Project Report

ON

”RECRUITMENT AND SELECTION PROCESS’’

Submitted in partial fulfillment

of the requirements for the award of
the degree of Bachelor of Commerce

To

NOIDA INTERNATIONAL UNIVERSITY,

GAUTAM BUDH NAGAR

Under the Guidance of Submitted by

Sayed Adibullah Ahmadi
Ms: Anusuya Biswas Program: BCOM 6th Sem
Roll No: SM/BC-H/1601/012

(2016 – 2019)

i
NOIDA INTERNATIONAL UNIVERSITY

To Whom It May
Concern

I __Sayed Adibullah Ahmadi__, Roll No. SM/BC-H/1601/01__from Bachelor of Commerce

of the School of Business Management hereby declare that the Project Report entitled
RECRUITMENT AND SELECTION PROCESS at _Noida International University is an original
work and the same has not been submitted to any other Institute for the award of any
other degree.

Date: Signature of the Student

Certified that the Project Report submitted in partial fulfillment of Business Commerce
(BCOM) to be awarded by Noida International University, Gautam Budh Nagar (U.P.) by
Sayed Adibullah Ahmadi__, Roll No. _SM/BC-H/1601/012 has been completed under my
guidance and is Satisfactory.

Date: Signature
of the

Ms: Anusuya Biswas

ACKNOWLEDGEMENT

ii
“Not a single gram can be breaking the whole vessel”. This is a common
saying and it is correct. Any project is not an out come of a single
participation but it is a team work. So, I take a great opportunity to thank
those entire people who helped me throughout my project.

With deep sense of gratitude, I want to acknowledgment my faculty guide,

Ms: Anusuya Biswas for his valuable guidance and timely suggestion offered to me
throughout the course of my project.

Last but not least, I also very much thankful to my parents, sister, my seniors,
my batch mates and friends especially for their continuous encouragement
and moral support in preparing this project.

SAYED ADIBULLAH AHMADI

iii
 DECLARATION

The research project report entitled “RECRUITMENT AND SELECTION

PROCEDURE IN HCL INFOSYSTEMS LTD.” under the guidance of Ms.
Anusuya Bisws is the original work done by me. This is the property of the
institute and use of this report without prior permission of the institute will
be considered illegal and actionable.

Date: _____________________ signature

Place: ____________________ SAYED ADIBULLAH AHMADI

i
 EXECUTIVE SUMMARY

The study of my project is Recruitment and Selection procedures of HCL Infosystems ltd.

Recruitment process starts when we don't get suitable unutilized required resource within

the organization after RMG (Resource Management Group) meeting. Determining the

Manpower requirement of the company.Analysing different sources of Recruitment i.e.

the internal as well as external and how it takes place and which all resource channels are

used when the company has to recruit from outside the organization. The various steps

the company has to follow selecting an individual for the job posting -resumes screening,

shortlisting, written test and interview. HCL Infosystems Ltd. is India's premier

information enabling company. They are the one-stop-shop for your requirements of

products & services in the areas of Computers, Laptops, Servers, Storage, Enterprise

Networking, Copiers, and Digital Projectors & Communication Devices. This is backed

by HCL's service support infrastructure - the widest in the country. HCL Infosystems

( HCLI) draws it's strength from 29 years of experience in handling the ever changing IT

scenario, strong customer relationships , ability to provide the cutting edge technology at

best-value-for-money and on top of it , an excellent service & support infrastructure.

2
 TABLE OF CONTENTS

S.NO. TOPIC PAGE NO.

1 INTRODUCTION 8-12

2 OBJECTIVE OF STUDY 13-14

3 COMPANY PROFILE 15-39

4 LITERATURE REVIEW 40-69

5 RESEARCH METHODOLOGY 70-71

6 DATA INTERPRETATION 72-85

7 FINDINGS 86-87

8 LIMITATION 86-87

9 RECOMMENDATION/ SUGGESTIONS 90-91

10 CONCLUSION 92-93

11 BIBLIOGRAPHY 94-98

3
 CHAPTER - 1
INTRODUCTION

4
 INTRODUCTION

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

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

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

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

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

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

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

Recruitment and Selection Procedure which determines not only the right candidate for a

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

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

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

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

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

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

ways for recruiting the candidates to fill jjp various vacancies.

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

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

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

5
(1.2) RELEVANCE OF RECRUITMENT AND SELECTION PROCEDURES IN
HR

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

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

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

Employer- Employee Relationship.

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

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

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

and the Organization will gain profit. So the Employer will be happy and will not

hesitate to distribute bonus and increments to the workers. The Workers will also

be more motivated to work. Hence there will be Harmonious Relationship in the

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

1.3 WHY I CHOSE RECRUITMENT AND SELECTION FOR MY STUDY -

JUSTIFICATION

Basically Recruiting is the discovering of Potential Candidates for actual or

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

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

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

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

selected to fill up the Specified Vacancies.

6
The Ideal Recruitment effort will attract a large number of qualified applicants

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

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

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

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

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

Referrals/Recommendation.

