial fulfillment for award of degree of Bachelor of business

administration (BBA) from DCH. HARCHAND SINNGH MAHAVIDHALYA KHURJA

BULANDSHAHR  !ttar "radesh.

  MONI TALAN

BBA VI th SEM.

  ROLL NO. 7217531

#

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ACKNOWLEDGEMENT

$nowledge must be confined to i%ory power but must step out and find practical application.

This becomes possible with summer training stepping into  pro%ide grounding professional

career. Two months of training in &' Technologies imited really fulfill this objecti%e.

I would like to epress my sincere gratitude to M. A!"h#t K#$%%& 'HR(M#)#*+,  &'

Technologies imited for pro%iding me an opportunity to undertake this project work.

ast but on the least I would like to thank those who were directly or indirectly responsible for 

the successful completion of the project.

 

*

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CONTENTS

1. INTRODUCTION

2. CONCE-TUAL RAME WORK O RECRUITMENT -ROCESS

3. -ROILE O HISTORICAL DEVELO-MENT AND STATUS /UO O HCL

 

0. RECRUITMENT -ROCEDURE IN HCL

5. CATEGORICALLY CLASSIICATION O EM-LOYEES O HCL

. DATA ANALYSIS INCLUDING O-INION SURVEY O EECUTIVES AND

7. STAEM-LOYEE REGARDINDING RECRUTIMENT -OLICY O HCL

 

4. INDINGS

. CONCLUSION

16. SUGGESTIONS

11. ANNEURES

12. BIBLIOGRA-HY

+

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INTRODUCTION

HCL Technologies

HCL Technologies (“HCL”) is one of India’s leading global IT Services Company,

providing sof!are" led IT sol#ions, $%& and 'emoe Infrasr#c#re anagemen

services a*ing a foray ino he services domain in +-"., HCL Technologies

foc#ses on echnology and '/0 o#so#rcing, !or*ing !ih cliens in areas a he core of 

heir b#siness %arnerships and ris*"sharing have been inegral o company’s gro!h

'elaionships have been cemened !ih parners in diverse areas s#ch as invesmen

ban*ing and elecom

1eeping pace !ih he ind#sry rend, HCL has applied iself o gaining momen#m in

emerging b#siness segmens s#ch as Infrasr#c#re anagemen Services / $%&,

opimi2ing is b#siness porfolio 3bo# 456 of reven#es no! coming from hese high

gro!h segmens of omorro! %rod#c 7ngineering and Technology services along !ih

 3pplicaions / 7nerprise Cons#ling services conrib#e e8#ally o he reven#es

HCL also has a rapidly diversifying geographic mi9 !ih 7#rope and 'es of he :orld

yielding 456 and +56 reven#e, respecively ;orh 3merica reven#es conin#e o

dominae !ih a share of abo#

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WHY HUMAN RESOURCE MANAGEMENT IS IM-ORTANT

An organi-ation is nothing without human resources. hat is IB/ without its employees 1ame

is in a hotel industry. It is totally based on managing people or manpower in an efficient way.

hen we think about the million of organi-ation that pro%ide us with goods and ser%ices any

one of more of which will employ us during our lifetime often do we eplicitly consider that

these organi-ation depend on people to make them operate It is only under unusual

circumstances such as when clerks go on strike at our local supermarket or the teachers

walkout from our schools colleges or employees working in an hotel industry that we recogni-e

the important role play in making organi-ation work.

There are some 2uestion which are listed down in order to know how important &3/ is are 4

• &ow did these people come to be employees in an organi-ation

• &ow were they found and selected

• hy do they come to work on a regular basis

• &ow do they know what to do on their jobs

• &ow does management know if the employees are performing ade2uately If they are not

what can be done about it

• ill today5s employees be prepared for the work the organi-ation will re2uire of them in ten

twenty 6 thirty years

M#)#*++)t  4 It is the process of efficiently getting acti%ities completed with and through

other people. The management process includes the planning organi-ing leading and

controlling acti%ities that take place to accomplish objecti%es.

ith reference to our definition 7oals are the 8acti%ities completed9. imited resources are

implied in 8efficiently9. "eople are those in 8through other people9.

⇒ :irst goals are necessary because acti%ities must be directed toward some end. There is a

considerable truth in the obser%ation that 8if you don5t know where you are going any road

will take you there9. The established goals may not so eplicit but where there are no goals

there may be a need for a new managers or no need for managers at all.

;

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⇒ 1econd there are limited sources.

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HRM AND ITS UNCTIONS

 

&uman resource management is concerned with the 8people9 dimensions in management. 1ince

e%ery organi-ation is made up of people ac2uiring their ser%ices de%eloping their skills

moti%ating them to high le%els of performance and ensuring that they continue to maintain their 

commitment to the organi-ation are essential to achie%ing organi-ational goals.

To look &3/ more specifically we suggest that it is a process consisting of four function 46

Accusation >e%elopment /oti%ation and /aintenance 6 of &uman 3esource.

