1

Summer Training Project Report

On
Analysis of Recruitment & Selection Process at
HCL
With reference to Noida




Submitted for the partial fulfillment towards the award of
the degree in Masters of Business Administration of
Mahamaya Technical University

Department of MBA







2

DECLARATION

I, Ritu Gupta student MBA III
rd
semester of NIET, Greater Noida declare that this project on Analysis of
Recruitment & Selecion process for HCL Company is being submitted in the partial fulfillment of the
requirement of MBA and this project has not been submitted in any other university or institute.










GUPTA)
DATE:
PLACE: GR.NOIDA









3





ACKNOWLEDGEMENT

The entire project from the very idea of it to the reality would not have been possible without
the guidance and support of many people. I would therefore like to take the golden opportunity
of expressing my sincere gratitude to all those people who helped me throughout the project.
I express my sincere gratitude to the management of HCL, from where I have been able to
collect data for my project. I am thankful to all my faculties of my Institute to encourage me
and provide timely guidance and help in completion of the project. I am especially thankful to
my guide Ms.Shruti Mishra for her support and guidance.
Finally I would extend my profound gratitude to all the employees of HCL for patiently filling
up the questionnaire without which the study was not possible.







DATE:







4




CONTENT


Chapter No.

Description

Page No.

Chapter- 1





Chapter- 2



Chapter- 3




Chapter- 4

Chapter- 5






5


Executive Summary
This research is based on recruitment and selection procedure in HCL.The study is carried on in
a proper planned and systematic manner. This research includes:
Familiarization with the organization.
Observation and collection of data.
Analysis of data.
Conclusion and suggestion based on analysis.
This research analysis the actual recruitment process in HCL and evaluate this process confirmed
the objective of the industry is this process accepted or not.
Recruitment represents the first contact that a company makes with the personnel having
potential to be employed. From the point of view of potential candidates, recruitment is the
process through which they come to know about the company and the nature of jobs that are
being offered.




6








Chapter :-1
Introduction





7




INTRODUCTION
Recruitment is the process concern with the identification of sources from where the personal
can be employed and motivating them to offer themselves for employment. Whether and Davis
have defined this as follows:
Recruitment is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when there applications
are submitted. The result is a pool of applicants from which new employees are selected.
Lord has defined recruitment in terms of its competitive nature. He views that:
Recruitment is a form of competition. Just as corporations compete to develop,
manufacture, and market the best product or service, so they must also compete to identify,
attract and hire the most qualified people. Recruitment is a business, and it is a big business.
WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT
An organization is nothing without human resources. What is IBM without its employees? Same
is in a hotel industry. It is totally based on managing people or manpower in an efficient way.
When we think about the million of organization that provide us with goods and services, any
one of more of which will employ us during our lifetime, often do we explicitly consider that
8

these organization 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 recognize
the important role play in making organization work.

There are some question which are listed down in order to know how important HRM is are :
How did these people come to be employees in an organization?
How were they found and selected?
Why do they come to work on a regular basis?
How do they know what to do on their jobs?
How does management know if the employees are performing adequately? If they are not, what
can be done about it?
Will todays employees be prepared for the work the organization will require of them in ten,
twenty - thirty years?
Management: It is the process of efficiently getting activities completed with and through
other people. The management process includes the planning, organizing, leading, and
controlling activities that take place to accomplish objectives.
With reference to our definition, Goals are the activities completed. Limited resources are
implied in efficiently. People are those in through other people.
9

First goals are necessary because activities must be directed toward some end. There is a
considerable truth in the observation that if you dont know where you are going, any road will
take you there. The established goals may not so explicit, but where there are no goals, there
may be a need for a new managers or no need for managers at all.
Second, there are limited sources. Economic resources are scarce therefore, the manager is
responsible for their allocation. This requires not only that managers be effective in achieving
goals that are established but they be efficient in relating output to input. They must seek a given
output with a lower input that is now being used or, for a given input, strive for a greater output.
It again depends how much the manager knows about his capacity and how he designs his
planning structure and how efficiently he gives a better picture and utilizes it accordingly.
Managers, then are concerned with the attainment of goals, which makes them effective, and
with the best allocation of scarce resources, which makes them efficient.
The need for two or more people is third and last requisite for management. It is with and
through people that managers perform their work.
Managers are those who work with and through other people, allocating scarce resources, to
achieve goals.




10







HRM MODEL



Training and
Development
- Focus is on identifying
and assessing


Union/labour
Relation
Focus : Assessing
healthy
union/organization
relationship.


+


Organization
Development
Focus : assessing
healthy inter
relationship as bell
as intra
N v
Employee
Assistance Focus :
Providing personal
problem solving,
canceling to
individual
employees



- Quality of work
life
- Productivity
- Readiness to
change


+
Organization/Job
Design.
Focus : defining
how tasks, authority
and system will be
organized
7 R
Compensation and
Benefit
Focus : Assessing
compensation and
benefits



q
Human Resource
Planning :
Determining the
origins major HRM
needs strategies and
policies
11

7
Personnel
research and
information
systems
Focus : assuring a
personnel
information base
Selection and Staffing :
Focus : Matching people
and their career needs
and capabilities with
join and career path

From the above introduction about Human Resource management, it has been pretty clear that
how important is human resource and its allocation. Again it depends on human resource
planning.

HUMAN RESOURCE PLANNING
It is one of the most important and essential programme of Human Resource Management.
Human Resource Planning is the process by which an organization 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 effectively and efficiently completing those tasks which will
help the organization to achieve its overall objectives as well as goals. Human Resource
Planning then, translation the organizations objectives and plans into the number of workers
needed to meet those objectives. Without clear-cut planning, estimation of organizations human
resource need is reduced to more guesswork.
Of all the MS in management (the management of materials, machines, methods, money,
motive power), the most important is M for men or manpower. Manpower is a primary
resource without which other resources like money, machines materials cannot be put to use.
Even in the age of computer and Robert it requires human resources to execute it and plan
further improvement. It is the most valuable asset of an organization.
12

If people of poor caliber are hired, nothing much can be accomplished and Grasims law will
work the bad people will drive out the good car cause them to deteriorate.
Organization of men for managing a purpose is age-old, even though, this science of
management is yet in a developing stage especially in developing countries.

Effective utilization of manpower resources is the key note of manpower management. Ever
since the factory system, production managers have devoted a great deal of time and effort to the
physical organizations of the industry. During the nineteenth Century the average employer in
their efforts to reduce costs centralized their attention upon management of men and machines.
Man management is basically concerned with having right type of people available as and when
required and improving the performance of the existing people to make them more productive on
their job.
Recruitment forms the first stage in the process which continues with selection and ceases with
the placement of the candidates. It is the next step in the procurement function, the first being the
manpower planning. Recruitment makes it possible to acquire the number and types of people
necessary to ensure the continued operation of the organisation. Recruiting is the discovering of
potential applicants for actual or anticipated organisational vacancies. In other words, it is a
linking activity bringing together those with jobs and those seeking jobs.
Its purpose is to pave the way for the selection procedures by producing, ideally the smallest
number of candidates who appear to be capable either of performing the required tasks of the job
from the outset, or of developing the ability to do so within a period of time acceptable to the
employing organization. The smallest number of potentially suitable candidates can in theory, of
13

course, be any number. The main point that needs to be made about the recruitment task is that
the employing organization should not waste time and money examining the credentials of
people whose qualification do not match the requirements 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 vacancy. This is clearly in the interest of both the employing organization and the
applicant.
NEED AND SCOPE:
Need For the Study:
To know effectiveness of the companys present recruitment strategy.
Manpower is the main resource of the company, therefore the company need to know the
critical areas where they can implement improvement so as to get the right candidates at
the right time at the right time at right place.
To identify the best source through which the company can recruit good candidate at less
cost.
Scope of the Study: The study backed by a structured questionnaire, which was the main
source of qualitative data. Initially the study required relying more on secondary data. The study
also covers the tools to improve the recruitment strategy.
The aims of the recruitment and selection process are,
Recruit high quality staff with the right skills on the appropriate contracts to deliver the
key objectives of the position and organization;
Ensure that equality of opportunity is considered as an integral part of recruitment
practice, thus encouraging diversity Ensure that effectives recruitment is effective as a
key public relations exercise for all involved;
Ensure that recruitment is fair, efficient and cost-effective.
14






PURPOSE OF THE STUDY :
The objective of the study is to analyses the actual recruitment process in HCL, and to
evaluate how far this process confirms to the purposes underlying the operational aspects
of the industry.
How far the process is accepted by it? And what are the options of the family members
of the organization?
The study on recruitment highlights the need of recruitment in HCL Technologies
Limited.






15






OBJECTIVES
\The main objective of the study is to first gain some practical knowledge about the functioning
of the MNCs and other organization which is very necessary to fully understand the primary
functions and hence it fulfills the purpose of summer internship under M.B.A course.
The other objectives are:
The purpose and importance of recruitment and selection process
The role of the management in recruitment and selection process
The study of the process of recruitment and sources of recruitment
To explore the methodology and types of recruitment processes that takes place in an
organization
The study of the recruitment policy of the company and the functions and relevance of
selection process, for the employees as well as the organization.




