TABLE OF CONTENTS

CHAPTER NO ABSTRACT 1

CONTENTS ACNOWLEDGMENTS

PAGE NO 3 5 6-21 22 23-33 34-41

INTRODUCTION 1.1 General 1.2 Need and Scope of Study 1.3 Company profile 1.4 Industry profile RESEARCH METHODOLOGY AND DESIGN 2.1 Type of Research 2.2 Statement of Objective 2.3 Research Instrument 2.4 Questionnaire Design 2.5 Data Collection 2.6 Sampling Procedure 2.7 Period of Study 2.8 Sample Size 2.9 Pilot Survey 3.0 Limitations of the Study DATA ANALYSIS AND INTERPRETATION 3.1 Data Analysis 3.2 Statistical Analysis SUMMARY OF FINDINGS 4.1 General Findings 4.2 Statistical Findings SUGGESION AND RECOMMENDATIONS CONCLUSION QUESTIONNAIRE REFERENCES

42 42 43 43 43 44 44 45 45 45

46-56 57-74 75 76 77 78 79-82 83

5 6

ABSTRACT The study was made at HCLBPO on the topic the recruitment process. The scope of the study is to analyse whether the company has any drawbacks in the current recruitment system and work on enabling a proper recruitment strategy that can be followed for all kinds of candidates. The objective of the study is to find out the sources of recruitment preferred by the company and also find out the difficulties in recruitment. It also helps in finding out requirements and sources needed to recruit the candidates and improve the recruitment process. The type of research design used is descriptive in nature and the required data has been generated using a research instrument called the questionnaire, to a sample of 100 employees using convenience sampling and non-probability samplings. The period of study is for two months. The collected data has been analyzed using various statistical tools like rank correlation, chi-square and graphs, after analyzing the data general specific findings are sought out through interpretation, suggestions and recommendations are formulated from the summary of findings. This study revealed that overall recruitment process followed by the organization is good.

INTRODUCTION

Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruiting is the discovering of potential applicants for actual or anticipated organization vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs. Companies are now looking out for new ways of giving themselves a competitive advantage. New product, new image& new marketing idea are some of the ways this can be achieved but enlightened and successful companies look towards their people to provide the leading edge. Herein lies the important of recruitment and staffing- getting the right people for right job People are the biggest assets in any organization and it becomes vitally important that this asset is properly selected and placed in the right place at the right time. There assets must be properly nurtured and their efforts to be harnessed so as to obtain maximum productivity. Recruitment is an important aspect in their regard. Thus, in this context it becomes important to make an empirical study on the effectiveness of the recruitment process. Henceforth the process of recruitment is viewed with utmost attention and a study in this aspect is carried out.

RECRUITMENT- DEFINITION Recruitment is defined as the process of searching prospective workers and stimulating them to apply for jobs in the organization. It is a prospecting job where organizations make search for prospective employees. However in practice employees too seek out organizations just as organizations seek out for prospective employees.

Recruiting is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted, to acquire new skills, and to permit organizational growth. Recruiting is an even more important activity when unemployment rates are low and economic growth is strong, as firms compete to attract the qualified employees they need to succeed.

Therefore, the job of recruitment is based on the mating theory, where the success of both the parties is critically dependant on timing. Unless the two searches synchronize, conditions are not ripe for recruitment to succeed. The following are the various sources of recruitment.

OVERVIEW OF THE RECRUITMENT PROCESS

The Figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job

environment-for example, the supervisor's management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates. A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to "sell" itself to the more promising candidates-that is, to convince them that the organization is a good place to work and that it offers what they want in the way of both tangible and intangible rewards. Candidates searching for an employer go through a parallel set of activities first acquiring occupational skills and experience, next searching for job openings through a variety of methods; and then applying for jobs that appear to be a suitable match for their qualifications. As the process continues, applicants attempt to "sell" organizations on their abilities while at the same time collecting information that allows them to evaluate companies and jobs. Eventually, they decide to accept or reject job offers. .

In the recruitment and selection process, the organization's and the individual's objectives may conflict. The organization is trying to evaluate the candidate's strengths and weaknesses, but the candidate is trying to present only strengths. Conversely, although the candidate is trying to ferret out both the good and the bad aspects of the prospective job and employer, the organization may prefer to reveal only positive aspects. In addition, each party's own objectives may conflict. The organization wants to treat the candidate well to increase the probability of job-offer acceptance, yet the need to evaluate the candidate may dictate the use of methods that may alienate the prospect, such as background investigations or stress

interviews. Analogously, the applicant wants to appear polite and enthusiastic about the organization to improve the probability of receiving an offer, but he or she may also want to ask penetrating questions about compensation, advancement, and the company's financial health and future.

STRATEGIC ISSUES IN RECRUITING The nature of a firm's recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firm's ability to pay or otherwise induce new employees to join. Recruitment Goals A good recruiting program needs to serve many and sometimes conflicting goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus costly to process. Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Post-hiring goals also must be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for a reasonable length of time. Further, all the preceding goals should be reached with the greatest speed and at the least possible cost to the organization. Balancing these varied goals against one another should be done with reference to the organization's overall strategy and values. Recruitment Philosophy One of the key issues in recruitment philosophy is whether to promote largely from within the organization or to hire from the outside for vacancies at all levels.

A second aspect of recruitment philosophy concerns where the emphasis is on merely filling vacancies or on hiring for long-term careers. A short-term view may emphasize filling vacancies quickly, whereas a longer-term view may tolerate delay in the interests of finding just the right people to bring in for the long haul. A third aspect of recruitment philosophy concerns depth of commitment to seeking and hiring a diverse range of employees. Their recruiting practices, both internal and external, actively encourage participation by all types of people. A fourth aspect of recruitment philosophy is whether applicants are viewed as commodities to be purchased or as customers to be wooed. Organizations that adopt a marketing orientation with respect to recruiting will spend substantial time and money to determine what their customers (potential applicants) want and to tailor their recruiting practices and messages to various segments of the market. A fifth aspect of recruitment philosophy has ethical overtones, in terms of fairness and honesty in the recruitment process.

INTERNAL SOURCE Internal promotions

EXTERNAL SOURCE Advertisement in newspapers Referrals Campus recruitment Online recruiting Casual job seekers Consultants Job fairs

Internal or External Sources Deciding whether the position is to be filled internally or externally is often an early task in recruitment planning for a specific vacancy. In some cases, there is no decision to be made. For instance, entry-level jobs must be filled externally, but for other positions, the company's policy or union contract may require that internal sources be used first. Most organizations use a mixture of internal and external sources-promoting from within when qualified employees are available and recruiting' from external sources when new skills are needed or growth is rapid. Each type of source has its advantages and disadvantages. Advantages of Internal Recruiting

When internal recruiting is used, a person of known ability fills the vacancy. Since the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe that promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees.

Disadvantages of Internal Recruiting If the organization is expanding rapidly, there may be an insufficient internal supply of qualified individuals above the entry level. This situation may result in people promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy is created-the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting. Advantages of External Recruiting

External recruiting can bring in new ideas and viewpoints, avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage maybe savings in training costs. Hiring experienced workers away from other companies may cut down on the need for a comprehensive training and development program in-house. Finally, there may be instances that require a severe shakeup or turnaround. Particularly at the upper-management level, an outsider with no prior commitment to present employees or ongoing projects may be the only individual with enough objectivity (and even ruthlessness) to bring about needed changes and enunciate a new vision for the organization.

Disadvantages of External Recruiting One disadvantage of external recruiting is the cost. Because the external labor market is much larger and harder to reach than the internal one, recruiting externally usually takes longer and costs more. With external recruiting, there is also the risk of hiring a candidate who does not live up to the apparent high potential displayed during the selection process. Finally, too much external recruitment is discouraging to current employees because it reduces their chances to move up in the organization.