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

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

IT Company is my main objective of study.

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

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

requirement Recruiting Budgets etc.

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

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

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

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

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

why I choose this topic.

7
 CHAPTER - 2

OBJECTIVE OF THE STUDY

8
 OBJECTIVE OF THE STUDY

My primary objective here is to study and observe the Recruitment and Selection Process
of HCL Infosystems under the following heads: —

1. Procedures followed in the Recruitment Process

2. Criteria of Recruitment

3. Jobs Specification

4. Various Recruitment Sources used by the Company i.e. both External and
Internal.

5. Recruitment Sources preferred by the Company

9
 CHAPTER - 3
COMPANY PROFILE

10
 COMPANY PROFILE - HCL INFOSYSTEMS LTD

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

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

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

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

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

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

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

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

focused on the Indian market.

11
GLOBAL FOCUS

12
HCL INFOSYSTEMS LTD

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

one-stop-shop for your requirements of products & services in the areas of Computers,

Laptops, Servers, Storage, Enterprise Networking, Copiers, and Digital Projectors &

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

widest in the country.

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

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

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

infrastructure.

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

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

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

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

customer.

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

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

13
STRENGTHS

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

- Long standing relationship with customers

- Pan India support & service infrastructure

- Best-value for money offerings

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

1980. For over quarter of a century, they developed and implemented solutions for

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

14
 (4.1) COMPANY HISTORY

1980

In 1976 HCL infosystem was incorporated in India

Introduced microcomputers-based programmable calculators with wide

acceptance in the scientific / education community

1984

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

interpreter

15
1989
HCL launches an aggressive advertisement campaign with the theme ' even a typist can

operate' to make the usage of computers popular in the SME (Small & Medium

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

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

1992

HCL enters into a joint venture with Hewlett Packard

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

support services

1996

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

international customers Becomes national integration partner for SAP

2000

Kolkata and Noida STPs set up

HCL buys back HP stake in HCL Hewlett Packard

2004

Chennai and Coimbatore development facilities get ISO 9001 certification

2007

Acquires and sets up fully owned subsidiaries in USA and UK

HCL ties up with Broadvision as an integration partner

16
2010

Sets up fully owned subsidiary in Australia

Chennai and Coimbatore development facilities get SEI Level 4 certification

Bags Award for Top PC Vendor In India

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

Rated as No. 1 IT Group in India

2011

Launched Pentium IV PCs at below Rs 40,000

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

2012

Declared as Top PC Vendor by Dataquest

HCL Infosystems & Sun Microsystems enters into an Enterprise Distribution Agreement

2013

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

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

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

Launches Infiniti Mobile Desktops on Intel Platform

Launched Infiniti PCs, Workstations & Servers on AMD platform

17
2014

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

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

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

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

unit milestone in the Indian Desktop PC market

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

PC in India

TECHNOLOGY LEADERSHIP

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

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

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

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

- Developed firewalls for enterprise & personal system security

- Launched their own range of enterprise storage products

- Launched their own range of networking products

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

them are:

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

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

18
- Country's first Pentium 4 based PC at sub 40k price point

- Country's first Media Center PC

Alliances & Partnerships

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

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

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

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

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

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

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

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

RECENT UPDATES

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

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

agreement with Nokia

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

unveiling 'shop Toshiba1

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

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

promote 50x200 vision in India

19
HCL CORE VALUES

• Customer Focus

• Organizational Pride

• Mutual Respect and Trust

• Initiative and Speed

• Total Value

QUALITY

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

in all its endeavors.

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

for continuous improvement, total employee participation in quality improvement and

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

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

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

employee satisfaction.

QUALITY AT HCL INFOSYSTEMS LTD

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

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

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

20
concurrent engineering practices including design reviews, and rigorous reliability tests

to uncover latent design defects.

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

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

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

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

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

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

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

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

personal life.

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

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

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

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

improves cycle times in various processes, including personal quality.

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

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

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

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

21
Their certifications / awards in 2003 include ISO 9001-2000 by BVQI for our

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

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

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

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

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

22
The tryst for continuous quality improvement is never-ending in HCL Infosystems They

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

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

customers to serve their customers better.

23
24
 (5.2) Recruitment Procedure

Recruitment Process starts when the company does not get suitable unutilized

required resource within the organization after RMG (Resource Management

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

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

following situation.

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

opportunity to revise the requirements.

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

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

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

skills

Complete a Man Power Requirement Form which confirms:

• Details of the post

• Final approval from the appropriate Director / CEO;

• Send the Man Power Requirement Form to the Human Resources Department

• Ensure the Job Description and person specification are up-to-date. Contact the
Human Resources Department for advice / any assistance in completing these..

• Discuss with the Human Resources Department the most effective means of
obtaining suitable candidates.

25
2. Resource channels used for new post or existing replacements

• Resource Database: Initially HR people search the required resource and skills
set within the database.

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

current requirements and future requirements.

