RECRUITMENT & SELECTION POLICY hcl (2).docx

8/14/2019 RECRUITMENT & SELECTION POLICY hcl (2).docx

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SUMMER TRAINING PROJECT REPORT

ON

RECRUITMENT & SELECTION POLICY

IN HCL INFOSYSTEM LTD

Submitted for the partial fulfillment towards for the award of

the degree in Masters of Business Administration of

Noida International University

Submitted by:

Neha Tomar

Roll No:SM/MB/12/021

Batch (2012-13)

Under the supervision of:Ms.Shubh Arora

DEPARTMENT OF MANAGEMENT

Noida International UNIVERSITYGREATER NOIDA


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DECLARATION

I hereby declare that this project report has been submitted for MBA affiliated to Noida

International University

Further, I assign the right to the University, to use the information and content of this

project to develop Cases, Case lets, Case leads and papers for the publication and / or for

the use in teaching.

Neha Tomar


MBA


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ACKNOWLEDGEMENT

I am very thankful to Ms.Shubh Arora Faculty Guide, Noida International

University, Greater Noida for her valuable guidance and support at all time and

encouraging and valuable support in execution of preparation of my project report.

I would also like to thank to all those people who has directly or indirectly

supported me and providing me all the necessary information throughout this

project report has been successfully completed at time.

Neha Tomar


MBA


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TABLE OF CONTENT

1. INTRODUCTION TO THE TOPIC ..................................................... 4

2. COMPANY PROFILE .......................................................................... 19

3. IMPORTANCE OF THE STUDY ....................................................... 40

4. SCOPE OF THE STUDY .. 43

5. LITERATURE REVIEW .. 51

6. RESEARCH DESIGN......... 62

7. DATA ANALYSIS AND NTERPRETATION ... 73

8. CONCLUSION 91

9 . RECOMMENDATION ... 93

10. SCOPE FOR THE FURTHER RESEARCH ................................... 95

11. REFFERENCES ... 96

12. APPENDIX . 99


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INTRODUCTION TO THE TOPIC

The Recruitment and Selection Procedure of the company determines the level of

achieving Organizational Goals in the long run. As per definition it is stated that which is

all about Selecting Right person for the Right Job at the Right Time at the best Possible

Position. Although it sounds quite simple but it is also not an easier job to evaluate a

person with his Ability and Skills that may satisfy the Core Competency for the Job so

that his degree of willingness to pursue a Job becomes Positive. From Job Seeker's

prospective it is the Core Competencies which matter much for a job. So it is the

effective Recruitment and Selection Procedure which determines not only the right

candidate for a job but also a long-term accomplishment of Organizational Goals.

In my Research as I go further I come to know the Different Techniques adopted by the

IT Company towards this effect. I have chosen HCL INFOSYSTEMS LTD, which is

Multinational IT giant for studying their methods of Recruitment and Selection Function.

In the course of my study I came to know that, it has the probability of achieving more

than 50% of the people to be placed for the Right Job, which reflects some of the unique

ways for recruiting the candidates to fill various vacancies.

The Aim of the Company is to achieve overall Organizational Goal not only by way of

fulfilling the targeted top line but also Employee Satisfaction towards various position of

Job to the Maximum Level. This I will see as I proceed subsequently in my Project.

Steps in Recruitment Process


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As was mentioned earlier, recruitment refers to the process of identifying and attracting

job seekers so as to build a pool of qualified job applicants. The process comprises five

inter-related stages, viz.

Planning,

Strategy development, Searching, Screening, and Evaluation and Control

Diagram- 1


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SOURCES OF RECRUITMENT

Before an organization activity begins recruiting applicants, it should consider the most

likely source of the type of employee it needs. Some companies try to develop new

sources, while most only try to tackle the existing sources they have. These sources,

accordingly, may be termed as internal and external.

(1) INTERNAL SOURCES

Internal sources are the most obvious sources. These include personnel already on the

pay-roll of an organization, i.e., its present working force. Whenever any vacancy occurs,

somebody from within the organization is upgraded, transferred, promoted or sometimes

demoted. This source also includes personnel who were once on the pay-roll of thecompany but who plan to return or whom the company would like to rehire, such as those

on leave of absence, those who quit voluntarily, or those on production lay-offs.

MERIT: The use of an internal source has some merits:

It improves the morale of employees, for they are assured of the fact that theywould be preferred over outsiders when vacancies occur.

The employer is in a better position to evaluate those presently employed thanoutside candidates. This is because the company maintains a record of the

progress, experience and service of its employees.

It promotes loyalty among the employees, for it gives them a sense of job securityand opportunities for advancement.

As the persons in the employment of the company are fully aware of, and wellacquainted with, its policies and know its operating procedures, they require littletraining, and the chances are that they would stay longer in the employment of the

organization than a new outsider would.

They are tried people and can, therefore, be relied upon. It is less costly than going outside to recruit.


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Demerits: However, this system suffers from certain defects as well.

It often leads to inbreeding, and discourages new blood from entering anorganization.

There are possibilities that internal sources may "dry up", and it may be difficult tofind the requisite personnel from within an organization.

Since the learner does not know more than the lecturer, no innovations worth thename can be made. Therefore, on jobs which require original thinking (such as

advertising, style, designing and basic research), this practice is not followed.

As promotion is based on seniority, the danger is that really capable hands may notbe chosen. The likes and dislikes of the management may also play an important

role in the selection of personnel.

This source is used by many organizations; but a surprisingly large number ignore this

source, especially for middle management jobs. In other words, this source is the lode

that is rarely mined. It is not only reasonable but wise to use this source, if the vacancies

to be filled are within the capacity of the present employees; if adequate employee

records have been maintained, and if opportunities are provided in advance for them to

prepare themselves for promotion from "blue-collar" to "White-collar" jobs.

(2) EXTERNALSOURCES

These sources lie outside the organization. They usually include:

New entrants to the labor force, i.e., young, mostly inexperienced potentialemployees -the college students;

The unemployed -with a wide range of skills and abilities;Retired experienced persons such as mechanics, machinists, welders; accountants;Others not in the labor force, such as married women and persons from minority

groups.


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Merits: (i) External sources provide the requisite type of personnel for an organization,

having skill, training and education up to the required standard,

(ii) Since persons are recruited from a large market, the best selection can be made

without any distinctions of caste, sex or color, (iii) In the long run, this source proves

economical because potential employees do not need extra training for their jobs.

Demerits: However, this system suffers from what is called "brain drain," especially

when, experienced persons are raided or hunted by sister concerns.

METHODS OR TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarize the possible recruiting methods into three

categories: direct, indirect and third party.

(1) DIRECT METHODS

These include sending traveling recruiters to educational and professional

institutions, employees' contacts with public, and manned exhibits. One of the

widely used direct methods is that of sending of recruiters to colleges and technical

schools. Most college recruiting is done in co-operation with the placement officeof a college. The placement office usually provides help in attracting students,

arranging interviews, furnishing space, and providing student resumes. For

managerial, professional and sales personnel, campus recruiting is an extensive

operation. Persons reading for MBA or other technical diplomas are picked up in

this manner. For this purpose, carefully prepared brochures, describing the

organization and the jobs it offers, are distributed among students, before the

interviewer arrives. The DCM, TATAS, and other enlightened firms maintain

continuing contacts with institutions' placement officials with a view to recruiting

staff regularly for different responsible positions.

Sometimes, firms directly solicit information from the concerned professors about

students with an outstanding record.