Most companies fill vacancies internally whenever possible. A number of internal recruiting methods are used for different levels of jobs. The following discussion considers the internal recruiting methods used for each category of job in turn. Internal Recruiting for Nonexempt Positions Some small or non-unionized companies have an informal system for locating promo table employees. The obvious drawbacks of such a system are that (1) Good candidates may be over looked, (2) Favoritism may be displayed, and (3) Qualified candidates may be hoarded by a supervisor who prefers to keep them in the department rather than recommend them for deserved promotions elsewhere. The most commonly used system for internal recruitment is that of job posting and bidding. The HR manager posts openings on bulletin boards, publishes them in an in-house newspaper, and or posts them on the company's intranet Employees nominate themselves if they are interested in being considered for an opening. Many large or unionized companies use this method, and all but the top civil service jobs are filled internally by this method. Job postings describe the positions, locations, pay rates and qualifications and

encourage all interested employees to apply. The hiring manager and an HR representative evaluate the candidates and make the selection decision. Employees who apply but are not selected often receive feedback. This feedback loop demonstrates that the system operates in an open and fair manner and helps rejected candidates understand how to improve their qualifications for future openings. Two types of clauses are common. The first type says that the hiring manager will select the applicant with the most seniority if he or she is at least minimally qualified. The second type says that the hiring manager will select the most qualified person but that if there are two equally qualified candidates, the hiring manager will choose the one with more seniority.

Internal Recruiting for Exempt Positions The posting-and-bidding process is relatively rare as a method of internal recruiting for professional and managerial positions in the private sector, although a few organizations have used it, successfully. Organizations trying to fill vacant managerial slots might identify candidates by consulting replacement charts or by forming a nominating committee of higher managers who would pool their information to generate a slate of candidates. These firms use managerial successionplanning processes and human resource information systems to locate suitable candidates.

EXTERNAL RECRUITING A successful external recruiting effort requires careful planning and coordination. In most medium-sized and large organizations, HRM professionals do most of the

recruiting. These people may be human resource generalists who spend some of their time performing recruitment activities or full-time recruiters who specialize in seeking and screening potential new employees. A separate recruiting function with at least one full-time recruiter tends to exist in organizations that have a continuing need to recruit a minimum of fifty to one hundred exempt employees each year. Recruiters may make hiring decisions for some lower-level jobs, but ordinarily they locate, evaluate, and then refer the most qualified candidates to the manager (or sometimes the team) of the unit in which the vacancy exists. This manager, called the hiring manager, makes the final hiring decision, often in consultation with other managers. In order to find the right kind of candidates, recruiters must work closely with hiring managers throughout the recruitment process. The recruiter's first step after receiving an assignment is to meet with the hiring manager to find out more about the position to be filled. The two of them must work out specifications in terms of what education, skills, and experience are needed and desired. Besides obtaining the needed information about the job's requirements, the recruiter must also identify what might attract candidates to the job. With this information, the recruiter can begin to plan where to look for applicants, how many to look for, and how to screen them. Throughout the recruiting process, the hiring manager should stay in close touch with the recruiter. The hiring manager should examine resumes or applications that have passed initial screening by the recruiter and, should also review some of the applications that the recruiter rejected during the first step. Such involvement on the part of the hiring manager allows feedback as to whether or not the recruiter's decisions are consistent with the hiring manager's preferences.

Planning for External Recruiting Before beginning the recruiting effort, the recruiter must plan which methods to use,

how intensively to use them and when to begin recruiting to produce the required number of candidates at the time they are needed. Several other factors, including the following, may make recruiting more difficult or time-consuming: 1 The need for a confidential search and/or the requirement for which advertising cannot be done. 2 A technically complex position for which qualified individuals are hard to find. 3 Competition in the marketplace for the type of candidates needed 4 A poor industry, company, or division reputation 5 Low pay relative to what other firms are offering to similarly qualified individuals 6 An unclear job description or confusing reporting relationships 7 No housing assistance or relocation costs paid by the company 8 An undesirable location

Under any of these conditions, if data from past recruiting efforts are available, recruiters should calculate, for different types of positions, the average time between the first contact with an applicant and the first day on the job. Such data can help in determining how far in advance to begin the recruiting process. More commonly, recruitment planning uses somewhat less sophisticated methods. Recruiting goals are usually expressed in terms of the number of positions to be filled. What the recruiter really needs to know is how many applications or initial interviews will be needed to fill the vacant post, who are not only able to pass all the selection hurdles but also willing to accept a job offer. Based on past experience in similar situations, the recruiter may be able to calculate yield ratios for different jobs or recruiting methods. A yield ratio is the number of candidates who pass each stage of .the selection process and enter the next stage compared with the number who entered each stage to begin with.

On the basis of yield ratios for past recruiting, the HR professional could calculate the number of candidates to apply to fill the vacant posts. Of course, dramatic changes in the unemployment rate may make projections based on previous recruitment data inaccurate.

Recruitment Information and Resume- Tracking Systems

Before beginning to recruit candidates, the HR professional must have a system for tracking applicants as they move through the recruitment and selection process. The system may be manual or computerized, depending on the number of applicants handled. An applicant who is deemed unsuitable should receive a polite letter to that effect as soon as possible after the decision. Good candidates who are pending should receive encouraging letters or e-mails to keep them interested in the organization. Such conscientious communication enhances an organization's image, even among candidates who are eventually rejected. The recruitment information system must be able to generate reports on applicant characteristics to determine whether adverse impact is occurring or affirmative action efforts have broadened the applicant pool as intended. The statistics generated must cover the percentages of other minority, and female applicants to various job categories. The recruitment information system also should be able to provide data necessary to, calculate yield ratios, average time from first contact to first day on the job, and other indices helpful in planning and evaluating recruiting. The pace of recruiting and the volume of applications received have skyrocketed with the spread of Internet recruiting. Recruiters need help to quickly screen out resumes of the many individuals who are not qualified and to enable a very fast response to the most promising candidates. The best candidates may be hired by

someone else unless a telephone interview is arranged within twenty-four to seventy-two hours of the electronic submission of a resume. Resumes are either submitted by e-mail or scanned in from paper copies. An artificial intelligence program picks out and catalogs key words from the documents. Recruiters can search their resume database for needed qualifications, and the programs create ranked lists of potentially qualified candidates. Recently, more advanced hiring management systems have been developed to facilitate internal and external posting of jobs, sort and manage incoming resumes, and integrate corporate recruiting Web sites with commercial job boards

Informal Methods External recruiting methods are often grouped into two classes: 1 Informal 2 Formal. Informal recruiting methods tap a narrower labor market than formal methods. Informal methods include rehiring former employees or former cooperative education students, hiring people referred by present employees, and hiring from among those who have applied without being solicited. Formal recruiting methods search the labor market more widely for candidates with no previous connection to the company. Employee referral, also known as word-or-mouth advertising, is quick, effective, and usually inexpensive. Because employees who refer their friends and acquaintances as candidates have their own credibility on the line, they tend to refer people who are well qualified and well motivated and then to mentor these individuals once they are hired. In essence, the firm has as many recruiters as it has employees.

Some companies give bonuses to employees who refer a good candidate. One significant drawback of word-of-mouth advertising is that this method may reduce the likelihood of a firm's meeting its affirmative action goals. If a firm's work force is primarily non minority, then the friends referred by present employees are likely to be non minority as well. Thus companies should supplement informal methods with formal methods that reach a more diverse audience. Word-of-mouth advertising is also unlikely to generate the large numbers of candidates that might be needed for a major expansion.