16








LIMITATIONS:

Every scientific study has certain limitations and the present study is no more exception. These
are: -
1. Interviewing of the executive of top echelon position who are making recruitment is busy in
the Organisation State of affair. So it is not possible to contact all of those every busy executives.
2. The terminology used in the subject is highly technical in nature and creates a lot of
ambiguity.
3. Confidentiality of the management is the strongest hindrance to the collection of data and
scientific analysis of the study.
4. All the secondary data are required were not available.
5. Respondents were found hesitant in revealing opinion about supervisors and management.
In spite of all these limitations, the investigator has made an humble attempt to present an
analytical picture of the study with some suggestion for the long run implementation.




17









CHAPTER-II
A PROFILE OF ORGANISATION





18







HISTORY OF HCL
In the early 70s, a group of young, enthusiastic and ambitious technocrats embarked upon a
venture that would make their vision of IT revolution in India a reality. Shiv Nadar and five of
his colleagues got together and in 1975, set up a new company called Micro comp. To start with
they decided to capitalize on their marketing skills. Micro comp marketed calculators and within
a few months of starting operations, company was outselling its major competitors. In 1976,
Micro comp approached UPSEC (Uttar Pradesh State Electronics Corporation) for help to set up
a computer company. Impressed by their technical and marketing competence, UPSEC agreed to
set up a joint venture.
On the 11th of August 1976 Hindustan computers Limited was incorporated as a join venture
between the entrepreneurs and UPSEC and with an initial equity of Rs. 1.83 lakhs.




19






ABOUT HCL COMPANY
HCL Technologies Limited (HCL) has now become Indias one of the big technology integration
company. Over the years, HCL Technologies has positioned its business operations to fulfill its
vision statement: Together we create enterprises of tomorrow. The overarching theme for the
companys swift progression into the software and services arena, in India and globally, is
evolving. Signifying a state of constant growth, the evolve theme is visible in the many ways that
has undergone a metamorphosis into becoming a complete IT solutions company.
The menu of HCL Technologies global services broadly covers IT consulting and professional
services in the area of vertical applications, technology integration, ERP implementation and
software development. This also includes a complete portfolio of systems and network services
for development. This also includes a complete portfolio of systems and network services for
Facilities Management, Helpdesks, Systems Supports and network and Internet Implementation.
HCL Info systems global customers include Samsung, Government of Singapore, and AMAL
insurance Jurong Port in Singapore and
20

Malaysians BSN commercial bank, SIA, DBS bank, May bank life assurance charted
semiconductors, Asia Matsushita and Shell Malaysia. Some of its global customer in the
government sector is Inland Revenue authority of Singapore, civil aviation authority of
Singapore, Singapore power, ministry of education, health and national development, telecom
authority of Singapore and Penang state govt.
HCL Info systems chosen platform of total technology integration lends itself to some very
significant alliances with the global leaders. Among its partner are HP for high end
AISCE/UNIX services and workstation and HP Open view network management solution; Intel
for PC and PC server building blocks; Microsoft, Novell and SCO AG solutions; Red hat ;Linux;
Samsung; Pivotal for CRM solution and ORACLE Sybase and Informix for RDBMS platform.









21








INDIAN HARDWARE INDUSTRY
AND
HCL TECHNOLOGIES LTD.
The Indian IT and Electronics market in 2004-05 was worth US$ 32.9 billion of which US$ 19.7
billion consisted of software. Electronics and IT hardware production stood at US$ 13.2 billion.
Some 4,100 units are engaged in electronics production manufacturing goods as diverse as TV
tubes, test and measuring instruments, medical electronics equipment, analytical and special
application instruments, process control equipment, power electronics equipment, office
equipment, components etc. Market researcher IDC estimates that the market-value estimate
over next 3 years for hardware products is Rs.79, 000 crores
22

The Indian electronics and hardware industry has been lagging behind the impressive
performance of the software sector. Most of the hardware requirements of the burgeoning
software and telecom sectors are met by imports which are about 25%.
The Ministry of Information Technology, Govt. of India has estimated that the total requirement
of hardware and components by 2008 would be in range of US$ 160 billion and the investment
required in the manufacturing facilities would be US$ 16 billion. NASSCOM, the leading IT
industry body estimates that to achieve a software export target of US$ 87 billion in 2008, the
hardware requirement would be US$ 50 billion. By far the most comprehensive study was
carried out by Ernst & Young in association with MAIT, the hardware industry body in 2002. It
estimates that given the right incentives, India's electronic hardware industry has the potential to
reach US$ 62 billion by 2010, twelve times its existing size with the domestic market accounting
for US$ 37 billion and exports of US$ 25 billion. The major export opportunities would be in the
area of innovative new products, contract manufacturing and design services. This shows that
there are large opportunities for Indian companies to increase their strength and grave these
opportunities for future growth. HCL Technologies Ltd is one of those companies which are
working to increase their network and making innovative new products.
HCL Technologies Ltd. is currently engaged in selling manufactured hardware (like PCs,
servers, monitors and peripherals) and traded hardware (like notebooks, peripherals) to
institutional clients as well as retail channel partners. Besides, it offers hardware support services
to existing clients through annual maintenance contracts, network consulting and facilities
management.
23

In 2002-03, HCLs total hardware turnover was Rs. 10.97 billion, higher by around 24% over the
corresponding figure for 2001-02. Of this, manufactured hardware constituted 60%, traded
hardware 32% and hardware support services 9%. The companys reported operating margins in
2002-03 (including six months of OA, telecommunication and software businesses) increased to
6.7% from 5.9% in 2001-02, primarily because of better margins in hardware. While average
material costs declined in 2002-03, the company was able to retain a part of the margins in its
product realizations. Better margins in hardware resulted in the return on capital employed
(ROCE) from hardware increasing from 11.9% in 2001-02 to 25.6% in 2002-03.
In the domestic home PC organized sector, HCL Technologies is the market leader. Other
players include Zenith Computers, IBM, Sun Microsystems, Wipro, Hewlett Packard.
Assembled personal computers have a large presence in the domestic home PC market,
accounting for a chunk of the total sales.

The overall market for desktop personal computers registered a 28.2 percent growth during
calendar year 2004 as compared to the previous year. What is significant is that branded PCs
continue to make impressive gains against the gray market. According to IDC, the share of
branded PCs grew from 36.2 percent in 2003 to 49.2 percent in 2004, registering an impressive
growth rate of 74.3 percent. Interestingly, the gray market remained flat, registering a growth of
2.2 percent, while the total desktop PC market registered a growth of 28.2 percent.
According to IDC, the recent re-surfacing of finance-based purchase options had an accelerating
effect on the consumer desktop market, which is already witnessing a consistent drop in end-user
prices for both the branded and unbranded PC segments. Among the vendors, HCL Technologies
24

emerged as the market leader with a share of 13.7 percent. The company registered a 91.4
percent growth during 2004 as compared to the previous year. HP followed HCL with a market
share of 11.9 percent. HP too grew at a blistering pace registering a growth rate of 73.03 percent.
IBM is in the third place with a market share of 6.2 percent.
IDC is not the only research firm confirming the signs of robust growth. Gartner, in a recent
report, states that the Indian desktop market grew by 31.5 percent in 2004. Says Vinod Nair,
Analyst, Computing Systems, Gartner India, Peaking business confidence based on strong
economic growth catalyzed PC purchases in both consumer and corporate segments throughout
2004.
While every research firm has given different figures, one thing is commonthe PC market is
booming at double-digit growth rates. MAIT (Manufacturers Association of Information
Technology) estimates that the desktop PC market grossed 17.1 lakhs units in the first half of
fiscal 2004-05, registering a growth of 37 percent over the same period
of the previous fiscal. With the Indian economy booming, MAIT estimates that PC sales will
touch the 40 lakhs mark in fiscal 2004-05.
The buoyancy in PC sales can be attributed to increased consumption by traditional industry
verticals such as telecom, banking, financial services and insurance, BPO, manufacturing and
government. Consumption also increased in non-traditional sectors such as education, retail
outlets and self-employed professionals.
In future, HCLs hardware sales to the institutional segment are likely to remain stable, with
sustained hardware spending by all the verticals, especially the banking and financial services
sector. Besides, in retail hardware sales, a continued reduction of price points, facilitated in part
25

by the recent reduction in excise duties on PCs, is likely to reduce the price advantage of the
small assemblers, and augur well for branded PC manufacturers like HCL. In the medium term,
HCLs margins, despite its sales tax advantages, may be affected by the likely removal of duty
protection on manufactured PCs from the year 2005.








Current Market Share of various IT players in overall Desktop Market in 2004
Vendors
Units
(2003)
Market share(percent) Units (2004)
Percentage of Units
Shipped
Year-on-Year Growth
(percent)
HCL 232,169 9.2 4,43,535 13.7 91.04
HP 221,964 8.8 3,84,058 11.9 73.03
IBM 132,582 5.3 1,98,973 6.2 50.8


Total desktop market
Units (2003)
Percentage of Units
Shipped
Units (2004)
Percentage of Units
Shipped
Year-on-Year
Growth(percent)
Branded 911,403 36.2 1,589,016 49.2 74.3
Grey 1,608,752 63.8 1,643,694 50.8 2.2
26

Total 2,520,155 100 3,232,710 100 28.2























MARKET SHARE OF BRANDED PC DURING CALENDER YEAR OF 2004
HCL

34%
HP
30%
IBM

15%
WIPRO
8%
ZENITH

13%

HCL
HP
IBM


WIPRO


ZENITH


27



From the above figure we can clearly see that HCL emerged as the clear winner among
the branded PC companies with 34% or 13.7% of market share followed by 30% or 11.9 % of
market share by HP. IBM was third in the race with only 15% or 6.2% of market share of
branded PC computers. Along with becoming the market leader in branded PC HCL
Technologies also became 1.3 Billion Dollar company in April 2006.





