A

PROJECT REPORT
ON

RECRUITMENT AND SELECTION

PROCESS IN HCL
SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR THE AWARD OF THE DEGREE OF
THE

UNDER THE GUIDANCE :

SUBMITTED BY
Mr. NEERAJ
TALAN
(FACULTY)
th Sem.

MANI
BBA-VI
ROLL NO 7217531

i . exe

DECLARATION:

I hereby declare that the project work entitled is an original and bonafide work done by me.
This project is being submitted in partial fulfillment for award of degree of Bachelor of business
administration (BBA) from DCH. HARCHAND SINNGH MAHAVIDHALYA KHURJA

BULANDSHAHR, Uttar Pradesh.

MONI TALAN
BBA VI th SEM.
ROLL NO. 7217531

ACKNOWLEDGEMENT

Knowledge must be confined to ivory power but must step out and find practical application.
This becomes possible with summer training stepping into provide grounding professional
career. Two months of training in HCL Technologies Limited really fulfill this objective.

I would like to express my sincere gratitude to Mr. Akshat Kapoor, (HR-Manager) HCL
Technologies Limited for providing me an opportunity to undertake this project work.
Last but on the least, I would like to thank those who were directly or indirectly responsible for
the successful completion of the project.

CONTENTS

1. INTRODUCTION
2. CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS
3. PROFILE OF HISTORICAL DEVELOPMENT AND STATUS QUO OF HCL

4. RECRUITMENT PROCEDURE IN HCL

5. CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL
6. DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES AND
7. STAFF/EMPLOYEE REGARDINDING RECRUTIMENT POLICY OF HCL
8. FINDINGS
9.

CONCLUSION

10. SUGGESTIONS
11. ANNEXURES
12. BIBLIOGRAPHY

INTRODUCTION
HCL Technologies
HCL Technologies (HCL) is one of Indias leading global IT Services Company,
providing software- led IT solutions, BPO and Remote Infrastructure Management
services. Making a foray into the services domain in 1997-98, HCL Technologies
focuses on technology and R&D outsourcing, working with clients in areas at the core of
their business. Partnerships and risk-sharing have been integral to companys growth.
Relationships have been cemented with partners in diverse areas such as investment
banking and telecom.
Keeping pace with the industry trend, HCL has applied itself to gaining momentum in
emerging business segments such as Infrastructure Management Services & BPO,
optimizing its business portfolio. About 25% of revenues now coming from these high
growth segments of tomorrow. Product Engineering and Technology services along with
Applications & Enterprise Consulting services contribute equally to the revenues.
HCL also has a rapidly diversifying geographic mix with Europe and Rest of the World
yielding 25% and 15% revenue, respectively. North America revenues continue to
dominate with a share of about 60%.
The company leverages an extensive offshore infrastructure and its global network in 15
countries to deliver solutions across select verticals including Banking, Insurance, Retail
& Consumer, Aerospace, Automotive, Semiconductors, Telecom and Life Sciences. For
the twelve month period ended 30th June 2005, HCL Technologies along with its
subsidiaries had revenues of $ 764 million and employed 24,000 professionals. For
more information, please visit www.hcltech.com

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
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.
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.

HRM AND ITS FUNCTIONS

Human resource management is concerned with the people dimensions in management. Since
every organization is made up of people, acquiring their services developing their skills,
motivating them to high levels of performance, and ensuring that they continue to maintain their
commitment to the organization are essential to achieving organizational goals.
To look HRM more specifically we suggest that it is a process consisting of four function :Accusation, Development, Motivation and Maintenance - of Human Resource.

ACQUISITION FUNCTION

The acquisition function being with planning. Relative to human resource requirements, we new
to know where we are giving and how we are giving to get these. This includes the estimating
demands and supplies of labour. Acquisition also includes the recruitment, selection and
socialization of employees.

DEVELOPMENT FUNCTION

It can be seen along three dimensions. The first is employee training which emphasizes skill
development and the changing of attitudes among workers. The

second is management

development, which concerns itself primarily with knowledge acquisition and the enhancement
of an executives conceptual abilities. The third is career development, which is the continual
effort to match long-term individual and organizational needs. It also has a major function, it
prepares the employees to adopt change at any point of time. Since the scenario of the market
changes day by day it is very important for an organization to keep his employees ready to face
the change, and accordingly change in order to adapt the change in order to sustain in this
competitive market scenario.