Formal Methods Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have included newspaper advertising, use of employment agencies and executive search firms, and campus recruiting. Posting job ads on the Internet, either on the company's own site or a commercial job board has also become extremely popular in the last few years. Historically, newspaper advertising has been the most commonly used method of recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing high-performing employees), it is clear that three methods were considered superior: employee referrals, university recruiting, and executive search firms.

Recruitment Advertising A very common formal recruiting method is newspaper advertising. This method, which is used by virtually all organizations, accounted for 70 percent of recruitment advertising expenditures. Ads placed in newspapers are accessible to everyone and thus do not discriminate against any groups in disseminating information about job

openings. Recruitment advertising has an obvious target-people who are seeking work-and an obvious goal-attracting these job seekers to apply for a job at a particular company. Newspaper ads, however, reach a much wider audience. A well-designed, informative advertisement may help convince the people to consider the company at some later date when they are interested in a new job. Another audience for ads includes clients, stockholders, brokers, activists, and regulators, all of whom may have some interest in an organization's activities. The final audience for ads is a company's own employees. A well-designed advertising campaign can reinforce confidence and pride among current employees.

The main purpose of the recruitment ad is to generate a qualified response that is, to produce applications from candidates who are at least minimal qualified for the job. A good ad should also make screening of applications easy by clearly telling the applicants what sort of information to provide in their package. To achieve its objectives, an ad must not misrepresenting the job and raise unrealistic expectation in candidates. Rather, it should clearly describe the legimate attractions of the job. If, however, a company is seeking a person with a specialized skill or unusual knowledge in a geographically dispersed labor market, it should choose advertising sources that specifically target the population of qualified persons, such as publications and conventions of professional organizations. Internet Recruiting Internet recruiting has grown at a phenomenal rate over the past few years. Seventynine percent of Fortune's Global 500 companies recruited on the Internet in 2000, and 100 percent were expected to do so by 2002. Entire new job titles-such as Internet Sources, Internet Recruiting Specialist, and Internet Recruiting Managerhave come into being in the past few years. Companies find that Internet recruiting is much less expensive and much faster than traditional methods. It is by far the

most economical way to reach a nationwide or worldwide audience of job candidates. Further advantages of Web-based recruiting, as seen by HR managers and search consultants, a drawback can sometimes be the very large number of resumes that are submitted, many of which are not at all suited to the positions listed. At first, Internet recruiting was used largely to reach candidates in the information technology and engineering fields. Each year, as more and more people have gained access to the Web, a wider and wider range of jobs have been advertised and successfully filled via this recruitment medium. New graduates are especially active in using the Web to locate job opportunities, apply online, and research companies as potential employers. There are a number of ways in which the Internet is used by both job seekers and employers, including the following:

1 Resume bulletin boards on which candidates can list their qualifications and availabilities. 2 Sites that provide online access to the help-wanted sections of many major newspapers. 3 Sites that seek both original job listings from employers and resumes from applicants and provide search and matching services for a fee. 4 Company web sites that contain job listings and facilities for online submission of resumes When Internet recruiting first began, recruiters used the Web much as they would use a newspaper-they posted job ads on Internet job boards, the equivalent of the classified section of the Sunday paper. Companies are increasingly customizing their Internet recruiting, combining some use of job boards with their own careers site. Naukri.com is considered a state-of-the-art recruiting web site. It contains a

searchable database of thousands of jobs in the various organizations around the world. Job seekers can put job listings of interest in their "shopping basket" and then submit a resume by-mail or use the Profiler system on the site to build a resume. On request, users can receive a weekly e-mail update of job listings matching their qualifications and location preferences. Some sites include surveys to allow job candidates to self-assess their value fit to the organization's culture.

RECRUITEMENT PROCESS The process can be separated into three components: The process starts with job planning, which among other things involves analysis of the present and future needs for personnel with different kinds of competence and for different tasks. This first component of the process may result in a decision to prepare for new jobs and announce job opportunities. In the second step of the search process after a vacancy has been defined on the basis of job planning, the employer has to make his choice between alternate ways to spread and formulate information about the vacant position. He can, for example choose between different ways to formulate the information about what experience and personal abilities of the potential employee, etc.,

The third and final search decision confronting the employer is to determine which one of the applicants to hire for the job opening. INTERNAL RECRUITMENT

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.

EXTERNAL SOURCES These sources lie outside the organization. They usually include: New entrants to the labour force, i.e., young, mostly inexperienced potential employees-the college students; The unemployed-with a wide range of skills and abilities; Retired experience persons such as mechanics, machinists, welders accountants; Others not in the labour force, such as married women and persons from minority groups. 1.2. NEED FOR THE STUDY It is to know effectiveness of the companys present recruitment strategy. Manpower is the main resource of the company, therefore the company need to know the critical areas where they can implement improvement so as to get the right candidates at the right time. To identify the best source through which the company can recruit good candidates at less cost.

1.2.SCOPE OF THE STUDY The study backed by a structured questionnaire, which was the main source of qualitative data. Initially the study required relying more on secondary data. The study also covers the tools to improve the recruitment strategy. The aims of the recruitment and selection process should be to Recruit high quality staff with the right skills on the appropriate contracts to deliver the key objectives of the position and organization; Ensure that equality of opportunity is considered as an integral part of recruitment practice, thus encouraging diversity; Ensure that recruitment is effective as a key public relations exercise for all involved; Ensure that recruitment is fair, efficient and cost-effective;

2.3.COMPANY PROFILE HCL- as Indias largest IT conglomerate-is actively involved with the growth of the India ITES industry. As an experienced global software outsourcing enterprise, HCL has extensive and understanding of the critical issues and concerns related to offshore outsourcing. At a macro level these can be broadly categorized in to: Risk Mitigation

 Value Addition Risk Mitigation: The key components of Risk Mitigation are as follows: Process Migration in the first phase of outsourcing, seamless and timely Process Migration is critical for building first level comfort in the outsourcing initiative. Disaster Recovery and Business Continuity -The infrastructure to effectively mitigate local and geographic disaster scenarios. -The ability to ensure rapid resumption of process delivery operations. Manpower Attrition and Cost Control - Establishing business presence in prime secondary locations. - Existence of management and infrastructure resources in the target locations. - Expertise to recruit and train large number of new employees in such locations.

Partner Profile and Provenance Demonstration ability to successfully manage cross culture partnerships.

Proven track record of structuring and nurturing a wide range of collaborative enterprise models.

Value addition: Strong balance sheet/nil debt company Committed $ 40 M for Contact centre and BPO businesses. Demonstrated experience of managing large heterogeneous hardware/software installation base. Creating and managing multiple Offshore Development Centers. 14000+employee base. Access to a about 150 locations within India In two years the majority of new Customer Service Centers in India will need to be located in category B and C towns. HCL has over 20 years experience in servicing these towns with locally present management and infrastructure. Capability to hire and train large work force locall Extensive experience of migrating complex development processes offshore. Proprietary offshore delivery methodology-Off sourcing

 HCLs suite of outsourcing services span the entire life-cycle of an organizations IT services requirements: Concept, design, development, implementation and

maintenance of applications and enterprise solutions. Systems Integration, Networking and Network management services. BPO and Multi-lingual Contact services.

HCL BPO Services: The Right Staff Business Process Outsourcing (BPO) has the potential enabling power to vitalize Businesses and energize Economic growth. BPO benefits are

significant, sustainable and strategic or

rather, they

can be. To ensure that

customer expectations are consistently met and often exceeded requires a BPO Service Provider with the Right Stuff- starting off with:

HCL BPO Services:

The Right

Parentage

HCL BPO Services represents HCL Technologies most significant strategic business extension and investment to date.