• AC/UISITION UNCTION

The ac2uisition function being with planning. 3elati%e to human resource re2uirements we new

to know where we are gi%ing and how we are gi%ing to get these. This includes the estimating

demands and supplies of labour. Ac2uisition also includes the recruitment selection and

sociali-ation of employees.

 

• DEVELO-MENT UNCTION

It can be seen along three dimensions. The first is +$8%9++ t#))* which emphasi-es skill

de%elopment and the changing of attitudes among workers. The second is #)#*++)t

;+

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• MANAGEMENT UNCTION

The final function is maintenance. In contrast to the moti%ation function which attempts to

stimulate performance the maintenance function is concerned with pro%iding those working

conditions that employees belie%e are necessary in order to maintain their commitment to the

organi-ation.

• MOTIVATION UNCTION

The moti%ation function begins with the recognition that indi%iduals are uni2ue and that

moti%ation techni2ues must reflect the needs of each indi%idual. ithin the moti%ation function

alienation job satisfaction performance appraisal beha%ioral and structural techni2ues for 

stimulating worker performance the importance of linking regards to performance

compensation and benefits administration and how to handle problem employees are renewed.

In recent years more emphasis was gi%en on manpower because of the change in the society

attitude of an indi%idual etc. etc. In a study A1I> i.e. the A/e%elopment

• rgani-ationCDob >esign

• &uman 3esource "lanning

• 1election and 1taffing

• "ersonnel 3esearch and Information 1ystems

• 'ompensationCBenefits

•

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• 3eadiness to 'hange

G

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HRM MODEL

T#))* #);

D+%?

R+8#t%)

:ocus 4 AssessinghealthyunionCorgani-ationrelationship.

rgani-ation>e%elopment:ocus 4 assessinghealthy interrelationship as bellas intra

E$8%9++

A"""t#)=+ %=?" 4"ro%iding personal problem sol%ingcanceling toindi%idualemployees

6 Euality of work

life6 "roducti%ity6 3eadiness tochange

O*#)@#t%)J%>

D+"*).:ocus 4 defininghow tasks authorityand system will beorgani-ed

C%$+)"#t%) #);

B+)+t

:ocus 4 Assessingcompensation and

 benefits

H?#) R+"%?=+

-8#)))* :

>etermining theorigins major &3/

needs strategies and policies

-+"%))+8

+"+#=h #);

)%#t%)

"9"t+"

:ocus 4 assuring a personnelinformation base

S+8+=t%) #); St#)* :

:ocus 4 /atching peopleand their career needsand capabilities with join and career path

:rom the abo%e introduction about &uman 3esource management it has been pretty clear that

how important is human resource and its allocation. Again it depends on human resource

 planning. 1o the net 2uestion which arises is what is &uman 3esource "lanning

#0

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HUMAN RESOURCE -LANNING

It is one of the most important and essential programme of &uman 3esource /anagement.

&uman 3esource "lanning is the process by which an organi-ation ensures that it has right

number of people right kind of people at the right places at the right time capable of the right

 places at the right time capable of effecti%ely and efficiently completing those tasks which will

help the organi-ation to achie%e its o%erall objecti%es as well as goals. &uman 3esource "lanning

then translation the organi-ation5s objecti%es and plans into the number of workers needed to

meet those objecti%es. ithout clear6cut planning estimation of organi-ationHs human resource

need is reduced to more guesswork.

f all the 8/19 in management (the management of materials machines methods money

moti%e power) the most important is 8/9 for men or manpower. /anpower is a primary

resource without which other resources like money machines materials can not be put to use.

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3ecruitment forms the first stage in the process which continues with selection and ceases with

the placement of the candidates. It is the net step in the procurement function the first being the

manpower planning. 3ecruitment makes it possible to ac2uire the number and types of people

necessary to ensure the continued operation of the organisation. 3ecruiting is the disco%ering of 

 potential applicants for actual or anticipated organisational %acancies. In other words it is a

linking acti%ity bringing together those with jobs and those seeking jobs.

It5s purpose is to pa%e the way for the selection procedures by producing ideally the smallest

number of candidates who appear to be capable either of performing the re2uired tasks of the job

from the outset or of de%eloping the ability to do so within a period of time acceptable to the

employing organisation. The smallest number of potentially suitable candidates can in theory of 

course be any number. The main point that needs to be made about the recruitment task is that

the employing organisation should not waste time and money eamining the credentials of 

 people whose 2ualification do not match the re2uirements of the job. A primary task of the

recruitment phase is to help would be applicants to decide whether they are likely to be suitable

to fill the job %acancy. This is clearly in the interest of both the employing organisation and the

applicants.

#*

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SCO-E O THE STUDY :

At this point we are nor concerned with desirability of recruitment process since it can not be

a%oided. Instead our concern is focussed of those 2uestions like recruitment for what purpose.

n what basis should it be written down and sa%ed or not If sa%ed for e%er or for a year or two

These are issue to be argued and these are the elements that make manpower planning ground or 

 bad effecti%e or ineffecti%e.