• Electronic Job Portals and Database: HR uses this resource to fulfill the
requirement, required skills and position. This media is used for creating,
updating and maintaining database. Job Portals like Naukri.com & Monster.com
are used.

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

skills set and suitable profile within database, from company website or electronic
job portals, by dropping a mail with required position details on HCL, by using
HR notice board.

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

Building of company, HR publishes the advertisement in newspaper.

• External recruitment agencies: HR uses external Recruitment Agencies when its

very critical or urgent requirements give by the management or EC head or for
senior position in the company.

• Duration for the above process: Once HR receive and understand MPR, above
all activities has been done within 24 hour except 'Publishing ads in
Newspaper and External Recruitment Agencies"

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

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

screening as per requirement details and other necessary criteria as per

requirement like, candidate's qualification must be B.E / B. Tech / MCA / M. Tech

26
 / M.E / M.S / M. Sc.(CS) / MS / MBA / CA / CS from reputed college and

university.

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

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

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

• Interview Schedules and Conduct: HR people schedule and conduct technical

written test and interview of short listed candidates according to predefine

technical resource viabilities.

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

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

interview.

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

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

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

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

(5.3) VIEW OF THE H.R. MANAGER ON THE RECRUITMENT AND

SELECTION POLICY IN HCL INFOSYSTEMS LTD

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

Company. The company has a well established recruitment and selection policy.

The policy asserts the objectives of the recruitment and provides a framework of

implementation of their Recruitment programme in the form of procedures.

27
This policy involves filling vacancies with the best qualified individuals. There is

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

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

Whenever the company identifies recruitment needs, the recruiters prepare profile

for each category of workers and accordingly work out the main specification,

decide the sections and department where they should be placed and identify the

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

follows various sources of recruitment. These are:-

28
1. Campus Recruitment

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

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

from there.

2. Media

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

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

of people are required.

3. Web- Based Recruitment

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

the web.

4. Employee Reference

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

5. Consultancy

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

candidates. This is also an important source for them.

6. Electronic Job Portals and Database

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

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

database.

29
7. Third Party Methods (TPMs)

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

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

and Placement Offices of Schools, Colleges and Professional Associations,

Recruiting Firms, Management Consulting Firms.

(a) Preferred sources of recruitment

Although there are various sources of employment, followed by the company, i.e.

external and internal sources. But the company mostly prefers the external source

for recruiting the candidate. The company uses Electronic Job Portals and the

company website where the candidates can post their resumes.

(b) Costs involved in recruitment

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

costs. These are:-

1. Traveling cost - Cost incurred for traveling

2. Consultancy cost - Cost paid to the consultancy firm

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

Newspapers and Magazines.

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

departments and branches.

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

30
The company does not follow any reservation policy for SCs and STs etc for recruiting

the candidates. They only look for the eligible candidates.

(d) Criteria for the candidate

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

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

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

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

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

experience is required.

(e) Employees turnover ratio

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

it is 16%.

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

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

:-

1. Encouraging Job Satisfaction

2. Building Organization Culture/ Working Environment, so that the employees can

be retained.

3. Career Growth Opportunity

4. Offering better benefits.

31
(5.4) Selection procedures followed in the company

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

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

to go through three Interviews in the Selection Process. Among them two-three

Technical Interviews and one Human Resource Interview is conducted. The

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

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

Freshers Written Test and Interview both are conducted.

32
(a) Job specification and Job description

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

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

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

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

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

their new job.

(b) Trade union

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

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

(c) Facultv selection

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

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

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

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

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

year and it always remains updated.

33
34
 CHAPTER - 4

LITERATURE REVIEW

35
 REVIEW OF LITERATURE

(2.1) THEORITICAL PERSPECTIVE OF RECRUITMENT AND SELECTION

PROCESS:

Recruiting is the discovering of Potential Applicants for actual or anticipated

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

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

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

staffing schedule and to employ effective measures for attracting that manpower

in adequate numbers to facilitate effective selection of an efficient working force."

Recruitment has been regarded as the most important function of personnel

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

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

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

of searching for prospective employees and stimulating and encoy/aging them to

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

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

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

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

36
(2.2) FACTORS AFFECTING RECRUITMENT:

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

though not to the same extent. This differs with:

1. The size of the organization;

2. The employment conditions in the community where the organization is located;

3. The effects of past recruiting efforts which show the organization's ability to

locate and keep good performing people;

4. Working conditions and salary and benefit packages offered by the

organization - which may influence turnover and necessitate future recruiting;

5. The rate of growth or organization;

6. The level of seasonally of operations and future expansion and production

programs; and

7. Cultural, economic and legal factors, etc.

Factors governing recruitment may broadly be divided as internal and external

factors.

(1) The internal factors are:

(i) Recruiting policy of the organization;

(ii) Human resource planning strategy of the company;

(iii) Size of the organization and the number of employees employed;

(iv) Cost involved in recruiting employees, and finally;

(v) Growth and expansion plans of the organization.