HCL BPO Services currently operates out of various locations in India, Malaysia and Northern Ireland. The focus on and commitment to BPO is based on the following assets and attributes:

Global Client Base & Relationships - HCL-Ts global relationship base consists of approximately 454 clients, including 61 Fortune 500 organizations, in such high propensity to and potential of outsourcing Sectors as IT / I.S / Insurance/ Financial Services / Retail.

Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations between U.S.A, Europe and Asia-Pacific, deploying over 100 Customer Relationship Managers (over 70 of whom are located in the U.S.A). This network ensures effective and responsive Client Relationship Management.

Related Technology Domain Expertise - HCL-T has developed extensive expertise in a wide range of emergent and mainstream Technology Domains. Some of these Domains bear a direct relationship to a wide range of B.P.O services - e.g. CRM/ ERP/ SCM/ Imaging & Workflow etc.

Relevant Industry Practices - In addition to Technology Domain expertise, HCL-T has also developed a number of Industry Practices, including Banking / Funds Management / Insurance / Retail

Funding & Scalability - HCLs BPO Services operations have been totally funded from internally generated resources, enabling the rapid ramp-up of delivery

infrastructure in diverse locations and countries as well as significant enhancements in delivery Reliability, Security and Quality

Alliances: The BT Connection:

In October 2001, HCL Technologies entered into a strategic alliance with British Telecom by acquiring a 90% stake in BT's award winning Apollo Contact Center, located in Belfast, Northern Ireland.Now operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old purpose built Contact Center. In this relatively short span of time, the Center has built an enviable reputation for Quality and Innovation - attributes that are recognized by a number of prestigious awards as well as kudos from Clients and Industry Experts. British Telecom

continues to be active in a range of collaborative initiatives with HCL in both India as well as Northern Ireland. Sento Corporation provides the latest in Web-enabled CRM (Customer Relations Management) solutions for a diversified portfolio of organizations. These services include self-help, live chat, Web collaboration, e-mail, and telephone. These solutions give customers access to customer service at anytime using any media. Sento deploys skills-based routing; customer-data screen pops, and customer-centric applications to provide the best in customer care and support. HCL BPO Services works closely with Sento to deliver a wide range of Voice and Webenabled services in both U.S.A and Europe.

. D&B Receivable Management Services:

D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in the United States, with offices throughout the US, Canada, Mexico and Hong Kong. They are a leading global supplier of receivable management services, offering their customers a full continuum of services including electronic bill presentment, receivable outsourcing, traditional collections, and bankruptcy services and deductions management. Under the terms of the alliance, D & B RMS will be HCLs preferred provider of receivable management services for accounts located in the United States, Canada, Mexico and Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center services from India. Quality: Consistently deliver value to our stakeholders and innovate to continually improve our services by review of processes, people and performance. QUALITY FRAMEWORK: ISO 9001:2000 23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training, Marketing, Legal, Procurement, Transportation and Management documented and certified.

External evaluation and certification conducted by the British Standards Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center Services.

Purdue Benchmark HCL BPO Services is positioned in the upper right hand quadrant of the Effectiveness-Efficiency grid and ranked 2nd in the Global Peer group.

Major

observations: Excellent SLA performance tracking, improvement and management methodologies at all levels Team Leader to Top Management Very low rate of manpower attrition Strong organizational capability to attain and maintain high levels of manpower motivation

COPC Certification HCL BPO Services has been awarded the prestigious COPC Certification. Globally, COPC is considered to be the most coveted certification in the CSP (Customer Service Provider) industry. It is based on COPC-2000 CSP standard which was developed in 1996 by buyers, providers and senior managers

responsible for operational management of customer centric service operations. HCL BPO Services is amongst the very few Indian BPO Service Providers to have been awarded this certification. HCL BPO Services is the First Indian CSP and possibly the third world-wide to have been certified for Collections. HCL BPO Services raises the bar yet another notch for customer service and delivery excellence.

Six Sigma

HCL BPO Services Process Improvement Program is led by a Six Sigma Master Black Belt.The Six Sigma methodology for continues improvement of its processes and performance. Tools like Fishbone analysis, Design of Experiments, Detailed Process mapping, Histograms, Pareto Charts, Control charts and many others are effectively used for such analysis.

BS 7799 Certification Information is the lifeblood of all organizations and can exist in many forms. Recent high-profile information security breaches and the value of information are highlighting the ever-increasing need for organizations to protect their data BS7799 is the British standard for the protection of an organizations information asset. The road cannot be justified, but it can be quantified by the benefits to your business. The certification is not a one-off task; it must be

periodically, reviewed by an external assessor

HCL BPO Services is one of Indias leading Business process outsourcing (BPO) service providers. The Chennai center of HCL BPO Services has been certified to the British security standard BS7799. HCL BPO Services is among the leading BPO firms in India to achieve this third-party certification for its quality management system. The BSI (British standards Institute) conducted audits in two stages and involved 6 working days rigorous due diligence audit. The certification is an endorsement of the processes that the Chennai center has in place to safeguard the security of data, and also as mechanism in place for issues relating to business continuity and disaster recovery. The certification is valid for a period of 3years.

HCL BPO Services, with a committed top-level management and dedicated experienced employees made the certification possible within a short span of five months.

Top Ten Client Profiles: Global Telecom Major U.K Fortune 500 Retail Conglomerate U.S.A Fortune 500 Retail Chain U.S.A Property Services & Insurance Major U.K Global E-integration Solution Provider U.S.A

 Global Retail/ Financial Automation Systems U.S.A Global Telecom Major U.S.A Global Network Security Solution Provider U.S.A Global Insurance Major U.K Global Media & education Company U.S.A

HCL BPO: The Management Team

Shiv Nadar Chairman N. Ranjit - Chief Operating Officer

Raj Sirohi - Global Head, Sales and Marketing Sumit Bhattacharya - Executive Vice President Marketing Kevin Houston - Center Head Belfast Eileen Mc Aleese - Operations Manager Belfast Ron Ruys - Campaign Manager Belfast S. K. Pillai - Vice President Quality A.P. Rao- Vice President - Human Resources Vijay Reddy - Chief Technology Officer Awards & Certifications India Operations

ISO 9001:2000
Purdue Benchmark (Ranked Second In Global Peer Group)

 COPC Certification awarded (Noida)

BS 7799 Certification awarded

Delivery Center Network

Code N1: N2: N3: N4: A1: B1: C1: C2: M1:

Place Noida, India Noida, India Noida, India Noida, India Belfast, Bangalore, India Chennai, India Chennai, India Malaysia UK HCLT NI- A 90:10 JV With British Telecom

No. of Seats 650 Seats 700 Seats 700 Seats 1000 Seats 1000 seats 350 Seats 750 Seats 1000 Seats 200 Seats

Recruitment and selection procedure at HCL BPO: Requirement Generation Requirement to fill up a vacancy/generate new position would be raised by the concerned department on the manpower requisition form (Annexure 1) and forwarded to the HR team, keeping the lead times for filling up the vacancies in perspective.

The HR and Operations teams mutually decide on the date by which the requirement needs to be closed. The HR team would fill the vacancies on or before the agreed date.

Selection process: The selection process begins with the short-listing of the CVs.
Every candidate whose CV has been short listed goes through:

Written test. (Optional-as per process requirement) Group discussion. (If the candidates are in the large numbers/walk in through Advertisement) Interview by the training Team for voice and Accent or Interview by Operations team/Concerned manager, followed by the Final HR interview.

INDUSTRY PROFILE

Definition-BPO Delegation of one or more business process to an external provider who, in turn, owns, administers, and manages the selected process (es) [together with the IT system that support it], based upon defined and measurable performance - Gartner

BPO Industry in India Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Business Process Outsourcing (BPO) is the delegation of one or more ITintensive business processes to an external provider that in turn owns administers and manages the selected process based on defined and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry.

