“A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL

TECHNOLOGIES – BPO SERVICES, GREAMS ROAD, CHENNAI”

By

SHWETA SINHA
Reg. No. 35107302

A PROJECT REPORT

Submitted To The Department of

S.R.M SCHOOL OF MANAGEMENT

In Partial Fulfillment for the award of the
degree

MASTER OF BUSINESS ADMINISTRATION

IN

S.R.M SCHOOL OF MANAGEMENT

S.R.M UNIVERSITY
KATTANKULATHUR
CHENNAI-603203

1
 OF

HCL TECHNOLOGIES-BPO SERVICES

GREAMS ROAD, CHENNAI,

TAMIL NADU

2
 BONAFIDE CERTIFICATE
This is to certify that the final project report titled “RECRUITMENT
PROCESS OF HCL TECHNOLOGIES – BPO SERVICES, GREAMS
ROAD, CHENNAI”, is done by Ms. Shweta sinha (Reg. No. 35107302) of
MBA, SRM School of Management, (SRM University) Kattankulathur
during the academic year 2009, Fourth semester, final year who carried out
the project under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred
on an earlier occasion on this or any other certificate.

Faculty Guide HOD

Internal Examiner External Examiner

PLACE: KATTANKULATHUR
DATE:

3
 ACKNOWLEDGEMENT

I extend my sincere gratitude to our respected Dean Dr. JAYSHREE

SURESH for her kind co-operation and valuable suggestions throughout this
project.

I take this opportunity to express my sincere gratitude to Mr. J.

DINESH, Faculty, SRM School of Management for his guidance during
the course of the project.

SHWETA SINHA

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5
 ACKNOWLEDGEMENT

I would like to give thanks to Ms. AROCKIA SHEEBA THOMAS,

Executive HR to spend he

precious time on my Final Project and also her colleagues to help me

in completing my project successfully.

I am also thankful to various Executives of HCL TECHNOLOGIES-

BPO SERVICES, Ms. AARTHI, EXECUTIVE HR, for their kind help
in providing me various information.

I would like to convey special thanks to Mr. PREM CHANDER,

ACCOUNTING MANAGER for getting this project at HCL
TECHNOLOGIES-BPO SERVICES.

All together lastly, I would like to thanks each and everyone who have
made this on-the-Job Training a successful program.

SHWETA SINHA
FINAL YEAR, MBA
SRM SCHOOL OF MANAGEMENT STUDIES
CHENNAI

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 DECLARATION

I, Shweta Sinha, a bonafide student of final year MBA, SRM INSTITUTE

OF MANAGEMENT, SRM University, here by declare that the final year
project ‘RECRUITMENT PROCESS OF HCL TECHNOLOGIES –
BPO SERVICES, GREAMS ROAD, CHENNAI’ which was undertaken
by me at “HCL TECHNOLOGIES – BPO SERVICES, GREAMS
ROAD, CHENNAI” in partial fulfillment of the MBA degree course of
SRM University.

Date: Shweta Sinha

Place: Chennai

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 PREFACE

The study was made at HCL BPO on recruitment process for fresh candidates. The scope
of the study is to analyze the effectiveness of the current recruitment system and to know
drawbacks of it. Also enable a proper recruitment strategy to be followed for candidates.

The objective of this study is to find out the sources of recruitment preferred by the
company and also find out the difficulties in recruiting candidates. It also helps in finding
out the requirements & sources needed to recruit the candidates and even improve
recruitment process.

In a short span of duration of study it was not possible to cover all the activities as it’s a
vast area but all efforts have been done by me to incorporate as much information as
possible in the short duration.

In this study adequate Guidance & Instructions have been provided by Ms. AROCKIA
SHEEBA THOMAS, Executive HR
It would not have been possible to complete the study without her proper Guidance. I
extend my sincere thanks to her.

THANK YOU

SHWETA SINHA
FINAL YEAR, MBA
SRM SCHOOL OF MANAGEMENT STUDIES
CHENNAI

INDEX

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CHAPTER NO CONTENTS PAGE NO
ABSTRACT

1 INTRODUCTION 05
1.1 Review on Literature 07
1.2 Overview of Recruitment Process 15
1.3 Need and Scope of Study 22
1.4 Industrial profile 23
1.5 Company profile 28

2 RESEARCH METHODOLOGY AND DESIGN 35

2.1 Type of Research 36
2.2 Statement of Objective 37
2.3 Research Instrument 37
2.4 Questionnaire Design 38
2.5 Data Collection 38
2.6 Sampling Procedure 38
2.7 Period of Study 39
2.8 Sample Size 39
2.9 Pilot Survey 39
3.0 Limitations of the Study 40

3 DATA ANALYSIS AND INTERPRETATION 41

3.1 Data Analysis 42
3.2 Statistical Analysis 58

4 SUMMARY OF FINDINGS 64
4.1 General Findings 64
4.2 Statistical Findings 65

5 SUGGESIONS 67

6 CONCLUSION 70

7 QUESTIONNAIRE 72

8 REFERENCES 80

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ABSTRACT

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 ABSTRACT

The study was made at HCL BPO on recruitment process for fresh candidates. The scope
of the study is to analyze the effectiveness of the current recruitment system and to know
drawbacks of it. Also enable a proper recruitment strategy to be followed for candidates.