SIGNIICANCE O STUDY :

ithout focussing the pattern of management organisation philosophy highlights on achie%ing a

surely where all citi-ens (employees) can lead a richer and fuller life.

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METHODOLOGY :

The study is carried on in a proper planned and systematic manner. This methodology includes

(i) :amiliari-ation with the organisation.

(ii) bser%ation and collection of data.

(iii) Analysis of data.

(i%) 'onclusion and suggestion based on analysis.

HY-OTHESIS

The organisation follows a systematic recruitment process which contributes towards continuous

flow of production without shortage or ecess of labours.

SAM-LING

The study co%ers #0 eecuti%e *0 employees from different departmentsC sections of &' as

sample in order to elicit rele%ant facts. 1ince it is not possible to approach each and e%ery

manpower of the organisation.

UNIT O STUDY:

An eecuti%e and a worker irrespecti%e of their position and placements in any of the

departments of the organsiation is considered as unit of study.

#,

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SOURCES O DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In primary source

of data collection the inter%iew schedule and 2uestionnaire and opinion sur%ey were used and in

secondary source of data collection rele%ant records books diary and maga-ines were used.

Thus the source of data collection were as follows4

SOURCE O DATA COLLECTION

-RIMARY SECONDARY

#. Inter%iew schedule #. >iary

*. Euestionnaire *. Books

+. pinion 1ur%ey +. ther records

,. /aga-ines

The in%estigator used structural inter%iew schedule 2uestionnaire and opinion sur%ey for 

collection of data from primary source. Inter%iew schedules were used for workers clerical

category and 2uestionnaires were used for super%isory and eecuti%e cadre and opinion sur%ey

was used to know the technology perceptions thoughts and reactions of the eecuti%es

employeesCworkers and trade union members of the organisation.

The in%estigator used the secondary source like diary books maga-ines and other rele%ant

records for collection of data to know about the industry as well as the respondents.

#;

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TABULATION& ANALYSIS AND INTER-RETATION:

After completion of data collection the editing of the responses go obtained was done. This

edited data further codified and code book was prepared. n the basis of these tables the data

were interpreted and analysed and conclusion was drawn.

LIMITATIONS:

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ABOUT HCL

In the early ?0s a group of young enthusiastic and ambitious technocrats embarked upon a

%enture that would make their %ision of IT re%olution in India a reality. 1hi% @adar and fi%e of his colleagues got together and in #GF; set up a new company called /icro comp. To start with

they decided to capitali-e on their marketing skills. /icro comp marketed calculators and within

a few months of starting operations company was outselling its major competitors. In #G?=

/icro comp approached !"1

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/alaysian5s B1@ commercial bank 1IA >B1 bank /aybank life assurance charted

semiconductors Asia /atsushita and 1hell /alaysia. 1ome of its global customer in the

go%ernment sector is Inland 3e%enue authority of 1ingapore ci%il a%iation authority of 

1ingapore 1ingapore power ministry of education health and national de%elopment telecom

authority of 1ingapore and penang state go%t.

&' Infosystems5 chosen platform of total technology integration lends itself to some %ery

significant alliances with the global leaders. Among its partner are &" for high end AI1'

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INDIAN HARDWARE INDUSTRY AND HCL TECHNOLOGIES LTD.

The Indian IT and

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In *0#*6#+ &'5s total hardware turno%er was 3s. #0.G? billion higher by around *,N o%er the

corresponding figure for *0##6#*. f this manufactured hardware constituted =0N traded

hardware +*N and hardware support ser%ices GN. The company5s reported operating margins in

*0#*6#+ (including si months of A telecommunication and software businesses) increased to

=.?N from ;.GN in *0##6#* primarily because of better margins in hardware. hile a%erage

material costs declined in *0#*6#+ the company was able to retain a part of the margins in its

 product reali-ations. Better margins in hardware resulted in the return on capital employed

(3'

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hile e%ery research firm has gi%en different figures one thing is commonQthe "' market is

 booming at double6digit growth rates. /AIT (/anufacturers Association of Information

Technology) estimates that the desktop "' market grossed #?.# lakhs units in the first half of 

fiscal *0#,6#; registering a growth of +? percent o%er the same period

of the pre%ious fiscal. ith the Indian economy booming /AIT estimates that "' sales will

touch the ,0 lakhs mark in fiscal *0#,6#;.

The buoyancy in "' sales can be attributed to increased consumption by traditional industry

%erticals such as telecom banking financial ser%ices and insurance B" manufacturing and

go%ernment. 'onsumption also increased in non6traditional sectors such as education retail

outlets and self6employed professionals.

In future &'5s hardware sales to the institutional segment are likely to remain stable with

sustained hardware spending by all the %erticals especially the banking and financial ser%ices

sector. Besides in retail hardware sales a continued reduction of price points facilitated in part

 by the recent reduction in ecise duties on "'s is likely to reduce the price ad%antage of the

small assemblers and augur well for branded "' manufacturers like &'. In the medium term

&'5s margins despite its sales ta ad%antages may be affected by the likely remo%al of duty

 protection on manufactured "'s from the year *00;.

