181335724 recruitment-selection-policy-hcl-2-docx

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SUMMER TRAINING PROJECT REPORT
ON
RECRUITMENT & SELECTION POLICY
IN HCL INFOSYSTEM LTD
Submitted for the partial fulfillment towards for the award of
the degree in Masters of Business Administration of
Noida International University
Submitted by:
Neha Tomar
Roll No:SM/MB/12/021
Batch (2012-13)

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Under the supervision of:
Ms.Shubh Arora
DEPARTMENT OF MANAGEMENT
Noida International UNIVERSITY
GREATER NOIDA

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DECLARATION
I hereby declare that this project report has been submitted for MBA affiliated to Noida
International University
Further, I assign the right to the University, to use the information and content of this
project to develop Cases, Case lets, Case leads and papers for the publication and / or for
the use in teaching.
Neha Tomar
MBA

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ACKNOWLEDGEMENT
I am very thankful to Ms.Shubh Arora Faculty Guide, Noida International
University, Greater Noida for her valuable guidance and support at all time and
encouraging and valuable support in execution of preparation of my project report.
I would also like to thank to all those people who has directly or indirectly
supported me and providing me all the necessary information throughout this
project report has been successfully completed at time.
Neha Tomar
MBA

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TABLE OF CONTENT
1. INTRODUCTION TO THE TOPIC ..................................................... 4
2. COMPANY PROFILE .......................................................................... 19
3. IMPORTANCE OF THE STUDY ....................................................... 40
4. SCOPE OF THE STUDY …………………………………………….. 43
5. LITERATURE REVIEW …………………………………………….. 51
6. RESEARCH DESIGN……………………………………………......... 62
7. DATA ANALYSIS AND NTERPRETATION ……………………... 73
8. CONCLUSION ………………………………………………… 91
9 . RECOMMENDATION ……………………………………………... 93
10. SCOPE FOR THE FURTHER RESEARCH …................................... 95
11. REFFERENCES ……………………………………………………... 96
12. APPENDIX ……………………………………………………………. 99

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INTRODUCTION TO THE TOPIC
The Recruitment and Selection Procedure of the company determines the level of
achieving Organizational Goals in the long run. As per definition it is stated that which is
all about Selecting Right person for the Right Job at the Right Time at the best Possible
Position. Although it sounds quite simple but it is also not an easier job to evaluate a
person with his Ability and Skills that may satisfy the Core Competency for the Job so
that his degree of willingness to pursue a Job becomes Positive. From Job Seeker's
prospective it is the Core Competencies which matter much for a job. So it is the
effective Recruitment and Selection Procedure which determines not only the right
candidate for a job but also a long-term accomplishment of Organizational Goals.
In my Research as I go further I come to know the Different Techniques adopted by the
IT Company towards this effect. I have chosen HCL INFOSYSTEMS LTD, which is
Multinational IT giant for studying their methods of Recruitment and Selection Function.
In the course of my study I came to know that, it has the probability of achieving more
than 50% of the people to be placed for the Right Job, which reflects some of the unique
ways for recruiting the candidates to fill various vacancies.
The Aim of the Company is to achieve overall Organizational Goal not only by way of
fulfilling the targeted top line but also Employee Satisfaction towards various position of
Job to the Maximum Level. This I will see as I proceed subsequently in my Project.
Steps in Recruitment Process

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As was mentioned earlier, recruitment refers to the process of identifying and attracting
job seekers so as to build a pool of qualified job applicants. The process comprises five
inter-related stages, viz.
 Planning,
 Strategy development,
 Searching,
 Screening, and
 Evaluation and Control
Diagram- 1

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SOURCES OF RECRUITMENT
Before an organization activity begins recruiting applicants, it should consider the most
likely source of the type of employee it needs. Some companies try to develop new
sources, while most only try to tackle the existing sources they have. These sources,
accordingly, may be termed as internal and external.
(1) INTERNAL SOURCES
Internal sources are the most obvious sources. These include personnel already on the
pay-roll of an organization, i.e., its present working force. Whenever any vacancy occurs,
somebody from within the organization is upgraded, transferred, promoted or sometimes
demoted. This source also includes personnel who were once on the pay-roll of 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.
MERIT: The use of an internal source has some merits:
 It improves the morale of employees, for they are assured of the fact that they
would be preferred over outsiders when vacancies occur.
 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.
 It promotes loyalty among the employees, for it gives them a sense of job security
and opportunities for advancement.
 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.
 They are tried people and can, therefore, be relied upon.
 It is less costly than going outside to recruit.

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Demerits: However, this system suffers from certain defects as well.
 It often leads to inbreeding, and discourages new blood from entering an
organization.
 There are possibilities that internal sources may "dry up", and it may be difficult to
find the requisite personnel from within an organization.
 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.
 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.
(2) EXTERNALSOURCES
These sources lie outside the organization. They usually include:
 New entrants to the labor force, i.e., young, mostly inexperienced potential
employees -the college students;
 The unemployed -with a wide range of skills and abilities;
 Retired experienced persons such as mechanics, machinists, welders; accountants;
 Others not in the labor force, such as married women and persons from minority
groups.

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Merits: (i) External sources provide the requisite type of personnel for an organization,
having skill, training and education up to the required standard,
(ii) Since persons are recruited from a large market, the best selection can be made
without any distinctions of caste, sex or color, (iii) In the long run, this source proves
economical because potential employees do not need extra training for their jobs.
Demerits: However, this system suffers from what is called "brain drain," especially
when, experienced persons are raided or hunted by sister concerns.
METHODS OR TECHNIQUES OF RECRUITMENT
Dunn and Stephens summarize the possible recruiting methods into three
categories: direct, indirect and third party.
(1) DIRECT METHODS
These include sending traveling recruiters to educational and professional
institutions, employees' contacts with public, and manned exhibits. One of the
widely used direct methods is that of sending of recruiters to colleges and technical
schools. Most college recruiting is done in co-operation with the placement 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.

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Many companies have found employees' contact with the public a very effective
method.
Other- direct methods include sending recruiters to conventions and seminars, setting up
exhibits at fairs, and using mobile offices to go to the desired centres.
(2) INDIRECT METHODS
Indirect methods involve mostly advertising in newspaper, on the radio, in trade,
and professional journals, technical magazines and brochures.
Advertising in newspapers and/or trade journals and magazines is the most
frequently used method, when qualified or experienced personnel are not
available from other sources. Senior posts are largely filled by such methods
when they cannot be filled by promotion from within.
Advertising is very useful for recruiting blue-collar and hourly workers, as well as
scientific, professional, and technical employees. Local newspaper can be a good
source of blue-collar workers, clerical employees, and lower-level administrative
employees.
The main point is that the higher the position is in the organization, or the more
specialized the skills sought, the more widely dispersed advertisement is likely to
be. The search for top executive might include advertisements in a national
periodical; while the advertisement of blue-collar jobs is usually confined to the
daily newspaper or regional trade journals.
The classified advertisement section of a daily newspaper or the Sunday weekly
edition of The Hindustan Times, The Times of India, The Tribune, Bharat Jyoti,
The National Herald, The Free Press Journal, The Pioneer, Amrit Bazar Patrika,
The Economic Times, The Hindu, The Indian Express etc., carry advertisements
for all types of positions. Such advertisements enable prospective candidates to
screen themselves in order to find out whether they are fit for the job for which
the advertisement has been issued.