The objective of this study is to find out the sources of recruitment preferred by the
company and also find out the difficulties in recruiting candidates.

It also helps in finding out the requirements & sources needed to recruit the candidates
and even improve recruitment process.

The type of research design used is descriptive in nature and the required data is been
generated using a research instrument called the questionnaire, to a sample of 100
employees are convenience sampling and non-probability samplings. The period of study
is three months.

The collected data is been analyzed using various statistical tools named chi-square and
graphs, after analyzing the data general and statistical findings are soughed out through
interpretation, suggestions & recommendations and hence formulated summary of
findings.

This study reveals that overall recruitment process given by the organization is effective
and suitable for HCL BPO recruiting strategy.

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1. INTRODUCTION

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 INTRODUCTION

Recruitment forms 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- “placing 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.

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1.1. REVIEW OF LITERATURE
Recruitment forms the first stage in the process, which continuous with selection and
ends with the placement of the candidate. It follows the HR planning function. Recruiting
makes it possible to acquire the number and type of people necessary to ensure the
continued operation of an organization.

Recruitment is the art of discovering and procuring potential applicants for actual and
anticipated organizational vacancies.

Accordingly, the purpose of recruitment is to locate sources of manpower to meet job

requirements and job specifications.

Recruitment is considered as one of the most important function in an organization.

Unless the appropriate people are hired, even the best plans, organizational charts, and
control systems would not yield good results. Decisions regarding testing, work policies,
programmes, compensation, and corporate image all have an impact on recruiting.

Factors Affecting Recruitment:

All organizations, large are small, have to engage in recruitment. Some of them delegate
the job to HR Managers, while others involve the HR Managers directly on the job. The
element conditions in the community where the organization is located may be a factor
for attracting potential job applicants. Here, certain geographic factors and location
advantages play an important role.

The effect of past recruiting efforts, which show the organizations ability to locate and
keep good people, is another criterion. For example, if an organization follows the
promotional policy of recruiting from within, the employees will be motivated to
continue in such an organization. Also, the compensation and benefits package offered by
an organization influence and attract employees.

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Organizations that are growing and expanding will always find it necessary to recruit and
organizations that are growing may not need any recruitment.

Recruitment Definition:

Recruitment is a process of searching for prospective employees and stimulating

them to apply for jobs in an organization. It is often termed positive in that it
stimulates people to apply for jobs to increase the selection ratio. Selection on the
other hand tends to be negative because it rejects a good number of those, who
apply, leaving only the best to be hired.”

- EDWIN B FLIPPO

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.

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Purpose And Importance:

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

1. Determine the present and future requirements of the organization in conjunction

with personnel- planning and job- analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of
its workforce.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

qualifications and interests, and generate enthusiasm among the best candidates so that
they will apply for the vacant positions.

Recruitment lends itself as a potential source of competitive advantage to a firm.

An effective approach to recruitment can help a company successfully compete for
limited human resources. The firm must choose a recruiting approach that produces the
best pool of candidates quickly and cost effectively. A recruiting programme helps the
firm in at least four ways:

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 Attract highly qualified and competent people.
Ensure that the selected candidates stay longer with the company
Make sure that there is match between cost and benefit.
Help the firm create more culturally diverse work-force.

The negative consequences of poor recruitment process speak volumes about its role in
an organization. The failure to generate an adequate number or reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor quality of selection
means extra cost on training and supervision. Furthermore, when recruitment fails to
meet organizational needs for talent, a typical response is to raise entry-level pay scales.
This can distort traditional wage and salary relationships in the organization, resulting in
unavoidable consequences. Thus, the effectiveness of the recruitment process can play a
major role in determining the must be expended on other HR activities and their ultimate
success.

SOURCES OF RECRUITMENT

INTERNAL SOURCE:

• Internal promotions

EXTERNAL SOURCE:

• Advertisement in newspapers
• Campus recruitment
• Consultants
• Job fairs

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Advertisement:

A common method of recruitment is advertising. Advertising media can range from the
typical classified newspaper ad to very complex and glitzy campaign on radio or
television. Major approaches to advertising include newspapers, radio, television, direct
mail, magazines and directories.

Compilation of the Advertisement:

The advertisement should be designed to ensure that:

• It attracts suitable candidates only;
• It enhances the public image of the organization;
• It reaches appropriate candidates as economically as possible.