Few of the motivation factors as to why BPO is gaining ground are:

Factor Cost Advantage Economy of Scale Business Risk Mitigation Superior Competency Utilization Improvement Generally outsourcing can be defined as - An organization entering into a

contract with another organization to operate and manage one or more of its business processes.

Different Types of Services Being Offered By BPOs

Customer Support Services: Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365 days basis.

Technical Support Services: Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and Internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and Usage support.

Telemarketing Services: Our telesales and telemarketing outsourcing services target interaction with potential customers for 'prospecting' like either for generating interest in products and services, or to up-sell / promote and cross sell to an existing customer base or to complete the sales process online.

Employee IT Help-desk Services: Our employee IT help-desk services provide technical problem resolution and support for corporate employees.

Insurance Processing: Our insurance processing services provide specialized solutions to the insurance sector and support critical business processes applicable to the industry right from new business acquisition to policy maintenance to claims processing.

Data Entry Services / Data Processing Services: Service Example: Data entry from Paper/Books with highest accuracy and fast turn around time (TAT)
o o o o o o o

Data entry from Image file in any format Business Transaction Data entry like sales / purchase / payroll. Data entry of E-Books / Electronic Books Data Entry : Yellow Pages / White Pages Keying Data Entry and compilation from Web site Data Capture / Collection Business Card Data Entry into any Format

Data Entry from hardcopy/Printed Material into text or required format

o o o o

Data Entry into Software Program and application Receipt and Bill Data Entry Catalog Data Entry. Data Entry for Mailing List/Mailing Labe

Data Conversion Services: Service Example: Conversion of data across various databases on different platforms Data Conversion via Input / Output for various media. Data Conversion for databases, word processors, spreadsheets, and many other standard and custom-made software packages as per requirement.
o o o o o o

o o o

Conversion from Page maker to PDF format. Conversion from Ms-Word to HTML format Conversion from Text to Word Perfect. Conversion from Text to Word to HTML and Acrobat Convert Raw Data into required MS Office formats. Text to PDF and PDF to Word / Text / Doc

o o

Data Compilation in PDF from Several Sources. E-Book Conversion etc.

Scanning, OCR with Editing & Indexing Services: Service Example: High speed Image-Scanning and Data capture services High speed large volume scanning OCR Data From Scanned page / image Scan & OCR paper Book in to CD. ADOBE PDF Conversion Services. Conversion from paper or e-file to various formats

o o o o o o

Book Keeping and Accounting Services:

Service Example: General Ledger Accounts Receivables and Accounts Payable Financial Statements Bank Reconciliation Assets / Equipment Ledgers etc.

o o o o o

Form Processing Services:

Service Example: Insurance claim form Medical Form / Medical billing Online Form Processing Payroll Processing etc.

o o o o

Internet / Online / Web Research: Service Example: Internet Search, Product Research, Market Research, Survey, Analysis.
o

Web and Mailing list research etc.

Challenges for a HR Professional in BPO: Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent. Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed.

Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or HR policies. Everyone is charting their own course.

Customer-companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. "When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home.

Lack of focused training and certifications

Given this background, the recruiting and compensation challenges of HR departments are only understandable.

Key To success The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant re-engineering. BUSINESS PROCESS OUTSOURCING: THE TOP RANKERS WNS has emerged as the top BPO in India, pushing Wipro Spectramind to the second position, according to a survey done by NASSCOM. The basis of ranking is the revenues generated by the BPO companies, as per US GAAP. A list of top fifteen BPO companies in India is given below.

1. WNS Group 2. Wipro Spectramind 3. HCL Technologies 4. Daksh e-Services 5. Convergys 6. Zenta 7. ICICI One source 8. MphasiS 9. EXL 10. Tracmail 11. GTL Ltd. 12. VCustomer 13. HTMT 14. 24/7 Customer 15. Sutherland Technologies

CHAPTER 2

RESEARCH METHODOLOGY

Research means a scientific and systematic search for pertinent information on a specific topic. Research is a careful investigation or inquiry especially through search for new facts in any branch of knowledge. Research comprises defining and redefining problems, formulating hypothesis or suggested solution; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at

last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Methodology is defined a the study of methods by which we gain knowledge, it deals with cognitive processes imposed on research b the problems rising from the nature of its subject matter

2.1 TYPE OF RESEARCH Descriptive research has been used; it involves surveys and fact-findings enquirer of different kinds the major purpose of descriptive research is the description of the state of affairs, as it exists at present. The main characteristics of this method are that the researcher has no control over the variable; he can only report what ha happened or what is happening. The methods of research utilized in descriptive research are survey methods of all kinds, including comparative and correlation methods.

2.2 STATEMENT OF OBJECTIVES

Primary objective:-

To study the recruitment process strategy at HCL BPO.

Secondary objective: To identify the sources of recruitment preferred by the company and reason for the same. To identify the source through which candidates are successfully selected. To identify the critical round where most of the candidates are screened out.

To highlight the areas of improvement.

To offer suggestions to strengthen the crucial area of recruitment and Selection at HCL BPO. 2.3 RESEARCH INSTRUMENT The research instrument used in this study structured questionnaire. Structured questionnaire are those questionnaire in which there are predetermined question relating to the aspect for which the researcher collects data. The questions are presented with exactly the same wording and in the same order to all the respondents.

2.4 QUESTIONNAIRE DESIGN

The structured questionnaire for recruitment process with the following types of questionnaires open ended, closed ended, multiple choice, types of questions. 2.5 DATA COLLECTION Data refers to information or facts. It includes numerical figures, non numerical figures, descriptive facts, and qualitative information. The task of data collection begins after research problem has been defined and research plan has been decided. The nature of the data is both Primary and Secondary data.

2.5.1 PRIMARY DATA The primary data are those that are collected through questionnaire and direct personal interview. The questionnaire was framed in such a manner to obtain correct information, graded suitably for the study. 2.5.2 SECONDARY DATA The secondary data has been collected through oral communication. Secondary data about the company profile and other details were collected from the company website. 2.6 SAMPLING PROCEDURE Convenience sampling ha been used in this study. Convenience sampling is used for selection of homogeneous sample for the study. It refers to selection a sample of study. It is a non-probability sampling. Thus research study may include

study objects, which are conveniently located. convenient sampling however, cannot be generalized. 2.7 PERIOD OF STUDY

Research findings based on

The study was under taken for a 2 months during Apr 07 to June 07. During the period the following steps were taken: Objectives were set and questionnaire was finalized. Data were collected and recorded Data were analyzed and interpreted Reports were generated

2.8 SAMPLING SIZE Due to time and resource constraint the sample size has been taken as 100 for survey. In consultation with the company guide and the project guide. 2.9 PILOT SURVEY A pilot survey with 20 samples from employees was conducted for testing the validity of the questions. It was found that there was no need for changes in the questionnaire and hence the same questionnaire was used for final survey also. 3.0. LIMITATIONS OF THE STUDY Time was the main constraint. The project should be completed within stipulated time limit (i.e. Apr-June 2007)

 Since the project is of qualitative nature there was the participants bias in some cases. Some information cannot be accessed due to its confidential nature.

CHAPTER 3 DATA ANALYSIS AND INTERPRETATION Table No. 3.1 EXPERIENCE OF RESPONDENTS Experience <1yrs 1-5yrs 5-15yrs >15yrs TOTAL No. Of respondents 46 25 17 12 100 % 46 25 17 12 100

Figure.3.1

>15yrs 12% 5-15yrs 17% <1yrs 46%

1-5yrs 25%

Inference: 46% of respondents have <1year experiences, 25% of respondents have 1-5years experience, 17% of respondents have 5-15 years experience and 12% of respondents have >15 years experience.