MANAGEMENT FUNCTION

The final function is maintenance. In contrast to the motivation function, which attempts to
stimulate performance, the maintenance function is concerned with providing those working
conditions that employees believe are necessary in order to maintain their commitment to the
organization.

MOTIVATION FUNCTION

The motivation function begins with the recognition that individuals are unique and that
motivation techniques must reflect the needs of each individual. Within the motivation function
alienation, job satisfaction, performance appraisal behavioral and structural techniques for
stimulating worker performance, the importance of linking regards to performance,
compensation and benefits administration and how to handle problem employees are renewed.
In recent years, more emphasis was given on manpower because of the change in the society,
attitude of an individual etc. etc. In a study ASID i.e. the AMERICAN SOCIETY FOR
TRAINING AND DEVELOPMENT recognized nine are of HRM.

Training and Development

Organization and Development

Organization/Job Design

Human Resource Planning

Selection and Staffing

Personnel Research and Information Systems

Compensation/Benefits

Employee Assistance

Union/Labour Relations

The outputs of this model are :

Quality of Work Life

Productivity
8

Readiness to Change

HRM MODEL
Training and
Development
- Focus is on identifying
and assessing
Union/labour
Relation
Focus : Assessing
healthy
union/organization
relationship.

Employee
Assistance Focus :
Providing personal
problem solving,
canceling to
individual
employees

Organization
Development
Focus : assessing
healthy inter
relationship as bell
as intra

- Quality of work
life
- Productivity
- Readiness to
change

Compensation and
Benefit
Focus : Assessing
compensation and
benefits

Organization/Job
Design.
Focus : defining
how tasks, authority
and system will be
organized

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

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. So the next question which arises is what is Human Resource Planning?

10

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 organization's 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 can not 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 organisation.
If people of poor caliber are hired, nothing much can be accomplished and Grasisms law will
work the bad people will drive out the good car cause them to deteriorate.
Organisation 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 utilisation 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 organisations 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.

11

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 organisation. The smallest number of potentially suitable candidates can in theory, of
course, be any number. The main point that needs to be made about the recruitment task is that
the employing organisation should not waste time and money 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 organisation and the
applicants.

12

SCOPE OF THE STUDY :

At this point we are nor concerned with desirability of recruitment process since it can not be
avoided. Instead our concern is focussed of those questions like recruitment for what purpose.
On what basis should it be written down and saved or not? If saved for ever or for a year or two?
These are issue to be argued and these are the elements that make manpower planning ground or
bad, effective or ineffective.

SIGNIFICANCE OF STUDY :
Without focussing the pattern of management, organisation philosophy highlights on achieving a
surely where all citizens (employees) can lead a richer and fuller life. Every organisation,
therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so
the industry needs a stable and energetic labours force that can boast of production by increased
productivity. To achieve these objectives a good recruitment process is essential. By which
industry strikes right number of persons and right kind of persons at the right time and at right
places through and the planning period without hampering productivity.
PURPOSE OF THE STUDY :
The objective of the study is to analyse the actual recruitment process in HCL , and to evaluate
how far this process confirm 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
organisation? The study on recruitment highlights the need of recruitment in HCL Technologies
Limited.

13

METHODOLOGY :
The study is carried on in a proper planned and systematic manner. This methodology includes
(i)

Familiarization with the organisation.

(ii)

Observation and collection of data.

(iii)

Analysis of data.

(iv)

Conclusion and suggestion based on analysis.

HYPOTHESIS
The organisation follows a systematic recruitment process, which contributes towards continuous
flow of production without shortage or excess of labours.
SAMPLING
The study covers 10 executive, 20 employees from different departments/ sections of HCL as
sample in order to elicit relevant facts. Since it is not possible to approach each and every
manpower of the organisation.

UNIT OF STUDY:
An executive and a worker irrespective of their position and placements in any of the
departments of the organsiation is considered as unit of study.

14

SOURCES 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 source of data collection were as follows:
SOURCE OF DATA COLLECTION
PRIMARY

SECONDARY

1. Interview schedule

1. Diary

2. Questionnaire

2. Books

3. Opinion Survey

3. Other records
4. 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.

15

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.
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.

16

ABOUT 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 1985, 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.
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
HCL Technologies 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 Infosystems global customers include Samsung, Government of Singapore, and AMAL
insurance Jurong Port in Singapore and

17

Malaysians BSN commercial bank, SIA, DBS bank, Maybank 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 Infosystems 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;
Pivota for CRM solution and ORACLE Sybase and Informix for RDBMS platform.