It must be based on the facts detailed in the job description and the person specification.
A poor advertisement may attract the wrong type of candidate and distort the number of
applications received i.e. either too few or too many. The advertisement should be non-
discriminatory and should avoid any gender or culturally specific language. There are
certain exceptions to this where the legislation allows an employer to confine a job to a
man, or a woman, where sex is a genuine occupational qualification. The organization
should include in the advertisement its statement of commitment to equal opportunities.
The actual advertisement should be brief and written using a minimalist style as the cost
of advertising is extremely high. The detail about the job should be included in the
Further Particulars about the post issued to all potential applicants. Human Resources will
provide advice on the content of the advertisement, the collation of copy, the placement
of the advertisement and the associated administration.

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Campus recruitment:

Campus recruitment becomes a critical source because it provides the management

personnel that will shape the future direction of the organization. These graduates will be

malleable and can be shaped to fit in with the company culture more easily than more

experienced people from organizations.

Some guidelines for improving campus recruitment process are given below:

• Identify those institutions from where student who are suited to the organization’s

needs can be found and improve the relationship with such institutions.

• Recruiters need to be carefully trained in planning and conducting effective

interviews for gauging the potential of the students rather than only judging mark
based performance.
• Use resume databases to aid in the search for viable candidates. Candidates can be
short-listed on the basis of these databases and then called for further interviews.
• Provide clear and detailed information about the job and organization so that the
student gets a realistic expectation about the job.

Consultants:

This is a good source but it is more expensive option especially for a company that is
into mass recruitment. The advantage is that the agency will take care of the initial
recruitment stage and this gives the HR department of the company more free time to
concentrate on other important matters. A disadvantage is that if the company has a
contract with many agencies, then there is more possibility of duplication.

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RECRUITMENT 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.

Basically, employers’ decisions regarding the use of different search channels and
judgments regarding the suitability of job applicant relate to the problems of
asymmetric information; job applicants have more knowledge of their capabilities
than the prospective employers do. The interaction of productivity difference among
job applicants and employers’ uncertainty as regards the productive capabilities of
individuals may explain decisions taken by the employers both in steps two and three
of the recruitment process.

Hiring is a decision under uncertainty in the sense that the productivity of job
applicants in not directly observable. Therefore the employers are interested in
obtaining information that can serve as good statistic for applicant’s job capabilities

20
The probably that a job seeker and employer shall find each other and that an
agreement about employment shall be reached, depends on the behavior of both agent
and on their characteristics. In the traditional search theory regarding value of his/her
lifetime income, the reservation wage is important for the probability that a person
shall get a job within a given period of time and thereby for the expected length of the
unemployment spell.
The HR planning is the preliminary step of recruitment process. It is the process by
which an organization should move from its current manpower position to its desired
manpower position. It may be viewed as for seeing the human resource requirements
of an organization an its feature supply making necessary adjustments between the
two organizational plans and also foreseeing the possibility of developing the supply
of human resources in order to match it with the requirements by introducing
necessary changes in the functions of HR.
Recruitment has always been a never-ending process in the organization scenario.
Significant transitions have been brought in the long run of recruitment but the major
concentration has always been engaging persons in employment and the initial setup
for this. Recruitment is followed in the all-different sector, be it manufacturing
concern or a service sector. Recruitment is not just confined to its sense it covers the
aspects from selection to training. Despite the usage of various terminologies
describing each step of the recruitment process, it is a chain link where the start is not
distinct.
Recruitment involves seeking and attracting a pool of people from which qualified
candidates for job vacancies can be chosen. Recruitment system can be subdivided
into 4 major sub systems.
• Finding out and developing sources

• Developing techniques to attract candidates

• Employing the techniques

• Stimulating the candidates and making for apply for jobs.

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1.2. 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.

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

22
compensation, advancement, and the company's financial health and future.

STEPS ON RECRUITMENT PROCESS:

 Planning,

 Strategy development

 Searching,

 Screening

 Evaluation and control.

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 Personnel Placing
Recruiting Selecting
Human New
Needed Qualified
Resource Employees
Personnel Personnel
Planning on Job

Developing
Search for Evaluating
Sources of
Potential Recruiting
Potential
Employees Effectiveness
Employees
Upgrading in
Same Position
Personnel
Research
Internal Transferring to
Sources New Job

Job Posting Promoting to

Higher
Responsibilities

Employee
Referrals

External Advertising Evaluating

Source for Selection

Scouting

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.

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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.

INTERNAL SOURCE:
 Internal promotions
 Internal transfer

EXTERNAL SOURCE:
 Advertisement in newspapers
 Campus recruitment
 Consultants
 Job fairs

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 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

26
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 vi-
sion 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.

Informal Methods:

External recruiting methods are often grouped into two classes:

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 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 employee.

Formal Methods

Formal methods of external recruiting entail searching the labor market for candi-
dates 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.

Internet Recruiting:

Internet recruiting has grown at a phenomenal rate over the past few years. Seventy-nine
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 Manager-have come into being in

28
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.

1.3. NEED AND SCOPE OF STUDY:

Need For the Study:

 To know effectiveness of the company’s present recruitment strategy.