Table No. 3.2 THE FACTORS THAT HAVE CAUSED RECRUITMENT DIFFICULTIES Factors Lack of applicants Lack of applicants with required work experience Service agreement Total Figure.3.2 No. Of Respondents 12 25 63 100 Percentage 12 25 63 100

Service agreement 63%

Lack of applicants Lack of 12% applicants with required work experience 25%

Inference: 63% of the respondents tell that service agreement is major factor those recruitment difficulties,25% of the respondents feel that lack of applications with required work experience is the reason for recruitment difficulties & 12% of the respondents feel that lack of applicant is the cause of recruitment difficulties.

Table No. 3.3 THE TEAM MEMBER TRAINED TO FACILITATE THE RECRUITMENT PROCESS Effectiveness Excellent Good Fair Poor Total Figure.3.3 No. Of Respondents 8 55 26 11 100 Percentage 8 55 26 11 100

Respondents of percentage

60 50 40 30 20 10 0 Excellent 8

55

26 11

Good

Fair

Poor

Effectiveness

INFERENCE: 55% of the respondents tell that the training given to them is very good.26% of the respondents tell that the training given to them is Fair, & 8% of the respondents tell that the training given to them is Excellent.

Table No. 3.4 COLLEGES FOR CAMPUS RECRUITMENTS Colleges Engineering Arts science B-schools Total No. Of Respondents 35 60 5 100 Percentage 35 60 5 100

Figure.3.4

60 50 40 No.of 30 respondents 20 10 0 Engineering 35

60

5 Arts science collegs B-schools

Inference: 60%of respondents are recruits from Arts & Science College, 35% of respondents are recruits from Engineering College and 5% of respondents are recruits from B-schools.

Table No. 3.5 WAYS, WHICH INFLUENCE THE CANDIDATE TO APPEAR FOR INTERVIEW Options Place of interview Brand Name Flexile timings No. Of Respondents 21 48 31 Percentage 21 48 31

Total Figure.3.5

100

100

50 45 40 35 30 percentage of 25 respondents 20 15 10 5 0

48 31 21 Series1

Place of interview

Brand Name options

Flexile timings

Inference: 48% of respondents said that the candidates are influenced for interview by the brand name, 31% of respondents said that the candidates are influenced for interview by flexile timing & 21% of respondents said that the candidates are influenced for interview by place of interview.

Table No. 3.6 CAREER PATH & GROWTH ASPECTS FOR CANDIDATES Options Yes No Total No. Of Respondents 78 22 100 Percentage 78 22 100

Figure.3.6

No 22%

Yes No

Yes 78%

Inference: 78% of respondents said yes for career path & growth aspects, 22% of respondents said No for career path & growth aspects.

Table No. 3.7 ACTION TO OVERCOME RECRUITMENT DIFFICULTIES Difficulties Increased recruitment efforts Recruitment non-traditional sources Improved pay & condition Retained existing staff Total Figure.3.7 No. Of Respondents 17 23 38 22 100 Percentage 17 23 38 22 100

Retained existing staff 22%

Increased recruitment efforts 17% Recruitment non-traditional 23%

Improved pay & condition 38%

Inference:38% of the respondents tell that they should improve pay and condition to face the problem of difficulties, 22% of the respondents tell that they should retain existing staff to face the problem of difficulties & 17% of the respondents tell that they should increase their recruitment efforts to face the difficulties.

Table No. 3.8 EFFECTIVENESS OF BUDDY BOOM REFERRAL Options Yes No Total No. Of Respondents 92 8 100 Percentage 92 8 100

Figure.3.8

No options

Series1

Yes

92

20

40

60

80

100

Respondents in percentage

INFERENCE: 92% of respondents said that the buddy boom referral is effective & 8% of respondents said that the buddy boom referral is not effective.

Table No. 3.9 EFFECTIVENESS OF OVERALL RECRUITMENT STRATEGY

Rank 1 2 3 4 5 Total Figure.3.9

No. Of Respondents 9 38 30 15 8 100

Percentage 9 38 30 15 8 100

1 7% 5 33%

2 13%

3 20% 4 27%

Inference: 38% of the respondents have ranked 2 for the overall recruitment strategy of the company, 30% of the respondents have ranked 3 for the overall recruitment strategy of the company, 9% of the respondents have ranked 1 for the overall recruitment strategy of the company & 8% of the respondents have ranked 5 for the overall recruitment strategy of the company.

Table No. 3.10 MAXIMUM ELIMINATION OF CANDIDATES Rounds Group discussion Voice & Accent Written Test Technical Test HR interview Total Figure.3.10 No. Of Respondents 13 56 3 19 9 100 Percentage 13 56 3 19 9 100

Technical Test 19% Written Test 3%

HR interview 9%

Group discussion 13%

Voice & Accent 56%

Inference: 56% of the respondents tell that most of the candidates are screened candidates are screened out in the Group discussion round. out in

the Voice & Accent round & 3% of the respondents tell that most of the

Table No. 3.11 REASON FOR NOT JOINING AFTER ACCEPTING THE OFFER LETTER Reason Personal problem Lack of interest in BPO Better offer elsewhere Not-willing to sign. A bond Total Figure.3.11 No. Of Respondents 15 26 12 47 100 Percentage 15 26 12 47 100

Respondents in percentage

50 45 40 35 30 25 20 15 10 5 0

47 26 15 Personal problem Lack of interest in BPO 12 Better offer elsewhere Not-willingness to sign. a bond

Reasons

Inference: 47% of the respondents are not willing take up a bond, 26% of the respondents are not interest in BPO, 15% of respondents are in personal problem & 12% of respondents are looking better offer elsewhere.

3.2 STATISTICAL ANALYSIS The role of statistics is to function as a tool in designing research, analyzing its data and drawing and drawing conclusions there from. The important statistical tools used in this analysis are chi-square test, weighted average test and K.S. test.

Chi-Square Test:

The chi-square test is important test amongst the several tests of significance developed by statisticians. Chi-square, symbolically written as 2 is a statistical measure used in the context of the sampling analysis for comparing a variance to a theoretical variance.

Used of Chi-Square Test: Chi-Square is a very versatile test used both as a non-parametric and a parametric and a parametric measure. As a non-parametric measure it is used as: As a test of goodness of fit. As a test of independence To establish confidence intervals for the variance of a population.

Steps involved in applying Chi-Square Test: 1. Calculate the expected frequencies on the basis of the given hypothesis or on the basis of null hypothesis. Expected frequency of any cell (Row total for the row of that cell) X (Column total for the row of that cell) E = --------------------------------------------------------

(Grand Total)

2. Obtain the difference between observed and expected frequencies and find out the square of such differences i.e. calculate (Oij Eij) 2.

3. Divide the quantity (Oij Eij) 2 obtained as stated above by the corresponding expected frequencies or the group frequencies.

4. Find the summation of (Oij Eij) 2 values or what we call (Oij Eij) 2 .. Eij The 2 value obtained as such should be compared with relevant table value of 2 and the inference be drawn. Precautions about chi-square test: To avoid making incorrect inference from chi-square hypothesis test, the general rule applied is that an expected frequency of less than 5 in one cell of a contingency table it too small to use. So it is combined in ordered to get an expected frequency of 5 or more. Weighted average: Where the relative importance of the different items is not the same, weighed arithmetic mean is computed. The term Weight stands for the relative importance of the difference items. The formula for the calculation is: This is the required 2 values

WX WX = -----------W Where XW X W . STATISTICAL TEST CHI - SQUARE: TEST 1 Aim: To test the relationship between the experience of respondents & recruitment. difficulty. Ho : There is no relationship between the experience of respondents & recruitment difficulty. H1 : There is relationship between the experience of respondents & recruitment difficulty. = the weighed arithmetic mean, = the variable values, = the weights

OBSERVED FREQUENCY Difficulty Experience <I Yrs/1-5yrs 5-15yrs/ Lack of applicants 8 4 L.O.A with req.skills 12 7 Service agreement 29 17

Total 71 29

Above 15yrs Total

12

25

63

100

EXPECTED FREQUENCY: Difficulty Experience <I Yrs/1-5yrs 5-15yrs/ Above 15yrs Total CALCULATION: O 8 16 31 4 9 16 E 8 12 29 4 7 17 OE 0 4 2 0 2 1 (O - E) 2 0 16 4 0 4 (O - E)2/E 0 1.3333 0.1379 0 0.5714

Lack of applicants 8 4 12

L.O.A with req.skills 16 9 25

Service agreement 31 16 63

Total 71 29 100

1 0.0588 2 Calculated Value of = 2.1014

Calculated value = 2.1014 Degree of freedom = (r-1) (c-1) =(2-1) (3-1)=3 @ 5% level of the table value of 2 = 7.815

Result: Calculated value < tabulated value, so Ho is accepted. Decision:. There is no relationship between the experience of respondents & recruitment difficulty.