37
(2) The external factors are:

(i) Supply and demand of specific skills in the labour market;

(ii) Political and legal considerations such as reservation of jobs for SCs, STs, and so

on.

(iii) Company's image-perception of the job seekers about the company.

(2.3) THEORIES REGARDING RECRUITMENT

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

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

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

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

factor, critical contact, and subjective factor.

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

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

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

the work to be performed, and educational opportunities."

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

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

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

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

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

38
facilities, and the efficiency in processing paper work associated with the

application."

"The subjective factor theory emphasis the congruence between personality

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

personal and emotional basis."

39
STEPS IN RECRUITMENT PROCESS

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

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

comprises five inter-related stages, viz.,

(i) Planning,

(ii) Strategy development,

(iii) Searching,

(iv) Screening, and

(v) Evaluation and Control

40
41
 (2.5) RECRUITMENT POLICY
Such a policy asserts the objectives of Recruitment and provides a framework of

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

and other observe:

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

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

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

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

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

system to be developed for implementing recruitment program and procedures to

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

based on corporate goals, study of environment and the corporate needs, may

avoid hasty or ill-defined procedures.

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

right type of personnel.

(a) A good recruitment policy must contain these elements:

(a) Organization's Objectives - Both in the Short-term and Long-term -must be

taken into consideration as a basic parameter for Recruitment Decisions and needs

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

(b) Identification of the Recruitment Needs to take decisions regarding the balance of

the qualitative dimensions of the would be recruits, i.e., the recruiters should

42
 prepare profiles for each category of workers and accordingly work out the main

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

placed and identify the particular responsibilities which may be immediately

assigned to them.

(c) Preferred sources of Recruitment, which would be tapped by the Organization,

e.g., for skilled or semi-skilled manual workers, internal sources and employment

exchanges may be preferred; for highly specialized categories and managerial

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

(d) Criteria of Selection and Preferences: These should be based on conscious thought

and serious deliberations. In some cases trade unions may be consulted in

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

decision.

(e) The cost of Recruitment and Financial implications of the same.

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

employer to such general principles as:

(i) To find and employ the best qualified persons for: each job;

(ii) To retain the best and most promising of those hired;

(iii) To offer promising opportunities for life-time working careers; and

(iv) To provide programmes and facilities for personal growth on the job."

43
According to Yoder, "the Recruitment Policy is concerned with quantity and

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

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

(i) To carefully observe the letter and spirit of the relevant public policy on hiring, and,

on the whole, employment relationship;

(ii) To provide Individual employees with the maximum of employment security,

avoiding, frequent lay-off or lost time;

(iii) To provide each employee with an open road and encouragement in the continuing

development of his talents and skills;

(iv) To assure each employee of the organization interest in his personal goals and

employment objectives;

(v) To assure employees of fairness in all employment relationships, including

promotions and transfers;

(vi) To avoid cliques which may develop when several members of the same household

or community are employed in the organization;

(vii) To provide employment in jobs which are engineered to meet the qualifications of

handicapped workers and minority sections; and

(viii) To encourage one or more strong, effective, responsible trade unions among the

employees.

44
(2.6) PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions: (i)

It should be in conformity with its general personnel policies;

(ii) It should be flexible enough to meet the changing needs of an organization;

(iii) It should be so designed as to ensure employment opportunities for its employees

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

it should develop the potentialities of employees;

(iv) It should match the qualities of employees with the requirements of the work for

which they are employed; and

(v) It should highlight the necessity of establishing job analysis.

The nature and extent of the Recruitment Programme depends on a number of factors,

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

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

providing good employee benefits and taking interest in employee welfare activities

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

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

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

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

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

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

45
(2.7) SOURCES OF RECRUITMENT

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

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

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

accordingly, may be termed as internal and external.

(1) INTERNAL SOURCES

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

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

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

demoted. This source also includes personnel who were once on the pay-roll of the

company but who plan to return or whom the company would like to rehire, such as those

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

46
MERIT: The use of an internal source has some merits:

(i) It improves the morale of employees, for they are assured of the fact that they

would be preferred over outsiders when vacancies occur.

(ii) The employer is in a better position to evaluate those presently employed than

outside candidates. This is because the company maintains a record of the

progress, experience and service of its employees.

(iii) It promotes loyalty among the employees, for it gives them a sense of job security

and opportunities for advancement.

(iv) As the persons in the employment of the company are fully aware of, and well

acquainted with, its policies and know its operating procedures, they require little

training, and the chances are that they would stay longer in the employment of the

organization than a new outsider would.

(v) They are tried people and can, therefore, be relied upon.

(vi) It is less costly than going outside to recruit.

47
Demerits: However, this system suffers from certain defects as well.

(i) It often leads to inbreeding, and discourages new blood from entering an

organization.

(ii) There are possibilities that internal sources may "dry up", and it may be difficult to

find the requisite personnel from within an organization.