 Manpower is the main resource of the company, therefore the company need
to know the critical areas where they can implement improvement so as to get
the right candidates at the right time at the right time at right place.
 To identify the best source through which the company can recruit good
candidates at less cost.

Scope of the Study:

The study backed by a structured questionnaire, which was the main source of qualitative
data. Initially the study required relying more on secondary data. The study also covers
the tools to improve the recruitment strategy.

The aims of the recruitment and selection process are,

 Recruit high quality staff with the right skills on the appropriate contracts to
deliver the key objectives of the position and organization;
 Ensure that equality of opportunity is considered as an integral part of
recruitment practice, thus encouraging diversity;

29
  Ensure that recruitment is effective as a key public relations exercise for all
involved;
 Ensure that recruitment is fair, efficient and cost-effective.
1.4. 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 (e.g.) [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 IT-intensive

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

30
 • 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 BPO’s:

• 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

31
 and services, or to up-sell / promote and cross sell to an existing customer base or

to complete the sales process online.

• 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 Conversion Services:

o Conversion of data across various databases on different platforms

o Data Conversion via Input / Output for various media.

o Data Conversion for databases, word processors, spreadsheets, and many

other standard and custom-made software packages as per requirement.

o Conversion from Page maker to PDF format.

o Conversion from Ms-Word to HTML format

o formats.

• Scanning, OCR with Editing & Indexing Services:

o High speed Image-Scanning and Data capture services

o High speed large volume scanning

o OCR Data From Scanned page / image

o Scan & OCR paper Book in to CD.

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• Book Keeping and Accounting Services:

o General Ledger

o Accounts Receivables and Accounts Payable

o Financial Statements

o Bank Reconciliation

o Assets / Equipment Ledgers etc.

• Form Processing Services:

o Insurance claim form

o Medical Form / Medical billing

o Online Form Processing

o Payroll Processing etc.

• Internet / Online / Web Research:

o Internet Search, Product Research, Market Research, Survey, Analysis.

o Web and Mailing list research etc.

33
 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

Key To Success

34
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.

1.5. COMPANY PROFILE:

HCL BPO is a division of HCL Technologies Limited, a Global Technology and IT

enterprise. HCL is a 31 year old enterprise, with US $ 4.1 Billion revenue, 47,100
professionals operating out of 17 countries. HCL BPO is one of the early players in
Business Process Outsourcing in the world. Having over 11,800 professionals operating
out of India and Northern Ireland, HCL BPO runs eleven centers in India, two centers in
UK and one center in Malaysia and supports Multi-lingual languages that include Eight
European Languages and Eight APAC languages.

HCL BPO’s focus verticals include Telecom, Retail, Banking and Financial Services,
Insurance and Hi-Tech and Manufacturing. This apart, the company services various
areas of operations that include Supply Chain Management, Order to Cash, Finance and
Accounting Services, Knowledge & Legal Services and Technical Support Services.

Vision Statement

“Together we create the enterprises of tomorrow”

Mission Statement :

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

customers to serve their customers better”

35
HCL- as India’s 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.

Value addition:

36
 • Strong financials to support large contracts

• Strong balance sheet/nil debt company

• Committed $ 40 M for Contact center and BPO businesses.

• Experience of creating and managing large scale infrastructure and

resource base.

• Demonstrated experience of managing large heterogeneous

hardware/software installation base.

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:

37
 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.

 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

38
 business. The certification is not a one-off task; it must be periodically, reviewed by

an external assessor.

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.

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.

39
 Selection process:

 The selection process begins with the short-listing of the CV’s.

 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.

40
41
 2. RESEARCH
METHODOLOGY
&
DESIGN

42
 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; can only report what had happened or what is
happening. The methods of research utilized in descriptive research are survey methods
of all kinds, including comparative and correlation methods.

43
2.2. STATEMENT OF OBJECTIVE:

OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE:

To study about the recruitment process in HCL BPO

SECONDARY OBJECTIVE:

 To study the basis of appointment

 To study the attrition level and its linkage with recruitment techniques used.

 To identify the sources of recruitment preferred by the company

 To offer suggestions to strengthen the crucial area of Recruitment and Selection

at HCL BPO.

 To develop and maintain procedures which will assist in ensuring the appointment
of most suitable candidate.

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.

44
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.

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.

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 has 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.

45
It is a non-probability sampling. Thus research study may include study objects, which
are conveniently located. Research findings based on convenient sampling however,
cannot be generalized.

2.7. PERIOD OF STUDY

The study was under taken for a 3 months during MAR 5th to MAY 25th 2009. During the
period following steps are 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 5 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.

Need For the Study:

 To know effectiveness of the company’s present recruitment strategy.

46
  Manpower is the main resource of the company, therefore the company need
to know the critical areas where they can implement improvement so as to get
the right candidates at the right time at the right time at right place.
 To identify the best source through which the company can recruit good
candidates at less cost.