C?+)t M#!+t Sh#+ %

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  !nits (*0#+)"ercentage of !nits

1hipped!nits (*0#,)

"ercentage of !nits

1hipped

ear6on6ear

7rowth(percent)

Branded G##,0+ +=.* #;FG0#= ,G.* ?,.+

7rey #=0F?;* =+.F #=,+=G, ;0.F *.*

Total *;*0#;; #00 +*+*?#0 #00 *F.*  1ource 4 I>' India

MARET SHARE OF BRANDEDPC DURING CALENDER YEAR OF

$%*

HCL ?B6

H%?=6

I$+56

:I%'&.6

7;ITH+?6 HCL

H%I$

 :I%'&

7;ITH

**

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:rom the abo%e figure we can clearly see that &' emerged as the clear winner among the

 branded "' companies with +,N or #+.?N of market share followed by +0N or ##.G N of 

market share by &". IB/ was third in the race with only #;N or =.*N of market share of 

 branded "' computers.  Along with becoming the market leader in branded PC HCL

Technologies also became 1.3 Billion Dollar company in April !!".

*+

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SUCCESS STORY

Mision bra%ado and grit ha%e seen &' e%ol%e from a dream of eight youngsters in #G?? to the

countryHs top IT group today with re%enues closing in on 3s ;000 crore

175: 1i young men get together o%er a cup of coffee and snacks. The con%ersation %eers from

cars and tra%el to jobs career and the future. 1ince they all work together its only natural that

they talk shop. They also eplore the possibility of starting a company of their own6one rooted in

%alues directed at creating a market for its products in a segment hitherto uneplored hardware.

/icrocomp is born. The initial in%estment6all their sa%ings making up seed capital of 3s #.F?

lakh.

R1i of us all with >'/ wanted to start a computer company. But we didnHt ha%e enough funds.

e decided therefore to settle for a close second6we set up a calculator company /icrocomp.

e were of course working our way upward towards creating a computer company till

someone informed us that we would need a license for the same. The !ttar "radesh go%ernment

was offering an open license of this nature around that time. e ac2uired it and created

&industan 'omputers td (&'). The name itself had a reason behind it6it denoted largeness it

was Indian it was patriotic it was perfectS Two more of our friends joined us later to set up

&industan 'omputers in August #G?=6that took the number of people who started &' up to

eightR remembers Ajai 'howdhry one of that original group of eight and now "resident and

/anaging >irector of &' Infosystems.

Re dreamt of working in an industry that would re%olutioni-e businesses an industry that ga%e

e%eryone an e2ual chance to succeedS e also knew we wanted to dominate it. Through these

years we ha%e retained our number one position and sustained our growth. The one business

strategy that has dominated and been at the core of our business is constant adaptation and

reno%ation. e ha%e also de%eloped new paradigms for new opportunitiesR adds 1hi% @adar

'hairman of &' Technologies .

*,

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A teething problem faced by the company6getting imports through. The regulations and laws of 

the time did not allow the import of technology. 'omponents and sub6assemblies howe%er

could be imported. RThe latter was a %ery epensi%e affair. This led to a sharp focus on in6house

design. The first product we came out with was targeted at the engineering research market6

/icro **00 based on a ,6bit microprocessor from 3ockwellR says 'howdhry. ith /icro **00

orders poured in for &'. Re had no products and we couldnHt simulate them so we had to

create a bread6board model. e actually had people coming to us and looking at these models

and placing orders6they belie%ed in usR

The deadlines were tough but they had to be met or the orders would fall through. The first

deadline was /arch +# and e%eryone worked night and day for weeks. The final deli%ery date6

/arch *?. RI remember a particular instance. After setting up of &' ('hennai) we were

flooded with orders especially from IIT 'hennai. I personally went to the airport in my old :iat

and deli%ered the units personally to the IIT professorsR recalls 'howdhry.

Wh+) MNC" ++)t $%$?8#

If we tabulate the history of Indian business #G?? will go down as a RfunnyR year. It was in #G??

that the Danata "arty go%ernment came to power. Among their first actions on the commerce

front6asking IB/ and 'oke among other multinational companies to either increase the

component of Indian holdings or mo%e out. They mo%ed out. RThat was a stroke of luck for usR

says 'howdhry. Re created an eight6bit computer our first usage of Intel architecture. e went

and sold that to lots and lots of companies among them a cement company that used four 

floppies to manage the payroll of all its +000 companies.R

Three years later in #GF0 &' became a 3s *6crore company. Re decided to epand o%erseas

and entered the 1ingapore market armed with some epertise in hardware and targeting the 1/<

market. &owe%er once there we reali-ed that the demand was more for solutions not so much

for boes. e set up a software factory in 'hennai6we would go to customers and tell them we

would do e%erything6make the bo write the software train the staff maintain the e2uipment

the worksS And we had to do L# million in orders out of 1ingapore between August # and

*;

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>ecember +# #GF0. That was the make or break point6less than that and we wouldnHt ha%e the

cash flow to run the company.R In the nick of time is how things worked out6&' 1ingapore

managed that figure on the morning of >ecember +#.