(iii) Since the learner does not know more than the lecturer, no innovations worth the

name can be made. Therefore, on jobs which require original thinking (such as

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

(iv) As promotion is based on seniority, the danger is that really capable hands may not

be chosen. The likes and dislikes of the management may also play an important

role in the selection of personnel.

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

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

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

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

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

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

48
(2) EXTERNALSOURCES

These sources lie outside the organization. They usually include:

(i) New entrants to the labor force, i.e., young, mostly inexperienced potential

employees -the college students;

(ii) The unemployed -with a wide range of skills and abilities;

(iii) Retired experienced persons such as mechanics, machinists, welders; accountants;

(iv) Others not in the labor force, such as married women and persons from minority

groups.

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

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

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

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

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

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

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

49
(2.8) METHODS OR TECHNIQUES OF RECRUITMENT
Dunn and Stephens summarize the possible recruiting methods into three

categories: direct, indirect and third party.

(1) DIRECT METHODS

These include sending traveling recruiters to educational and professional

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

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

schools. Most college recruiting is done in co-operation with the placement office

of a college. The placement office usually provides help in attracting students,

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

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

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

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

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

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

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

staff regularly for different responsible positions.

Sometimes, firms directly solicit information from the concerned professors about

students with an outstanding record.

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

method.

50
Other- direct methods include sending recruiters to conventions and seminars, setting up

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

(2) INDIRECT METHODS

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

and professional journals, technical magazines and brochures.

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

frequently used method, when qualified or experienced personnel are not

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

they cannot be filled by promotion from within.

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

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

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

employees.

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

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

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

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

daily newspaper or regional trade journals.

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

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

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

51
The Economic Times, The Hindu, The Indian Express etc., carry advertisements

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

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

the advertisement has been issued.

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

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

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

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

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

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

provide specific information on job requirements and opportunities for

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

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

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

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

According to Advertisement Tactics and Strategy in Personnel Recruitment, three

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

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

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

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

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

52
Many organizations often place what is referred to as a blind advertisement, one

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

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

intermediary between the applicant and the organization. The large organizations

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

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

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

manufacturers. Professional journals are read by people with specialized

backgrounds and interests. Therefore, advertisements in these are generally

selective.

53
(3) THIRD PARTY METHODS (TPMs)

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

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

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

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

recruiting firms, management consulting firms, indoctrination seminars for

college professors, and friends and relatives.

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

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

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

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

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

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

recognizing the talent of specialized personnel.

State or Public Employment Agencies also known as Employment or Labor

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

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

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

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

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

and wage rates.

54
Schools, Colleges and Professional Institutions offer opportunities for recruiting

their students. They operate placement services where complete bio-data and

other particulars of the students are available. The companies that need employees

maintain contact with the Guidance Counselors of Employment Bureaus and

teachers of business and vocational subjects. The prospective employers can

review credentials and interview candidates for management trainees or

probationers. Whether the education sought involves a higher secondary

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

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

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

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

and managerial personnel.

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

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

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

be absorbed by the companies concerned.

Professional organizations or recruiting firms or executive recruiters maintain

complete information records about employed executives. These firms are looked

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

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

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

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

engineers' posts.

55
Indoctrination seminars for colleges professors are arranged to discuss the

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

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

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

and help it getting the required personnel.

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

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

large employers frequently offer their employees bonuses or prizes for any

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

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

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

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

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

may or may not be fit for the job.

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

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

of adverse industrial relations, this technique may create difficulties.

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

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

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

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

casual vacancies.

56
Unconsolidated Applications: For positions in which large numbers of candidates

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

applications received from candidates who make direct enquiries about possible

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

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

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

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

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

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

retired hands, etc. in response to advertisements.

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

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

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

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

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

skills

57
58
 SELECTION PROCEDURE

The Selection Procedure is concerned with securing relevant information about an

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

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

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

perform well in that job.

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

applicant and ending with the contract of employment.

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

steps or stages by which additional information is secured about the applicant. At

each stage, facts may come to light, which may lead to the rejection to the

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

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

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

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

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

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

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

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

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

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

59
chosen on the basis of the assumption that they are more likely to be "better"

employees than those who have been rejected.

Selection processes or activities typically follow a standard pattern, beginning

with an initial screening interview and concluding with the final employment

decision. The traditional selection process includes: preliminary screening

interview; completion of application form; employment tests; comprehensive

interview; background investigations, physical examination and final employment

decision to hire.

60
 SELECTION POLICY

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

organizational requirements as well as technical and professional dimensions of

selection procedures. Yoder and others have suggested goals, technological issues,

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

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

(2.11) ESSENTIALS OF SELECTION PROCEDURE

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

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

factors:

First, the nature of selection, whether faulty or safe, because faulty selection

affects not only the training period that may be needed, but also results in heavy

expenditure on the new employee and the loss that may be incurred by the

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

Second, the policy of the company and the attitude of the management. As a

practice some companies usually hire more than the actual number needed with a

view to removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period, the

greater the uncertainty in the minds of the selected candidate about his future.