SUCCESS STORY
Vision, bravado and grit have seen HCL evolve from a dream of eight youngsters in 1977 to the
country's top IT group today, with revenues closing in on Rs 5,000 crore
1975: Six young men get together over a cup of coffee and snacks. The conversation veers from
cars and travel to jobs, career and the future. Since they all work together, its only natural that
they talk shop. They also explore the possibility of starting a company of their own-one rooted in
values, directed at creating a market for its products in a segment hitherto unexplored, hardware.
Micro comp is born. The initial investment-all their savings, making up seed capital of Rs 1.87
lakh.
28

"Six of us, all with DCM, wanted to start a computer company. But we didn't have enough funds.
We decided, therefore, to settle for a close second-we set up a calculator company, Micro comp.
We 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 Uttar Pradesh government
was offering an open license of this nature around that time. We acquired it and created
Hindustan Computers Ltd (HCL). The name itself had a reason behind it-it denoted largeness, it
was Indian, it was patriotic, it was perfect Two more of our friends joined us later to set up
Hindustan Computers in August 1976-that took the number of people who started HCL up to
eight," remembers Ajai Chowdhry, one of that original group of eight and now President and
Managing Director of HCL Info systems.

"We dreamt of working in an industry that would revolutionize businesses, an industry that gave
everyone an equal chance to succeed We also knew we wanted to dominate it. Through these
years, we have 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
renovation. We have also developed new paradigms for new opportunities," adds Shiv Nadar,
Chairman of HCL Technologies.
A teething problem faced by the company-getting imports through. The regulations and laws of
the time did not allow the import of technology. Components and sub-assemblies, however,
could be imported. "The latter was a very expensive affair. This led to a sharp focus on in-house
design. The first product we came out with was targeted at the engineering research market-
Micro 2200, based on a 4-bit microprocessor from Rockwell," says Chowdhry. With Micro
29

2200, orders poured in for HCL. "We had no products, and we couldn't simulate them, so we had
to create a bread-board model. We actually had people coming to us and looking at these models
and placing orders-they believed in us!"
The deadlines were tough, but they had to be met, or the orders would fall through. The first
deadline was March 31, and everyone worked night and day for weeks. The final delivery date-
March 27. "I remember a particular instance. After setting up of HCL (Chennai), we were
flooded with orders, especially from IIT Chennai. I personally went to the airport in my old Fiat
and delivered the units personally to the IIT professors," recalls Chowdhry.
When MNCs weren't popular
If we tabulate the history of Indian business, 1977 will go down as a "funny" year. It was in 1977
that the Janata Party government came to power. Among their first actions on the commerce
front-asking IBM and Coke, among other multinational companies, to either increase the
component of Indian holdings or move out. They moved out. "That was a stroke of luck for us,"
says Chowdhry. "We created an eight-bit computer, our first usage of Intel architecture. We 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 3,000 companies."
Three years later, in 1980, HCL became a Rs 2-crore company. "We decided to expand overseas
and entered the Singapore market, armed with some expertise in hardware and targeting the SME
market. However, once there, we realized that the demand was more for solutions, not so much
for boxes. We set up a software factory in Chennai-we would go to customers and tell them we
would do everything-make the box, write the software, train the staff, maintain the equipment,
the works And we had to do $1 million in orders out of Singapore between August 1 and
30

December 31, 1980. That was the make or break point-less than that and we wouldn't have the
cash flow to run the company." In the nick of time is how things worked out-HCL Singapore
managed that figure on the morning of December 31.
HCL Group: How the Dream has evolved
1975 Shiv Nadar and five colleagues start Micro comp
1976 HCL promoted with startup capital of Rs 1.83 lacs (US$ 3826.85)
1980 HCL's first transnational venture, Far East Computers, established in Singapore
1981 Set up NIIT, India's first private sector IT education institution.
1985 HCL America established with headquarters at Sunnyvale, California
1991 HCL and HP, USA agree to enter into a partnership to form HCL HP
1994 HCL Tech formed as separate software company
1996 Joint venture with James Martin & Co. and Perot Systems Corporation
1997 HCL Tech incorporated in UK, Germany, France, Sweden, Belgium, Italy and Switzerland
1998 Operations started in Japan, Hong Kong, Australia, and New Zealand
1999 Initial Public Offering made by HCL Tech Formation of Global Board of Directors and
Advisory Board. Audit, Compensation and Related Party Transaction Committees set up
Implementation of 'Glocal' Management Concept
2000 Large deals with Bankers Trust, KLA and GTECH
31

2001 Acquisition of Deutsche Software Acquires Ireland-based BPO firm, Apollo Contact
Centre HCL Enterprise Solutions formed as a joint venture with Computech Corporation, Inc,
USA
The Singapore experience taught the founders a lesson-designing and manufacturing products in
India and selling them overseas was akin to walking a tough and profit-less path. "This was when
we decided to walk the software integration road. We created the integration database, much
before Intel... but we killed it! We were so nave, we killed a product line like that," says
Chowdhry.
In 1984, the new computer policy was coined and standards were put in place. This saw a major
move by banks toward the Unix platform. "A few companies approached us and we decided to
launch the personal computer in India. We had three weeks to do this. Our people flew all over
the place, including Taiwan and Bangkok, and brought back PCs. We took them apart, studied
them and got into manufacturing mode. We launched our PC in three weeks. And that,
incidentally, how Busybee was born," says Chowdhry.
A turning point came in 1989, just when the PC and software integration business was chugging
along smoothly. McKenzie & Company approached HCL and offered to carry out a study for
HCL, entitled HCL's Entry Into America. "We told them we were too small and couldn't afford
them. They did a project for us anyway, and refused to charge us any money," says Chowdhry.
When the findings of the study were presented to the top brass at HCL, the company moved into
the US market-HCL America was born. "We marked the entry into the US market with
hardware. We had no environmental clearances and fell back. We could not deliver as promised.
32

Our entry strategy was right, but the product wasn't. We were in big trouble-our overheads were
high, we had no revenues"
Unix to the rescue
It was the US reversal that made HCL look at newer avenues, and a path that would lead to more
revenues. "That is how our software strategy was born, and we capitalized on our Unix strengths.
Around this time, we were in talks with Hewlett-Packard for a joint venture. We were also
working on Apollo, and HP bought out the product. About the same time as out foray into the
US, we tied up with HP. At that time, HP was smaller than the behemoth it is today, but it still
boasted global expertise. And that was something we wanted," says Chowdhry. However, HP
asked HCL to close down its RISC and Unix R&D setup. Unwilling to down shutters on a going
and profitable effort, HCL created a new opportunity out of the situation-HCL Consulting was
set up and the said works were moved in to this new company. "We had our people working at
the HP research centers, taking in all of the technologies. This was a great learning period and
had a mushroom effect subsequently, when HCL Consulting turned into HCL Technologies,"
says Chowdhry. And along the line, HCL Technologies was also set up. Chowdhry remains
upbeat on the company he runs on a day-to-day basis, HCL Info systems-despite the predicted
flat growth in the current year.
HCL Infosys focuses on the domestic products and software businesses and its main areas of
operations are:
-Products & System Integration: PCs, Phones, EPABXs, SI.

33

HCLS OFFERINGS IN INFO-PROCESSING PRODUCTS

HCL Advantage
HCL Technologies draws its strength from 27 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 and support capability to service the needs of the customers.
The last 27 years apart from knowledge and experience have also given continuity in relationship
with the customers, thereby increasing the customer confidence in HCL.

Our strengths can be summarized as:
- Ability to understand customer's business and offer right technology
- Long standing relationship with customers
- Pan India support & service infrastructure
- Best-vale-for-money offerings
Technology Leadership
34


HCL Technologies is known to be the harbinger of technology in the country. Right from our
inception we have attempted to pioneer the technology introductions in the country either
through our R&D or through partnerships with the world technology leaders.
Using own R&D HCL has:
- Created own UNIX & RDBMS capability (in 80s).
- developed firewalls for enterprise & personal system security.
- launched our own range of enterprise storage products.
- launched our own range of networking products.
HCLI strive to understand the technology from the view of supporting it post installation as well.
This is one of the key ingredients that go into strategic advantage.
HCL Technologies 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
MANUFACTURING
35

HCL's computer hardware manufacturing plant is strategically located in the Union territory of
Pondicherry. Situated 165 kms south of Chennai on the coast of the Bay of Bengal with
proximity to Chennai Air/Sea port, special policies for Industries of local Govt, , Inland
Container Depots, attractive power and labor rates - makes Pondicherry an ideal place for
business.
Started in 1996 - with only Unit 1 - it now has 3 Units (Unit 1, 2, & 3) with a built up area of
3, 23,000 sq. ft., PMO has a monthly capacity to make 50,000 desktops and 2000 servers. The
infrastructure is state of the art, one of the best & largest in India.







All 3 factories are ISO 9001:2000 and ISO 14001 certified. PMO was also Awarded MAIT
Level 2 - by European Foundation for Quality Management in the year 2001 . HCL was also
awarded ELCINA's (Electronic Component Industries Association) Quality Award for the year
2002- 2003
PMO also has Product Engg Group (PEG) and R&D teams constantly engaged in developing
new products and solutions.