Scope of the Study:

The study backed by a structured questionnaire, which was the main source of qualitative
data. Initially the study required relying more on secondary data. The study also covers
the tools to improve the recruitment strategy.

The aims of the recruitment and selection process 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.

3.0. LIMITATIONS OF THE STUDY

 Time was the main constraint. The project should be completed within stipulated
time limit (i.e. Mar 2nd – May 3rd)

47
 Since the project is of qualitative nature there was the participant’s bias in some
cases.

 Some information cannot be accessed due to its confidential nature.

3. DATA
ANALYSIS
&

48
 INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

3.1. DATA ANALYSIS:

Experience Of Respondents

Experience No. Of respondents Percentage

Less Than 1yr 30 30
1-2yrs 45 45
2-5yrs 25 25
>5yrs 0 0
TOTAL 100 100

No. Of respondents

Less Than 1yr

1-2yrs
2-5yrs
>5yrs

Source: Primary Data

49
INFERENCE: 45% of respondents have 1-2years experience, 30% of respondents have
less than 1year experience, 25% of respondents have 2-5 years experience and none of
respondents have 5 years of experience in HCL BPO.

Factors That Cause Recruitment Difficulties

Serial No Factors No of Respondents Percentage

1 Lack of applicants 8 8

Lack of applications with

2 20 20
required work experience

Lack of applicants with required

3 55 55
skills

Other Employers offering higher

4 10 10
wages

5 Job pays low salary 7 7

Total 100 100

50
 Total No Of Respondents

Lack of applicants

Lack of applications with

required work experience
Lack of applicants with
required skills
Other Employers offering
higher wages
Job pays low salary

Source: Primary Data

INFERENCE: 55% of the respondents feel that lack of applicants with required skills
is major factor those recruitment difficulties, 20% of the respondents feel that lack of
applicant with required work experience skills is the cause of recruitment difficulties
10% of the respondents feel that other employers are offering high wages is the cause of
recruitment difficulties, 8 % of the respondents feel that lack of applicants is the cause of
recruitment difficulties, 7 % of the respondents feel that job pays low salary is the cause
of recruitment difficulties.

Recruitment Sources Looking For

Sources No Of Responses Percentage

1.Advertisement 24 24
2.Employee reference 10 10
3.Campus recruitment 4 4
4.Job Sites 6 6
5.Networking 8 8

51
6.Walk-in-interview 14 14
7.Job fair 8 8
8.Consultancy 20 20
9. I.J.P 6 6
Total 100 100

No Of Responses

1.Advertisement
2.Employee reference
3.Campus recruitment
4.Job Sites
5.Networking
6.Walk-in-interview
7.Job fair
8.Consultancy
9. I.J.P

Source: Primary Data

INFERENCE:

24% of the respondents feel that advertisement is the best source,

10% of the respondents feel that employee reference is the best source,
4% of the respondents feel that campus recruitment is the best source,
6% of the respondents feel that job sites are the best source,
8% of the respondents feel that networking is the best source,
14% of the respondents feel that walk-in is the best source,
9% of the respondents feel that job fair is the best source,

52
 20% of the respondents feel that consultancy is the best source,
6% of the respondents feel that internal job posting is the best source.

Preferred Media For Advertisement

Media No Of Respondents Percentage

Newspaper 12 12
Job Sites 48 48
On Line 40 40
(consultancies)
Total 100 100

No Of Respondents

Newspaper
Job Sites
On Line

Source: Primary Data

53
INFERENCE:
48% of the respondents feel that jobsites are the best media for advertisement,
40% of the respondents feel that online is the best media for advertisement,
12 % of the respondents feel that newspaper is the best media for advertisement.

Minimum Expectation From Candidates

Expectation From Candidates No Of Respondents Percentage

Good Communication 40 40
Technical Skills 32 32
Willing to Work In Night Shifts 28 28
Total 100 100

No Of Respondents

Good Communication

Technical Skills

Willing to Work In Night

Shifts

Source: Primary Data

INFERENCE:
40% of the respondents feel that good communication is minimum expectation from the
candidates, 32 % of the respondents feel that technical skills is the minimum expectation

54
from the candidates, & 28 % of the respondents feel that willing to work in the night
shifts is the minimum expectation from the candidates.

Job Sites Preferred By Recruiters

Job Sites No Of Respondents Ranking

Naukri 50 1
Monster 20 2
Times Jobs 16 3
Jobs Ahead 10 4
Others 4 5
Total 100

No Of Respondents

Naukri
Monster
Times Jobs
Jobs Ahead
Others

Source: Primary Data

INFERENCE:
50% of the respondents preferred naukri is the best jobsite to get candidates,
20% of the respondents preferred monster jobsite to get candidates,
16% of the respondents preferred times job jobsite to get candidates,

55
 10% of the respondents preferred jobs ahead to get candidates, and
4% of the respondents preferred other jobsites.