 

HCL G%?$: How the Dream has #$ol$ed

145 1hi% @adar and fi%e colleagues start /icrocomp

16 &' promoted with startup capital of 3s #.F+ lacs (!1L +F*=.F;)

15 &'Hs first transnational %enture :ar east 'omputers established in 1ingapore

2661 1et up @IIT IndiaHs first pri%ate sector IT education institution.

266  &' America established with head2uarters at 1unny%ale 'alifornia

2667 &' and &" !1A agree to enter into a partnership to form &' &"

2664 &' Tech formed as separate software company

266 Doint %enture with Dames /artin O 'o. and "erot 1ystems 'orporation

2616 &' Tech incorporated in !$ 7ermany :rance 1weden Belgium Italy and 1wit-erland

2611 perations started in Dapan &ong $ong Australia and @ew Pealand

2612 Initial "ublic ffering made by &' Tech :ormation of 7lobal Board of >irectors and

Ad%isory Board. Audit 'ompensation and 3elated "arty Transaction 'ommittees set up

Implementation of H7localH /anagement 'oncept

2613 arge deals with Bankers Trust $A and 7Tech

2610 Ac2uisition of >eutsche 1oftware Ac2uires Ireland6based B" firm Apollo 'ontact 'entre

&'

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the place including Taiwan and Bangkok and brought back "'s. e took them apart studied

them and got into manufacturing mode. e launched our "' in three weeks. And that

incidentally how Busybee was bornR says 'howdhry.

A turning point came in #GFG just when the "' and software integration business was chugging

along smoothly. /c$en-ie O 'ompany approached &' and offered to carry out a study for &' entitled &'Hs

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HCLS OERINGS IN INO(-ROCESSING -RODUCTS

*F

E+t!r,r.!

S"/00 B1.+!..H2"!

Beanstalk - India’s frstHome PC

EzeeBee -

HCL’s Low Price PC

BusyBee -India’s FirstDesktop (‘8!

"et#ana$er - Intel%er&ers

Infniti PCs- India’s'ar$est installed PC

lo)al 'ine - Intel %er&ers *or

+nterprise appli,ations NetworkingProducts

Information Kiosks

 in Clients

#onitors/ey)oards

Ca)inets 0 1a,ks

Indic PC

+x,el 'ine -2#D %er&ers

Infniti %tora$e produ,ts

Security roducts

HCL3.O4!r+5. + I+62-Pr27!..+5 Pr2817t.

C/++!0 S/0!.

9 S1,,2rt

C/++!0 S/0!. 9 S1,,2rt

Dr!7t S/0!. 9 S1,,2rt

Beansta!k "edia Centre -Entertainment PC

 osi)a 'aptops

%un %er&ers 03orkstations

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 HCLADVANTAGE

 HCL T+=h)%8%*+" draws itHs strength from *? years of eperience in handling the e%er

changing IT scenario strong customer relationships ability to pro%ide the cutting edge

technology at best6%alue6for6money and on top of it an ecellent ser%ice O support

infrastructure.

Today &' is countryHs premier information enabling company . It offers one6stop6shop

con%enience to its di%erse customers ha%ing an e2ually di%erse set of re2uirements be it a large

multi6location enterprise or a smallCmedium enterprise or a small office or a home &'I has a

 product range sales and support capability to ser%ice the needs of the customers.

The last *? years apart from knowledge and eperience ha%e also gi%en continuity in relationship

with the customers thereby increasing the customer confidence in &'.

O? "t+)*th" =#) >+ "?#@+; #":

6 Ability to understand customerHs business and offer right technology

6 ong standing relationship with customers

6 "an India support O ser%ice infrastructure6 Best6%ale6for6money offerings

T+=h)%8%*9 L+#;+"h$

&' Technologies is known to be the harbinger of technology in the country. 3ight from our

inception we ha%e attempted to pioneer the technology introductions in the country either

through our 3O> or through partnerships with the world technology leaders.

*G

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 U")* %) RFD HCL h#":

6 'reated own !@IJ O 3>B/1 capability (in F0s).6 de%eloped firewalls for enterprise O personal system security.

6 launched our own range of enterprise storage products.6 launched our own range of networking products.&'I stri%e to understand the technology from the %iew of supporting it post installation as well.This is one of the key ingredients that go into strategic ad%antage.

HCL T+=h)%8%*+" h#" t% t" =8# "+

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 Dri$en by a strong %an&'act&ring (b)ecti$e

WE SHALL DELIVER DEECT(REE -RODUCTS& SERVICES AND SOLUTIONS

TO MEET THE RE/UIREMENTS O OUR ETERNAL AND INTERNAL

CUSTOMERS& THE IRST TIME& EVERY TIME.