36

Driven by a strong Manufacturing Objective
"WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO
MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE
FIRST TIME, EVERY TIME."
All processes in the manufacturing are aligned to this guiding objective . A strong emphasis of
"Quality by Process" is ensured across all processes. The products manufactured here undergo
stringent tests that ensures their ruggedness & durability , which may be deployed anywhere in
India and may have to face severe conditions like - heat , humidity , rough transportation &
handling .Our products undergo drop tests , hot & cold temperature chamber , client-site
simulation tests , reliability tests et al .
Computers are shipped to locations all over India with an extensive network of professional
logistic support partners.
There is also a Customer satisfaction cell, in plant, to take care of problems reported from field.
Customers, sales & marketing, support personnel, dealers & distributors are encouraged to visit
the plant to see, for them, what all goes in making a quality computer system.
Philosophy of Quality
"We deliver defect-free products, services and solutions to meet the requirements of our external
and internal customers, the first time, and every time."
To exist as a market leader in a globally competitive marketplace, organizations need to adopt
and implement a continuous improvement-based quality policy.
37

One of the key elements to HCL's success is its never-ending pursuit of superior quality in all its
endeavors.
HCL TECHNOLOGIES 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,HCL has adapted to newer and better Quality standards that helped us
effectively tie Quality with Business Goals, leading to customer and employee satisfaction.
QUALITY AT HCL TECHNOLOGIES LTD.
The history of structured quality implementation in HCL Technologies 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). And 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. We were certified for ISO 9002 by BVQI in 1994 and re-certified in 1997 to ISO 9001-
2000 (for Design & Manufacture of Personal Computers, Business Servers, Work Stations and
their Associated Sub-Assemblies).
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.
38

Under our Quality Education System program, we train our employees on the basic concepts and
tools of quality. A number of improvement projects have been undertaken by 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 initiatives in the
Information Technology Industry, adding another commendation to progress. MAIT's Level II
recognition is based on the 'European Foundation for Quality Management' (EFQM), for gaining
quality leadership and business competitiveness.
Our certifications / awards in 2003 include ISO 9001-2000 certification by BVQI for Info
structure Services (for Consultancy, Implementation, Support, Audit & Management Services for
Information Technology Solutions in the domain of Networking, Security, Facilities
Management and System Integration) and award of First Prize by ELCINA (Electronic
Component Industries Association) for Quality, 2002-03. The ELCINA award criteria considers
two aspects. (1) Enablers (Leadership & Management commitment, Resource Management,
Product Realization, Measurement Analysis & Improvement) and Results (Product Quality,
Customer / Stake holder satisfaction , Business results).
The tryst for continuous quality improvement is never-ending in HCL. HCL always strive to
maintain high quality standards, which help us fulfill mission to provide world-class information
technology solutions and services, to enable customers to serve their customers better.
CUSTOMER SATISFACTION
39

One of the cornerstones of strategy has been a very strong customer focus. 27 years of
experience in servicing a varied range of customer requirements has given domain knowledge of
customer's business. As a result of this it is able to provide exact solution to customers' needs.
During these years they have been able to cement their relationship with customers and gaining
their trust and confidence as well.
5Today for desktop PC, they have more than 8 lakh units installed units. HCL enjoy considerable
market share in segments like Government, Banking & Finance and Education & research.
SUPPORT SERVICES
HCL Technologies Service Support infrastructure is one of the widest in the country. No matter
where you are, there's an HCL Service Centre nearby.
Products are backed by an extensive direct support infrastructure spread across 170 locations
nationwide which offer 24 x7 supports offering for critical sites.
Channel strength is a balanced mix of retail outlets, resellers & distributors. It was strong focus
on distribution network that led HCL in devoting few brands exclusively for channel. They are -
Beanstalk, Busy Bee, Net manager (servers), and recently launched EzeeBee. Today distribution
network helps it take a varied product range to customers in every nook & corner of the country
.The product range includes Desktop PCs, Servers, and Laptops & Pocket PCs.



40















CONCEPTUAL FRAMEWORK OF RECRUITMENT PROCESS
Human resource Management classically pertains to planning; recruitment, selection, placement,
induction, compensation, maintenance, development, welfare etc. of Human Resources of any
organization to enable the organization to meet its objective while also enabling the human
resources to attain their individual goals.
41

As is evident from the definition of the concept the entire theme revolves centrally around
human resource and its role in enabling simultaneous satisfaction of individual and
organizational goals.
The immediate conclusion that follows from this is that the prime movers of the organization are
the individuals. 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 various 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 they
channelize productively and usefully.
Keeping this idea into mind this Projects is an attempt to study various options that are available
both theoretically as well as practically for an organisation to launch itself into the task of
recruitment.
The entire report is divided into various sub-sections which appear in a chronology of events that
are steps in the process.
DEFINITION
The success of an organisation largely depends upon the Team of the skilled and qualified
human resources who are chosen out of number of applicants for the job. It is the primary duty of
the HRD department to procure and maintain an adequate qualified working force of various
personnel necessary for manning the organisation.
42

Procurement function of personnel Department includes three major sub-functions-
(A) Recruitment; (B) Selection: and (C) Placement on the job.
Recruitment is the positive process of employment. The process of Recruitment is to identify the
prospective employees, attract, encourage and stimulate them to apply for the job, Interview the
eligible and select them for a particular job in the organisation.
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 selection of an efficient
working force.






CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL
CATEGORY I All workmen, All Assistants (Accounts, Stores, Field), clerk, Typist, Steno-
Typist, Stenographer, Computer Operator.
43

CATEGORY II Accountant, Store keeper, Supervisor up to the level of Officers, Designer, Jr.
Engineer, P.A, Sr. P.A, EDP Programmer up to officer, Admin./ personnel / HRD officer,
Inspector.
CATEGORY III Secretary, Executive Secretary, Management Trainee, Asst. Engineer,
Engineer, Sr. Engineer, Sr. Programmer, Sr. Officer, Asst. Manager, Dy. Manager, Manager, Sr.
Manager, Works Superintendent.
CATEGORY IV AGM, DGM, GM, SR. G.M.
CATEGORY V VP & above.

\






ORGANISATION STRUCTURE OF HCL
A brief introduction to Divisional / Departmental heads.
44

CHAIRMAN AND MANAGING DIRECTOR:
CMD holds to most position in the organisation. He is the owner of the Company. He guide the
functional heads to smoothen their activities. It is the key position in the organisation.
DIRECTOR OPERATIONS:
He is the overall in charge of P&A, HRD, Systems, TQM and Critical Issues.
GM-PRODUCTION:
He is the overall in charge of works. He is directly involved in production planning. He
formulates various policies for betterment of the product. He issues guidelines to Production
Department and Quality Control Department for implementation of the policies.
VP-FINANCE:
He is directly involved in finance matters and finance policy. He is also involved with personnel
department for wages compensation, salaries and other financial benefits.
AGM- PERSONNEL & ADMINISTRATION:
He is the overall in charge of personnel, Administration and Industrial Relations of the group and
also oversees the HRD activities.

SR.MANAGER-CORPORATE HRD:
45

HRD Department is responsible for better utilization of manpower through Recruitments,
Selections, Training, Development, Retention and Welfare of the group. It is involved in policy
formation and its implementation.
VP-MHD:
He is the profit center head of the Material Handling Division. He is responsible for Design and
Projects Execution.
VP-BUSINESS DEVELOPMENT:
He is the main source of Business Procurement to MHD.
SR.GENERAL MANAGER
He is responsible for marketing, Design, Estimation and Projects Management.







RECRUITMENT PROCEDURE IN HCL
46

Human resource is a most valuable asset in the Organisation. Profitability of the Organisation
depends on its utilization. If their utilization is done properly Organisation will make profit
otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a
Company, he may not run the business. So right man should be procured at right place in right
time, otherwise their proper utilization may not be done. To procure right man at right place in
right time, some information regarding job and job doer is highly essential. This information are
obtained through Job Analysis, Job Descriptions, Job Specifications. HCL procure manpower in
a very scientific manner. It gets information by use of these important documents like Job
Analysis, Job Descriptions and Job Specifications. Without these recruitment may be success.
Before recruit a person all information regarding job, working conditions, duties and
responsibilities of job doer, Skills experiences qualifications of an employee to do the particular
job is highly essential. To obtain the pertinent information regarding job, duties, responsibilities,
working conditions, skill efficiency, education and experience of the employee, HCL, gets the
help of Job analysis, job description and job specifications.






PROCEDURE OF RECRUITMENT
47

Recruitment is a process consisting of various activities, through which search of prospective
personnel- both in quantity and quality- as indicated by human resource planning and job
description and job specification is made. This process includes recruitment planning,
identification of recruitment sources, contacting those sources, and receiving, application from
prospective employees. These applications are, then passed on to selection process as shown in
figure.