Preferred Consultancies For Recruitment

Consultancy No Of Percentage
Respondents
VT Manpower 30 30
Shree Career 40 40
Job Shop 10 10
Pinnacle 10 10
Vertex 10 10
Total 100 100

No Of Respondents

VT Manpower
Shree Career
Job Shop
Pinnacle
Vertex

Source: Primary Data

INFERENCE:
40 % of the respondents preferred Shree Career consultancy,
30 % of the respondents preferred VT Manpower consultancy,
10 % of the respondents preferred Job Shop consultancy,
10 % of the respondents preferred Pinnacle consultancy,
10 % of the respondents preferred Vertex consultancy.

56
 Action To Be Taken To Manage Recruitment Difficulties

Options No Of Percentage
Respondents
Increased Recruitment efforts 32 32
Recruitment From Non-Traditional 24 24
Sources
Improved pay And Conditions 40 40
Retaining Existing Staff 4 4
Total 100 100

No Of Respondents

Increased Recruitment
efforts
Recruitment From Non-
Traditional Sources
Improved pay And
Conditions
Retaining Existing Staff

Source: Primary Data

INFERENCE:

57
32 % of the respondents feel that increasing the recruitment efforts is best action to
overcome recruitment difficulties,
24% of the respondents feel recruitment from non traditional sources is the best action to
overcome recruitment difficulties,
40% of the respondents feel that by improving the pay and conditions is the best action to
overcome recruitment difficulties,
4% of the respondents feel that retaining the existing staff is the best action to overcome
recruitment difficulties.

Ways, Which Influence The Candidates To Appear For Interview

Options No. Of Respondents Percentage

Brand Image 50 50
Working Environment 20 20
Flexile Timings 20 20
Attractive Packages 10 10
Total 100 100

58
 No. Of Respondents

Brand Image
Working Environment
Flexile Timings
Attractive Packages

Source: Primary Data

INFERENCE: 50% of respondents said that the candidates are influenced for interview
by the brand image, 20% of respondents said that the candidates are influenced for
interview by working environment & 20 % of respondents said that the candidates are
influenced for interview by flexible timings, 10 % of respondents said that the candidates
are influenced for interview by attractive package.

Costs Incurred By The Company To Bring New Recruiters For

On-Board Orientation

Expenses No. Of Respondents Percentage

Telephone Expenses 32 32
Postage Expenses 8 8
Training Expenses 60 60
Total 100 100

59
 No. Of Respondents

Telephone Expenses
Postage Expenses
Training Expenses

Source: Primary Data

INFERENCE:

60% of the respondents feel that the company incurs more costs on training expenses to
bring new recruiters for onboard orientation,
32 % of the respondents feel that the company incurs more costs on telephone expenses
to bring new recruiters for onboard orientation,
8% of the respondents feel that the company incurs more costs on postage expenses to
bring new recruiters for onboard orientation.

60
 Effectiveness Of Buddy Boom Referral

Options No. Of Respondents Percentage

Yes 80 80

No 20 20

Total 100 100

No. Of Respondents

No

No. Of Respondents

Yes

0 20 40 60 80

Source: Primary Data

INFERENCE:

80 % of respondents said that the buddy boom referral is effective &

20 % of respondents said that the buddy boom referral is not much effective.

Maximum Elimination Of Candidates

61
 Rounds No. Of Respondents Percentage
Group Discussion 28 28
Voice & Accent 48 48
Written Test 8 8
Technical Test 12 12
HR Interview 4 4
Total 100 100

No. Of Respondents

Group Discussion
Voice & Accent
Written Test
Technical Test
HR Interview

Source: Primary Data

INFERENCE:

48% of the respondents feel that most of the candidates are screened out in voice and
accent round, 28 % of the respondents feel that most of the candidates are screened
out in group discussion, 12 % of the respondents feel that most of the candidates are
screened out in technical interview, 8 % of the respondents feel that most of the
candidates are screened out in written exam, 4 % of the respondents feel that most of
the candidates are screened out in HR interview.

Reason For Not Joining After Accepting Offer Letter

62
 Reason No. Of Respondents Percentage
Lack Of Interest In BPO 30 30
Better Offer Elsewhere 16 16
Not-Willing To Sign Bond 50 50
Personnel Problem 4 4
Total 100 100

No. Of Respondents

Lack Of Interest
In BPO
Better Offer
Elsewhere
Not-Willing To Work
In Night Shifts
Candidate Demanding
For High Pay

Source: Primary Data

INFERENCE: 50 % of the respondents feel that candidates are not willing to work in

night shifts, 30 % of the respondents feel that candidates are not interest in BPO, 16 % of

respondents feel that candidates are seeking better opportunity elsewhere, & 4 % of

respondents feel that candidates are demanding for high pay.