All processes in the manufacturing are aligned to this guiding objecti%e . A strong emphasis of 

/?#8t9 >9 -%=+""

 is ensured across all processes. The products manufactured here undergo stringent tests that

ensures their ruggedness O durability which may be deployed anywhere in India and may ha%e

to face se%ere conditions like 6 heat humidity rough transportation O handling .ur products

undergo drop tests hot O cold temperature chamber client6site simulation tests reliability tests

et al .

'omputers are shipped to locations all o%er India with an etensi%e network of professional

logistic support partners.

There is also a 'ustomer satisfaction cell in plant to take care of problems reported from field.

C&stomers* sales + marketing* s&pport personnel* dealers + distrib&tors are enco&raged to

$isit the plant to see* 'or themsel$es* what all goes in making a ,&ality comp&ter system.

-h8%"%$h9 % /?#8t9-e deli$er de'ect/'ree prod&cts* ser$ices and sol&tions to meet the re,&irements o' o&r

e0ternal and internal c&stomers* the 'irst time* and e$ery time.-

To eist as a market leader in a globally competiti%e marketplace organi-ations need to adoptand implement a continuous impro%ement6based 2uality policy.ne of the key elements to &'Hs success is its ne%er6ending pursuit of superior 2uality in all its

endea%ors.

&' T

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/UALITY AT HCL TECHNOLOGIES LTD.

The history of "t?=t?+; ?#8t9 $8++)t#t%) in &' Technologies began in the late #GF0s

with the focus on impro%ing 2uality of its products by using basis E' tools and #8?+

R+$%t)* #); C%+=t

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two aspects. (#)

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CONCE-TUAL RAME WORK O RECRUITMENT -ROCESS

&uman resource /anagement classically pertains to planningK recruitment selection placement

induction compensation maintenance de%elopment welfare etc. of &uman 3esources of any

organisation to enable the organi-ation to meet its objecti%e while also enabling the human

resources to attain their indi%idual goals.

As is e%ident from the definition of the concept the entire theme re%ol%es centrally around

human resource and its role in enabling simultaneous satisfaction of indi%idual and

organi-ational goals.

The immediate conclusion that follows from this is that the prime mo%ers of the organisation are

the indi%iduals. The process of bringing employees into the folds of organisation is termed as

recruitment and can be unambiguously treated as the central pillar for foundation stone of the

entire concept of human resource management.

It is easy to see why recruitment has accorded such a high position out of the %arious facets of 

human resource management. The reason is simply that unless one has human resource in the

organisation whom will the human resource managers manage or whose energy will theychannalise producti%ely and usefully.

$eeping this idea into mind this "rojects is an attempt to study %arious options that are a%ailable

 both theoretically as well as practically for an organisation to launch itself into the task of 

recruitment.

The entire report is di%ided into %arious sub6sections which appear in a chronology of e%ents that

are steps in the process.

+,

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DEINITION

The success of and organisation largely depends upon the Team of the skilled and 2ualified

human resources who are chosen out of number of applicants for the job. It is the primary duty of 

the &3> department to procure and maintain an ade2uate 2ualified working force of %arious

 personnel necessary for manning the organisation.

"rocurement function of personnel >epartment includes three major sub6functions6 (A)

3ecruitmentK (B) 1election4 and (') "lacement on the job.

3ecruitment is the positi%e process of employment. The process of 3ecruitment is to identify the

 prospecti%e employees attract encourage and stimulate them to apply for the job Inter%iew the

eligible and select them for a particular job in the organisation.

3ecruitment is a process to disco%er the sources of manpower to meet the re2uirements of the

staffing schedule and to employ effecti%e measures for attracting selection of an efficient

working force.

666666666666oder  

+;

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OBJECTIVES

#. To structure the 3ecruitment policy of &' Technologies imited for different categories of 

employees.

*. To analyse the recruitment policy of the organisation.

+. To compare the 3ecruitment policy with general policy.

,. To pro%ide a systematic recruitment process.

+=

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SCO-E O RECRUITMENT

It etends to the whole rganisation. It co%ers corporate office sites and works appointments all

o%er India.

It co%ers workers 'lerical 1taff fficers Dr. /anagement /iddle /anagement and 1enior 

/anagement cadres.

+?

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CATEGORICALLY CLASSIICATION O EM-LOYEES O HCL

' AT

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DATA ANALYSIS INCLUDING O-INION SURVEY O EECUTIVES

STAEM-LOYEE REGARDINDING RECRUTIMENT -OLICY O

HCL

MAN-OWER -OSITION O HCL.

IN THE LAST 16 YEARS

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'/"A3ATIM< 1TAT

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YEARWISE EECUTIVES 'V- AND MANAGERS, AND NON(EECUTIVES

'SU-ERVISORS AND STAS, STRENGTH O MS. HCL.

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O-INION SURVEY:

'ertain schemes yield more fruitful results in certain conditions and with some specific

objecti%es. @eedless to say that management practices differ from organisation to organisation.

But the fact is that success does not follow automatically the people who implement the system

that matters just as the authority without acceptance ha%e no meaning. 3ecruitment process

without trust of employees and organisation has no %alue how hobble the objecti%e may be so an

attempt is made to study the attitude of those who are participating in recruitment process before

gi%ing any suggesting and concluding remarks. :or this purpose research has taken opinion of 

*0 eecuti%es and ;0 workerCemployee of different departmentsCsections of the organisation.