Evaluation and control








Recruitment
Planning
Sourced of
recruitment
Contacting
Sources
To Selection
Process
Application
Pool
48






CHAPTER-III
RESEARCH METHODOLOGY









RESEARCH METHODOLOGY
49

According to Plutchick R, Research has its origin in a term which means to go around or to
explore And it is a combination of Re+ Search. Literally, it means that the repetition of
search. In some cases repetition can be but for the improvement of knowledge as attitude and
other related aspects of previous study might have been affected by socio- economics, socio-
psychological, socio- political or any other related factors.
According to Kelinger, research is systematic, controlled, empirical and critical investigation of
hypothetical proposition about the presumed relations among natural phenomenon. Research
does not always call for a hypothesis. It may also be carried out for the discovery of hypothesis.It
may also design together for descriptive information on a phenomenon.
RESEARCH DESIGN
Research design aids the researcher in the allocation of limited resources by posing
crucial choices in methodology. Research design is the plan and structure of investigation
so conceived as to obtain answers to research questions. The plan is the overall scheme or
program of the research. It includes an outline of what the investigator will do from
writing hypothesis and their operational implications to the final analysis of data.
DESCRIPTIVE RESEARCH DESIGN
The desi gn for this study is descri ptive research desi gn. Thi s desi gn was
chosen as i t describes accurat el y the charact eri sti cs of a parti cul ar s1yst em as
wel l as t he vi ews held by indivi duals about the syst em. The views and opini ons
of employees about t he syst em help to study the suit abilit y of the system as wel l
as t he constraints t hat mi ght restri ct its effecti veness.

The research involves the following steps:-
50

1. DEFINE THE PROBLEM AND RESEARCH OBJECTIVE:-
If the problem is clearly defined, it is half solved .The problem Objective here to assess the
scope.
2. COLLECT THE INFORMATION :-
The information is collected from secondary sources- websites magazines,newspapers , and
through primary source.
3. ANLAYZE THE INFORMATION:-
The next step in the research process is to exact findings from the collected data .
4. PRESENT THE FINDINGS AND CONCLUSIONS:-
As the last step, the findings and conclusion of whole research are presented in the end.
HYPOTHESIS
The organisation follows a systematic recruitment process, which contributes towards continuous
flow of production without shortage or excess of labors.




SAMPLING TECHNIQUES
51

The sampling t echnique adopt ed for the purpose of the study is
conveni ence sampli ng. As t he name impl ies a conveni ence sample means
sel ecting particul ar units of the universe t o const itut e a sampl e.
SAMPLE SIZE
The sampl e size of the st udy is 150. This sampl e is considered as
represent ati ve.
DATA COLLECTION
PRIMARY SOURCE: The primary source of dat a i s through Questionnai re.
SECONDARY SOURCE: The secondary source of information is based on
the vari ous detai ls retrieved from Journals, Websit es and Magazines. The data for
this study has been collected through primary sources. Primary data for this study was collected
with the help of Questionnaires and evaluation feedback forms. The extra information was
collected through interviews with the employees at various companies
UNIVERSE:
An executive and a worker irrespective of their position and placements in any of the
departments of the organization is considered as unit of study.






52

METHOD OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In primary source
of data collection the interview schedule and questionnaire and opinion survey were used and in
secondary source of data collection relevant records, books, diary and magazines were used.
Thus the sources of data collection were as follows:

SOURCE OF DATA COLLECTION

PRIMARY SECONDARY
1. Interview schedule 1. Diary
2. Schedule 2. Books
3. Opinion Survey 3. Magazines

The investigator used structural interview schedule, questionnaire and opinion survey for
collection of data from primary source. Interview schedules were used for workers clerical,
category and questionnaires were used for supervisory and executive cadre and opinion survey
was used to know the technology, perceptions, thoughts and reactions of the executives,
employees/workers and trade union members of the organisation.
The investigator used the secondary source like diary, books, magazines and other relevant
records for collection of data to know about the industry as well as the respondents.


53




CHAPTER 4

ANALYSIS AND INTERPRETATION








54

TABULATION, ANALYSIS AND INTERPRETATION:
After completion of data collection the editing of the responses go obtained was done. This
edited data further codified and code book was prepared. On the basis of these tables the data
were interpreted and analysed and conclusion was drawn.
Aft er due coll ati on of data gathered, the entire data was subjected t o t he
anal ysis phase, data was tabul at ed and meaningful results were deri ved from i t.
Appropri at e t ool s used to draw graphs and chart s t o displ ay t he results coll ect ed
from t he survey.
From the sampl e size of 50 questionnai res dist ributed onl y 30
questionnaires were recovered. A tot al of fift een questi ons were i ncorporated in
the questi onnai re, whi ch spanned from basic information to very rel evant
business information. Starting from the first question onwards the results are
displ ayed in the form of chart s and the deduced result is ment ioned bel ow it.
The fi rst question was an open-ended questi on aski ng the position for the
person appl y for in the organization. It was just t o make candidat e a littl e
comfort abl e and att entive.
Recruiting t alent is seeing a new hi gh as organizations are spending a lot to
att ract t he ri ght talent. Organizations are usi ng a host of i nnovative and at the
same time run-of-t he-mill methods to hire empl oyees. But in order to be
effective and innovative, t he compromi se has been settl ed on the hi gh costs.
Personal referral is the most effective and cheapest mode of recruitment.
Compani es encourage thei r empl oyees to refer people for di fferent posi tions. It
ensures that t hey att ract the best t alent and also gi ves an empowering si gnal to
empl oyees about t hei r engagement wi thin the count ry.
Now as t he study suggest s t hat more than hal f t he respondents had come t o k now
about t he job openi ngs at The mobil e store lt d t hrough Personal Referral s, we
can easil y concl ude that t he employees at The mobi le store l td are happy wit h
55

the organization and in turn are att racting more t al ent t o the organization.
Secondl y, we can al so conclude that the informati on di ssemi nati on i nternall y is
very good. It also shows that the number of peopl e with personal referrals
getti ng sel ect ed in the organizat ion i s the hi ghest in number. Thus, t he
organizati on i s successful in savi ng a l ot of cost on recruit ment.
The negative poi nt whi ch comes out of this is that our Websit es, Advertisi ng
and Newspaper Ads are not at tracting many peopl e. Though, there are di rect
applicati ons al so which are an i nexpensi ve source of recruit ment . In t his way
too, t hey are able t o capture the profil es of a si gni fi cant number of pot enti al
candi dat es that help in recruitment process.


The resul t from the next question just i fies it why the personnel referrals are
most import ant source i n The mobil e store lt d. The respondents who have
already been t hrough the The mobil e st ore lt d Recrui tment/ Sel ecti on process
find it to be effici ent except for one person who fi nds it In-effi ci ent. It also
showed that all t hose 7 who gave neut ral responses were mostl y from Finance
and Marketing department and mostl y all managers.
56



Before we get on with t he anal ysis of the next part it i s important that we
differenti at e between Effi ci ency and Sat isfacti on. By defi niti on Effici ency is the
effectiveness or compet ence of t he job whereas Sat isfact ion refers to the
agreement or t he contentment with the job.
Accordi ng to t he study it is evident that though many peopl e found the process
to be efficient though a few were dissatisfi ed with the process. The
dissatisfacti on is shown wit h the increase in the number from one t o three. This
shoul d be l ooked int o very seri ousl y and the di ssatisfacti on be removed before it
spreads out of the organization, as more than fift y percent of our recrui ts are
personal referrals. It was also seen that out of the t hree who were dissati sfi ed
two were from finance depart ment. It also means that out of t he four employees
from t he fi nance depart ment t wo are di ssatisfi ed and t hat too all are managers.
57


Here again we can see that how are employees are referring the org anizati on t o
pot enti al empl oyees. This goes on t o show the satisfacti on l evel of empl oyees is
very hi gh. As satisfied int ernal customers means satisfi ed external customers
this i s a positi ve aspect for the organizat i on.
58


As a regul ar compl aint from most employees in all bi g organizati ons, t he
response remains same here as well, al most ei ght y percent of peopl e feel that
duri ng the process more rel evance is given to Experi ence than Quali fi cat ion.
This needs to be l ooked at and it shoul d be clearl y menti oned in the appl icati on
form as well as in the job description as t o what would be preferred for a
parti cul ar position and job and why. Thi s would not onl y make t he employees
more satisfi ed with the process but also make those rej ected feel t hat they are
not cheated.
59


With a major percentage of respondents not coming t hrough Newspaper Ads or
websit es, i t is di fficult t o say that t he Recruitment/Sel ection process is
adequat el y advertised. The results show a cont rary pi ct ure, with almost hal f the
respondents agr eei ng to the advertisi ng presence of The mobi le store ltd. These
respondents should again be quizzed on the places and t he cont ent of the
advertisement to gain cl arit y. Of t he employees agreei ng t hat t he process is
adequat el y advertised most of them were f rom sal es department . And from
amongst the empl oyees disagreei ng most of them were from marketing
department . As the marketing department themselves feel that the process i s not
adequat el y advertised some st eps should be taken i f need arises.
60


Though maj ori t y of the respondents are satisfi ed wit h the st andard of the
Appli cation form and its content a few have shown reservat ion regardi ng t he
same. Anot her study shoul d be carried out to find out the dissatisfacti on and
changes t hat peopl e suggest that would make t he Appli cation form more
agreeabl e.

Here we can see that Informat ion regarding the paramet ers was not propagated
and hence almost Si xt y five percent of t he respondent s who were appeari ng for
an int ervi ew were unaware of t he judging paramet ers. Thi s is one of a drawback
61

of t he process as the candi dat es should be properl y informed on what parameters
they woul d be reject ed or sel ect ed so that they can t ry thei r best.