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Many companies have found employees' contact with the public a very effective

method.

Other-direct methods include sending recruiters to conventions and seminars, setting up

exhibits at fairs, and using mobile offices to go to the desired centres.

(2) INDIRECT METHODS

Indirect methods involve mostly advertising in newspaper, on the radio, in trade,

and professional journals, technical magazines and brochures.

Advertising in newspapers and/or trade journals and magazines is the most

frequently used method, when qualified or experienced personnel are not

available from other sources. Senior posts are largely filled by such methods

when they cannot be filled by promotion from within.

Advertising is very useful for recruiting blue-collar and hourly workers, as well as

scientific, professional, and technical employees. Local newspaper can be a good

source of blue-collar workers, clerical employees, and lower-level administrative

employees.

The main point is that the higher the position is in the organization, or the more

specialized the skills sought, the more widely dispersed advertisement is likely to

be. The search for top executive might include advertisements in a national

periodical; while the advertisement of blue-collar jobs is usually confined to the

daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday weekly

edition of The Hindustan Times, The Times of India, The Tribune, Bharat Jyoti,

The National Herald, The Free Press Journal, The Pioneer, Amrit Bazar Patrika,

The Economic Times, The Hindu, The Indian Express etc., carry advertisements

for all types of positions. Such advertisements enable prospective candidates to

screen themselves in order to find out whether they are fit for the job for which

the advertisement has been issued.


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In order to be successful, an advertisement should be carefully written. If it is not

properly written, it may not draw the right type of applicants or it may attract too

many applicants who are not qualified for the job. It should be so framed as to

attract attention -for example, by the use of different sizes and types of print. The

first line should limit the audience somewhat and the next few lines should further

screen out the readers who do not possess the necessary qualifications. It should

provide specific information on job requirements and opportunities for

advancement, the benefits to be enjoyed by working in the company; and it should

emphasize facts related to the dignity of the job and to its professional aspects.

"Frilly advertisements, containing exaggerated claims and gimmicky appeals, are

to be avoided." Advertising can be very effective if its media are properly chosen.

According to Advertisement Tactics and Strategy in Personnel Recruitment, three

points need to be borne in mind before an advertisement is inserted. First, to

visualize the type of applicant one is trying to recruit. Second, to write out a list of

the advantages a company offers; in other words, why the reader should work for

the company. Third, to decide where to run the advertisement, not only in which

area but in which newspaper having a local, state or nation-wide circulation.

Many organizations often place what is referred to as a blind advertisement, one

in which there is no identification of the organization. Respondents are asked to

reply to a 'Post Office Box Number' or to a consulting firm that is acting as an

intermediary between the applicant and the organization. The large organizations

with regional or national reputation do not usually use blind advertisements.

Other methods include advertising in publications, such as trade and professional

journals, and radio or television announcements, as is done by many Indian

manufacturers. Professional journals are read by people with specializedbackgrounds and interests. Therefore, advertisements in these are generally

selective.


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(3) THIRD PARTY METHODS (TPMs)

The best management policy regarding recruitment is to look first within the

organization. If that source fails, external recruitment must be tackled.

These include the use of commercial or private employment agencies, state

agencies, and placement offices of schools, colleges and professional associations,

recruiting firms, management consulting firms, indoctrination seminars for

college professors, and friends and relatives.

Private employment agencies are widely used. They charge a small fee from an

applicant. They specialize in specific occupations: general office help, salesmen,

technical workers, accountants, computer staff, engineers and executives. These

private agencies are brokers who bring employers and employees together. The

specialization of these agencies enhances their capacity to interpret the needs of

their clients, to seek out particular types of persons and to develop proficiency in

recognizing the talent of specialized personnel.

State or Public Employment Agencies also known as Employment or Labor

Exchanges are the main agencies of public employment. They provide a clearing

house for jobs and job information. Employers inform them of their personnel

requirements, while job-seekers get information for them about the types of jobs

that are referred to by employers. These agencies provide a wide range of services

-counseling, assistance in getting jobs, information about the labor market, labor

and wage rates.

Schools, Colleges and Professional Institutions offer opportunities for recruiting

their students. They operate placement services where complete bio-data andother particulars of the students are available. The companies that need employees

maintain contact with the Guidance Counselors of Employment Bureaus and

teachers of business and vocational subjects. The prospective employers can

review credentials and interview candidates for management trainees or

probationers. Whether the education sought involves a higher secondary


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certificate, specific vocational training, or a college background with a bachelor's,

master's, or doctoral degree, educational institutions provide an excellent source

of potential employees for entry-level positions in organizations. These general

and technical/professional institutions provide blue-collar applicants, white-collar

and managerial personnel.

Sometimes, the organizations provide Work Study Programme to the students or

summer jobs for undertaking a project in the establishment so as to get them

interested in the organization in question, and after completion of this, they may

be absorbed by the companies concerned.

Professional organizations or recruiting firms or executive recruiters maintain

complete information records about employed executives. These firms are looked

upon as 'head hunters', 'raiders' and 'pirates' by organizations which lose personnel

through their efforts. However, these same organizations may employ "executive

search firms" to help them find executive talent. These consulting firms

recommend persons of high caliber for managerial, marketing, and production

engineers' posts.

Indoctrination seminars for colleges professors are arranged to discuss the

problem of companies and employees. Professors are invited to take part in these

seminars. Visits to plants and banquets are arranged so that the participant

professors may be favorably impressed. They may later speak well of a company

and help it getting the required personnel.

Employee Referrals: Friends and relatives of present employees are also a good

source from which employees may be drawn. When the labor market is very tight,

large employers frequently offer their employees bonuses or prizes for any

referrals that are hired and stay with the company for a specific length of time.

Some companies maintain a register of former employees whose record was good

to contact them when there are new job openings for which they are qualified.

This method of recruitment, however, suffers from a serious defect that it


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encourages nepotism, i.e., persons of one's community or castes are employed that

may or may not be fit for the job.

Trade Unions also provide manual and skilled workers in sufficient numbers.

Under agreement, they may agree as to who is to be given preference. But in case

of adverse industrial relations, this technique may create difficulties.

Casual Labor or Applicant at the Gate: Most industrial units rely to some extent

on the casual labor, which presents itself daily at the factory gate or employment

office. However, this source is uncertain, and the candidates cover a wide range of

abilities. Even then, many of our industries make use of this source to fill up

casual vacancies.

Unconsolidated Applications: For positions in which large numbers of candidates

are not available from other sources, the companies may gain in keeping files of

applications received from candidates who make direct enquiries about possible

vacancies on their own, or may send unconsolidated applications. The information

may be indexed and filed for future use when there are openings in these jobs. If

necessary, the candidates may be requested to keep the organization posted with

any change in their q ualifications, experience or achievements made.

Voluntary Organizations, such as private clubs, social organizations, might also

provide employees - handicapped, widowed or married women, old persons,

retired hands, etc. in response to advertisements.

Computer Data Banks: When a company desires a particular type of employee,

job specifications and requirements are fed into a computer, where they are

matched against the resume data stored therein. The output is a set of resumes for

individuals who meet the requirements. This method is very useful for identifying

candidates for hard-to-fill positions, which call for an unusual combination of

skills


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SELECTION PROCEDURE

The Selection Procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps of stages. The

objective of selection process is to determine whether an applicant meets the

qualifications for a specific job and to choose the applicant who is most likely to

perform well in that job.