18

INDIAN HARDWARE INDUSTRY AND HCL TECHNOLOGIES LTD.

The Indian IT and Electronics market in 2014-15 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
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 2012. 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, net work consulting and facilities management.

19

i . exe

In 2012-13, HCLs total hardware turnover was Rs. 10.97 billion, higher by around 24% over the
corresponding figure for 2011-12. Of this, manufactured hardware constituted 60%, traded
hardware 32% and hardware support services 9%. The companys reported operating margins in
2012-13 (including six months of OA, telecommunication and software businesses) increased to
6.7% from 5.9% in 2011-12, primarily because of better margins in hardware. While average
material costs declined in 2012-13, 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 2011-12 to 25.6% in 2012-13.
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 2014 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 2013 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
emerged as the market leader with a share of 13.7 percent. The company registered a 91.4
percent growth during 2014 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 2014. 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
2014.
20

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 2014-15, 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 2014-15.
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
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 over all Desktop Market in 2004
Vend
ors

Units
(2013)

Market share(percent) Units (2014)

HCL 232,169 9.2

HP
221,964 8.8
IBM 132,582 5.3

4,43,535
3,84,058
1,98,973

Percentage of Units

Year-on-Year Growth

Shipped

(percent)

13.7
11.9
6.2

91.04
73.03
50.8
Source : IDC India

Total desktop market

21

Units (2013)
Branded 911,403
Grey
1,608,752
Total
2,520,155

Percentage of Units
Shipped
36.2
63.8
100

Units (2014)

Percentage of Units

Shipped
1,589,016 49.2
1,643,694 50.8
3,232,710 100
Source : IDC India

Year-on-Year
Growth(percent)
74.3
2.2
28.2

MARKET SHARE OF BRANDED

PC DURING CALENDER YEAR OF
2014
ZENITH
13%
WIPRO
8%

HCL
34%

HCL
HP
IBM
WIPRO
ZENITH

IBM
15%
HP
30%

22

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.

23

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.
Microcomp is born. The initial investment-all their savings, making up seed capital of Rs 1.87
lakh.
"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, Microcomp.
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

Infosystems.

"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 .

24

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 marketMicro 2200, based on a 4-bit microprocessor from Rockwell," says Chowdhry. With Micro 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 dateMarch 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
25

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
1985 Shiv Nadar and five colleagues start Microcomp
1990 HCL promoted with startup capital of Rs 1.83 lacs (US$ 3826.85)
1995 HCL's first transnational venture, Far east Computers, established in Singapore
2001 Set up NIIT, India's first private sector IT education institution.
2006 HCL America established with headquarters at Sunnyvale, California
2007 HCL and HP, USA agree to enter into a partnership to form HCL HP
2008 HCL Tech formed as separate software company
2009 Joint venture with James Martin & Co. and Perot Systems Corporation
2010 HCL Tech incorporated in UK, Germany, France, Sweden, Belgium, Italy and Switzerland
2011 Operations started in Japan, Hong Kong, Australia, and New Zealand
2012 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
2013 Large deals with Bankers Trust, KLA and GTech
2014 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
26

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. 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 Infosystems-despite the predicted flat
growth in the current year.
HCL Insys focuses on the domestic products and software businesses and its main areas of
operations are:
-Products & System Integration: PCs, Phones, EPABXs, SI.

27

HCLS OFFERINGS IN INFO-PROCESSING PRODUCTS

HCLsOfferings in Info-Processing Products

Home

ChannelSales
& Support

Small Business

Beanstalk MediaCentre Entertainment PC

Beanstalk - Indias first
Home PC

ChannelSales & Support

Infiniti PCs- Indias

Largest installed PC

NetManager - Intel
Servers
BusyBee Indias First
Desktop (86)

Global Line - Intel Servers for

Enterprise applications
Networking
Excel Line - AMD Servers
Products
Indic PC
Toshiba Laptops
Infiniti Storage products

EzeeBee HCLs Low PricePC

Security products
Thin Clients
Sun Servers &
Workstations

Monitors
Keyboards
Direct Sales & Support

Enterprise

Cabinets & Racks

Information Kiosks

28

HCLADVANTAGE

HCL Technologies draws it's 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
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.

29

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 - BusyBee in 2005
- Country's first branded home PC - Beanstalk in 2005
- Country's first Pentium 4 based PC at sub 40k price point
- Country's first Media Center PC
MANUFACTURING
HCL's computer hardware manufacturing plant is strategicaly 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 Industises of local Govt, , Inland
Container Depots, attractive power and labour rates - makes Pondicherry an ideal place for
business.
Started in 2006 - 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 20122013
PMO also has Product Engg Group (PEG) and R&D teams constantly engaged in developing
new products and solutions.
30

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 themselves, 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.
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.