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In order to be successful, an advertisement should be carefully written. If it is not
properly written, it may not draw the right type of applicants or it may attract too
many applicants who are not qualified for the job. It should be so framed as to
attract attention -for example, by the use of different sizes and types of print. The
first line should limit the audience somewhat and the next few lines should further
screen out the readers who do not possess the necessary qualifications. It should
provide specific information on job requirements and opportunities for
advancement, the benefits to be enjoyed by working in the company; and it should
emphasize facts related to the dignity of the job and to its professional aspects.
"Frilly advertisements, containing exaggerated claims and gimmicky appeals, are
to be avoided." Advertising can be very effective if its media are properly chosen.
According to Advertisement Tactics and Strategy in Personnel Recruitment, three
points need to be borne in mind before an advertisement is inserted. First, to
visualize the type of applicant one is trying to recruit. Second, to write out a list of
the advantages a company offers; in other words, why the reader should work for
the company. Third, to decide where to run the advertisement, not only in which
area but in which newspaper having a local, state or nation-wide circulation.
Many organizations often place what is referred to as a blind advertisement, one
in which there is no identification of the organization. Respondents are asked to
reply to a 'Post Office Box Number' or to a consulting firm that is acting as an
intermediary between the applicant and the organization. The large organizations
with regional or national reputation do not usually use blind advertisements.
Other methods include advertising in publications, such as trade and professional
journals, and radio or television announcements, as is done by many Indian
manufacturers. Professional journals are read by people with specialized
backgrounds and interests. Therefore, advertisements in these are generally
selective.

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(3) THIRD PARTY METHODS (TPMs)
The best management policy regarding recruitment is to look first within the
organization. If that source fails, external recruitment must be tackled.
These include the use of commercial or private employment agencies, state
agencies, and placement offices of schools, colleges and professional associations,
recruiting firms, management consulting firms, indoctrination seminars for
college professors, and friends and relatives.
Private employment agencies are widely used. They charge a small fee from an
applicant. They specialize in specific occupations: general office help, salesmen,
technical workers, accountants, computer staff, engineers and executives. These
private agencies are brokers who bring employers and employees together. The
specialization of these agencies enhances their capacity to interpret the needs of
their clients, to seek out particular types of persons and to develop proficiency in
recognizing the talent of specialized personnel.
State or Public Employment Agencies also known as Employment or Labor
Exchanges are the main agencies of public employment. They provide a clearing
house for jobs and job information. Employers inform them of their personnel
requirements, while job-seekers get information for them about the types of jobs
that are referred to by employers. These agencies provide a wide range of services
-counseling, assistance in getting jobs, information about the labor market, labor
and wage rates.
Schools, Colleges and Professional Institutions offer opportunities for recruiting
their students. They operate placement services where complete bio-data 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

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certificate, specific vocational training, or a college background with a bachelor's,
master's, or doctoral degree, educational institutions provide an excellent source
of potential employees for entry-level positions in organizations. These general
and technical/professional institutions provide blue-collar applicants, white-collar
and managerial personnel.
Sometimes, the organizations provide Work Study Programme to the students or
summer jobs for undertaking a project in the establishment so as to get them
interested in the organization in question, and after completion of this, they may
be absorbed by the companies concerned.
Professional organizations or recruiting firms or executive recruiters maintain
complete information records about employed executives. These firms are looked
upon as 'head hunters', 'raiders' and 'pirates' by organizations which lose personnel
through their efforts. However, these same organizations may employ "executive
search firms" to help them find executive talent. These consulting firms
recommend persons of high caliber for managerial, marketing, and production
engineers' posts.
Indoctrination seminars for colleges professors are arranged to discuss the
problem of companies and employees. Professors are invited to take part in these
seminars. Visits to plants and banquets are arranged so that the participant
professors may be favorably impressed. They may later speak well of a company
and help it getting the required personnel.
Employee Referrals: Friends and relatives of present employees are also a good
source from which employees may be drawn. When the labor market is very tight,
large employers frequently offer their employees bonuses or prizes for any
referrals that are hired and stay with the company for a specific length of time.
Some companies maintain a register of former employees whose record was good
to contact them when there are new job openings for which they are qualified.
This method of recruitment, however, suffers from a serious defect that it

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encourages nepotism, i.e., persons of one's community or castes are employed that
may or may not be fit for the job.
Trade Unions also provide manual and skilled workers in sufficient numbers.
Under agreement, they may agree as to who is to be given preference. But in case
of adverse industrial relations, this technique may create difficulties.
Casual Labor or Applicant at the Gate: Most industrial units rely to some extent
on the casual labor, which presents itself daily at the factory gate or employment
office. However, this source is uncertain, and the candidates cover a wide range of
abilities. Even then, many of our industries make use of this source to fill up
casual vacancies.
Unconsolidated Applications: For positions in which large numbers of candidates
are not available from other sources, the companies may gain in keeping files of
applications received from candidates who make direct enquiries about possible
vacancies on their own, or may send unconsolidated applications. The information
may be indexed and filed for future use when there are openings in these jobs. If
necessary, the candidates may be requested to keep the organization posted with
any change in their q ualifications, experience or achievements made.
Voluntary Organizations, such as private clubs, social organizations, might also
provide employees - handicapped, widowed or married women, old persons,
retired hands, etc. in response to advertisements.
Computer Data Banks: When a company desires a particular type of employee,
job specifications and requirements are fed into a computer, where they are
matched against the resume data stored therein. The output is a set of resumes for
individuals who meet the requirements. This method is very useful for identifying
candidates for hard-to-fill positions, which call for an unusual combination of
skills

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SELECTION PROCEDURE
The Selection Procedure is concerned with securing relevant information about an
applicant. This information is secured in a number of steps of stages. The
objective of selection process is to determine whether an applicant meets the
qualifications for a specific job and to choose the applicant who is most likely to
perform well in that job.
Selection is a long process, commencing from the preliminary interview of that
applicant and ending with the contract of employment.
The hiring procedure is not a single act but it is essentially a series of methods or
steps or stages by which additional information is secured about the applicant. 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
chosen on the basis of the assumption that they are more likely to be "better"
employees than those who have been rejected.
Selection processes or activities typically follow a standard pattern, beginning
with an initial screening interview and concluding with the final employment
decision. The traditional selection process includes: preliminary screening
interview; completion of application form; employment tests; comprehensive

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interview; background investigations, physical examination and final employment
decision to hire.
STEPS IN SELECTION PROCEDURE
There is no shortcut to an accurate evaluation of a candidate. The hiring
procedures are, therefore, generally long and complicated. Many employers make
use of such techniques and pseudo-sciences as phrenology, physiognomy,
astrology, graphology etc., while coming to hiring decisions. However, in modern
times, these are considered to be unreliable measures.
The following is a popular procedure though it may be modified to suit individual
situation:
1. Reception or preliminary interview or screening;
2. Application blank - a fact-finder which helps one in learning about an applicant's
background and life history;
3. A well conducted interview to explore the facts and get at the attitudes of the
applicant and his family to the job;
4. A physical examination - health and stamina are vital factors in success;
5. Physiological testing to explore the surface area and get an objective look at a
candidate's suitability for a job;
6. A reference check;
7. Final selection approval by manager; and communication of the decision to the
candidate.

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COMPANY PROFILE
HCL INFOSYSTEMS LTD
HCL is one of the leading global Technology and IT enterprises with annual revenues of
US$ 3.30 billion. The HCL Enterprise comprises two companies listed in India, HCL
Technologies and HCL Infosystems. The 30 year old enterprise, founded in 1976.HCL
team comprises 34,000 professionals of diverse nationalities, operating across 16
countries including 300 points of presence in India. HCL has global partnerships with
several leading Fortune 1000 firms, including several IT and Technology majors.
The HCL Enterprise comprises two companies listed in India, HCL Technologies and
HCL Infosystems. HCL Infosystems is the IT hardware and system integration arm
focused on the Indian market.
GLOBAL FOCUS

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HCL INFOSYSTEMS LTD
HCL Infosystems Ltd. is India's premier information enabling company. They are the
one-stop-shop for your requirements of products & services in the areas of Computers,
Laptops, Servers, Storage, Enterprise Networking, Copiers, and Digital Projectors &
Communication Devices. This is backed by HCL's service support infrastructure - the
widest in the country.
HCL Infosystems ( HCLI) draws it's strength from 29 years of experience in handling the
ever changing IT scenario , strong customer relationships , ability to provide the cutting
edge technology at best-value-for-money and on top of it, an excellent service & support
infrastructure.
Today HCL is country's premier information enabling company. It offers one-stop-shop
convenience to its diverse customers having an equally diverse set of requirements. Be it
a large multi-location enterprise, or a small/medium enterprise, or a small office or a
home, HCLI has a product range, sales & support capability to service the needs of the
customer.
Last 29 years apart from knowledge & experience have also given them continuity in
relationship with the customers, thereby increasing the customer confidence in us.