The 2uestionnaire prepared and circulated may them is reproduced below indicating their 

responses to each 2uestion.

Euestionnaire circulated among *0 eecuti%es es @o @o 3 esponse#. Are you in support of recruitment policy

*. hether the eisting recruitment policy is linked

to producti%ity

+. >o you feel that manpower recruitment has been

rationalised by way of automation

,. hether the eisting recruitment policy is getting

will supports for the top management

;. hat are the benefits you are deri%ing from the

eisting recruitment policy

a) 3eduction on labor cost

 b) o you feel that job e%aluation and job analysis

helps in manpower recruitment in your 

organisation

?. >o you think that the personal recruited from

,0N

,0N

#0N

?0N

=0N

*;N

=0N

F;N

#0N

;0N

;0N

F0N

*0N

+0N

=;N

+0N

;N

F0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

,*

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eternal sources is more desirable than the internal

sources

F. hether cost benefit analysis is done before

recruitment

G. Are you satisfied with the eisting recruitment

system of the organisation

#0. >o you feel that performance appraisal helps in

recruitment process

##. >o you feel that training will effect to recruitment

 process

#*. >o you think job rotation will affect the

recruitment policy

#+. &ow are you controlling the shortage and ecess of 

manpower

A) By employing casual worker

 b) By employing etra hours

c) By lay off C retrenchment

+0N

+;N

=;N

=;N

;0N

G0N

G0N

 @il

=0N

;;N

*;N

*;N

,0N

 @il

 @il

G0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

:rom the response indicated abo%e it appears that the pre%ailing recruitment policy has definiteimpact on the organisation. /ost of the eecuti%es showed positi%e response to different2uestionnaires by %irtue of manpower planning they used proposed deletion of manpower  planning they used proposed deletion or addition of man in the organisation for a planning period. The ecess or shortage are being adjusted and hence misutilisation is mere chance. Theeecuti%es did not respond to the lay off and retrenchment for reduction in a%ailable humanresources. :orm the 2uestionnaires it appears that the managerial staff are only interested for filling of the %acancies of higher post from out of the internal sources. This attitude will sei-e the professional approach of the organisation and may not able to induct fresh brain. :rom theanswers of most of the managers it is obser%ed that they want entry of new managers should bea%oided and fresh recruitment shall be limited up to only staff cadre and not abo%e that. :rom theanswers of most of the eecuti%es it appears that cost benefit analysis is not properly followed bythe organisation and job rotation also not followed properly in the organosation which make anemployee all rounder in all respects. By which in the absence of an employee the work will notdiscontinue.

,+

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/UESTIONNAIRE CIRCULATED AMONG

26 EM-OLYEES WORKMEN: es @o. @o.

  3esponse

#. Are you satisfied with the eisting recruitment policyin your organisation

*. >o you feel work load in your department

+. >o you feel of your optimum utilisation

,. >o you satisfied with your job

;. >o you feel that moti%ation is main factor for 

optimum utilisation of eisting manpower

=. >o you feel that recruitment of lower le%el staff from

eternal source is desirable than internal source

?. >o you feel that training imported by your 

organi-ation helps in impro%ing your performance

*;N

*0N

*;N

*;N

?;N

;0N

=0N

=;N

?0N

=;N

=;N

#;N

,0N

+0N

#0N

#0N

#0N

#0N

#0N

#0N

#0N

 :rom the response to the abo%e 2uestionnaires it is clearly indicated that most of the workmen

are dissatisfied about the eisting recruitment policy. They are not gi%en chance for their 

de%elopment. Their skill efficincies are not recogni-ed by the company.

,,

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INDINGS

#. !nder recruitment "rocedures 3e2uisition 1ystem is incorrect because the replacement does

not re2uire fresh appro%al unless it is in place of termination.

*. The data banks are not properly maintained.

+. The dead bio6data are ne%er being destroyed.

,. "roper induction is not gi%en to all the employees. It reser%es to only a few le%els.

;. 1alary comparison is not justifies. ld employees are demorali-ed by getting less surely then

new employee.

=. 1alary fiation has a halo effect .

?. 3ecruitment procedure is not fully computeri-ed.

F. /anpower5s are recruited from pri%ate placement consultancy who are demanding high

amount of fees where as &3> >epartment is not fully utilised to recruit manpower by

ad%ertisement.

G. Before recruitment cost benefit analysis is not done properly. It causes manpower surplus

which makes loss in the industry.

#0. /anpower is recruited from reliable source howe%er efficiency does not recognise.

,;

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CONCLUSION

1tudying the recruitment procedures of &' analy-ing the respondents answers opinion sur%ey

and date analysis the researcher came to a conclusion that &' is a growing 'ompany. It has a

separate personnel department which is entrusted with the task of carrying out the %arious

 policies programmes like recruitment selection training etc. effecti%ely and efficiently. The

 business of &' is carried on in a %ery scientific manner. In the saturation point of business it

need not waste the time to di%ersify into the another business. /anagement understands the

 business game %ery well. At the time of difficulty it takes necessary action to sol%e the problem.