Selection is a long process, commencing from the preliminary interview of that

applicant and ending with the contract of employment.

The hiring procedure is not a single act but it is essentially a series of methods or

steps or stages by which additional information is secured about the applicant. Ateach stage, facts may come to light, which may lead to the rejection to the

applicant. A procedure may be compared to a series of successive hurdles or

barriers, which an applicant must cross. These are intended as screens, and they

are designed to eliminate an unqualified applicant at any point in the process. This

technique is known as the successive hurdles technique. Not all selection

processes include all these hurdles. The complexity of a process usually increases

with the level and responsibility of the position to be filled.

According to Yoder, "the hiring process is of one or many 'go, no-go' gauges.

Candidates are screened by the application of these tools. Qualified applications

go on to the next hurdle, while the unqualified are eliminated." Thus, an effective

selection programme is a non-random process because those selected have been

chosen on the basis of the assumption that they are more likely to be "better"

employees than those who have been rejected.

Selection processes or activities typically follow a standard pattern, beginning

with an initial screening interview and concluding with the final employment

decision. The traditional selection process includes: preliminary screening

interview; completion of application form; employment tests; comprehensive


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interview; background investigations, physical examination and final employment

decision to hire.

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring

procedures are, therefore, generally long and complicated. Many employers make

use of such techniques and pseudo-sciences as phrenology, physiognomy,

astrology, graphology etc., while coming to hiring decisions. However, in modern

times, these are considered to be unreliable measures.

The following is a popular procedure though it may be modified to suit individual

situation:

1. Reception or preliminary interview or screening;

2. Application blank - a fact-finder which helps one in learning about an applicant's

background and life history;

3. A well conducted interview to explore the facts and get at the attitudes of the

applicant and his family to the job;

4. A physical examination - health and stamina are vital factors in success;

5. Physiological testing to explore the surface area and get an objective look at a

candidate's suitability for a job;

6. A reference check;

7. Final selection approval by manager; and communication of the decision to the

candidate.


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Diagram-2


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COMPANY PROFILE

HCL INFOSYSTEMS LTD

HCL is one of the leading global Technology and IT enterprises with annual revenues of

US$ 3.30 billion. The HCL Enterprise comprises two companies listed in India, HCL

Technologies and HCL Infosystems. The 30 year old enterprise, founded in 1976.HCL

team comprises 34,000 professionals of diverse nationalities, operating across 16

countries including 300 points of presence in India. HCL has global partnerships with

several leading Fortune 1000 firms, including several IT and Technology majors.

The HCL Enterprise comprises two companies listed in India, HCL Technologies and

HCL Infosystems. HCL Infosystems is the IT hardware and system integration arm

focused on the Indian market.

GLOBAL FOCUS


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HCL INFOSYSTEMS LTD

HCL Infosystems Ltd. is India's premier information enabling company. They are the

one-stop-shop for your requirements of products & services in the areas of Computers,Laptops, Servers, Storage, Enterprise Networking, Copiers, and Digital Projectors &

Communication Devices. This is backed by HCL's service support infrastructure - the

widest in the country.

HCL Infosystems ( HCLI) draws it's strength from 29 years of experience in handling the

ever changing IT scenario , strong customer relationships , ability to provide the cutting

edge technology at best-value-for-money and on top of it, an excellent service & support

infrastructure.

Today HCL is country's premier information enabling company. It offers one-stop-shop

convenience to its diverse customers having an equally diverse set of requirements. Be it

a large multi-location enterprise, or a small/medium enterprise, or a small office or a

home, HCLI has a product range, sales & support capability to service the needs of the

customer.

Last 29 years apart from knowledge & experience have also given them continuity in

relationship with the customers, thereby increasing the customer confidence in us.


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STRENGTHS

- Ability to understand customer's business and offer right technology

- Long standing relationship with customers

- Pan India support & service infrastructure

- Best-value for money offerings

HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in

1976. For over quarter of a century, they developed and implemented solutions for

multiple market segments, across a range of technologies in India.

COMPANY HISTORY

1976

In 1976 HCL infosystem was incorporated in India

Introduced microcomputers-based programmable calculators with wide

acceptance in the scientific / education community

1977

Launch of the first microcomputer-based commercial computer with a ROM -based Basic

interpreter

1983

HCL launches an aggressive advertisement campaign with the theme ' even a typist canoperate' to make the usage of computers popular in the SME (Small & Medium

Enterprises) segment. This proposition involved menu-based applications for the first

time, to increase ease of operations. The response to the advertisement was phenomenal.


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1991

HCL enters into a joint venture with Hewlett Packard

HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged

support services

1996

Sets up the STP (Software Technology Park ) at Chennai to execute software projects for

international customers Becomes national integration partner for SAP

1997

Kolkata and Noida STPs set up

HCL buys back HP stake in HCL Hewlett Packard

1998

Chennai and Coimbatore development facilities get ISO 9001 certification

1999

Acquires and sets up fully owned subsidiaries in USA and UK

HCL ties up with Broadvision as an integration partner

2000

Sets up fully owned subsidiary in Australia

Chennai and Coimbatore development facilities get SEI Level 4 certification

Bags Award for Top PC Vendor In India

Becomes the 1st IT Company to be recommended for latest version of ISO 9001: 2000

Rated as No. 1 IT Group in India


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2001

Launched Pentium IV PCs at below Rs 40,000

IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001

2002

Declared as Top PC Vendor by Dataquest

HCL Infosystems & Sun Microsystems enters into an Enterprise Distribution Agreement

2003

Became the first vendor to register sates of 50,000 PCs in a quarter First Indian company

to be numero uno in the commercial PC market Launched Home PC for Rs 19,999 HCL

Infosystems' Info Structure Services Division received ISO 9001:2000 certification

Launches Infiniti Mobile Desktops on Intel Platform

Launched Infiniti PCs, Workstations & Servers on AMD platform

2004

1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990

Maintains No.1 position in the Desktop PC segment for year 2003.Enters into partnership

with Port Wise to support & distribute security & VPN solutions in India Partners with

Microsoft & Intel to launch Beanstalk Neo PC Becomes the 1st company to cross 1 iac

unit milestone in the Indian Desktop PC market

Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for

PC in India


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TECHNOLOGY LEADERSHIP

HCL Infosystems is known to be the harbinger of technology in the country. Right from

their inception they have attempted to pioneer the technology introductions in the country

either through R&D or through partnerships with the world technology leaders.

- Created their own UNIX & RDBMS capability (in 80s)

- Developed firewalls for enterprise & personal system security

- Launched their own range of enterprise storage products

- Launched their own range of networking products

HCL Infosystems has to its claim several technology pioneering initiatives. Some of

them are:

- Country's first Desktop PC - Busy Bee in 1985

- Country's first branded home PC - Beanstalk in 1995

- Country's first Pentium 4 based PC at sub 40k price point

- Country's first Media Center PC

Alliances & Partnerships

To provide world-class solutions and services , HCL has formed Alliances and

Partnerships with leading IT companies worldwide.HCL Infosystems has alliances with

global technology leaders like Intel, AMD, Microsoft, Bull, Toshiba, Nokia, Sun

Microsystems, Ericsson, NVIDIA, SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO,

Oracle, Computer Associates, RedHat, Infocus, Duplo, Samsung and Novell.


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These alliances on one hand give access to best technology & products as well enhancing

understanding of the latest in technology. On the other hand they enhance their product

portfolio, and enable us to be one stop shop for our customers.