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STRENGTHS
- Ability to understand customer's business and offer right technology
- Long standing relationship with customers
- Pan India support & service infrastructure
- Best-value for money offerings
HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in
1976. For over quarter of a century, they developed and implemented solutions for
multiple market segments, across a range of technologies in India.
COMPANY HISTORY
1976
In 1976 HCL infosystem was incorporated in India
Introduced microcomputers-based programmable calculators with wide
acceptance in the scientific / education community
1977
Launch of the first microcomputer-based commercial computer with a ROM -based Basic
interpreter
1983
HCL launches an aggressive advertisement campaign with the theme ' even a typist 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.

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1991
HCL enters into a joint venture with Hewlett Packard
HP assists HCL to introduce new services: Systems Integration, IT consulting, packaged
support services
1996
Sets up the STP (Software Technology Park ) at Chennai to execute software projects for
international customers Becomes national integration partner for SAP
1997
Kolkata and Noida STPs set up
HCL buys back HP stake in HCL Hewlett Packard
1998
Chennai and Coimbatore development facilities get ISO 9001 certification
1999
Acquires and sets up fully owned subsidiaries in USA and UK
HCL ties up with Broadvision as an integration partner
2000
Sets up fully owned subsidiary in Australia
Chennai and Coimbatore development facilities get SEI Level 4 certification
Bags Award for Top PC Vendor In India
Becomes the 1st IT Company to be recommended for latest version of ISO 9001: 2000
Rated as No. 1 IT Group in India

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2001
Launched Pentium IV PCs at below Rs 40,000
IDC rated HCL Infosystems as No. 1 Desktop PC Company of 2001
2002
Declared as Top PC Vendor by Dataquest
HCL Infosystems & Sun Microsystems enters into an Enterprise Distribution Agreement
2003
Became the first vendor to register sates of 50,000 PCs in a quarter First Indian company
to be numero uno in the commercial PC market Launched Home PC for Rs 19,999 HCL
Infosystems' Info Structure Services Division received ISO 9001:2000 certification
Launches Infiniti Mobile Desktops on Intel Platform
Launched Infiniti PCs, Workstations & Servers on AMD platform
2004
1st to announce PC price cut in India, post duty reduction, offers Ezeebee at Rs. 17990
Maintains No.1 position in the Desktop PC segment for year 2003.Enters into partnership
with Port Wise to support & distribute security & VPN solutions in India Partners with
Microsoft & Intel to launch Beanstalk Neo PC Becomes the 1st company to cross 1 iac
unit milestone in the Indian Desktop PC market
Partners with Union Bank to make PCs more affordable, introduces lowest ever EMI for
PC in India

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TECHNOLOGY LEADERSHIP
HCL Infosystems is known to be the harbinger of technology in the country. Right from
their inception they have attempted to pioneer the technology introductions in the country
either through R&D or through partnerships with the world technology leaders.
- Created their own UNIX & RDBMS capability (in 80s)
- Developed firewalls for enterprise & personal system security
- Launched their own range of enterprise storage products
- Launched their own range of networking products
HCL Infosystems has to its claim several technology pioneering initiatives. Some of
them are:
- Country's first Desktop PC - Busy Bee in 1985
- Country's first branded home PC - Beanstalk in 1995
- Country's first Pentium 4 based PC at sub 40k price point
- Country's first Media Center PC
Alliances & Partnerships
To provide world-class solutions and services , HCL has formed Alliances and
Partnerships with leading IT companies worldwide.HCL Infosystems has alliances with
global technology leaders like Intel, AMD, Microsoft, Bull, Toshiba, Nokia, Sun
Microsystems, Ericsson, NVIDIA, SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO,
Oracle, Computer Associates, RedHat, Infocus, Duplo, Samsung and Novell.

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These alliances on one hand give access to best technology & products as well enhancing
understanding of the latest in technology. On the other hand they enhance their product
portfolio, and enable us to be one stop shop for our customers.
RECENT UPDATES
HCL & Nokia decide on longer term strategy to further penetrate Indian market Gist of
Q&A with callers/ investors/ shareholders on the announcement Relating to the long term
agreement with Nokia
Toshiba in partnership with HCL Infosystems expands its retail presence in India by
unveiling 'shop Toshiba1
HCL forms a strategic alliance with Bull to launch a new range of Scalable Enterprise
Class Servers on Open Architecture AMD & IT Ministry unveil affordable computer to
promote 50x15 vision in India
HCL CORE VALUES
• Customer Focus
• Organizational Pride
• Mutual Respect and Trust
• Initiative and Speed
• Total Value

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QUALITY
One of the key elements to HCL's success is its never-ending pursuit of superior quality
in all its endeavors.
HCL INFOSYSTEMS believes in the Total Quality Management philosophy as a means
for continuous improvement, total employee participation in quality improvement and
customer satisfaction. Its concept of quality addresses people, processes and products
Over the last 20 years, they have adapted to newer and better Quality standards that
helped them effectively tie Quality with Business Goals, leading to customer and
employee satisfaction.
QUALITY AT HCL INFOSYSTEMS LTD
The history of structured quality implementation in HCL Infosystems began in the late
1980s with the focus on improving quality of its products by using basis QC tools and
Failure Reporting and Corrective Active Systems (FRACAS). They also employed
concurrent engineering practices including design reviews, and rigorous reliability tests
to uncover latent design defects.
In the early 90s, the focus was not merely on the quality of products but also the process
quality systems. HCLs manufacturing unit at NOIDA was certified initially to ISO
9002:1994 by BVQI in 1994 and later on to ISO 9001:1994 in 1997. As of now, all
manufacturing units are certified by BVQ! as per ISO 9001:2000
In early 1995, a major quality initiative was launched across the company based on Philip
B. Crosby's methodology of QIPM (Quality Improvement Process Management). This
model was selected to because it considered the need and commitment by an organization
to improve but more importantly, the individual's need towards better quality in his
personal life.

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Under Quality Education System program, they train their employees on the basic
concepts and tools of quality. A number of improvement projects have been undertaken
by our employees, whereby process deficiencies and bottlenecks are identified, and
Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and
improves cycle times in various processes, including personal quality.
HCL has received MAiT's 'Level II recognition for Business Excellence' for their
initiatives in the Information Technology Industry, adding another commendation to our
fold. MAIT's Level II recognition is based on the 'European Foundation for Quality
Management' (EFQM), for gaining quality leadership and business competitiveness.
Their certifications / awards in 2003 include ISO 9001-2000 by BVQI for our
InfoStructure Services and award of First Prize by ELCINA (Electronic Component
Industries Association) for Quality, 2002-03. The ELCINA award criteria consider two
aspects. (1) Enablers (Leadership & Management commitment, Resource Management,
Product Realisation, Measurement Analysis & Improvement) and Results (Product
Quality, Customer / Stake holder satisfaction , Business results).
The thurst for continuous quality improvement is never-ending in HCL Infosystems They
always strive to maintain high quality standards, which help us fulfill our mission to
provide world-class information technology solutions and services, to enable our
customers to serve their customers better.

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Recruitment Procedure
Recruitment Process starts when the company does not get suitable unutilized
required resource within the organization after RMG (Resource Management
Group) Meeting. The following procedure used when a post is to be filled:
1. MPR (Man Power Requirement Form) : First of all MPR must be filled in
following situation.
• If it is an existing post, is an exact replacement required or is this is an
opportunity to revise the requirements.
• If it is a newly established post be clear on the exact requirements
• Draw up a job description and consult the appropriate Director / Human
Resources Department in relation to the appropriate nos. of position and required
skills
Complete a Man Power Requirement Form which confirms:
• Details of the post
• Final approval from the appropriate Director / CEO;
• Send the Man Power Requirement Form to the Human Resources Department
• Ensure the Job Description and person specification are up-to-date. Contact the
Human Resources Department for advice / any assistance in completing these..
• Discuss with the Human Resources Department the most effective means of
obtaining suitable candidates.