61
The hiring process can be successful, if the following preliminary requirements are

satisfied:

(i) Some one should have the authority to hire. This authority comes from the

Employment Requisition, as developed by an analysis of the work-load and work

force.

(ii) There must be some standard or personnel, with which a prospective employee may

be compared, i.e., there should be available, beforehand, a comprehensive job

description and job specifications as developed by a Job Analysis.

(iii) There must be a sufficient number of applicants from whom the required number of

employees may be selected.

62
 STEPS IN SELECTION PROCEDURE

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

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

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

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

times, these are considered to be unreliable measures.

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

situation:

1. Reception or preliminary interview or screening;

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

background and life history;

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

applicant and his family to the job;

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

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

candidate's suitability for a job;

6. A reference check;

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

candidate.

63
64
 CHAPTER - 5

RESEARCH METHODOLOGY

65
 RESEARCH METHODOLOGY

The Purpose of the Methodology is to describe the Research Procedure. This includes

overall Research Design, the Sampling Procedure, the Data Collection Method, and the

Analysis Procedure. Out of total universe 200 Respondents have been taken for

Convenience. The Sample Procedure chosen for this are Statistical Sampling Method.

Here Randomly Employees are selected. Information, which I collected, was based on the

questionnaires filled up by the Sample Employees. Under Secondary Method I took the

help of various Reference Books which I have mentioned in Bibliography and also by

way of surfing through the Company Website.

(3.1) SAMPLE SIZE

HR Executives 200 H R Manager 1

(3.2) METHODS OF DATA COLLECTION

1. SECONDARY SOURCES: Secondary data was collected from various sources

such as: Business magazines Journals Textbooks Internet

Company Bulletin The details of these sources are mentioned in the bibliography.

2. PRIMARY DATA: Primary data was collected through a structured, non-

disguised questionnaire. Questionnaire was designed for the employees at HCL.

3. STATISTICAL METHODS USED FOR ANALYSIS OF DATA:

The various pie charts methods used for the analysis of the data.

66
 CHAPTER – 6
DATA INTERPRETATION

67
 DATA INTERPRETATION

(6.1) Analysis of questionnaire from employees' perspective about Recruitment

and Selection procedure in 'HCL Infosvstems'

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

• Salary Package

• Reputation of the company/Brand name

• Working Environment

• Job Prospects

• Location of the Company

• Career Growth Opportunity

Candidates willingness to join the company

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

joining a company for job.

68
Reputation of the company 10% 20
Working environment 11% 22
Location of company 16% 32
Salary package 30% 60
Job security 20% 40
Career growth 13% 26

69
2. How Candidates are recruited in the company?

• Written exam

• Written exam and Interview

• Written exam, GD and Interview

• Others, Please Specify

written exam 85% 170

written exam & interview 8% 16

written exam &gd 6% 12

Others 1% 2

70
3. If a vacancy arises in a certain department, then which of the following two

options does the company adopt first and why?

• Internal Recruitment

• External Recruitment

Internal recruitment 80% 160

External recruitment 20% 40

4. Is there any role of Union in the company?

71
 • Yes

• No

ROLE OF UNION IN THE ORGANIZATION

Yes 70% 140

No 30% 60

72
5. Have there been any changes in the recruitment and selection

procedures of the company in the last five years?

• Yes, please specify

• No

Yes 40% 80
No 60% 120

73
 6. Is the organization doing anything to reduce the employee turnover ratio? (Tick
whichever is applicable)

• Better salary package

• More Benefits

• Changing / Improving working condition

• Better promotion / Career Development Opportunity

74
Better salary 58% 116
More benefits 14% 28
Improving working 16% 32
condition
Better promotion 12% 24

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

opportunities for an employee?
• Yes
• NO

Yes 68 136
No 32 64

75
8. Does the company consider graduates with experience equivalent to postgraduates

without experience?

• Yes

• NO, why not

Yes 43% 86
No 57% 114

76
9. When recruiting staff from outside the organization, what methods do you use to

attract/identify the candidates?

• Advertising in newspapers

• External firms (consultants)

• Professional institutions

• Internet job site

77
Adertising in news paper 10% 20

external firms 30% 60o

professional institutes 10% 20

Internet job sites 50% 100

78
10. What are the main problems you come across while selecting individuals?

• Qualified candidates

• Salary structure (Competitors paying more)

• Lacking work ethics

• Lack of work experience

• Any other

79
Qualified candidates 200% 30

salary structure 32% 64

lacking work ethics 12% 24

lack of working experince 35% 70

any other 6% 12

80
CHAPTER - 7
FINDINGS

81
 FINDINGS

The career growth opportunity and salary package as the major reasons for joining the

company and the job prospects plays a minor role in the minds of the people. Location of

the company is given the least importance. However the company adopts various

processes for recruiting the right candidate. Actual recruitment procedure followed by the

company is by conducting written examination followed by interview which comprised

85% of my sample survey of 200 executives. But experienced candidates who have an

experience of not less than 3 years have to appear only for the interview. If a vacancy

arises in the certain department the company prefers internal recruitment over external

recruitment. Internal recruitment is more desirable as it helps in building up the morale of

the employees and helps in improving their performance. There is hardly any presence of

union in the organization. The recruitment and selection procedure of the company is

quite dynamic and changes take place in the process for better result and production. The

company is providing better career growth opportunities to reduce the employee turnover

ratio and to increase the retention rate. While recruiting staff from outside the

organization the company mainly uses internet job site which is widely used nowadays.