RECENT UPDATES

HCL & Nokia decide on longer term strategy to further penetrate Indian market Gist of

Q&A with callers/ investors/ shareholders on the announcement Relating to the long term

agreement with Nokia

Toshiba in partnership with HCL Infosystems expands its retail presence in India by

unveiling 'shop Toshiba1

HCL forms a strategic alliance with Bull to launch a new range of Scalable Enterprise

Class Servers on Open Architecture AMD & IT Ministry unveil affordable computer to

promote 50x15 vision in India

HCL CORE VALUES

Customer Focus

Organizational Pride

Mutual Respect and Trust

Initiative and Speed

Total Value


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QUALITY

One of the key elements to HCL's success is its never-ending pursuit of superior quality

in all its endeavors.

HCL INFOSYSTEMS believes in the Total Quality Management philosophy as a means

for continuous improvement, total employee participation in quality improvement and

customer satisfaction. Its concept of quality addresses people, processes and products

Over the last 20 years, they have adapted to newer and better Quality standards that

helped them effectively tie Quality with Business Goals, leading to customer and

employee satisfaction.

QUALITY AT HCL INFOSYSTEMS LTD

The history of structured quality implementation in HCL Infosystems began in the late

1980s with the focus on improving quality of its products by using basis QC tools and

Failure Reporting and Corrective Active Systems (FRACAS). They also employed

concurrent engineering practices including design reviews, and rigorous reliability tests

to uncover latent design defects.

In the early 90s, the focus was not merely on the quality of products but also the process

quality systems. HCLs manufacturing unit at NOIDA was certified initially to ISO

9002:1994 by BVQI in 1994 and later on to ISO 9001:1994 in 1997. As of now, all

manufacturing units are certified by BVQ! as per ISO 9001:2000

In early 1995, a major quality initiative was launched across the company based on Philip

B. Crosby's methodology of QIPM (Quality Improvement Process Management). This

model was selected to because it considered the need and commitment by an organization

to improve but more importantly, the individual's need towards better quality in his

personal life.


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Under Quality Education System program, they train their employees on the basic

concepts and tools of quality. A number of improvement projects have been undertaken

by our employees, whereby process deficiencies and bottlenecks are identified, and

Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and

improves cycle times in various processes, including personal quality.

HCL has received MAiT's 'Level II recognition for Business Excellence' for their

initiatives in the Information Technology Industry, adding another commendation to our

fold. MAIT's Level II recognition is based on the 'European Foundation for Quality

Management' (EFQM), for gaining quality leadership and business competitiveness.

Their certifications / awards in 2003 include ISO 9001-2000 by BVQI for our

InfoStructure Services and award of First Prize by ELCINA (Electronic Component

Industries Association) for Quality, 2002-03. The ELCINA award criteria consider two

aspects. (1) Enablers (Leadership & Management commitment, Resource Management,

Product Realisation, Measurement Analysis & Improvement) and Results (Product

Quality, Customer / Stake holder satisfaction , Business results).

The thurst for continuous quality improvement is never-ending in HCL Infosystems They

always strive to maintain high quality standards, which help us fulfill our mission to

provide world-class information technology solutions and services, to enable our

customers to serve their customers better.


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Diagram-4


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Recruitment Procedure

Recruitment Process starts when the company does not get suitable unutilized

required resource within the organization after RMG (Resource Management

Group) Meeting. The following procedure used when a post is to be filled:

1. MPR (Man Power Requirement Form) : First of all MPR must be filled in

following situation.

If it is an existing post, is an exact replacement required or is this is an

opportunity to revise the requirements.

If it is a newly established post be clear on the exact requirements

Draw up a job description and consult the appropriate Director / Human

Resources Department in relation to the appropriate nos. of position and required

skills

Complete a Man Power Requirement Form which confirms:

Details of the post

Final approval from the appropriate Director / CEO;

Send the Man Power Requirement Form to the Human Resources Department

Ensure the Job Description and person specification are up-to-date. Contact the

Human Resources Department for advice / any assistance in completing these..

Discuss with the Human Resources Department the most effective means of

obtaining suitable candidates.


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2. Resource channels used for new post or existing replacements

Resource Database: Initially HR people search the required resource and skills

set within the database.

Company Website: HR people generally post vacancies on company website for

current requirements and future requirements.

Electronic Job Portals and Database: HR uses this resource to fulfill the

requirement, required skills and position. This media is used for creating,

updating and maintaining database. Job Portals like Naukri.com & Monster.com

are used.

Employee reference: HR uses this resource, in case of unavailability of required

skills set and suitable profile within database, from company website or electronic

job portals, by dropping a mail with required position details on HCL, by using

HR notice board.

Publishing advertise in newspaper: In case of Mass Recruitment or Brand

Building of company, HR publishes the advertisement in newspaper.

External recruitment agencies: HR uses external Recruitment Agencies when

its very critical or urgent requirements give by the management or EC head or for

senior position in the company.

Duration for the above process: Once HR receive and understand MPR, above

all activities has been done within 24 hour except 'Publishing ads in

Newspaper and External Recruitment Agencies"


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3. Resumes screening, shortlisinq, Written test and Interviews.

Resumes screening by HR: HR receives resumes from various sources and than

screening as per requirement details and other necessary criteria as perrequirement like, candidate's qualification must be B.E / B. Tech / MCA / M.

Tech / M.E / M.S / M. Sc.(CS) / MS / MBA / CA / CS from reputed college and

university.

Resumes screening by technical people: HR people sends the screened profile

to technical EC head or concern program manager of given requirement for

technical screening. Once they shortlist the profile and revert back to HR.

Interview Schedules and Conduct: HR people schedule and conduct technical

written test and interview of short listed candidates according to predefine

technical resource viabilities.

Written test: Those candidates who are having lest than 3 years experience, have

to appear in written test, if individual qualify the test then only, can proceed for

interview.

Interview: Those candidates who are having equal or more than 3 years

experience or those who qualified the written test can appear in interview,

interviews are generally conducted 2 or 3 technical rounds and then if candidate

founds suitable for requirement, the final round is conducted by HR for offer.


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VIEW OF THE H.R. MANAGER ON THE RECRUITMENT AND

SELECTION POLICY IN HCL INFOSYSTEMS LTD

HCL Infosystems is an IT Company. Around 4000 employees are working in this

Company. The company has a well established recruitment and selection policy.The policy asserts the objectives of the recruitment and provides a framework of

implementation of their Recruitment programme in the form of procedures.

This policy involves filling vacancies with the best qualified individuals. There is

no special occasion or time for recruitment in HCL Infosystems. They are

recruiting continuously, it means, every day is a recruitment day for them.

Whenever the company identifies recruitment needs, the recruiters prepare profile

for each category of workers and accordingly work out the main specification,decide the sections and department where they should be placed and identify the

particular job responsibility which may be assigned to them. The company

follows various sources of recruitment. These are:-


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1. Campus Recruitment

- For this the company goes to the various engineering colleges, Diploma

colleges& MBA colleges across the country and they recruit fresh candidates

from there.

2. Media

- The company also recruits through media. For this the company uses vehicles like

newspapers, magazines etc. They prefer this media basically when large volumes

of people are required.

3. Web- Based Recruitment

- The company also gives recruitment notice in the web and they recruit through

the web.

4. Employee Reference

- The company also recruits from friends and relatives of present employees.

5. Consultancy

- Whenever necessary the company takes the help of the consultancy for recruiting

candidates. This is also an important source for them.