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2. Resource channels used for new post or existing replacements
• Resource Database: Initially HR people search the required resource and skills
set within the database.
• Company Website: HR people generally post vacancies on company website for
current requirements and future requirements.
• Electronic Job Portals and Database: HR uses this resource to fulfill the
requirement, required skills and position. This media is used for creating,
updating and maintaining database. Job Portals like Naukri.com & Monster.com
are used.
• Employee reference: HR uses this resource, in case of unavailability of required
skills set and suitable profile within database, from company website or electronic
job portals, by dropping a mail with required position details on HCL, by using
HR notice board.
• Publishing advertise in newspaper: In case of Mass Recruitment or Brand
Building of company, HR publishes the advertisement in newspaper.
• External recruitment agencies: HR uses external Recruitment Agencies when
its very critical or urgent requirements give by the management or EC head or for
senior position in the company.
• Duration for the above process: Once HR receive and understand MPR, above
all activities has been done within 24 hour except 'Publishing ads in
Newspaper and External Recruitment Agencies"

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3. Resumes screening, shortlisinq, Written test and Interviews.
• Resumes screening by HR: HR receives resumes from various sources and than
screening as per requirement details and other necessary criteria as per
requirement like, candidate's qualification must be B.E / B. Tech / MCA / M.
Tech / M.E / M.S / M. Sc.(CS) / MS / MBA / CA / CS from reputed college and
university.
• Resumes screening by technical people: HR people sends the screened profile
to technical EC head or concern program manager of given requirement for
technical screening. Once they shortlist the profile and revert back to HR.
• Interview Schedules and Conduct: HR people schedule and conduct technical
written test and interview of short listed candidates according to predefine
technical resource viabilities.
• Written test: Those candidates who are having lest than 3 years experience, have
to appear in written test, if individual qualify the test then only, can proceed for
interview.
• Interview: Those candidates who are having equal or more than 3 years
experience or those who qualified the written test can appear in interview,
interviews are generally conducted 2 or 3 technical rounds and then if candidate
founds suitable for requirement, the final round is conducted by HR for offer.

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VIEW OF THE H.R. MANAGER ON THE RECRUITMENT AND
SELECTION POLICY IN HCL INFOSYSTEMS LTD
HCL Infosystems is an IT Company. Around 4000 employees are working in this
Company. The company has a well established recruitment and selection policy.
The policy asserts the objectives of the recruitment and provides a framework of
implementation of their Recruitment programme in the form of procedures.
This policy involves filling vacancies with the best qualified individuals. There is
no special occasion or time for recruitment in HCL Infosystems. They are
recruiting continuously, it means, every day is a recruitment day for them.
Whenever the company identifies recruitment needs, the recruiters prepare profile
for each category of workers and accordingly work out the main specification,
decide the sections and department where they should be placed and identify the
particular job responsibility which may be assigned to them. The company
follows various sources of recruitment. These are:-

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1. Campus Recruitment
- For this the company goes to the various engineering colleges, Diploma
colleges& MBA colleges across the country and they recruit fresh candidates
from there.
2. Media
- The company also recruits through media. For this the company uses vehicles like
newspapers, magazines etc. They prefer this media basically when large volumes
of people are required.
3. Web- Based Recruitment
- The company also gives recruitment notice in the web and they recruit through
the web.
4. Employee Reference
- The company also recruits from friends and relatives of present employees.
5. Consultancy
- Whenever necessary the company takes the help of the consultancy for recruiting
candidates. This is also an important source for them.
6. Electronic Job Portals and Database
- Electronic job Portals and Database are user for recruiting candidates for required
skills and position. This media is used for creating, updating and maintaining
database.

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7. Third Party Methods (TPMs)
- The Company uses Third Party Methods (TPMs) for recruiting candidates. These
include the use of Commercial or Private Employment Agencies, State Agencies,
and Placement Offices of Schools, Colleges and Professional Associations,
Recruiting Firms, Management Consulting Firms.
(a) Preferred sources of recruitment
Various sources of employment are followed by the company, i.e. external and
internal sources. But the company mostly prefers the external source for recruiting
the candidate. The company uses Electronic Job Portals and the company website
where the candidates can post their resumes.
(b) Costs involved in recruitment
Costs play an important role in Recruitment. The company incurs various types of
costs. These are:-
1. Traveling cost - Cost incurred for traveling
2. Consultancy cost - Cost paid to the consultancy firm
3. Publication cost - Cost incurred for giving recruitment notice in
Newspapers and Magazines.
4. Re-location cost - Cost incurred for transferring employees in other
departments and branches.
(c) Reservation of jobs for SCs, STs, etc.
The company does not follow any reservation policy for SCs and STs etc for recruiting
the candidates. They only look for the eligible candidates.
(d) Criteria for the candidate

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Mainly the criterion is role dependent. It depends on the job of the candidate. But
the candidates require highly personal and technical skills. The company looks for
both fresher and experienced candidates. Incase of freshers the candidate must be
well qualified preferably from a BTECH/MBA background from a reputed
college. But in case of experienced candidates, minimum two-three years of
experience is required.
(e) Employees turnover ratio
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
 Encouraging Job Satisfaction
 Building Organization Culture/ Working Environment, so that the employees can
be retained.
 Career Growth Opportunity
 Offering better benefits.

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Selection procedures followed in the company
Candidates are recruited on the basis of Written Test and Interviews. Candidates
must have good Analytical Reasoning Ability and Logical Power. Candidate has
to go through three Interviews in the Selection Process. Among them two-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
Fresher Written Test and Interview both are conducted.
(a) Job specification and Job description
The company follows both Job specification and job description. For job
description, document for the next job is available to all the employees of the
company. By this, the employees can already be aware about the next jobs they
have to perform and it creates the delta between the current role and the new role
of the employees. By this the employees can upgrade or prepares themselves for
their new job.
(b) Trade union
There is no trade union in the Company. So no question of Trade Union arises in
my analysis, which I have already mentioned in my scope and limitation section.
(c) Faultv selection
According to my interaction with the H.R. manager, I can infer that the Company
has rarely suffered from any faulty Selection Procedure. But it is also true that no
company is perfect in all respect, which can be experienced that so, they don't
need to bother about it. The Recruitment and Selection procedure in HCL
Infosystems is dynamic in the past years. That means it keeps on changing every
year and it always remains updated.
IMPORTANCE OF THE STUDY

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IMPORTANCE OF RECRUITMENT AND SELECTION PROCEDURES
IN HR
Recruitment and Selection Procedure is a vital factor of an Organization. If it is
not done properly the Production Procedure will be hampered. Hence Productivity
will fall down. So the Organization will be in trouble and it will affect the
Employer- Employee Relationship.
So Recruitment and Selection Procedure should be done in Proper and Correct
manner. The New Candidates should replace the vacant post so that the
production of the company does not hamper. By this the Productivity will
increase and the Organization will gain profit. So the Employer will be happy and
will not hesitate to distribute bonus and increments to the workers. The Workers
will also be more motivated to work. Hence there will be Harmonious
Relationship in the Organization. It will also stabilize the organization in the long
run.
WHY I CHOSE RECRUITMENT AND SELECTION FOR MY STUDY -
JUSTIFICATION
Basically Recruiting is the discovering of Potential Candidates for actual or
anticipated organizational vacancies. It also can be said in another way that
bringing together those with jobs to fill and those seeking jobs.
It is important to study Recruitment and Selection because through it I can
identify our Human Resource needs. I can know what kind of people must be
selected to fill up the Specified Vacancies.
The Ideal Recruitment effort will attract a large number of qualified applicants
who will take the job if it is offered. It should also provide information so that