Int erestingl y, a lot of peopl e had appli ed for a change in intervi ew time or
request ed feedback duri ng their selecti on process. Almost 9 out of 30 appli ed
for a change in the intervi ew process. The fi gure below shows the satisfacti on
level of the peopl e who had made these requests.


62

The company should look into the nature of the request whi ch were not sati sfi ed
and check if such t hings can be avoided in the future. As we can see that on an
average 25% of the requests were not satisfi ed which i s not a good si gn as thi s
can bri ng a bad name to t he company.

The next set of questions consist ed of many parts and j udged t he amount of
transparency generat ed by the HR ppersonnels amongst t he candi dat es through
the recruitment process. The response to the fi rst part of t he questi on i s
overwhelming and it seems everybody was gi ven qualit y information regardi ng
the orgainzat ion. The onl y t hing that needs t o be l ooked i nto is the varying
degree of dissemination of the i nformat ion and in future, effort s need to be
made t o see t hat the information i s uniforml y di stribut ed.
63


Now, here we can see a great cont rast wi th respect t o the above, though peopl e
were provided adequat e informati on regarding the organizat ion, t here was not
enough information regarding the rol es t hat they were about to play i n it. The
job descri ption which consist s of the titl e of the job, to whom the empl oyee is
responsibl e, for whom the employee is responsi bl e and a si mple descri ption of
the rol e and duti es of the empl oyee withi n the organization should be very cl ear
in the minds of t he candidate before they starting working on t he organizat ion

64


Here the response t akes a swing in favour of the informati on provi der as the
respondents feel t hat they were given adequate information about the department
that they were about to j oi n.

The sal ary and compensat ion st ructure was again a sore i n the information
disseminati on, wit h many respondents feeling that the qualit y of the i nformati on
provided was average or below average. Since sal ary is an important
65

information hence care must be taken t o explain i t in det ail so that all doubts are
removed.

Taking a cue from the response we can conclude t hat a li ttle more effort i s
requi red to make every single candidate appl yi ng for the job be aware of t he
responsibi liti es expect ed out of him/her. This needs to be l ooked into as until
the candi dat es properl y knows what thei r job is all about they would not be abl e
to perform hundred percent and this can lat er l ead to dissat isfied employees and
thus a hi gh att riti on rat e, which is a maj or pr obl em facing the t el ecom sector in
Indi a.

66


It seems as if everybody knew about t he job location t hat they were being
intervi ewed for, hence a very hi gh percentage of peopl e were sati sfi ed wi th t he
information provided. Care must also be t aken that any changes in the work
location at a fut ure dat e shoul d also be communi cated in advance.

It is almost an i dent ical sit uation as t he earlier questi on except that t here is a
small til t towards the average to below average side. A lot of care must be taken
67

to explai n t he hi erarcy and t he reporting structure to the candidate as it helps
him understand more about the organizati onal st ructure and hi s position in it.

Since this parameter is an import ant one in maki ng a decision to j oin a n
organizati on or nat, we should ensure that the appl icant is well aware of all t he
growth oppurt uniti es in the organizati on. Here probabl y, some peopl e were
dissatisfi ed wit h the qualit y of t he information provided. Today everyone wants
to grow professional l y and that too in very l ess time. The mobile store ltd whi ch
is an organizat ion with hi gh growth opportuniti es should inform al l candi dat es
about it so that t hey feel satisfied and happy about joining such an organization.
68


Here the fl ow of information is not adequat e with around thirt y five percent
respondents were eit her averagel y satisfi ed or below satisfati on l evel. Before an
empl oyee j oins the organization it is important he knows about the culture
foll owed in i t so that he can easil y adapt t o it.

In this question we can see that the employees feel that they were usual l y kept
updat ed about t he st atus of the sel ect ion process. Thus, the organization should
69

ensure that regul ar updat es are al ways dispat ched to t he applicant s during the
enti re process. This woul d instill more transparency i n the system and devel op
more t rust in the organization.


Now for this part of the quest ionnai re the intenti on was to capture the pot enti al
problems wit h the process that were faced by t he appli cant s. The l argest ch unk
bel onged t o the Test and Int ervi ew scheduling. Most of the employees fel t that
the t est/ i ntervi ew was not properl y schedul ed and the recrui tment process was
very l engthy. These aspects should be considered so that the candi dat es dont
feel any inconveni ence during the process. Apart from thi s 8 of t he employees
70

also felt t hat the recruitment brochures/ i nformation was not up to date and thi s
can also be i mproved upon.
The l ast question in the questionnaire was an open ended one which asked thei r
comment s on the whole recruitment and sel ection process. The responses were
as fol lows:
Some tol d that the basi c el i gibi lit y qual ification for al most all jobs should be
rai sed t o post -graduation
The recruitment process should be more smooth, flexibl e and l ess t ime-t aking
The recruitment process should be adverti sed more to at tract more t al ent
Experience should not be an import ant cri terion for all jobs and thus the
freshers should be promot ed easil y to get a j ob easil y
During t he recruitment process, proper and timel y feedback should be given
at each st age
Compensation schemes shoul d be expl ained more comprehensivel y t o the
empl oyees
Other sources of recruitment should also be incorporat ed and the company
shoul d not compl etel y rel y on personal referral s.
The desi gnati on and job profil e shoul d be made more cl ear for different
departments and busi nesses.
RECRUITMENT and SELECTION
Receiving Applications
Screening Applications
Testing-Achievement Trade, Intelligence, Aptitude Personality
Interviewing
Checking References Selection
Physical & Medical examination
Placement Job introduction, on the job training.
Formal performance appraisal methods
71

Superiors rating of subordinates
Group of superior rating subordinates
Group of peers rating a colleague
Subordinate rating of business
Scale
1) Ranking scale
2)Paired comparison method.
3)Factor comparison each trait scale
4)grading scale-3pt,5pt,10pt
5)forced distribution system-% fixed for each grade.

72

RECRUITMENT VS SELECTION
Both recruitment and selection are the two phases of the employment process. The
differences between the two are:

1. The recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection involves the
series of steps by which the candidates are screened for choosing the most suitable persons
for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the
selection of best candidates for the organization, by attracting more and more employees to
apply in the organization WHEREAS the basic purpose of selection process is to choose
the right candidate to

fill the various positions in the organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply
WHEREAS selection is a negative process as it involves rejection of the unsuitable
candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various interviews
and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results
in a contract of service between the employer and the selected employee.







73



RECRUITMENT & SELECTION FLOWCHART

74



75










76

SOURCES OF RECRUITMENT

Sources of recruitment can be classified into two categories
(i)Internal Sources
(ii)External Sources
INTERNAL SOURCES:
Internal sources of recruitment means promotion of employees from the lower rank to the upper
rank. Majority of companies have established a policy of promotion from within that is,
vacancies other than at the lowest level are filled up by promoting the personnel to the higher
rank. Such practice leads the healthy progressive atmosphere and the cost of training and the
rage of labor turnover.
This source of recruitment is generally adopted to fill vacancies of middle and top personnel.
EXTERNAL SOURCES
It is always not possible to recruit the employees from within, especially vacancies at lower level
or recruitment at the time of expansion of the firm or where job specification cannot be met by
the present employees, the employer has to go to external sources of manpower supply.
Amongst the most commonly used outside sources are as follows:
1.ADVERTISEMENT:
Advertisement in newspapers and journals is now an external popular source of recruiting staff.
For all types of types of vacancies employers resort to advertising but it is the most suitable
source for filling the vacancies of technical and senior personnel. All particulars regarding the
job and the qualifications of the perspective candidate are given in their advertisement.
Candidates processing the requisite qualification apply for the job
2.TECHNICAL INSTITUTIONS:
Campus interview is a very useful source of recruitment for a full range of jobs. The employment
managers of the enterprises maintain a close liaison with the University and Technical
institutions. This method is used for recruiting Officer, Apprentices, Engineers or Management
Trainees. Technical Institutions empanel the promising young talents for employment and refer
their names to the prospective employers as and when asked for.


77

3. EMPLOYMENT EXCHANGE:
Employment exchanges are regarded as good source of recruitment for unskilled, skilled or
semiskilled operative jobs. The job seekers get their names registered with employment
exchanges managed and operated by the Central and State Government. The employers notify
the vacancies to be filled in by them to such exchanges and the exchanges refer the names of
prospective candidates to them.
4. PRIVATE AGENCIES:
Some private agencies are also doing a great service in recruiting technical and professional
personnel. They provide a nationwide service in attempting to match the demand and supply of
personnel. Many private agencies tend to specialize supply of personnel. Many private agencies
tend to specialize in a particular type of jobs like Sales, Marketing, Technical Professional.
5. PERSONNEL CONSULTANTS:
Consultants who specialize in the recruitment of managers and other senior officials are now
being called upon to assist the management in filling of these posts. Companies hire the services
of these consultants at the time of recruitment of the senior officials. These consultants agencies,
on receiving requisition from the client companies, advertise job description in leading
newspapers and periodicals without disclosing the names of the employers.
6. PROFESSIONAL BODIES:
Some professional institutions like Institute of Chartered Accountant , I.C.W.A.I., Institute of
Company Secretary etc. maintain a register of qualified persons from which they recommend the
names of the job seekers to the employers when asked for.
7. UNSOLICITED APPLICATIONS:
An organisation of repute draws a steam of unsolicited applications at the companys office.
These applications are screened and places in the relevant Data Banks. Whenever needed to
locate suitable candidates for that particular skill these are used.
8. RECRUITMENT AT THE GATE:
Sometimes direct recruitment of workers is made at the gate of the factory or office. Generally,
the number of vacancies, nature of work and time of interview are notified by the Personnel
Department on the blackboard at the gate. Prospective candidates attend the interview at the
appointed time and get the appointment. This system of recruitment is generally used to recruit
the unskilled workers.