Satisfaction Of Present Recruitment System

Options No OF Respondents Percentage

Yes 80 80

63
 No 20 20
Total 100 100

No OF Respondents

No

No OF Respondents

Yes

0 20 40 60 80

INFERENCE: 80 % of the respondents are satisfied with the quality of present

recruitment system, 20 % of the respondents are not satisfied with the quality of
present recruitment system.

3.2. STATISTICAL ANALYSIS:

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

64
Chi-Square Test:

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

Uses of Chi-Square Test:

Chi-Square is a very versatile test used both as non-parametric and 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 (Goodness of Fit):

1. Calculate the expected frequencies on the basis of the given hypothesis or

on the basis of null hypothesis.

65
 Expected frequency of any cell

Sum of observed frequencies

E = ----------------------------------------------
Mean of all observed frequencies

2. Obtain the difference between observed and expected frequencies then, 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

Σ (Oij – Eij) 2
……………….. This is the required χ 2 values
Eij
The χ 2 value obtained as such should be compared with relevant table value of
χ 2 and the inference be drawn.

5. If χ 2 calculated value is greater than χ 2 tabulated value than there is a

significant difference between observed and expected frequencies, no uniform
distribution. And vice-versa.

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 cells of a contingency

66
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:

Σ WX
WX = ------------
Σ W

Where,

XW = the weighed arithmetic mean,

X = the variable values,
W = the weights

Calculations:

Preferred Media For Advertisement

67
 MEDIA RESPONDENTS (O’s) (E’s) (O-E) (O-E)2 (O-E)2 /E
Newspaper 12 33.33 -21.33 454.9689 13.6504
Job Sites 48 33.33 14.67 215.2089 6.4569
Online 40 33.33 6.67 44.4889 1.3348
Σ 100 21.4421

12 + 48 + 40
E = ---------------------------- = 100/3 = 33.33
3

Applied formula:
Σ (Oij – Eij) 2
χ 2 = ……………….. = 21.4421, Hence, χ 2 Calculated value is
21.4421
Eij

To find Tabulated value:

Df = n-1= 3-1 = 2

χ 2 Tabulated value with degrees of freedom Df is 2 at 5% level = 5.991

On Comparing χ 2 Calculated value & χ 2 Tabulated value:

21.4421 > 5.991

Therefore, χ 2 Calculated value is greater than χ 2 Tabulated value, so Reject H0

Accept H1 : There is a significant difference between Observed Freq. and Expected Freq.
i.e. no uniform distribution between the preferred media for advertisements.
Minimum Expectation From Candidates

EXPECTATIONS RESPONDENTS (E’s) (O-E) (O-E)2 (O-E)2 /E

68
 (O’s)
Good comm. 40 33.33 6.67 44.4889 1.3348
Technical skills 32 33.33 -1.33 1.7689 0.0530
Night shifts 28 33.33 -5.33 28.4089 0.8523
Σ 100 2.2401

40 + 32 + 28
E = ---------------------------- = 100/3 = 33.33
3

Applied formula:
Σ (Oij – Eij) 2
χ 2 = ……………….. = 2.2401, Hence, χ 2 Calculated value is
2.2401
Eij

To find Tabulated value:

Df = n-1= 3-1 = 2

χ 2 Tabulated value with degrees of freedom Df is 2 at 5% level = 5.991

On Comparing χ 2 Calculated value & χ 2 Tabulated value:

2.2401 < 5.991

Therefore, χ 2 Calculated value is lesser than χ 2 Tabulated value, so Accept H1

There is no significant difference between Observed Freq. and Expected Freq.

i.e. expectations from all candidates are distributed uniformed.

69
4. SUMMARY
OF
FINDINGS

70
 SUMMARY OF FINDINGS

4.1. GENERAL FINDINGS:

 45 % of employees have in between 1-2 years of experiences.

 55 % of the employees replied that lack of applicants with required skills is the
major factor for recruitment difficulties.

 24 % of the employees ranked advertisement as the best source.

 Reason for using various sources

Sources Reason
1.Advertisement One Time Cost
2.Employee reference Valuable
3.Campus recruitment Huge Numbers In One Shot
4.Job Sites Ready Resources
5.Networking Free Of Costs
6.Walk-in-interview Shows The Brand Of The Company
7.Job fair Large Numbers
8.Consultancy Quality
9.I.J.P Familiarity

4.2. STATISTICAL FINDINGS:

 48 % of employees preferred jobsites as a media for advertisement.

 40 % of employees expect good communication from the candidates.

71
 50 % of employees preferred Naukri as the number one jobsites.

 40 % of employees ranked Shree Career Consultancy as the number one

consultancy

 80 % of employees replied that the buddy boom referral is much effective

 40 % of the employees replied that by improving pay and conditions they can
overcome the problem of recruitment difficulties.

 80 % of the employees replied that overall recruitment strategy is highly satisfied.

 40 % of the employees replied that for TSO process they prefer candidates
through Consultancy,

 20 % of the employees replied that for CSE process they prefer Employee
Referral,

 20 % of the employees replied that for TL position they prefer Internal Jobsites
and consultancies.