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unqualified applicants can self select them out of job candidacy, that is, a good
Recruiting Program should attract the qualified and not attract the unqualified.
Recruiting people is done by various ways, for the study first I have to know the
Recruiting Sources. There are Internal and External Sources as well as Employee
Referrals/Recommendation.
In this Project I am studying Recruitment and Selection Process of HCL
INFOSYSTEMS LTD. To find out Actual Recruitment and Selection Process of
IT Company is my main objective of study.
My aim is to study the IT company to understand the Image of the Organization,
Attractiveness of the job, Internal policies, about the Union (if any), Govt.
requirement Recruiting Budgets etc.
Through this kind of surveys I will be able to achieve Real Recruitment Program
of this IT Company where for all kinds of operational level Technical
Qualification is needed. I also have the picture of Selection Cost of the company.
It is very interesting to study Recruitment and Selection Process as it will give me
light when I will work, in HR Department in my future Corporate Life. That's
why I choose this topic.
SCOPE OF THE STUDY RECRUITMENT AND SELECTION PROCESS

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The study of the recruitment and selection process has a wide scope in the
following area-
Identification of a Vacancy
The Line Manager identifies a vacancy for reasons that may include:
 Staffing changes – eg. resignation, termination, retirement, leave; and/or
 Work requirement changes – eg. Creation of a new position, temporary additional
workload.
Review the need for the position/to fill the vacancy.
The Line Manager will review the short/long term requirement for the position and the
need to fill the vacancy. In so doing the Line Manager will consider:
· Staffing Plan/profile for the work area
· Budget
· Current / Future Requirements
· Job Skill Requirements
· Occupancy required to meet need (eg. ongoing, fixed term)
· Adequacy and accuracy of position description
· Whether the position is approved and established
Note: This review may involve other managers within the faculty/service centre.
Determine the most effective recruitment strategy to acquire a pool of candidates

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The Line Manager will consider and assess the best way of attracting a pool of suitably
qualified candidates, who will meet the needs of the business.
Examples of methods for acquiring a pool of candidates are:
· Internal staff (Advertisement)
· Internal staff (Redeployment)
· Candidates from recent/previous recruitment activity
· Professional/Industry Organisations
· Recruitment Agencies/Job Network
· Advertising
· Internet
· Journals
· Newspaper
Prepare a “Request to Recruit” and provide associated documentation to secure
authorizations (in accordance with HR Delegations) and initiate recruitment
activity.
The Line Manager will complete and forward to the HR Account Manager the “Request
to Recruit” form and attach all necessary information, including:
·'Request to Recruit' form
·Position Description and Selection Criteria
·Draft Advertisement, where applicable (where necessary)
·Proposed Selection Panel (where appropriate)
·Recruitment agent information (where applicable)
Arrange and undertake the recruitment activity.

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The HR Account Manager assigned to the faculty/service centre will ensure the
appropriate recruitment activity in accordance with the approved “Request to Recruit”.
Establish Selection Panel & determine selection methodology.
The Line Manager will determine the composition of the selection panel in accordance
with the University’s Selection Panel Guidelines, ensure that proposed members have
been trained, secure panel membership, brief members on their role and the vacancy
details and plan logistics (availability, meeting times etc). The selection panel will reach
a shared understanding and/or agree on:
· position role and accountabilities
· selection criteria
· method(s) for shortlisting or pre-selection
· method(s) of assessment of shortlisted candidates
- interview
- reference check (eg. Written, telephone, at what point in the process)
- skills test
- presentation
It is the responsibility of the Chairperson to ensure that ALL selection panel members are
fully aware of their legal and procedural obligations.
Receive and collate applications.

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The HR Account Manager will arrange for receipt and collation of applications.
The Chairperson of the Selection Panel will receive the Vacancy File containing the
following:
· Original Applications
· List of Applicants (for QA purposes)
· Position Description
· Recruitment Process Check List
· Selection Panel Guide
Commence selection by reviewing applications and determine a shortlist of
candidates.
The Chairperson of the selection panel will ensure that all members or a representative
sub-group have access to the applications, consider the information and facilitate a
shortlisting process to identify the most competitive candidates. The selection panel (or
representative sub-group) will compile a summary assessment and ranking of the
candidates against the selection criteria for inclusion in the selection report.
It may be necessary at this step to consider pre-selection interviews or other assessments
tools to identify a manageable shortlist.
Candidates not shortlisted will be advised that they were unsuccessful.
Assess short listed candidates.

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The selection panel will conduct interviews and/or apply other relevant assessment
methods to acquire information relevant to the university’s business needs, position role
& accountabilities and selection criteria. The assessment methods should be consistently
applied to all candidates for a vacancy and may include, but not be limited to:
· Interview
· Skills/aptitude test
· Work samples/simulations
· Psychological testing
· Reference check (mandatory for the recommended applicant)
Following the collation of information from the various sources, including the
candidate’s application/resume, the selection panel will review all the information and
determine a ranking of the candidates. The ranking will identify the candidates who meet
the criteria and order of merit.
Recommend Outcome.
The Chairperson will ensure that the recommendation is included into a Selection Report.
The Selection Report will contain:
· Documentation of the shortlisting process (ie. Shortlisting Grid)
· Summary of assessment against the selection criteria for each shortlisted candidate (ie
Interview notes, Referee reports)
· Recommendation of preferred candidate(s), remuneration to be offered and probation
conditions
· Relocation budget (where appropriate)
· Ranking of shortlisted candidates (where appropriate)
· Documentation of referee(s) comments (where applicable)
· Endorsement by selection panel members
The Selection Report should be completed within 1 day of the finalisation of selection
activities.

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Obtain endorsements of recommendation in accordance with the HR Delegations.
The Chairperson obtains endorsement and approval of the recommendation. This should
be obtained within 1 day of submitting the Selection Report.
Verbal offer of employment to preferred candidate and discuss employment terms
and conditions.
The relevant Line Executive/Chairperson/Line Manager makes contact with the
recommended candidate and informs them of the offer subject to relevant conditions. The
contact may address:
· Remuneration package details
· Relocation budget/costs
· Availability for commencement
· Clarify terms and conditions of appointment including tenure, probation etc.
This should be undertaken immediately on receiving approval of the recommendation.
Make written offer of employment to candidate.
HR will arrange for the formal written offer and contract of employment to be prepared
(in accordance with the selection report) and dispatched within 1 day of receipt of the
approved Selection Report and recommendation.

46
Advise unsuccessful candidates and make available feedback/counseling.
The Chairperson of the Selection Committee will ensure that unsuccessful (shortlisted)
candidates are advised of the selection decision, in a timely manner preferably
immediately following contact with the recommended applicant. The Chairperson is
encouraged to offer and/or proactively provide feedback to candidates.
Arrange appointment and commence induction process.
HR will ensure that all appointment documentation is stored on the Vacancy File and the
appointment is finalised. This will include:
· Obtaining a signed contract of employment
· Update of all information/records (eg. ALESCO System)
· Ensure induction is planned and conducted
· Storage and retention of all original recruitment and selection documentation for 12
months in accordance with relevant records management guidelines.

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THEORETICAL CONCEPT
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human resource management is concerned with the “people” dimension in management.
Since every organization is made up of people, acquiring their services, developing their
skills, motivating them to high levels of performance, and ensuring that they continue to
maintain their commitment to the organization are essential to achieving organizational
objectives. Getting and keeping good people is critical to the success of every
organization, whether profit or non-profit, public or private. It is a process consisting of
fits functions – Acquisition, Development, Motivation, and Maintenance of human
resource. We can describe it as getting people, preparing people, activating them, and
keeping them.
SCOPE OF HUMAN RESOURCE MANAGEMENT
Scope of human resource management is very vast. All the major activities of the
working life- from time the manager comes in to an organization until he or she leaves
the organization. Specifically the activities are – human resource planning, job analysis
and design, recruitment and selection, orientation and placement, training and
development, training and job evaluation, employee and executive remuneration,
motivation and communication, welfare, safety and health, industrial relation and the
likewise.