6. Electronic Job Portals and Database

- Electronic job Portals and Database are user for recruiting candidates for required

skills and position. This media is used for creating, updating and maintaining

database.


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7. Third Party Methods (TPMs)

- The Company uses Third Party Methods (TPMs) for recruiting candidates. These

include the use of Commercial or Private Employment Agencies, State Agencies,

and Placement Offices of Schools, Colleges and Professional Associations,

Recruiting Firms, Management Consulting Firms.

(a) Preferred sources of recruitment

Various sources of employment are followed by the company, i.e. external and

internal sources. But the company mostly prefers the external source for recruiting

the candidate. The company uses Electronic Job Portals and the company website

where the candidates can post their resumes.

(b) Costs involved in recruitment

Costs play an important role in Recruitment. The company incurs various types of

costs. These are:-

1. Traveling cost - Cost incurred for traveling

2. Consultancy cost - Cost paid to the consultancy firm

3. Publication cost - Cost incurred for giving recruitment notice in

Newspapers and Magazines.

4. Re-location cost - Cost incurred for transferring employees in other

departments and branches.

(c) Reservation of jobs for SCs, STs, etc.

The company does not follow any reservation policy for SCs and STs etc for recruiting

the candidates. They only look for the eligible candidates.

(d) Criteria for the candidate


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Mainly the criterion is role dependent. It depends on the job of the candidate. But

the candidates require highly personal and technical skills. The company looks for

both fresher and experienced candidates. Incase of freshers the candidate must be

well qualified preferably from a BTECH/MBA background from a reputed

college. But in case of experienced candidates, minimum two-three years of

experience is required.

(e) Employees turnover ratio

Employeesturnover ratio in the IT industry is 17%, where as in HCL Infosystems

it is 16%.

(f) Steps taken by the company to reduce employees turnover ratio

The company has taken various steps to reduce employee's turnover ratio. Such as

Encouraging Job Satisfaction Building Organization Culture/ Working Environment, so that the employees can

be retained.

Career Growth Opportunity Offering better benefits.


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Selection procedures followed in the company

Candidates are recruited on the basis of Written Test and Interviews. Candidates

must have good Analytical Reasoning Ability and Logical Power. Candidate has

to go through three Interviews in the Selection Process. Among them two-threeTechnical Interviews and one Human Resource Interview is conducted. The

company looks for Technical and Job Specification both in the candidate. Incase

of Experienced Candidates Direct Interviews are conducted. But in case of

Fresher Written Test and Interview both are conducted.

(a) Job specification and Job description

The company follows both Job specification and job description. For job

description, document for the next job is available to all the employees of the

company. By this, the employees can already be aware about the next jobs they

have to perform and it creates the delta between the current role and the new role

of the employees. By this the employees can upgrade or prepares themselves for

their new job.

(b) Trade union

There is no trade union in the Company. So no question of Trade Union arises in

my analysis, which I have already mentioned in my scope and limitation section.

(c) Faultv selection

According to my interaction with the H.R. manager, I can infer that the Company

has rarely suffered from any faulty Selection Procedure. But it is also true that no

company is perfect in all respect, which can be experienced that so, they don't

need to bother about it. The Recruitment and Selection procedure in HCL

Infosystems is dynamic in the past years. That means it keeps on changing every

year and it always remains updated.

IMPORTANCE OF THE STUDY


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IMPORTANCE OF RECRUITMENT AND SELECTION PROCEDURES

IN HR

Recruitment and Selection Procedure is a vital factor of an Organization. If it is

not done properly the Production Procedure will be hampered. Hence Productivity

will fall down. So the Organization will be in trouble and it will affect the

Employer- Employee Relationship.

So Recruitment and Selection Procedure should be done in Proper and Correct

manner. The New Candidates should replace the vacant post so that the

production of the company does not hamper. By this the Productivity will

increase and the Organization will gain profit. So the Employer will be happy and

will not hesitate to distribute bonus and increments to the workers. The Workers

will also be more motivated to work. Hence there will be Harmonious

Relationship in the Organization. It will also stabilize the organization in the long

run.

WHY I CHOSE RECRUITMENT AND SELECTION FOR MY STUDY -

JUSTIFICATION

Basically Recruiting is the discovering of Potential Candidates for actual or

anticipated organizational vacancies. It also can be said in another way that

bringing together those with jobs to fill and those seeking jobs.

It is important to study Recruitment and Selection because through it I can

identify our Human Resource needs. I can know what kind of people must be

selected to fill up the Specified Vacancies.

The Ideal Recruitment effort will attract a large number of qualified applicants

who will take the job if it is offered. It should also provide information so that


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unqualified applicants can self select them out of job candidacy, that is, a good

Recruiting Program should attract the qualified and not attract the unqualified.

Recruiting people is done by various ways, for the study first I have to know the

Recruiting Sources. There are Internal and External Sources as well as Employee

Referrals/Recommendation.

In this Project I am studying Recruitment and Selection Process of HCL

INFOSYSTEMS LTD. To find out Actual Recruitment and Selection Process of

IT Company is my main objective of study.

My aim is to study the IT company to understand the Image of the Organization,

Attractiveness of the job, Internal policies, about the Union (if any), Govt.

requirement Recruiting Budgets etc.

Through this kind of surveys I will be able to achieve Real Recruitment Program

of this IT Company where for all kinds of operational level Technical

Qualification is needed. I also have the picture of Selection Cost of the company.

It is very interesting to study Recruitment and Selection Process as it will give me

light when I will work, in HR Department in my future Corporate Life. That's

why I choose this topic.

SCOPE OF THE STUDY RECRUITMENT AND SELECTION PROCESS


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The study of the recruitment and selection process has a wide scope in the

following area-

Identification of a Vacancy

The Line Manager identifies a vacancy for reasons that may include:

Staffing changeseg. resignation, termination, retirement, leave; and/or Work requirement changeseg. Creation of a new position, temporary additional

workload.

Review the need for the position/to fill the vacancy.

The Line Manager will review the short/long term requirement for the position and the

need to fill the vacancy. In so doing the Line Manager will consider:

Staffing Plan/profile for the work area

Budget

Current / Future Requirements Job Skill Requirements

Occupancy required to meet need (eg. ongoing, fixed term)

Adequacy and accuracy of position description

Whether the position is approved and established

Note: This review may involve other managers within the faculty/service centre.

Determine the most effective recruitment strategy to acquire a pool of candidates


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The Line Manager will consider and assess the best way of attracting a pool of suitably

qualified candidates, who will meet the needs of the business.

Examples of methods for acquiring a pool of candidates are:

Internal staff (Advertisement)

Internal staff (Redeployment)

Candidates from recent/previous recruitment activity

Professional/Industry Organisations

Recruitment Agencies/Job Network

Advertising

Internet

Journals

Newspaper

Prepare a Request to Recruit and provide associated documentation to secure

authorizations (in accordance with HR Delegations) and initiate recruitment

activity.

The Line Manager will complete and forward to the HR Account Manager the Request

to Recruit form and attach all necessary information, including:

'Request to Recruit' form

Position Description and Selection Criteria

Draft Advertisement, where applicable (where necessary)

Proposed Selection Panel (where appropriate)

Recruitment agent information (where applicable)

Arrange and undertake the recruitment activity.


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The HR Account Manager assigned to the faculty/service centre will ensure the

appropriate recruitment activity in accordance with the approvedRequest to Recruit.

Establish Selection Panel & determine selection methodology.