CHI - SQUARE: TEST 2 Aim: To test the relationship between the experience of respondents & well trained to help to recruitment process. Ho : There is no relationship between trained to help to recruitment process. H1 : There is relationship between the experience of respondents & well trained to help to recruitment process. the experience of respondents & well

OBSERVED FREQUENCY: Factors High Rate Experience <1-5 Yrs 5->15yrs Total : 40 23 63 Low Rate 31 6 37 Total 71 29 100

EXPECTED FREQUENCY Factors High Rate Experience <1-5 Yrs 5->15yrs Total 45 18 63 Low Rate 26 11 37 Total 71 29 100

CALCULATION: O 40 31 23 6 E 45 26 18 11 OE 5 5 5 5 (O - E) 2 25 25 25 25 (O - E)2/E 0.5556 0.9616 1.3889 2.2727

Calculated Value of 2 = 5.1788

Calculated value = 5.1788 Degree of freedom = (r-1) (c-1) =(2-1) (2-1)=1 @ 5% level of the table value of 2 = 3.841 Result: Calculated value > tabulated value, so Ho is rejected.

Decision:. There is relationship between the experience of respondents & well trained to help to recruitment process.

CHI - SQUARE: TEST 3

Aim: To test the relationship between the influences the candidate to appear for interview & career path & growth aspects. Ho : There is no relationship between the influences the candidate to appear for interview & career path & growth aspects. H1 : There is relationship between the influences the candidate to appear for interview & career path & growth aspects.

OBSERVED FREQUENCY:

Options Yes Influences Place of interview 14 No 7 Total 21

Brand Name Flexible Timing Total

39 25 78

9 6 22

48 31 100

EXPECTED FREQUENCY: Options Yes Influences Place of interview Brand Name Flexible Timing Total 16 37 25 78 No 5 11 6 22 Total 21 48 31 100

CALCULATION: O 14 7 39 9 25 6 E 16 5 37 11 25 6 OE 2 2 2 2 0 0 (O - E) 2 4 4 4 4 0 0 (O - E) 2/E 0.25 0.8 0.1081 0.3636 0 0

Calculated Value of 2 = 1.5217

Calculated value = 1.5217

Degree of freedom = (r-1) (c-1) =(3-1) (2-1)=2 @ 5% level of the table value of 2 = 5.991 Result: Calculated value < tabulated value, so Ho is accepted. Decision:.. There is no relationship between the influences the candidate to appear for interview & career path & growth aspects.

CHI - SQUARE: TEST 4 Aim: To test the relationship between the feedback on overall recruitment strategy & Career growth aspects. Ho : There is no relationship between the feedback on overall recruitment strategy & career growth aspects. H1 : There is relationship between the feedback on overall recruitment strategy & career growth aspects. : OBSERVED FREQUENCY Rank 1-3 Options Yes No Total 62 15 77 4-5 16 7 23 Total 78 22 100

EXPECTED FREQUENCY: Rank 1-3 Options Yes No Total 60 17 77 4-5 18 5 5 Total 78 22 100

CALCULATION: O 62 16 5 17 E 60 18 17 5 OE 2 2 12 12 (O - E) 2 4 4 144 144 (O - E) 2/E 0.667 0.2223 8.4706 28.8

Calculated Value of 2 = 37.5596

Calculated value =37.5596 Degree of freedom = (r-1) (c-1) =(2-1) (2-1)=1 @ 5% level of the table value of 2 = 3.841 Result: Calculated value > tabulated value, so Ho is rejected.

Decision:. There is no relationship between the feedback on overall recruitment strategy & career growth aspects. CHI - SQUARE: TEST 5 Aim: To test the significance of the colleges for campus recruitment. Ho : There is no significance of the colleges for campus recruitment. H1 : There is significance of the colleges for campus recruitment. No. of Respondents 35 60 5 100 Percentage % 35 60 5 100

Colleges Engineering Arts&science B-schools Total CALCULATION: O 35 60 5 E 33.34 33.34 33.34

OE 1.66 26.66 28.34 of 2

(O - E) 2 2.7556 710.7556 803.1556 Calculated Value

(O - E) 2/E 0.0827 21.3184 24.0899 45.491

Calculated value = 45.491 Degree of freedom = (N-1) = 3 1 =2 @ 5% level of the table value of 2 = 7.81 Result: Calculated value > tabulated value, so Ho is rejected.

Decision: There is significance of college for campus recruitment CHI - SQUARE: TEST 6 Aim: To test the significance of the advertisement for the recruitment sources of the company. Ho : There is no significance of the advertisement for the recruitment sources of the company. H1 : There is significance of the advertisement for the recruitment sources of the company. Advertisement Rank 1 Rank 2 Rank 3 Rank 4 Total No. of Respondents 15 27 40 18 100 Percentage % 15 27 40 18 100

CALCULATION: E 15 27 40 25 25 25 OE 10 2 15 (O - E)2 100 4 225 (O - E)2/E 4 0.16 9

18

25

49 Cal. Value of 2

1.96 15.12

Calculated value = 15.12 Degree of freedom = (N-1) = 4 1 = 3 @ 5% level of the table value of 2 = 7.815 Result: Calculated value > tabulated value, so Ho is rejected. Decision: There is significance of the advertisement for the recruitment sources of the company. CHI - SQUARE: TEST 7 Aim: To test the significance to overcome recruitment difficulty. Ho : There is no significance to overcome recruitment difficulty. H1 : There is significance to overcome recruitment difficulty. No. of Respondents 17 23 38 22 100 Percentage % 17 23 38 22 100

Options Increased Recruitment Efforts Rec.from non-traditional Improved pay & conditions Retained existing staffs Total CALCULATION: O 17 23 38 22 E 25 25 25 25

OE 8 3 13 3

(O - E) 2 64 9 169 9 Cal. Value of 2

(O - E) 2/E 2.56 0.36 6.76 0.36 10.04

Calculated value = 10.04 Degree of freedom = (N-1) = 4 1 = 3 @ 5% level of the table value of 2 = 7.815 Result: Calculated value > tabulated value, so Ho is rejected. Decision: There is significance to overcome recruitment difficulty.

CHI - SQUARE: TEST 8 Aim: To test the significance for not joining after accepting the offer letter. Ho : There is no significance for not joining after accepting the offer letter. H1 : There is significance for not joining after accepting the offer letter.

Options Personal problems Lack of interest in BPO Better offer elsewhere Not willingness to sign a bond Total CALCULATION: O 15 26 12 47 E 25 25 25 25

No. of Respondents 15 26 12 47 100

Percentage % 15 26 12 47 100

OE 10 1 13 22

(O - E) 2 100 1 169 484 Cal. Value of 2

(O - E) 2/E 4 0.04 6.76 19.36 30.16

Calculated value = 30.16

Degree of freedom = (N-1) = 4 1 = 3 @ 5% level of the table value of 2 = 7.815 Result: Calculated value > tabulated value, so Ho is rejected. Decision: There is significance for not joining after accepting the offer letter.