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

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THEORITICAL PERSPECTIVE OF RECRUITMENT AND SELECTION
PROCESS:
Recruiting is the discovering of Potential Applicants for actual or anticipated
organizational vacancies. In other words, it is a 'linking activity' bringing together
those with job and those seeking jobs. As Yodel and other point out: "Recruitment
is a process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient working
force."
Recruitment has been regarded as the most important function of personnel
administration, because unless the right type of people are hired, even the best
plans, organization charts and control systems would not do much goods. Flippo
views recruitment both as 'positive' and 'negative' activity. He says: "It is a
process of searching for prospective employees and stimulating and encoy/aging
them to apply for jobs in an organization. !t is often termed positive in that it
stimulates people to apply for jobs to increase the 'hiring ration', i.e., the number
of applicants for a job. Selection, on the other hand tends to be negative because it
rejects a good member of those who apply, leaving only the best to be hired".
FACTORS AFFECTING RECRUITMENT:
Most of the organizations, whether large or small, do engage in recruiting activity,
though not to the same extent. This differs with:
 The size of the organization;
 The employment conditions in the community where the organization is located;
 The effects of past recruiting efforts which show the organization's ability to
locate and keep good performing people;
 Working conditions and salary and benefit packages offered by the
organization - which may influence turnover and necessitate future recruiting;

50
 The rate of growth or organization;
 The level of seasonally of operations and future expansion and production
programs; and
 Cultural, economic and legal factors, etc.
Factors governing recruitment may broadly be divided as internal and external
factors.
(1) The internal factors are:
 Recruiting policy of the organization;
 Human resource planning strategy of the company;
 Size of the organization and the number of employees employed;
 Cost involved in recruiting employees, and finally;
 Growth and expansion plans of the organization.
(2) The external factors are:
 Supply and demand of specific skills in the labour market;
 Political and legal considerations such as reservation of jobs for SCs, STs, and so
on.
 Company's image-perception of the job seekers about the company.
THEORIES REGARDING RECRUITMENT
Recruitment is a two-way street: it takes a Recruiter and a Recruitee. Just as the
recruiter has a choice whom to recruit and whom not, so also the prospective
employee has to make the decision if he should apply for that organization's job.
The individual makes this decision usually on three different bases, the objective
factor, critical contact, and subjective factor.
"The objective factor theory views the process of organizational choice as being
one of weighing and evaluating a set of measurable characteristics of employment
offers, such as pay, benefits, location, opportunity for advancement, the nature of
the work to be performed, and educational opportunities."

51
"The critical contact theory suggests that the typical candidate is unable to make a
meaningful differentiation of organization's offers in terms of objective or
subjective factors, because of his limited or very short contact with the
organization. Choice can be made only when the applicant can readily perceive
the factors such as the behavior of the recruiter, the nature of the physical
facilities, and the efficiency in processing paper work associated with the
application."
"The subjective factor theory emphasis the congruence between personality
patterns and the 'image' of the organization, i.e., choices are made on a highly
personal and emotional basis."
RECRUITMENT POLICY
Such a policy asserts the objectives of Recruitment and provides a framework of
implementation of their recruitment program in the form of procedures. As Yoder
and other observe:
"Such a policy may involve a Commitment to broad principles such as filling
vacancies with the best qualified individuals. It may embrace several issues such
as extent of promotion from within, attitudes of enterprise in recruiting its old
employees, handicaps, minority groups, women employees, part-time employees,
friends and relatives of present employees. It may also involve the organization
system to be developed for implementing recruitment program and procedures to
the employed." Therefore, a well considered and pre-planned recruitment policy,
based on corporate goals, study of environment and the corporate needs, 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.

52
A good recruitment policy must contain these elements:
 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.
 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
prepare profiles for each category of workers and accordingly work out the main
specifications, decide the sections, departments or branches where they should be
placed and identify the particular responsibilities which may be immediately
assigned to them.
 Preferred sources of Recruitment, which would be tapped by the Organization,
e.g., for skilled or semi-skilled manual workers, internal sources and employment
exchanges may be preferred; for highly specialized categories and managerial
personnel, other sources besides the former, may be utilized.
 Criteria of Selection and Preferences: These should be based on 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.
 The cost of Recruitment and Financial implications of the same.

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A "Recruitment Policy," in its broadest sense, "involves a commitment by the
employer to such general principles as:
 To find and employ the best qualified persons for: each job;
 To retain the best and most promising of those hired;
 To offer promising opportunities for life-time working careers; and
 To provide programmes and facilities for personal growth on the job."
According to Yoder, "the Recruitment Policy is concerned with quantity and
qualifications (viz., and Q1 and Q2) of manpower." It establishes broad guidelines for the
staffing process. Generally, the following factors are involved in a recruitment policy.
 To carefully observe the letter and spirit of the relevant public policy on hiring,
and, on the whole, employment relationship;
 To provide Individual employees with the maximum of employment security,
avoiding, frequent lay-off or lost time;
 To provide each employee with an open road and encouragement in the continuing
development of his talents and skills;
 To assure each employee of the organization interest in his personal goals and
employment objectives;
 To assure employees of fairness in all employment relationships,
including promotions and transfers;
 To avoid cliques which may develop when several members of the same household
or community are employed in the organization;
 To provide employment in jobs which are engineered to meet the qualifications of
handicapped workers and minority sections; and
 To encourage one or more strong, effective, responsible trade unions among the
employees.

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PREREQUISITES OF A GOOD RECRUITMENT POLICY
The recruitment policy of an organization must satisfy the following
conditions:
 It should be in conformity with its general personnel policies;
 It should be flexible enough to meet the changing needs of an organization;
 It should be so designed as to ensure employment opportunities for its employees
on a long-term basis so that the goals of the organization should be achievable;
and it should develop the potentialities of employees;
 It should match the qualities of employees with the requirements of the work for
which they are employed; and
 It should highlight the necessity of establishing job analysis.
The nature and extent of the Recruitment Programme depends on a number of factors,
including the skills required, the state of the labour market, general economic conditions,
and the image 'of the employer. A Company which has a reputation of paying fair wages,
providing good employee benefits and taking interest in employee welfare activities
would attract a larger number of applicants than it needs without making any extra
recruiting effort. Small companies which hire only a few persons each year may not need
to do more than spread the word around the plant or office that a vacancy exists.
However, as a result of regulations and pressures from society and the government, the
recruitment programme now requires the employers to go out and actively seek job
applicants from groups of those who may not otherwise apply for employment.

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SELECTION POLICY
While formulating a selection policy, due consideration should be given to
organizational requirements as well as technical and professional dimensions of
selection procedures. Yoder and others have suggested goals, technological
issues, cost factors, extent of formality, etc. In other words, and effective policy
must assert the "why" and "What" aspects of the organizational objectives.
ESSENTIALS OF SELECTION PROCEDURE
The selection procedure adopted by an organization is mostly tailored made to
meet its particular needs. The thoroughness of the procedure depends upon three
factors:
 First, the nature of selection, whether faulty or safe, because 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.

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The hiring process can be successful, if the following preliminary requirements are
satisfied:
 Some one should have the authority to hire. This authority comes from the
Employment Requisition, as developed by an analysis of the work-load and work
force.
 There must be some standard or personnel, with which a prospective employee may
be compared, i.e., there should be available, beforehand, a comprehensive job
description and job specifications as developed by a Job Analysis.
 There must be a sufficient number of applicants from whom the required number of
employees may be selected.

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OBJECTIVES OF THE STUDY
My primary objective here is to study and observe the Recruitment and Selection Process
of HCL Infosystems under the following heads: —
 Procedures followed in the Recruitment Process
 Criteria of Recruitment
 Jobs Specification
 Various Recruitment Sources used by the Company i.e. both External and
Internal.
 Recruitment Sources preferred by the Company
 Channels used for displaying Recruitment Vacancies.
 Is there any reservation for SCs, STs Etc in the company
 Current rate of Employees' Turnover in the Company.
 Steps used in Selection Procedures.
 Is there any changes made in Recruitment and Selection Procedures during the
last five years.