The Line Manager will determine the composition of the selection panel in accordance

with the Universitys Selection Panel Guidelines, ensure that proposed members have

been trained, secure panel membership, brief members on their role and the vacancy

details and plan logistics (availability, meeting times etc). The selection panel will reach

a shared understanding and/or agree on:

position role and accountabilities

selection criteria

method(s) for shortlisting or pre-selection

method(s) of assessment of shortlisted candidates

- interview

- reference check (eg. Written, telephone, at what point in the process)

- skills test

- presentation

It is the responsibility of the Chairperson to ensure that ALL selection panel members are

fully aware of their legal and procedural obligations.

Receive and collate applications.
http://www.hr.ecu.edu.au/rec/resource/Request_to_Recruit.dochttp://www.hr.ecu.edu.au/rec/resource/Request_to_Recruit.dochttp://www.hr.ecu.edu.au/rec/resource/Request_to_Recruit.dochttp://www.hr.ecu.edu.au/rec/resource/Request_to_Recruit.doc


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The HR Account Manager will arrange for receipt and collation of applications.

The Chairperson of the Selection Panel will receive the Vacancy File containing the

following:

Original Applications

List of Applicants (for QA purposes)

Position Description

Recruitment Process Check List

Selection Panel Guide

Commence selection by reviewing applications and determine a shortlist of

candidates.

The Chairperson of the selection panel will ensure that all members or a representative

sub-group have access to the applications, consider the information and facilitate a

shortlisting process to identify the most competitive candidates. The selection panel (or

representative sub-group) will compile a summary assessment and ranking of the

candidates against the selection criteria for inclusion in the selection report.

It may be necessary at this step to consider pre-selection interviews or other assessments

tools to identify a manageable shortlist.

Candidates not shortlisted will be advised that they were unsuccessful.

Assess short listed candidates.


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The selection panel will conduct interviews and/or apply other relevant assessment

methods to acquire information relevant to the universitys business needs, position role

& accountabilities and selection criteria. The assessment methods should be consistently

applied to all candidates for a vacancy and may include, but not be limited to:

Interview

Skills/aptitude test

Work samples/simulations

Psychological testing

Reference check (mandatory for the recommended applicant)

Following the collation of information from the various sources, including the

candidates application/resume, the selection panel will review all the information and

determine a ranking of the candidates. The ranking will identify the candidates who meet

the criteria and order of merit.

Recommend Outcome.

The Chairperson will ensure that the recommendation is included into a Selection Report.

The Selection Report will contain:

Documentation of the shortlisting process (ie. Shortlisting Grid)

Summary of assessment against the selection criteria for each shortlisted candidate (ie

Interview notes, Referee reports)

Recommendation of preferred candidate(s), remuneration to be offered and probation

conditions

Relocation budget (where appropriate)

Ranking of shortlisted candidates (where appropriate)

Documentation of referee(s) comments (where applicable)

Endorsement by selection panel members

The Selection Report should be completed within 1 day of the finalisation of selection

activities.


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Obtain endorsements of recommendation in accordance with the HR Delegations.

The Chairperson obtains endorsement and approval of the recommendation. This should

be obtained within 1 day of submitting the Selection Report.

Verbal offer of employment to preferred candidate and discuss employment terms

and conditions.

The relevant Line Executive/Chairperson/Line Manager makes contact with the

recommended candidate and informs them of the offer subject to relevant conditions. The

contact may address:

Remuneration package details

Relocation budget/costs

Availability for commencement

Clarify terms and conditions of appointment including tenure, probation etc.

This should be undertaken immediately on receiving approval of the recommendation.

Make written offer of employment to candidate.

HR will arrange for the formal written offer and contract of employment to be prepared

(in accordance with the selection report) and dispatched within 1 day of receipt of the

approved Selection Report and recommendation.


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Advise unsuccessful candidates and make available feedback/counseling.

The Chairperson of the Selection Committee will ensure that unsuccessful (shortlisted)

candidates are advised of the selection decision, in a timely manner preferably

immediately following contact with the recommended applicant. The Chairperson is

encouraged to offer and/or proactively provide feedback to candidates.

Arrange appointment and commence induction process.

HR will ensure that all appointment documentation is stored on the Vacancy File and the

appointment is finalised. This will include:

Obtaining a signed contract of employment

Update of all information/records (eg. ALESCO System)

Ensure induction is planned and conducted

Storage and retention of all original recruitment and selection documentation for 12

months in accordance with relevant records management guidelines.


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THEORETICAL CONCEPT

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human resource management is concerned with the people dimension in management.

Since every organization is made up of people, acquiring their services, developing their

skills, motivating them to high levels of performance, and ensuring that they continue to

maintain their commitment to the organization are essential to achieving organizational

objectives. Getting and keeping good people is critical to the success of every

organization, whether profit or non-profit, public or private. It is a process consisting of

fits functions Acquisition, Development, Motivation, and Maintenance of human

resource. We can describe it as getting people, preparing people, activating them, and

keeping them.

SCOPE OF HUMAN RESOURCE MANAGEMENT

Scope of human resource management is very vast. All the major activities of the

working life- from time the manager comes in to an organization until he or she leaves

the organization. Specifically the activities are human resource planning, job analysis

and design, recruitment and selection, orientation and placement, training and

development, training and job evaluation, employee and executive remuneration,

motivation and communication, welfare, safety and health, industrial relation and the

likewise.


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ACTIVITES PERFORMED BY HUMAN RESOURCE DEPARTMENT

Personnel records/reports/information system Insurance benefit administration Personnel research Wage/salary administration Compensation administration Job evaluation Promotion/transfer Induction/orientation Retirement Training & Development Induction/orientation Retirement Recruitment/interviewing/hiring Vacation/leave processing Pension Human resource planning Attitude survey


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THEORITICAL PERSPECTIVE OF RECRUITMENT AND SELECTION

PROCESS:

Recruiting is the discovering of Potential Applicants for actual or anticipated

organizational vacancies. In other words, it is a 'linking activity' bringing together

those with job and those seeking jobs. As Yodel and other point out: "Recruitment

is a process to discover the sources of manpower to meet the requirements of the

staffing schedule and to employ effective measures for attracting that manpower

in adequate numbers to facilitate effective selection of an efficient working

force."

Recruitment has been regarded as the most important function of personnel

administration, because unless the right type of people are hired, even the best

plans, organization charts and control systems would not do much goods. Flippo

views recruitment both as 'positive' and 'negative' activity. He says: "It is a

process of searching for prospective employees and stimulating and encoy/aging

them to apply for jobs in an organization. !t is often termed positive in that it

stimulates people to apply for jobs to increase the 'hiring ration', i.e., the number

of applicants for a job. Selection, on the other hand tends to be negative because it

rejects a good member of those who apply, leaving only the best to be hired".

FACTORS AFFECTING RECRUITMENT:

Most of the organizations, whether large or small, do engage in recruiting activity,

though not to the same extent. This differs with:

The size of the organization; The employment conditions in the community where the organization is located; The effects of past recruiting efforts which show the organization's ability to

locate and keep good performing people;

Working conditions and salary and benefit packages offered by theorganization - which may influence turnover and necessitate future recruiting;


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The rate of growth or organization; The level of seasonally of operations and future expansion and production

programs; and

Cultural, economic and legal factors, etc.

Factors governing recruitment may broadly be divided as internal and external

factors.