CHI - SQUARE: TEST 9

Aim: To test the significance of buddy referral is effective. Ho : There is no significance of buddy referral is effective. H1 : There is significance of buddy referral is effective. No. of Respondents 92 8 100 Percentage % 92 8 100

Options Yes No Total

CALCULATION: O 92 E 50 OE 42 (O - E) 2 1764 (O - E) 2/E 35.28

50

42

1764 Cal. Value of 2

35.28 70.56

Calculated value = 70.56 Degree of freedom = (N-1) = 2 1 = 1 @ 5% level of the table value of 2 = 3.841 Result: Calculated value > tabulated value, so Ho is rejected. Decision: There is significance of buddy referral is effective.

CHI - SQUARE: TEST 10 Aim: To test the significance for the candidates to appear for interview. Ho : There is no significance for the candidates to appear for interview. H1 : There is significance for the candidates to appear for interview. No. of Respondents 21 48 31 100 Percentage % 21 48 31 100

Options Place of Interview Brand Name Flexible Timing Total

CALCULATION: E 33.34 33.34 OE 12.34 14.66 (O - E) 2 152.2756 214.9156 (O - E) 2/E 4.5674 6.4462

O 21 48

31

33.34

2.34

5.4756 Cal. Value of 2

0.1643 11.1779

Calculated value = 11.1779 Degree of freedom = (N-1) = 31 = 2 @ 5% level of the table value of 2 = 5.991 Result: Calculated value > tabulated value, so Ho is rejected. Decision: There is significance for the candidates to appear for interview. WEIGHTED AVERAGE METHOD TEST 11

Aim: To test the recruitment sources of the company.

Sources

Total W

Grand Total WX

W.A= WX / = 24 + 20 + 5 = 49 / 23 = 2.1304 W W

Rank

Advertisement Employee Referral Campus Recruitment Job sites

15 27 23 9

27 21 32 29

40 33 32 25

18 19 13 47

100 100 100 100

239 252 265 259

2.39 2.52 2.65 2.59

4 3 1 2

Inference: The majority of the respondents conclude that campus recruitment is major sources of recruitment for the company.

SUMMARY OF FINDINGS 4.1. GENERAL FINDINGS 46% of employees have <1year experiences. 63% of the employees tell that service agreement is major factor in recruitment difficulties. 55% of the employees tell that the training given to them is very good.
60%of employees are recruits from Arts & Science College.

48% of employees said that the candidates are influenced for interview by the brand name. 78% of employees said yes for career path & growth aspects. 38% of the employees tell that they should improve pay and conditions 92% of employees said that the buddy boom referral is effective.

 38% of the employees have ranked 2 for the overall recruitment strategy of the company. 56% of the employees tell that most of the candidates are screened out in the Voice & Accent round.
47% of the employees are not willing to take up a bond.

4.2. STATISTICAL FINDINGS

There is no relationship between the experience of employees & recruitment difficulty. There is relationship between the experience of employees & well trained to help to recruitment process. There is no relationship between what influences the candidate to appear for interview & career path & growth aspects. There is no relationship between the feedback on overall recruitment strategy & career growth aspects. There is significance in the colleges for campus recruitment. There is significance of advertisement for the recruitment sources of the company. There is significance to overcome recruitment difficulty.

 There is significance for not joining after accepting the offer letter. There is significance that buddy referral is effective. There is significance for the candidates to appear for interview. The majority of the employees conclude that campus recruitment is major source of recruitment for the company.

SUGGESTIONS AND RECOMMENDATIONS

The good candidates should be taken from the finishing school.

The company needs to recruit high quality staff with the right skills on the appropriate contracts to deliver the key objectives of the position and organization. The candidates could be recruited through apprentices methods.

Most of the employees said that outstation campus is not required. Therefore this could be reviewed.

CONCLUSION

The study has concentrated on the recruitment process of HCL Technologies BPO Services Ltd., The study has been conducted only for the recruitment of level 1 and level 2 class of employees. The company seems to be moving it right lines as far as its recruitment strategy is concerned. However a few drawbacks were found and remedies are suggested. Since the company is at its early stages and since recruitment is carried out on a mass scale it becomes important to concentrate on this aspect. With these objectives in mind the study has been conducted.

QUESTIONNAIRE

A STUDY ON THE RECRUITMENT PROCESS IN HCL BPO NAME: DESIGNATION: AGE: QUALIFICATION: EMAIL:

1. How many years of experience do you have in HCL BPO? ( ) <1yrs ( )1-5yrs ( )5-15yrs ( )above 15 yrs

2. How many years of experience do you have in HR Prior to HCL BPO? ( ) Years ( ) months

3. What factors have caused the recruitment difficulties? ( ) lack of applicants experience ( ) Service agreement ( ) Lack of applicants with required work

4. Are your team members well trained to facilitate the recruitment process (interview etc)? ( ) Excellent ( ) Good ( ) Fair ( ) Poor

5. Rank the recruitment sources according to importance? ( 1-4 ) Recruitment 1.Advertisement 2.Employee reference 3.Campus recruitment 4.Job sites Ranking

6. Please specify the colleges for campus recruitment? Job Sites 1.Naukri 2.Monster 3.Times jobs 4.Jobs ahead ( ) Engineering ( ) B-school 7.Rank the job sites according to your preference? ( 1-4 ) Ranking

( ) Arts/ Science

8. Mention the ways, which influences the candidate to appear for interview? ( ) Place of interview ( ) Flexible timing 9.Does career path and growth aspects play a role in attracting candidates? ( ) Yes ( ) No ( ) Brand name

10. Please mention the type of jobs that you have experienced difficulty in recruitment & reason it? Job designation 1. 2. Reason

11. What action have you taken to overcome recruitment difficulty? ( ) Increased recruitment efforts ( ) Recruitment from non-traditional ( ) Retained existing staff sources ( ) Improved pay and condition

12. Your feedback on assistance provided by other department in recruitment process? Job description Feedback process Interview process Communication - Ineffectively 1 - Ineffectively 1 -Ineffectively 1 - Ineffectively 1 2 2 2 2 3 3 3 3 4 4 4 4 5 Effectively 5 Effectively 5 Effectively 5 Effectively

13. Do you feel Buddy Boom referral is effective? ( ) Yes ( ) No

14. Your feed back on the effectiveness of overall recruitment strategy? Rank (1) (2) (3) (4) (5)

15. Match the source that could afford you the best suitable candidates for different position?

Position Ad.

Emp.Ref

Campu s Recruit

Job sites

Consultancy Walkin-

Networkin g

Job fair

Source TSO CSE TL

16. Mention the critical round where most of the candidates are screened out? ( ) Group discussion. ( ) Voice and Accent ( ) HR Interview ( ) Written test ( ) Technical Skill

17. Mention the reasons for not joining after accepting the offer letter? ( ) Personal problem ( ) Better offer elsewhere ( ) Lack of interest in BPO ( ) Not-willingness to sign a bond

18. What is the maximum expectation you have from candidates? Comments: ----------------------------------------------------.

REFERENCES

BOOKS REFERRED:
Aswathappa,

HUMAN

RESOURCES

AND

PERSONNEL

MANAGEMENT, TATA McGraw Hill, 2003.

Arora P.N. & Arora.S, STATISTICS FOR MANAGEMENT, Edition

2003.
Kothari.C.R, RESEARCH METHODOLOGY, Reprint Edition 2004.

WEBSITES:
www.hcl.in www.google.com www.citehr.com www.personneltoday.com