78

9. PART TIME EMPLOYEES:
Sometimes, persons are employed to dispose of the heavy seasonal work or the areas of work of
temporary nature on part time basis. These part time employees form a good source of labours
supply as and when vacancies occur. Vacancies are filled up among them if they fulfil the
requisite qualification to suit the jobs.
10. LEASING:
The short term fluctuations in personnel needs may be stabilized through leasing of personnel for
some specified period from other industries, offices and units. This system of leasing has been
well adopted by the public sector organizations. With the rapid growth of public sector, the acute
shortage of managerial personnel, particularly at higher levels, they borrow the personnel of
requisite caliber from the Government Departments. At the end of their term they are given an
option to choose either their parent services or the present organizations.
11. TRADE UNION:
In some companies trade unions also assist in recruiting the staff. This sense of cooperation helps
in developing the better labor relations. This source of labor supply cannot be relied upon on the
ground that sometimes trade unions support a candidate who in not fit for the job and is not
acceptable to management. Such view really worsens the labor relations.
However, this method is not being adopted by out organisation.


SELECTION TEST
Psychological tests are essentially an objective and standardized measure of a sample of
behavior. Objective of this definition refers to the validity and reliability of measuring
instruments. It also means the job relatedness of the test.
KINDS OF TEST
Following tests are adopted for selection:-
1. Achievement
2. Aptitude
3. Interest
4. Personality
79

5. Intelligence.
6. Leaderless Group Discussion
7. Interview
1. ACHIEVEMENT TESTS
This test measures a persons potential in a given area. This test measure the skill which involves
performance of a sample operation requiring specialized skill and believed to be satisfactorily
answered by those who have some knowledge of the occupation and trade
2. APTITUDE TEST
This measures ability and skills. Specific aptitude tests have been designed for jobs that require
clerical, mechanical, and manual dexterity. Aptitude tests do not measure motivation. Aptitude
test is supplemented by interest and personality test.
3. INTEREST TESTS
This test has been designed to discover a persons area of interest, and do identify the kind of
work that will satisfy him.
4. PERSONALITY TESTS
Personality tests assess individuals motivation, predisposition and other pattern of behavior. The
personality tests, more often than the intelligence, achievement or aptitude tests, predict
performance success for jobs that require dealing with people. Dimensions of personality such as
interpersonal competence, dominance-submission, ability to lead and ambition are more suitably
measured by the personality test.
5. INTELLIGENCE TEST
This tests generally aptitude ones. The scores on intelligence tests are usually expressed as
Intelligence Quotient (IQ), which are calculated by the following formula.
Mental IQ= --------------- x 100 Actual Age
6. LEADERLESS GROUP DISCUSSION
The essential feature of this technique is that instead of the candidates being interviewed
separately, they are brought together in gourp of six to eight for informal discussion, and
absolved and evaluated by the selectors. The two kinds of group discussions are one, where the
group is given a problem to discuss and the individual member is free to choose his own
approach to solving this problem; and two, where each individual is allotted an initial position
and supplied with supporting information to defend his position.
80

The advantage of this method is that the decision to hire a person can be made within a very
short time, and the selector can evaluate the candidates personality or leadership qualities very
well

7.INTERVIEW TECHNIQUES
The interview technique consists of interaction between interviewer and interviewee (applicant).
Following are the methods of interview technique:-

1.PRELIMINARY INTERVIEW
These interviews are preliminary screening of applicants to decide whether a more detailed
interview will be worthwhile. The applicant is given job details during the interview to afford
him freedom to decide whether the job will suit him. It is argued that preliminary interviews are
unsatisfactory, first because they might lead to the elimination of many desirable candidates, and
second, because interviews may not have much experience in evaluating candidates. The only
argument for this method is that it saves the companys time and money.

2.DEPTH INTERVIEW
Depth interviews cover the complete life history of the applicant and include such areas as the
candidates work experience, academic qualifications, health, interests, and hobbies. It is an
excellent method for executive selection, performed by qualified personnel. It is however. Costly
and time consuming.

3.OATTERNED INTERVIEW
Patterned interviews are a combination of direct and indirect questioning of the applicant. What
is to be asked is already structured. The interviewer has certain clues and guidelines to areas
which should be probed deeply. The interview also encourages the candidate to express the
relevant information freely.



81

SELECTION METHODS
A variety of methods is used to personnel. The selection pattern, is not common for all
organizations. It varies from one to another, depending on the situation and needs of the
organization.

APPLICATION BLANK
The application blank is a highly interview in which the questions are standardize and
determined in advance. It tests the applicants ability to write, organize his thoughts, and present
facts. A number of application blanks give the impression that if you have seen one you have
them all. Despite the diversity, all application blanks essentially require three broad categories of
information.

A.BIOGRAPHIC DATA
This is concerned with such variables as age, sex marital status and number of dependents. This
also have used items like the local address, age, previous salary and age of children and have
found no difference in long and short tenure employees.

B.EDUCATION AND PAST EXPERIENCE
This is concerned with grade point, average, division and percentage of marks as prerequisites
for a job.

C.REFERENCES
References are letters of recommendation written by previous employees or teachers. The
general format is a paragraph or so on the person. Besides inaccurate facts, this can be attributed
to the referee' inability to assess and describe the applicant, and his limited knowledge about
him.



82

DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES
STAFF/EMPLOYEE REGARDINDING RECRUTIMENT POLICY OF HCL MANPOWER
POSITION OF HCL.
IN THE LAST 10 YEARS:-
YEAR H.O
(CORPT) FACTORY FIELD TOTAL
1995 80 200 104 414
1996 82 200 109 426
1997 82 202 109 428
1998 81 198 110 431
1999 81 195 120 440
2000 75 186 115 413
2001 76 190 118 439
2002 78 192 130 464
2003 76 188 134 464
2004 70 142 120 389

From the above table it is shown that increase in recruitment of manpower is based on
availability of Projects and diversification of business. At the saturation point of one business it
diversifies to another business which is highly required for a business house. There is a little bit
effect of non-availability of Projects and diversification of business on manpower positions. In
this way HCL, avoids retrenchment and lay off and adjust the deficit and surplus manpower
within the organisation.




83

COMPARATIVE STATEMENT OF MANPOWER POSITION & PROFITABILITY OF THE
ORGANISATIONS SINCE LAST 10 YEARS:-

YEAR MAMPOWERSTRENGTH PROFIT / LOSS
(RS. In Las) P/ L BY RECRUITING ONE EMPLOYEE(In RS.)
1997 428 249.47 58287
1998 431 195.11 45269
1999 440 225.73 59302
2000 413 280.35 67881
2001 439 192.37 43820
2002 464 242.27 52213
2003 464 215.15 46362
2004 383 180.22 47054

It is clear from the above table that when recruitment of manpower increases profitability of the
organisation decreases and when recruitment of manpower decreases profitability of the
organisation increases. So it is clearly understood that cost benefit analysis is not done properly
before recruitment or creation of a position in the organisation.








84

YEARWISE EXECUTIVES (VP AND MANAGERS) AND NON-EXECUTIVES
(SUPERVISORS AND STAFFS) STRENGTH OF M/S. HCL.:-

YEARS EXECUTIVES NON-EXECUTIVES RATIO
1996 16 154 1:10
1998 16 154 1:10
1999 17 158 1:9
2000 15 150 1:10
2001 18 160 1:9
2002 20 165 1:8
2003 20 165 1:8
2004 16 155 1:10

From the perusal of the above table it is found that the ratio of span of control of HCL, is
approximately 1:10 which is very good for an organisation in increase in the productivity for
better cost control. But it may not leads to proper supervision and quality of work. Optimum
utilisation of non-executives staff may not be achieved.
OPINION SURVEY:
Certain schemes yield more fruitful results in certain conditions and with some specific
objectives. Needless 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 have no meaning. Recruitment process
without trust of employees and organisation has no value how hobble the objective may be so an
attempt is made to study the attitude of those who are participating in recruitment process before
giving any suggesting and concluding remarks. For this purpose research has taken opinion of
20 executives and 50 worker/employee of different departments/sections of the organisation.
The questionnaire prepared and circulated may them is reproduced below indicating their
responses to each question.

Questionnaire circulated among 20 executives Yes No No Response
85

1.Are you in support of recruitment policy?
2 Whether the existing recruitment policy is linked to productivity?
3.Do you feel that manpower recruitment has been rationalised by way of automation?
4.Whether the existing recruitment policy is getting will supports for the top management?
5.What are the benefits you are deriving from the existing recruitment policy?
a)Reduction on labor cost?
b)Effective utilisation of human resources?
c)Maintaining timing in recruitment and staffing schedule?
6.Do you feel that job evaluation and job analysis helps in manpower recruitment in your
organisation?
7.Do you think that the personal recruited from external sources is more desirable than the
internal sources?
8.Whether cost benefit analysis is done before recruitment?
9.Are you satisfied with the existing recruitment system of the organisation?
10.Do you feel that performance appraisal helps in recruitment process?
11.Do you feel that training will effect to recruitment process?
12.Do you think job rotation will affect the recruitment policy?