(1) The internal factors are:

Recruiting policy of the organization; Human resource planning strategy of the company; Size of the organization and the number of employees employed; Cost involved in recruiting employees, and finally; Growth and expansion plans of the organization.

(2) The external factors are:

Supply and demand of specific skills in the labour market; Political and legal considerations such as reservation of jobs for SCs, STs, and so

on.

Company's image-perception of the job seekers about the company.THEORIES REGARDING RECRUITMENT

Recruitment is a two-way street: it takes a Recruiter and a Recruitee. Just as the

recruiter has a choice whom to recruit and whom not, so also the prospective

employee has to make the decision if he should apply for that organization's job.

The individual makes this decision usually on three different bases, the objective

factor, critical contact, and subjective factor.

"The objective factor theory views the process of organizational choice as being

one of weighing and evaluating a set of measurable characteristics of employment

offers, such as pay, benefits, location, opportunity for advancement, the nature of

the work to be performed, and educational opportunities."


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"The critical contact theory suggests that the typical candidate is unable to make a

meaningful differentiation of organization's offers in terms of objective or

subjective factors, because of his limited or very short contact with the

organization. Choice can be made only when the applicant can readily perceive

the factors such as the behavior of the recruiter, the nature of the physical

facilities, and the efficiency in processing paper work associated with the

application."

"The subjective factor theory emphasis the congruence between personality

patterns and the 'image' of the organization, i.e., choices are made on a highly

personal and emotional basis."

RECRUITMENT POLICY

Such a policy asserts the objectives of Recruitment and provides a framework of

implementation of their recruitment program in the form of procedures. As Yoder

and other observe:

"Such a policy may involve a Commitment to broad principles such as filling

vacancies with the best qualified individuals. It may embrace several issues such

as extent of promotion from within, attitudes of enterprise in recruiting its old

employees, handicaps, minority groups, women employees, part-time employees,

friends and relatives of present employees. It may also involve the organization

system to be developed for implementing recruitment program and procedures to

the employed." Therefore, a well considered and pre-planned recruitment policy,

based on corporate goals, study of environment and the corporate needs, mayavoid hasty or ill-defined procedures.

Considered decisions and may go a long way to man the organization with the

right type of personnel.


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A good recruitment policy must contain these elements:

Organization's Objectives - Both in the Short-term and Long-term -must betaken into consideration as a basic parameter for Recruitment Decisions and needs

of the personnel -area-wise, job-family-wise.

Identification of the Recruitment Needs to take decisions regarding the balance ofthe qualitative dimensions of the would be recruits, i.e., the recruiters should

prepare profiles for each category of workers and accordingly work out the main

specifications, decide the sections, departments or branches where they should be

placed and identify the particular responsibilities which may be immediately

assigned to them.

Preferred sources of Recruitment, which would be tapped by the Organization,e.g., for skilled or semi-skilled manual workers, internal sources and employment

exchanges may be preferred; for highly specialized categories and managerial

personnel, other sources besides the former, may be utilized.

Criteria of Selection and Preferences: These should be based on consciousthought and serious deliberations. In some cases trade unions may be consulted in

working out the recruitment policy. In others, management may take the unilateral

decision.

The cost of Recruitment and Financial implications of the same.


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A "Recruitment Policy," in its broadest sense, "involves a commitment by the

employer to such general principles as:

To find and employ the best qualified persons for: each job;To retain the best and most promising of those hired;To offer promising opportunities for life-time working careers; andTo provide programmes and facilities for personal growth on the job."

According to Yoder, "the Recruitment Policy is concerned with quantity and

qualifications (viz., and Q1 and Q2) of manpower." It establishes broad guidelines for the

staffing process. Generally, the following factors are involved in a recruitment policy.

To carefully observe the letter and spirit of the relevant public policy on hiring,and, on the whole, employment relationship;

To provide Individual employees with the maximum of employment security,avoiding, frequent lay-off or lost time;

To provide each employee with an open road and encouragement in the continuingdevelopment of his talents and skills;

To assure each employee of the organization interest in his personal goals andemployment objectives;

To assure employees of fairness in all employment relationships,including promotions and transfers;

To avoid cliques which may develop when several members of the same householdor community are employed in the organization;

To provide employment in jobs which are engineered to meet the qualifications ofhandicapped workers and minority sections; and

To encourage one or more strong, effective, responsible trade unions among theemployees.


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PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following

conditions:

It should be in conformity with its general personnel policies; It should be flexible enough to meet the changing needs of an organization; It should be so designed as to ensure employment opportunities for its employees

on a long-term basis so that the goals of the organization should be achievable;

and it should develop the potentialities of employees;

It should match the qualities of employees with the requirements of the work forwhich they are employed; and

It should highlight the necessity of establishing job analysis.The nature and extent of the Recruitment Programme depends on a number of factors,

including the skills required, the state of the labour market, general economic conditions,

and the image 'of the employer. A Company which has a reputation of paying fair wages,

providing good employee benefits and taking interest in employee welfare activities

would attract a larger number of applicants than it needs without making any extra

recruiting effort. Small companies which hire only a few persons each year may not need

to do more than spread the word around the plant or office that a vacancy exists.

However, as a result of regulations and pressures from society and the government, the

recruitment programme now requires the employers to go out and actively seek job

applicants from groups of those who may not otherwise apply for employment.


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SELECTION POLICY

While formulating a selection policy, due consideration should be given to

organizational requirements as well as technical and professional dimensions of

selection procedures. Yoder and others have suggested goals, technological

issues, cost factors, extent of formality, etc. In other words, and effective policy

must assert the "why" and "What" aspects of the organizational objectives.

ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organization is mostly tailored made to

meet its particular needs. The thoroughness of the procedure depends upon three

factors:

First, the nature of selection, whether faulty or safe, because faultyselection affects not only the training period that may be needed, but also

results in heavy expenditure on the new employee and the loss that may be

incurred by the organization is case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the management. Asa practice some companies usually hire more than the actual number

needed with a view to removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer theperiod, the greater the uncertainty in the minds of the selected candidate

about his future.


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The hiring process can be successful, if the following preliminary requirements are

satisfied:

Some one should have the authority to hire. This authority comes from theEmployment Requisition, as developed by an analysis of the work-load and work

force.

There must be some standard or personnel, with which a prospective employee maybe compared, i.e., there should be available, beforehand, a comprehensive job

description and job specifications as developed by a Job Analysis.

There must be a sufficient number of applicants from whom the required number ofemployees may be selected.


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OBJECTIVES OF THE STUDY

My primary objective here is to study and observe the Recruitment and Selection Process

of HCL Infosystems under the following heads:

Procedures followed in the Recruitment Process Criteria of Recruitment Jobs Specification Various Recruitment Sources used by the Company i.e. both External and

Internal.

Recruitment Sources preferred by the Company Channels used for displaying Recruitment Vacancies. Is there any reservation for SCs, STs Etc in the company Current rate of Employees' Turnover in the Company. Steps used in Selection Procedures. Is there any changes made in Recruitment and Selection Procedures during the

last five years.


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RESEARCHDESIGN

RESEARCH DESIGN

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

manner that aims to combine relevance to the research purpose with economy in

procedure. Research design is a plan that specifies the sources and types of information

relevant to the research problem. It is a strategy specifying which approach will be used

for gathering and analyzing the data. In fact research design is the conceptual structure

within which research is conducted. It constitutes the blue print for the collection,

measurement and analysis of data.

The research undertaken by me in this project is descriptive research. The research

methodology adopted for the project can be stated as follows:-

An extensive study of the topic through various sources such as internet, data available

in books and journals.