The company also recruits candidates from professional institutions and external firms.

The duration of the recruitment and selection process at HCL varies from 6-8 weeks.

82
CHAPTER - 8
LIMITATION

83
 LIMITATIONS

At the first, although the Limitations that I faced in the Organizations is the absence of

Trade Unions, otherwise which could have helped me in understanding the industrial

relations in a comprehensive manner.

Secondly, the Limitation that I had is the Scope of Collection of Sample Size which was

confined to only one Department, which would have other wise made my study and

observations much vaster.

Lastly, the stipulated time for the project is insufficient to undergo an Exhaustive Study

about the topic assigned and moreover the scope of the topic (Recruitment and Selection)

is wide enough, so it is difficult to cover the entire topic within the stipulated time, but

still whatever I could do towards this effect, I have done that.

84
 CHAPTER – 9
RECOMMENDATION
&
SUGGESTION

85
 RECOMMENDATIONS /
SUGGESTIONS

1. After looking at and analyzing all the criteria, I have found that the company

lacks little bit in job security. The employees are also not very much satisfied with

job security. So to gain the confidence of the employees the company should

improve job security.

2. The company should Provide Salary which is comparable in the industry and also

should give adequate Attention to the problems being faced by the employees In

order to reduce the employee turnover ratio.

3. I think the company should promote more of Employee referral Schemes by

providing various incentives structures to existing employees who's Referral have

got selected, this would lead to cost cutting in the recruitment process and would

indirectly boost the morale of the employee whose referral has got selected.

4. Also as far as Choosing between the sources of Recruitment is concerned that is

Internal or External. I would suggest to HCL that for Most of the important

positions it should go for Internal job Postings and only if the company thinks that

for a particular post they require fresh ideas they should go in for external

positions.

86
CHAPTER – 10
CONCLUSION

87
 CONCLUSIONS

From the analysis it is clear that the salary package and the career growth opportunities

are the major reasons for the candidate to join the company. The working environment in

the company is excellent and is up to the mark. HCL being an IT company growth

opportunities are immense. I have given various options for joining of the candidates in

the organization in the questionnaire. Also 1 got more options from the employees while

interacting with them. 16% of the employees have mentioned or pointed it out the

working environment as the reason for joining the organization. 11% talked about the job

prospects. So I can say salary package and career growth opportunity attracts most of the

employees towards an organization.

From the analysis of recruitment and selection procedure it is clear that for recruiting

employees HCL Infosystems mainly conduct written examination followed by interview.

For selection of the technical candidates they have to go through three mandatory

interviews, out of which two are technical interviews and one is the interview with the

Human Resource head. Inexperienced candidates or those candidate who have less than 3

years of experience, have to appear in written test, if individual qualify the test then only,

can proceed for interview. The candidates have to go through 3 rounds of interview, two

technical interviews and one with the human resource head.

Those candidates who have equal or more than 3 years experience does not have to

appear for the written test and can directly appear for the interview. Incase a vacancy

arises the company goes for internal recruitment. Internal Recruitment helps in building

the morale and motivation of the employees as they are assured that they would be

preferred in filling up vacancies at higher levels.

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CHAPTER - 11
BIBLIOGRAPHY

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 BIBLIOGRAPHY

BOOKS

1) C.B Mamoria and S.V Gankar, "Personnel Management- Text and Cases"
2} David A. De Cenzo and Stephen P Robbins, " Personnel/ Human resource
Management-Prentice Hall India Private Limited, New Delhi -110001,2000
3) Stephen P. Robbins, "Organizational Behavior- Concepts, Controversies and
Application, Prentice Hall India Private Limited, New Delhi-110001, 1999
4) Dr C.B Gupta,"Human Resource Management-Chand and Sons
A. M. Sharma "Personnel & HRM", Himalaya Publishing House 2005
Article: A Study of the Recruitment and Selection process: SMC Global, Kumari Neeraj,
ISSN 2224-6096, Vol 2, No.l, P.35.
Article: A Study of the Recruitment and Selection process: SMC Global, Kumari Neeraj,
ISSN 2224-6096, Vol 2, No.l, P.36.
Arun Monappa and Mirza Saiyadin, Human Resource Management, Tata Me Graw Hill
Publishing Co. 1985
Bisvvajeet Pattanayak, Human Resource Management, Prentice - Hall India, 2005
Black, P. and Wiliam, D. (1998) ‘Assessment and classroom learning’
C. B. Gupta, Personnel Management, Sultan Chand and Company Limited, New Delhi -
2007
C. S. Ventataraman and B. K. Srivastave, Tata Me. Graw Hill, Personnel Management
and Human Resources, New Delhi - 1991.
David A. Decenzo and Stephen P. Robbins, Human Resource Management, John Wiley
& Son. Inc, New York, 1994
Decenzo David A. & Stephen Robbins P., Human Resources Management, John Wiley &
Soans Inc. New York, 1994.
Dr. V. P. Michael, Human Resource Management and Human Relations, Himalaya
Publishing House, 1998
Dr.S.Ganesan, International Journal of Business and Administration Research Review,
Vol.l, Issue.6, July - Sep, 2014, ISSN -2348-0653, P. 147.