 @ow the personnel department of &' is in infancy stage. It always try to moderni-e thedepartment. It strongly belie%es in manpower position of the organi-ation because it knows in the

absence of /5 for man all /s5 like money material machines methods and moti%ation are

failure. It always tries to de%elop the human resources. In the absence of right man material

money machines all things will not be properly utili-ed. 1o it always recruits manpower in a

scientific manner.

,=

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ANNEURE 1

/UESTIONNAIRE TO EECUTIVE

#. a) @ame of the respondent 4

 b) >ate of joining4

c) esignation4

e) >epartment4

*. >etails of the rganisation4

a) @ame 4

 b) Address4

c) @ature of "roduction4

d) ocationK

e) (i) Are the organisational acti%ities

  concentrated anywhere (esC@o)

(ii)If yes then where

f) hen started

g) "roduction figure of last #0 years

,F

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YEAR TARGET ACTUAL -RODUCTION

*00;

*00=

*00?

*00F

*00G

*0#0

*0##

*0#*

*0#+

*0#,

h) 'apital in%ested in the last #0 years4

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(b)

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(c) $indly gi%e reasons foe your answer briefly.

=. hile recruiting the new personnel4

(a) Is there any job e%aluation or job analysis procedure adopted (esC@o)

(b) Is there rate of labours turn o%er eactly calculated (esC@o)

(c) hat are the re2uisite sources to fill the %acancies

(i) Through employment echange

(ii) Ad%ertising through T.M 3adio /aga-ines and other Dournals.

(iii) Through campus inter%iew.

(i%) Through management consultancy.

(%) At factory gate from any reliable source

?. while the selection procedure is going on

(A)Is the inter%iew conducted in a special room(esC@o)

(b) hether the organisation conducts written testC%erbal testCthe both

(c) hether the inter%iewer are companymenCoutsiderC the both

;#

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F. After selecting the candidate

(i) Is the induction programme being conducted (esC@o)

(ii) Is proper placement offered to the candidate(esC@o)

G. Is performance appraisal conducted for recogni-ing the efficiency in the performance of 

employees (esC@o)

#0. (a) Is there any pro%ision for imparting training facilities to the employees(esC@o)

 b (b) hich type of training for imparting training facilities to the employees(esC@o)

c (c) In present contet which type of training you considered as appropriate

(d) >o you feel that training helps in recruitment policy (esC@o)

##. (a) Is there any promotion facility pro%ided to the employees in your organisation (esC@o)

(b) If yes is it gi%en on the basis of

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#+. (a) &ow do your manage the shortage of manpower in your organisation

  By way of retrenchmentClay offC the bothC@o one.

  (b) &ow do you manage the shortage of manpower in your organisation

3ecruiting casual workersC

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ANNEURE II

OUESTIONNAIRE TO EM-LOYEEWORKER 

#. a) @ame of the respondent.

 b) >esignation 4

a) >ate of joining 4

 b) Token no 4

c) >epartment 4

*. a) Are you a workman C employee in the following category permanent C

Temporary C 'asual.

 b) Are you getting wages in piece rate C Time rate C any other method.

c) Is wages fied by wage Board C 'ollecti%e bargaining C Any other method.

d) Are you feeling any work load in your job esC@o.

e) If yes do you need etra hands esC@o

+. a) &ow do you ha%e recruited

  Through a employment echange C through union C "olitical pressure C

through relati%es.

 

 b) >o you like internal source of recruitment esC@o.

d

e c) >o you feel that any etra manpower is needed for your organistaion

f esC@o

,. a) Is there any training facility for you esC@o

g b) If yes is it on the job training loft the job training C off the job training

h esC@o.

;,

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i

c) >o you feel that training is ine%itable for you es C@o

;. a) Are you satisfied with your job es C@o.

  b) Is the job appraised by your superior authority esC@o.

=. a) Are you getting promotion esC@o.

 j b) If yes in which basis you ha%e promoted

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m

F. hat types of facilities the company is etending for you

'rVche esC@o

'anteen esC@o

3ecreation esC@o

/edical esC@o

'on%eyance esC@o

:ree education for children esC@o

G. hether the organisation pro%ides employment opportunity to the family members in case of 

death of the worker C employee.

;=

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BIBLIOGRA-HY

"rinciples of /anagement 6 by koont- o5 >onel. "rinciples and practice of /anagement Wby '.B. 7upta.

&uman 3esource >e%elopment W by !.B. 1ingh

"rinciple and practice of /anagement Wby . /. "rasad.

"ersonnel /anagement Wby '.B. /amoria.

/anagement of human 3esource.

>ynamic of personnel administration by /.@. 3udrabasa%araj.

"ersonal /anagement and industrial relation Wby 3.1 >a%ar. orld 3esources Wby /.1 kar.

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