13.How are you controlling the shortage and excess of manpower?
a)By employing casual worker
b)By employing extra hours
c)By lay off / retrenchment




86


CHAPTER-5

CONCLUSION, FINDING

&

SUGGESTIONS









87

CONCLUSION

Studying the recruitment procedures of HCL, analyzing the respondents answers, opinion
survey and date analysis the researcher came to a conclusion that HCL is a growing Company. It
has a separate personnel department which is entrusted with the task of carrying out the various
policies, programmes like recruitment selection, training etc. effectively and efficiently. The
business of HCL is carried on in a very scientific manner. In the saturation point of business it
need not waste the time to diversify into the another business. Management understands the
business game very well. At the time of difficulty it takes necessary action to solve the problem.
Now the personnel department of HCL is in infancy stage. It always try to modernize the
department. It strongly believes in manpower position of the organization because it knows in
the absence of M for man all Ms. like money, material, machines, methods and motivation
are failure. It always tries to develop the human resources. In the absence of right man,
material, money, machines all things will not be properly utilized. So it always recruits
manpower in a scientific manner.








88

FINDINGS

1. Under recruitment Procedures Requisition System is incorrect because the replacement does
not require fresh approval, unless it is in place of termination.
2. The data banks are not properly maintained.
3. The dead bio-data are never being destroyed.
4. Proper induction is not given to all the employees. It reserves to only a few levels.
5. Salary comparison is not justifies. Old employees are demoralized by getting less surely then
new employee.
6 .Salary fixations has a halo effect.
7. Recruitment procedure is not fully computerized.
8. Manpowers are recruited from private placement consultancy, who are demanding high am 1.
Under recruitment Procedures Requisition System is incorrect because the replacement does not
require fresh approval, unless it is in place of termination not fully utilized to recruit manpower
by advertisement.
9. Before recruitment cost benefit analysis is not done properly. It causes manpower surplus
which makes loss in the industry.
10. Manpower is recruited from reliable source however efficiency .








89

SUGESSTION & RECOMENDATION

SUGGESTIONS

1.Fresh requisition requires approval and not replacement.
2. The Data Banks should be computerized.
3. The dead CVs should be destroyed.
4. Each level of employee should be formally inducted and introduced to the Departmental Head.
If not all levels, at least Asst. Manager and above category of employees.
5. Salary comparison should be seriously done to retain the old employees.
6. Proper salary structure to be structured to attract people and make it tax effective.
7. Cost benefit analysis should be alone before creating a position or recruitment of manpower.
8. Recruitment process should be fully computerized.
9. External source should be given equal importance with internal source. By which new brain
will be inducted in the company with skill, talent, efficiency etc.
10. Manpower planning should be followed before recruiting.
11. Proper inquiry should be done regarding previous employment of a candidate before
recruitment to avoid industrial disputes.







90

RECOMMENDATION:-

1. EDUCATION : Ability to read and understand production orders and to make simple
calculations. Preferably High School Certificate.

2. TRAINING AND EXPERIENCE: No special training required. Requires one month
experience to learn job duties and to attain acceptable degree of proficiency.

3. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions
orders. Must be able to concentrate when operating.

4. SUPERVISION: Routine checking and no close supervision required. Specific but no detailed
instructions.













91

BIBLIOGRAPHY

Principles of Management - by koontz o Donel.
Principles and practice of Management by C.B. Gupta.
Human Resource Development by U.B. Singh
Principle and practice of Management by L. M. Prasad.
Personnel Management by C.B. Mamoria.
Management of human Resource.
Dynamic of personnel administration by M.N. Rudrabasavaraj.
Personal Management and industrial relation by R.S Davar.
World Resources by M.S kar.
www.hcl.com
www.domain_b.com















92






ANNEXURE


















93

ANNEXURE 1

QUESTIONNAIRE TO EXECUTIVE

1. a) Name of the respondent :

b) Date of joining:

c) Employment NO:

d) Designation:

e) Department:

2. Details of the Organisation:

a) Name :

b) Address:

c) Nature of Production:

d) Location;

e) (i) Are the organizational activities

Concentrated anywhere? (Yes/No)

(ii)If yes, then where?
f) When started?
g) Production figure of last 10 years






94

YEAR TARGET ACTUAL PRODUCTION
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
h) Capital invested in the last 10 years:
YEAR CAPITAL INVESTED
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004


95

i) (a) workforce strength (10 years)
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
i. Unskilled
ii. Semiskilled
iii. Skilled
iv. Highly skill

(b) Employees strength (10 years)
Managerial No. 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Supervising No.
Clerical No.
Others No.
(J) (a) Organisation Chart:
(b) Method of wage payment (%age of employee covered)
Time rate
Piece rate
Any other method
(C) Factors which influence wage determination for different categories of workers.
(d) Method of wage determination
(i) Collective bargaining
(ii) Wage board
(iii) Any other method

3. Are you satisfied in your job? Satisfied/Not-Satisfied
i) Are you satisfied with the existing manpower position your department? (Satisfied/Non-
Satisfied)
96

ii) If not, do you need more manpower in your department? (Yes/No)
iii) Is it justified according to your workload? (Justified/Not Justified)
iv) Kindly give reasons for your answer in brief.
4. (i) How do you ascertain the need of manpower in your department? Mention the technique
of manpower assessment.
(ii)Whether the planning period is long range/Medium range/Short range.
(iii)Whether the process of recruitment is approved by top management.
5. (a) How the personnel are recruited?
(i) Through external source
(ii) Through internal source
(iii) Or the both
(b) Are you satisfied with the existing recruitment system of the organisation? (Yes/No)
(c) Kindly give reasons for your answer briefly.
6. While recruiting the new personnel:
(a) Is there any job evaluation or job analysis procedure adopted? (Yes/No)
(b) Is there rate of labors turn over exactly calculated? (Yes/No)
(c) What are the requisite sources to fill the vacancies
(i) Through employment exchange
(ii) Advertising through T.V, Radio, Magazines and other Journals.
(iii) Through campus interview.
(iv) Through management consultancy.
(v) At factory gate from any reliable source
7. while the selection procedure is going on
(a) Is the interview conducted in a special room?(Yes/No)
(b) Whether the organisation conducts written test/verbal test/the both
(c) Whether the interviewer are company men/outsider/ the both electing the candidate
97

(i) Is the induction programmer being conducted? (Yes/No)
(ii) Is proper placement offered to the candidate?(Yes/No)
8. Is performance appraisal conducted for recognizing the efficiency in the performance of
employees? (Yes/No)
9. (a) Is there any provision for imparting training facilities to the employees?(Yes/No)
(b) Which type of training for imparting training facilities to the employees?(Yes/No)
(c) In present context which type of training you considered as appropriate?
(d) Do you feel that training helps in recruitment policy? (Yes/No)
10. (a) Is there any promotion facility provided to the employees in your organisation ? (Yes/No)
(b) If yes, is it given on the basis of Efficiency/Seniority/the both
11. (a) What are the welfare amenities provided in your organisation?
Crche Yes/No
Canteen Yes/No
Recreation Yes/No
Medical Yes/No
Conveyance Yes/No
Free education for children Yes/No

b) Is there any motivational technique adopted by the company?(Yes/No)
i) If yes, whether it is financial/Non-financial/the both
ii) Whether it is job enrichment/job enlargement/the both
iii) If no, kindly give your option
98

13.(a) How do your manage the shortage of manpower in your organisation?

By way of retrenchment/lay off/ the both/No one.

(b) How do you manage the shortage of manpower in your organisation?

Recruiting casual workers/Engaging overtime/Recruiting permanent workers/the both

12. Since the technology follow by the organisation is not up-to-date. It needs rationalization is
there any future plan to bring latest technological know-how? (Yes/No)

13. If so how and it what way it is going to affect the overall manpower recruitment in the
organisation.
99

ANNEXURE II

QUESTIONNAIRE TO EMPLOYEE/WORKER
1. a) Name of the respondent.
b) Designation:
a) Date of joining :
b) Token no :
c) Department :

2. a) Are you a workman / employee in the following category ? permanent /
Temporary / Casual.

b) Are you getting wages in piece rate / Time rate / any other method?
c) Is wages fixed by wage Board / Collective bargaining / Any other method.
d) Are you feeling any work load in your job? Yes/No.
e) If yes, do you need extra hands? Yes/No

3. a) How do you have recruited ?
Through a employment exchange / through union / Political pressure / Through relatives.

b) Do you like internal source of recruitment ?
Yes/No.

c) Do you feel that any extra manpower is needed for your organistaion?
Yes/No

4. a) Is there any training facility for you?
Yes/No

b) If yes, is it on the job training loft the job training / off the job training?
Yes/No.
100


c) Do you feel that training is inevitable for you? Yes /No

5. a) Are you satisfied with your job? Yes /No.

b) Is the job appraised by your superior authority? Yes/No.

6. a) Are you getting promotion? Yes/No.

b) If yes, in which basis you have promoted? Efficiency / Seniority / The
both.

7. Are you getting any motivational facilities? Financial / Non-financial / The
both.

1. What types of facilities the company is extending for you?
Creche Yes/No
Canteen Yes/No
Recreation Yes/No
Medical Yes/No
Conveyance Yes/No
Free education for children Yes/No

2.Whether the organisation provides employment opportunity to the family members in case of
death of the worker / employee.

101