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Dunn, J.D and Stephens, EC Management of people, Me Graw Hill Book Company, New
York, 1972, P. 10.
Edwin B. Flippo, Principles of Personnel Management, Me Graw Hill Publication
Eric Gamer of KSA Training Ltd and founder of ManageTrainLeam "Recruitment and
Selection"
Gary Dessler HRM, 7th Edition, Prentice Hall Publication, 1998
228
Human Resource Management, Fresh Perspectives by R. Kleynhans, L. Markham, W.
Meyer, S. Van Aswegen with E. Pilbeam
Human Resource Management, Geet S.D., Deshpande A.D. & Mrs. Deshpande Asmita
A., NIRALIPRAKASHAN, First Edition, Jan. 2999, P.24
Human Resource Management, Text & Cases, by Aswathappa K., Tata Me Graw-Hill
Publishing Company Ltd., Seventh Edition, P. 138.
Human Resource Management, Text & Cases, by Aswathappa K., Tata Me Graw-Hill
Publishing Company Ltd., Seventh Edition, P.139.
Human Resource Management: Meaning, Objectives, Scope and Functions by Chand
Smriti, Online Article.
Human Resource Planning by Bhattacharyya Deepak Kumar, Second Edition, Published
by Anurag Jain for Excel Books, ISBN: 81-7446-498-0, P.69.
K. Aswathappa Tata Me Graw Hill, Human Resource and Personnel Management 2003
K. Aswathappa Tata Me Graw Hill, Human Resource and Personnel Management 2005
Kate Russell, BA, barrister, MA is the Managing Director of Russell HR Consulting
"Employer's guide to Recruitment"
Koontz, Harold, Heinz Weihrich, Management. Me Garw Hill, 1986
R. Batt, V. Doellgast, and H. Kwon, ‘‘Service management and employment systems
in U.S. and Indian call centres,’’ in S. Collins and L. Brainard (Eds.),
Offshoring White-Collar Work. Washington, D. C.: Brookings Institute,
2005.
P. Taylor and P. Bain, Call centre outsourcing to India: The revenge of history? Call
centre research. University of New Castle, New Castle, Australia, 2003.
K. Mirchandani. ‘‘Making Americans: Transnational call centre work in India,’’

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Unpublished paper, 2003.
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P. D’Cruz and E. Noronha, ‘‘Being professional: Organizational control in Indian call
centres,’’ Social Science Computer Review, vol. 24, no. 3, pp. 342–361,
2006.
B. P. Ramesh, ‘‘Cyber coolies’ in BPO: Insecurities and vulnerabilities of nonstandard
work,’’ Economic and Political Weekly, pp. 492–497. 2004.
R. Batt, V. Doellgast, H. Kwon, M. Nopany, and P. Nopany, The Indian call centre
industry: National benchmarking report. Strategy, HR practices &
performance. Cornell University, Ithaca, New York, 2005.
Datamonitor, The future of contact centre outsourcing in India and the Philippines,
2005.
J. Bhatnagar, ‘‘Talent management strategy of employee engagement in Indian ITES
employees: key to retention,’’ Employee Relations, vol. 29, no. 6, pp.
640–663, 2007.
Taskforce on meeting the human resources challenge for IT & IT enabled services.
Government of India, Ministry of Communications and Information
Technology.Department of Information Technology. New Delhi, India,
December 2003.
S. Thanawala, ‘‘India’s call centre jobs go begging. [Online], July 18, 2008.
Available:
http://www.time.com/time/business/article/0,8599,1671982,00.html all
that glitters is not gold 21
Hewitt India Inc. records an average salary increase of 15.1 percent. [Online], 2008.
Available: http://www.hewittassociates.com/Intl/AP/enIN/AboutHewitt/Newsroom/Press
ReleaseDetail.aspx?cid=4853
India E-mail: Knowledge@Wharton. Will jobs move back to Silicon V

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MAGAZINES / NEWSPAPERS
 Business World
 Business Times
 The Financial Express
 The Times of India

WEBSITES
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 http://www.gutenberg.org
 http://onlinebooks.library.upenn.edu/
 http://www.businessbookmall.com

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  http://www.tcihrim.org/links.htm
  http://www.wageweb.com/
  http://www.hradvice.com/link

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