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RESEARCH DESIGN
RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. Research design is a plan that specifies the sources and types of information
relevant to the research problem. It is a strategy specifying which approach will be used
for gathering and analyzing the data. In fact research design is the conceptual structure
within which research is conducted. It constitutes the blue print for the collection,
measurement and analysis of data.
The research undertaken by me in this project is descriptive research. The research
methodology adopted for the project can be stated as follows:-
 An extensive study of the topic through various sources such as internet, data available
in books and journals.
 A questionnaire was prepared to analyze the recruitment and selection process.
 Collection of questionnaire took place after a couple of days to analyze data.
 All the responses were studied / analyzed and certain findings and recommendations
were given.
 A detailed and systematic report was prepared.

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SAMPLE SIZE
HR Executives 15 H R Manager 1
SAMPLING TECHNIQUE
I have used
 Simple Random sampling
DATA COLLECTION
The key for useful systems is the selection of the method for collecting data and linking it
to analysis and decision issue of the action to be taken. The accuracy of the collected data
is of great importance for drawing correct and valid conclusions from the detailed
investigations.
There are two types of data viz.,
.
 Primary Data
 Secondary Data

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In this study I have used both primary and secondary data. I have used Structured
Questionnaire and for collecting primary data.
The following have been the sources for collecting secondary data:
 Books, magazines.
 Reports, websites
 M.I.S of the company etc.
 INTERNET website of company
 INTRANET website of company
 HR journals
 Broacher

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ASSUMPTIONS
 Sources of primary data like Structured Questionnaire are the
reliable and valid instruments to access the recruitment and
selection process at HCL.
 Responses obtained from the questionnaire are true.
 It is assumed that to a large extent sample is free from biasness.
 Also all the sources of secondary data like induction, manual,
website of HCL, etc., are the reliable sources of data collection.

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LIMITATIONS
Every study suffers from certain limitations and so does this. Following are the
limitations to this study: -
 Shortage of time duration for the research work.
 Employees at HCL Being very busy in their own work, so they did
not get much time to give responses in a relaxed mood.
 Respondents were reluctant to fill up the questionnaire.
 Hiding of some true facts by the respondents due to the fear of the
management.
 Sample size taken was very small because of time constraint.
 Some of the responses given by the respondents were not legible
and clear.
 Judgmental error may have occurred even though care has been
taken.
 The information provided by the respondents is assumed to be 100%
accurate.

63
ANALYSIS AND INTERPRETATION
Analysis of questionnaire from employees' perspective about Recruitment
and Selection procedure in 'HCL Infosvstems'
1. What are the reasons of the candidate to join the company?
• Salary Package
• Reputation of the company/Brand name
• Growth Phase
• Working Environment
• Job Prospects
• Location of the Company
• Career Growth Opportunity
Candidates willingness to join the company
1

64
Most of the Indian candidate looks in for the salary package and job security before
joining a company for job.
All other things such as Reputation of the company, Working Environment, job
prospects, location of the company, career Growth opportunity, they look these things in
either in isolation or in combination to each other as a whole as shown in the above
graph:
From the chart it can be understood that most of the employees are inspired by the salary
package of the company which resembles the personal traits of the Indians. 1 can also see
that matters much followed reputation of the company and working environment, which
comprised 17% and 16% respectively. Job prospect plays a minor role in the minds of a
candidate who had already joined the company. Location of the company (which
comprised 5% of the sample size) where majority of the employees are qualified with
technical who in most of the cases dare to bother the location of the company.

65
2. How Candidates are recruited in the company?
• Written exam
• Written exam and Interview
• Written exam, GD and Interview
• Others, Please Specify
How candidates are recruited in the company
2
There are various ways of recruiting candidates in the company as depicted in the chart
above:
From the chart it is quiet clear that the company adopts various processes for recruiting
the right candidate. Actual recruitment procedure followed by the company is by
conducting written examination followed by interview which comprised 85% of my
sample survey of 15 employees. But still some candidates are also chosen through written

66
exam, Gd ^interview comprising only 6% and others comprising only 3%. These 'others'
include the reference of the existing employees within the organization itself.
As it is IT Company most of recruitment is done through campus selection, the
candidates are selected by way of testing their knowledge and technical skills in their
prospective fields. For that very reason written test followed by interview is given mostly
prioritize
3. If a vacancy arises in a certain department, then which of the following two
options does the company adopt first and why?
• Internal Recruitment
• External Recruitment
Preferred Sources of recruitment used by the company
3

67
After the analysis of the questionnaire it turns out that 80% of the people prefer internal
recruitment over external. In internal recruitment the vacancies are filled by the
permanent, temporary and casual employees already working on the pay of the
organization. This helps in building the morale and motivation of the employees as they
are assured that they would be preferred in filling up vacancies at higher levels. A sense
of security is created among employees. And in India security is one of the major reasons
why people take a particular job. A sense of job security
and opportunity for advancement promotes loyalty and commitment among the
employees and the stability of employment is improved.
In addition, 20% of the people prefer external recruitment over internal. The preference is
low because it is more expensive and time consuming to recruit people from outside.
Detailed screening is required as the candidate appearing for the interview is a complete
alien for the organization.
However in actual practice, it is desirable to use a mix of both internal and external
recruitment. From the chart it is clear that the company prefers internal recruitment to
external recruitment.
4. Have there been any changes in the recruitment and selection
procedures of the company in the last five years?
• Yes, please specify
• No
In this question I was looking for any sort of changes at list during the preceding five
years. Every year there are some changes take place in recruitment and selection process
for better result and production. It is such an industry where in every moment some
innovation takes place. So the company needs some new skills to achieve the required

68
fulfillment. For the last couple of years the company is focusing more on campus
interview to give more chances to the fresher This resembles that the company's
recruitment policy, the company's needs for greater committed employee and also motive
behind concentrating more on fresher, as it is the belief from company's perspective to be
working smartly with full enthusiasm. They are also updated with the current concepts,
which are required in IT industry. It is also experienced, as the company is dealing with
creating software Hardware packages, developing and maintaining them. The company is
dealing with IT Hardware and system integration.
It is also felt that unlike the experienced candidate, the freshers find it difficult to get a
job easily. As it is obvious from the fact that the experienced candidate demands high
value in the market for employment opportunity. The changes during the past few years
(say five years) will give me an idea of how they get themselves updated with the needs
of the industry. It also gives me an idea of any third party intervention in the recruitment
and selection procedure of the organization.
It depends upon the market demands of the particular industry as to how the candidates
would be available for service in the prospective sectors.
For example, two years back due to September 11, attack there was a great recession in
the global software industry which let to decrease of about 25% in the wages of its
employees. Since compensation is the basic factor of motivation of employees so it
decreased the commitment, gratitude, dedication of employees towards the organization.
5. Is the organization doing anything to reduce the employee turnover ratio?
(Tick whichever is applicable)
• Better salary package
• More Benefits
• Changing / Improving working condition
• Better promotion / Career Development Opportunity
Corresponding to this data I have drawn a pie chart below:-

70
So it is evident from the pie chart that majority of the respondents 60% have mentioned
Better promotion / Career Development Opportunity for the retention of employees and
thereby reducing the employee turnover ratio. Providing better salary package which
comprised 22% can also help in reducing employee turnover ratio and help in the
retention of the employees. Since it is An IT Company so growth opportunity is
immense. The facilities provided by the organization are up to the mark. So overall
employees are satisfied with the job
6. Is the company providing better working condition, promotion/career growth
opportunities for an employee?
• Yes
• NO
All the employees are satisfied with their jobs. Since it is IT company so growth
opportunity is immense. The facilities provided by the organization are up to the mark.
So overall employees are satisfied with the job. The working environment in the
company is excellent. On the basis of my interaction with the employees i came to know
that most of the employees have mentioned career growth opportunity, as the reason of
joining the organization. All of them are satisfied with the career growth opportunities.
Their work is highly logical and analytical and also interesting too. They enjoy their work
very much. There is a very good relationship between the employees and the
management. Management is always helpful and also cooperative to the employees. They
are loyal to the organization.