31

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 2004 and re-certified in 2007 to ISO 90012000 (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.
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 2013 include ISO 9001-2000 certification by BVQI for
Infostructure 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, 2012-13. The ELCINA award criteria considers
32

two aspects. (1) Enablers (Leadership & Management commitment, Resource Management,
Product Realisation, Measurement Analysis & Improvement) and Results (Product Quality,
Customer / Stake holder satisfaction , Business results).
The 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
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.
Today 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 near by.
Products are backed by an extensive direct support infrastructure spread across 170 locations
nationwide

which

offer

24

x7

support

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, BusyBee, Netmanager (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, Laptops & Pocket PCs.

33

CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS

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

34

DEFINITION
The success of and 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.
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.
------------Yoder

35

OBJECTIVES
1. To structure the Recruitment policy of HCL Technologies Limited for different categories of
employees.
2. To analyse the recruitment policy of the organisation.
3. To compare the Recruitment policy with general policy.
4. To provide a systematic recruitment process.

36

SCOPE OF RECRUITMENT

It extends to the whole Organisation. It covers corporate office, sites and works appointments all
over India.

It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior
Management cadres.

37

CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL

CATEGORY I

All workmen, All Assistants (Accounts, Stores, Field), clerk, Typist,

Steno-Typist, Stenographer, Computer Operator.

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.

38

DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES

STAFF/EMPLOYEE REGARDINDING RECRUTIMENT POLICY OF
HCL
MANPOWER POSITION OF HCL.
IN THE LAST 10 YEARS

YEAR
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014

H.O
(CORPT)
80
82
82
81
81
75
76
78
76
70

FACTORY

FIELD

TOTAL

200
200
202
198
195
186
190
192
188
142

104
109
109
110
120
115
118
130
134
120

414
426
428
431
440
413
439
464
464
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.

39

COMPARATIVE STATEMENT OF MANPOWER POSITION & PROFITABILITY OF THE

ORGANISATIONS SINCE LAST 10 YEARS
YEAR

2007
2008
2009
2010
2011
2012
2013
2014

MAMPOWERST

PROFIT / LOSS

P/ L BY RECRUITING

RENGTH

(RS. In Las)

ONE EMPLOYEE

249.47
195.11
225.73
280.35
192.37
242.27
215.15
180.22

(In RS.)
58287
45269
59302
67881
43820
52213
46362
47054

428
431
440
413
439
464
464
383

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.

40

YEARWISE

EXECUTIVES

(VP AND

MANAGERS) AND

NON-EXECUTIVES

(SUPERVISORS AND STAFFS) STRENGTH OF M/S. HCL.

YEARS
1997
1998
1999
2000
2001
2002
2003
2004

EXECUTIVES
16
16
17
15
18
20
20
16

NON-EXECUTIVES
154
154
158
150
160
165
165
155

RATIO
1:10
1:10
1:9
1:10
1:9
1:8
1:8
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.

41

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
1. Are you in support of recruitment policy?

Yes
40%

No
50%

No Response
10%

2. Whether the existing recruitment policy is linked 40%

50%

10%

80%

10%

20%

10%

to productivity?
3. Do you feel that manpower recruitment has been 10%
rationalised by way of automation?
4. Whether the existing recruitment policy is getting 70%
will supports for the top management?
5. What are the benefits you are deriving from the
existing recruitment policy?
a) Reduction on labor cost?

60%

30%

10%

b) Effective utilisation of human resources?

25%

65%

10%

c) Maintaining timing in recruitment and staffing 60%

30%

10%

5%

10%

80%

10%

schedule?
6. Do you feel that job evaluation and job analysis 85%
helps

in

manpower

recruitment

in

your

organisation?
7. Do you think that the personal recruited from 10%

42

external sources is more desirable than the internal

sources?
8. Whether cost benefit analysis is done before 30%

60%

10%

55%

10%

25%

10%

25%

10%

40%

10%

90%

Nil

10%

A) By employing casual worker

90%

Nil

10%

b) By employing extra hours

Nil

90%

10%

recruitment?
9. Are you satisfied with the existing recruitment 35%
system of the organisation?
10. Do you feel that performance appraisal helps in 65%
recruitment process?
11. Do you feel that training will effect to recruitment 65%
process?
12. Do you think job rotation will affect the 50%
recruitment policy?
13. How are you controlling the shortage and excess of
manpower?