A questionnaire was prepared to analyze the recruitment and selection process.

Collection of questionnaire took place after a couple of days to analyze data.

All the responses were studied / analyzed and certain findings and recommendationswere given.

A detailed and systematic report was prepared.


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SAMPLE SIZE

HR Executives 15 H R Manager 1

SAMPLING TECHNIQUE

I have used

Simple Random sampling

DATA COLLECTION

The key for useful systems is the selection of the method for collecting data and linking it

to analysis and decision issue of the action to be taken. The accuracy of the collected data

is of great importance for drawing correct and valid conclusions from the detailed

investigations.

There are two types of data viz.,

.

Primary Data Secondary Data


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In this study I have used both primary and secondary data. I have used Structured

Questionnaire and for collecting primary data.

The following have been the sources for collecting secondary data:

Books, magazines.

Reports, websites M.I.S of the company etc.

INTERNET website of company

INTRANET website of company

HR journals

Broacher


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ASSUMPTIONS

Sources of primary data like Structured Questionnaire are thereliable and valid instruments to access the recruitment and

selection process at HCL.

Responses obtained from the questionnaire are true.

It is assumed that to a large extent sample is free from biasness.

Also all the sources of secondary data like induction, manual,website of HCL, etc., are the reliable sources of data collection.


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LIMITATIONS

Every study suffers from certain limitations and so does this. Following are thelimitations to this study: -

Shortage of time duration for the research work. Employees at HCL Being very busy in their own work, so they did

not get much time to give responses in a relaxed mood.

Respondents were reluctant to fill up the questionnaire. Hiding of some true facts by the respondents due to the fear of the

management.

Sample size taken was very small because of time constraint. Some of the responses given by the respondents were not legible

and clear.

Judgmental error may have occurred even though care has beentaken.

The information provided by the respondents is assumed to be 100%accurate.


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ANALYSIS AND INTERPRETATION

Analysis of questionnaire from employees' perspective about Recruitment

and Selection procedure in 'HCL Infosvstems'

1. What are the reasons of the candidate to join the company?

Salary Package

Reputation of the company/Brand name

Growth Phase

Working Environment

Job Prospects

Location of the Company

Career Growth Opportunity

Candidates willingness to join the company

1


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Most of the Indian candidate looks in for the salary package and job security before

joining a company for job.

All other things such as Reputation of the company, Working Environment, job

prospects, location of the company, career Growth opportunity, they look these things in

either in isolation or in combination to each other as a whole as shown in the above

graph:

From the chart it can be understood that most of the employees are inspired by the salary

package of the company which resembles the personal traits of the Indians. 1 can also see

that matters much followed reputation of the company and working environment, which

comprised 17% and 16% respectively. Job prospect plays a minor role in the minds of acandidate who had already joined the company. Location of the company (which

comprised 5% of the sample size) where majority of the employees are qualified with

technical who in most of the cases dare to bother the location of the company.


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2. How Candidates are recruited in the company?

Written exam

Written exam and Interview

Written exam, GD and Interview

Others, Please Specify

How candidates are recruited in the company

2

There are various ways of recruiting candidates in the company as depicted in the chart

above:

From the chart it is quiet clear that the company adopts various processes for recruiting

the right candidate. Actual recruitment procedure followed by the company is by

conducting written examination followed by interview which comprised 85% of my

sample survey of 15 employees. But still some candidates are also chosen through written


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exam, Gd ^interview comprising only 6% and others comprising only 3%. These 'others'

include the reference of the existing employees within the organization itself.

As it is IT Company most of recruitment is done through campus selection, the

candidates are selected by way of testing their knowledge and technical skills in their

prospective fields. For that very reason written test followed by interview is given mostly

prioritize

3. If a vacancy arises in a certain department, then which of the following two

options does the company adopt first and why?

Internal Recruitment

External Recruitment

Preferred Sources of recruitment used by the company

3


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After the analysis of the questionnaire it turns out that 80% of the people prefer internal

recruitment over external. In internal recruitment the vacancies are filled by the

permanent, temporary and casual employees already working on the pay of the

organization. This helps in building the morale and motivation of the employees as they

are assured that they would be preferred in filling up vacancies at higher levels. A sense

of security is created among employees. And in India security is one of the major reasons

why people take a particular job. A sense of job security

and opportunity for advancement promotes loyalty and commitment among the

employees and the stability of employment is improved.

In addition, 20% of the people prefer external recruitment over internal. The preference is

low because it is more expensive and time consuming to recruit people from outside.

Detailed screening is required as the candidate appearing for the interview is a complete

alien for the organization.

However in actual practice, it is desirable to use a mix of both internal and external

recruitment. From the chart it is clear that the company prefers internal recruitment to

external recruitment.

4. Have there been any changes in the recruitment and selection

procedures of the company in the last five years?

Yes, please specify

No

In this question I was looking for any sort of changes at list during the preceding five

years. Every year there are some changes take place in recruitment and selection process

for better result and production. It is such an industry where in every moment some

innovation takes place. So the company needs some new skills to achieve the required


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fulfillment. For the last couple of years the company is focusing more on campus

interview to give more chances to the fresher This resembles that the company's

recruitment policy, the company's needs for greater committed employee and also motive

behind concentrating more on fresher, as it is the belief from company's perspective to be

working smartly with full enthusiasm. They are also updated with the current concepts,

which are required in IT industry. It is also experienced, as the company is dealing with

creating software Hardware packages, developing and maintaining them. The company is

dealing with IT Hardware and system integration.

It is also felt that unlike the experienced candidate, the freshers find it difficult to get a

job easily. As it is obvious from the fact that the experienced candidate demands high

value in the market for employment opportunity. The changes during the past few years

(say five years) will give me an idea of how they get themselves updated with the needs

of the industry. It also gives me an idea of any third party intervention in the recruitment

and selection procedure of the organization.

It depends upon the market demands of the particular industry as to how the candidates

would be available for service in the prospective sectors.

For example, two years back due to September 11, attack there was a great recession in

the global software industry which let to decrease of about 25% in the wages of itsemployees. Since compensation is the basic factor of motivation of employees so it

decreased the commitment, gratitude, dedication of employees towards the organization.

5. Is the organization doing anything to reduce the employee turnover ratio?

(Tick whichever is applicable)

Better salary package

More Benefits

Changing / Improving working condition

Better promotion / Career Development Opportunity

Corresponding to this data I have drawn a pie chart below:-


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4


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So it is evident from the pie chart that majority of the respondents 60% have mentioned

Better promotion / Career Development Opportunity for the retention of employees and

thereby reducing the employee turnover ratio. Providing better salary package which

comprised 22% can also help in reducing employee turnover ratio and help in the

retention of the employees. Since it is An IT Company so growth opportunity is

immense. The facilities provided by the organization are up to the mark. So overall

employees are satisfied with the job

6. Is the company providing better working condition, promotion/career growth

opportunities for an employee?

Yes

NO

All the employees are satisfied with their jobs. Since it is IT company so growth

opportunity is immense. The facilities provided by the organization are up to the mark.

So overall employees are satisfied with the job. The working environment in the

company is excellent. On the basis of my interaction with the employees i came to know

that most of the employees have mentioned career growth opportunity, as the reason of

joining the organization. All of them are satisfied with the career growth opportunities.

Their work is highly logical and analytical and also interesting too. They enjoy their work

very much. There is a very good relationship between the employees and the

manag

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