71
7. Which of the following variables are more important while considering a
candidate for a particular job? Please rank them on a scale of 1 to 8, 1 being
the most important and 8 being the least important.
• Potential
• Motivation
• Organizational Fit
• Technical Skill
• Leadership (If appropriate)
• Communication skills
• Personality
• Innovative
Table-1

72
R Potential Motiv
ation
Org
Fit
Technica
l Skills
Leader
ship
Comm
Skills
Personalit
y
Innovation
1 II I IIII
1
2 II I IIII II II
3 I III I II II III I
4 III I I I I IIII
5 IIII II II I III IIII II
6 I IIII I III II II I
7 II I II IIII II I IIII
8 II I III IIII
II
Rank
ings
5 6 2 1 7 3 8 4
From the above table, we can obtain the rankings for each of the elements. For example,
we can clearly see that technical skills has been ranked first by most of the respondents,
hence we place it at the first position, as the most important skill for doing a technical
job.

73
Leadership has been ranked 7 by most respondents hence we assign it rank 7.
Organizational fit is ranked 2.
Other ranking can be obtained similarly.
The responses by the people working in the organization indicate that technical skills are
pivotal for any job. Until and unless an individual is not aware of the basic primary
knowledge, one can not proceed in the given task as we put it "right fit for the right job".
Technical skills along with the appropriate work culture enhance the productivity.
Organizational fit as we name it, therefore gets second most preferable responses.
Working in the right kind of an organization increases the satisfaction of the employees
thereby increasing organizational effectiveness.
Despite the fact that communication skills and leadership qualities have not been given
preferences I believe that if you have the right skills that needs to be communicated well
among your team members with certain leadership qualities.

74
8. Does the company consider graduates with experience equivalent to
postgraduates without experience?
• Yes
• NO
5
After the analysis of the questionnaire it seems that 57% of the employers prefer
graduates with work experience. Not everyone can afford to invest in a full degree
program right after graduation. Lacking a PG degree does not have to restrict one's career
choices. Many professionals start their careers in retail sales, customer service, or other
positions that offer on-the-job training. Corporate sector demands lot of dedication and
patience along with the ability to handle the stress as the challenges can be very
discouraging. A full time can prepare you for real challenges faced in the same. One
becomes fully equipped to match the demands of a regular job.
On the other hand approx. 43% of the people feel that postgraduate without experience
are a better option as it prefers one for tougher entry-level requirements in an ever-
changing job market. Being a fresher the mind is loaded with creativity and openness to
ideas that may lead to innovation. The company can mould the individual according to
their organizations ethics, culture and policies.

75
9. When recruiting staff from outside the organization, what methods do you
use to attract/identify the candidates?
• Advertising in newspapers
• Government agencies
• External firms (consultants)
• Professional institutions
• Internet job site
• Resumes or application on file
PREFERRED SOURCES OF EXTERNAL RECRUITMENT
6
After the analysis of the questionnaire 50% of the employees prefer to recruit candidates
through internet job site which is widely used nowadays. Monster, naukri.com, jobsahead
are usually the first websites that come to mind when launching a job hunt. Candidates
have to just post their resumes on various job sites and that helps the company to recruit
them easily. This method is appropriate when the organization wants to reach out to a

76
large target groups scattered geographically. On the other hand 30% of the employees go
for advertisements in newspapers. A well thought out and clear advertisement enables
candidates to assess their suitability so that only those possessing the requisite
qualifications will apply. Professional institutions and external firms which comprised 10.
%, are also used to recruit candidates from outside the organization which can be a good
source of recruitment. This can be depicted in the chart below:
10. Does your company use employee referral plan for
recruitment?
• Yes
• No
The company also recruits from friends and relatives of present employees. Employee
Referral Scheme" (ERS) by which an existing employee can refer a suitable candidate for
a new job or which has fallen vacant. In the event of such reference matures and the
referee is recruited, a fixed sum of payment is given to the staff who has referred, subject
to the terms of ERS, being implemented In several companies employee referral scheme
is implemented to encourage employees to refer friends and relatives for employment in
the organization. From the chart it is quiet clear that the company uses employee referral
plans for recruitment.93% respondents have responded positively. Employee referral is
important because the companies get trusted employees for whom they don't have to
spent money in doing Referral checks.

77
11. What generally is the duration of the Recruitment and Selection Procedure?
• 2-4weeks
• 4-6weeks
• 6-8 weeks
The duration for recruitment and selection procedure varies from company to company.
In case of HCL the recruitment process takes 6-8 weeks. Firstly the HR department
screens the resume and sends it to the technical department. Once the profile is short
listed, it is reverted back to the HR. further, HR people schedule and conduct technical
written test and interview of short listed candidates according to predefine technical
resource viabilities. Candidates having less than 3 years experience, have to appear in
written test, if individual qualify the test then only, can proceed for interview. Interviews
are generally conducted 2 or 3 technical rounds and then if candidate founds suitable for
requirement, the final round has been conducted by HR for offer.

78
12. 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
PROBLEMS WHILE SELECTING CANDIDATES
7
After the analysis of the questionnaire 70% of employees feels that salary is the main
hurdle in recruiting candidates, as they have high expectations because competitors are
paying lucrative packages. More over 30% feel lack of work experience as a major
problem in recruiting candidates. Work experience helps to develop a learning culture in
their organization. From the chart it is quiet clear that salary which comprised 70% is a
main hurdle in selecting candidates because salary is the main attraction for the
candidates.

79
Summary of 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
15 executives.
 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
 .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.

80
Conclusion
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.

81
RECOMMENDATIONS
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.

82
SCOPE FOR THE FURTHER RESEARCH
Research itself means searching anything again and again so research never ends and
every research has scope for further research. So this research is also having a wide scope
of further continuation of searching the related issues and topics.
The research can be done on any particular method or technique of recruitment and
selection.
The most suitable way of recruitment & selection can be find out through the research.

83
REFERENCE
BOOKS:
1. Kothari C.R., Research Methodology, Vishwa Publications, New Delhi
2. K.Ashwathappa , Human Resource and Personnel Management
3. Gary Dessler, Human Resource Management
NEWSPAPERS:
 Times of India,
ARTICLE
 Article of Mohan Bangaruswami
WEB SITES:
 www.hclinfosysltd..com
 www.hcl.org
 www.google.com
 www.gervis.net
 www.humanresourcesmagazine.com.au
 www.hr.nic.in

84
APPENDIX
QUESTIONNAIRE
1. What are the reasons of the candidate to join the company?
 Salary Package
 Reputation of the company/Brand name
 Growth Phase
 Working Environment
 Job Prospects
 Location of the Company
 Career Growth Opportunity
1. How Candidates are recruited in the company?
• Written exam
• Written exam and Interview
• Written exam, GD and Interview
• Others, Please Specify

85
2. If a vacancy arises in a certain department, then which of the following two
options does the company adopt first ?
 Internal Recruitment
 External Recruitment
4. Have there been any changes in the recruitment and selection procedures of the
company in the last five years?
 Yes, please specify
 No
5. Is the organization doing anything to reduce the employee turnover ratio? (Tick
whichever is applicable)
 Better salary package
 More Benefits
 Changing / Improving working condition
 Better promotion / Career Development Opportunity
6. Is the company providing better working condition, promotion/ career growth
opportunities for an employee?
 Yes
 No

86
7. Which of the following variables are more important while considering a
candidate for a particular job? Please rank them on a scale of 1 to 8, 1 being the
most important and 8 being the least important.
 Potential
 Motivation
 Organizational Fit
 Technical Skill
 Leadership (If appropriate)
 Communication skills
 Personality
 Innovative
8. Does the company consider graduates with experience equivalent to
postgraduates without experience?
 Yes
 No, why not
9. When recruiting staff from outside the organization, what methods do you use
to attract/identify the candidates?
 Advertising in newspapers
 Government agencies
 External firms (consultants)
 Professional institutions
 Internet job site

87
 Resumes or application on file
10. Does your company use employee referral plan for recruitment?
 Yes
 No
11. What generally is the duration of the Recruitment and Selection Procedure?
 2-4weeks
 4-6weeks
 6-8 weeks
12. 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

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