c) By lay off / retrenchment

From the response indicated above it appears that the prevailing recruitment policy has definite
impact on the organisation. Most of the executives showed positive response to different
questionnaires by virtue of manpower planning they used proposed deletion of manpower
planning they used proposed deletion or addition of man in the organisation for a planning
period. The excess or shortage are being adjusted and hence misutilisation is mere chance. The
executives did not respond to the lay off and retrenchment for reduction in available human
resources. Form the questionnaires it appears that the managerial staff are only interested for
filling of the vacancies of higher post from out of the internal sources. This attitude will seize the
professional approach of the organisation and may not able to induct fresh brain. From the
answers of most of the managers it is observed that they want entry of new managers should be
avoided and fresh recruitment shall be limited up to only staff cadre and not above that. From the
answers of most of the executives it appears that cost benefit analysis is not properly followed by
the organisation and job rotation also not followed properly in the organosation which make an
employee all rounder in all respects. By which, in the absence of an employee the work will not
discontinue.

43

QUESTIONNAIRE CIRCULATED AMONG

20 EMPOLYEES/ WORKMEN:

Yes

No.

No.
Response

1. Are you satisfied with the existing recruitment policy 25%

65%

10%

in your organisation?
2. Do you feel work load in your department?

20% 70%

10%

3. Do you feel of your optimum utilisation?

25%

65%

10%

4. Do you satisfied with your job?

25%

65%

10%

5. Do you feel that motivation is main factor for 75%

15%

10%

40%

10%

30%

10%

optimum utilisation of existing manpower?

6. Do you feel that recruitment of lower level staff from 50%
external source is desirable than internal source?
7. Do you feel that training imported by your 60%
organization helps in improving your performance?
From the response to the above questionnaires it is clearly indicated that most of the workmen
are dissatisfied about the existing recruitment policy. They are not given chance for their
development. Their skill efficincies are not recognized by the company.

44

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 fixation has a halo effect .
7. Recruitment procedure is not fully computerized.
8. Manpowers are recruited from private placement consultancy, who are demanding high
amount of fees, where as HRD Department is not fully utilised 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 does not recognise.

45

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.

46

SUGGESTIONS
1.Fresh requisition requires approval and not replacement.
1. The Data Banks should be computerised.
2. The dead CVs should be destroyed.
3. 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.
4. Salary comparison should be seriously done to retain the old employees.
5. Proper salary structure to be structured to attract people and make it tax effective.
6. Cost benefit analysis should be alone before creating a position or recruitment of manpower.
7. Recruitment process should be fully computerised.
8. 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.
9. Manpower planning should be followed before recruiting.
10. Proper inquiry should be done regarding previous employment of a candidate before
recruitment to avoid industrial disputes.

47

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 organisational activities
concentrated anywhere? (Yes/No)
(ii)If yes, then where?
f) When started?
g) Production figure of last 10 years
48

YEAR

TARGET

ACTUAL PRODUCTION

2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
h) Capital invested in the last 10 years:
YEAR

CAPITAL INVESTED

2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
i)

(a) workforce strength (10 years)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

i.

Unskilled

ii.

Semiskilled

iii.

Skilled

iv.

Highly skilled

49

(b) Employees strength (10 years)

Managerial No. 2005 2006

2007

2008

2009

2010

2011

2012

2013

2014

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/NonSatisfied)

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)
50

(c) Kindly give reasons foe 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 labours 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 companymen/outsider/ the both

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8. After selecting the candidate

(i)

Is the induction programme being conducted? (Yes/No)

(ii)

Is proper placement offered to the candidate?(Yes/No)

9. Is performance appraisal conducted for recognizing the efficiency in the performance of

employees? (Yes/No)
10. (a) Is there any provision for imparting training facilities to the employees?(Yes/No)
b

(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)

11. (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
12. (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

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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
14. Since the technology follow by the organisation is not up-to-date. It needs rationalisation is
there

any future plan to bring latest technological know-how? (Yes/No)

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

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ANNEXURE II
OUESTIONNAIRE 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.
d
e

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.
54

i
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

l

both.

55

m
8. What types of facilities the company is extending for you?
Crche

Yes/No

Canteen

Yes/No

Recreation

Yes/No

Medical

Yes/No

Conveyance

Yes/No

Free education for children

Yes/No

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

56

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

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