 20% of the employees replied that for Mentor position they prefer walk-in.

 60 % of the employees replied that the company incurs more costs on giving
training to the new recruiters.

 48 % of the employees replied that most of the candidates are screened out in the
Voice & Accent round.

72
 50 % of the employees replied that the candidates are influenced for interview by
the brand image of the company.

 50 % of the employees replied that the candidates are not willing to work in night
shifts.

 90 % of the employees replied that the fresh candidates are given 30 days of
training.

 80 % of the employees replied that they are getting quality candidates by present
recruitment system.

 In order to fill the gap in placing the candidates HCL BPO is going for waiting
lists and hold candidates.

73
 5. SUGGESIONS

SUGGESTIONS

 The company should increase its intake of employees by recruiting from

Educational Institutes more vigorously.

 The company should introduce a mobile recruitment team who can go from places
to places to select the candidates quickly and cost effectively.

 To avoid the drain out of candidates because of less pay, company should give
incentives to the candidate based on the performance every month.

74
 Company should give appraisal to the candidates in form of promotion or raise in
salary to enhance their performances and company should arrange further
workshops for least performing employees so as to increase their performance
level.

 Candidates with working experience in any other BPO shouldn’t be drained at all
instead should be hired and given training according to the requirement of the
company process.

 Advertisement is the best source to grab maximum candidates, eventhough it is

expensive. This one time investment helps to reach maximum candidates. In
addition to this, employee references are the best source to get skilled candidates.

 Jobsites and Online (Consultancies) are the best source to reduce the time and
save time to get candidates.

75
 6. CONSLUSION

CONCLUSION

This study has focused on the recruitment process of HCL Technologies BPO Services
Ltd. The study has been conducted from the employees working for recruitment process
in HCL BPO.

The company seems to be moving its right lines as far as its recruitment strategy is
concerned. However a few drawbacks were found and suggestions are recommended for
it.

76
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
this study has been conducted.

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 7. QUESTIONNAIRE

QUESTIONNAIRE

“A PROJECT REPORT ON RECRUITMENT PROCESS OF

HCL TECHNOLOGIES – BPO SERVICES”

Name :

Gender : Male Female

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Qualification:

Designation:

Instruction: Rank in 1, 2, 3…..where, 1- excellent, most, etc. Comment the reasons if

possible.

1. Your experience in HCL BPO?

______________ Months.

2. What factors have caused your recruitment difficulties (if any)? Rank them.

Lack of applicants

Lack of applicants with required work experience

Lack of applicants with required skills

Other employers offering higher wages

Job pays low salary

3. What are the recruitment sources that you are looking for? Rank the sources.

Sources Ranking
1.Advertisement
2.Employee reference
3.Campus recruitment
4.Job Sites
5.Networking
6.Walk-in-interview
7.Job fair
8.Consultancy
9.I.J.P

4. State the reason for using the various sources?

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 Sources Reason
1.Advertisement
2.Employee reference
3.Campus recruitment
4.Job Sites
5.Networking
6.Walk-in-interview
7.Job fair
8.Consultancy
9.I.J.P
5. Which media do you prefer for Advertisement? Please specify (e.g., Newspaper-

The Hindu).

Media Name And Schedule Of AD.

Newspaper
Online (consultancies)
Jobsites

6. What is the minimum expectation do you have from candidates? Rank them.

Good Communication

Technical Skills

Willing To Work In Night Shifts

Others Plz Specify______

7. Which job sites do you prefer to get the candidates? Rank them.

Job Sites Ranking

1.Naukri
2.Monster

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3.Times jobs
4.Jobs ahead
5.Others (please specify)

8. Name the consultancies you rely for the recruitment of candidates? Rank them.

1. VT Manpower

2. Shree Career

3. Job Shop

4. Pinnacle

5. Vertex

9. Please indicate the type of jobs that have experienced difficulty in recruitment

and also indicate the reason for difficulty?

Job designation Reason (Experience, Salary, Profile, Work Time)

1. TSO
2. CSE
3. PBMS
4. OD

10. Do you think “buddy boom” scheme is effective?

( ) Yes No ( )

11. What action have you taken as a result of recruitment difficulty? Rank them.

Increased recruitment efforts

Recruitment from non-traditional sources

Improved pay and conditions

Retained existing staff

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 12. Details on offer made in last six months?

Offers made in last 6 months: ____________.

No. Of candidates joined: ____________.

No. Of candidates couldn’t join due to expiry of an offer: ____________.

13. You’re feed back on the effectiveness of overall recruitment strategy? (Example:
1-excellent & 5 – worst)

1 2 3 4 5

14. Match the source that could afford you the best suitable candidates for different

position.

Position Advt. Emp.Re Campus Job sites Consultancy Walk-in Networking Job

f Recruit fair

Source

TSO
CSE
TL
Mentor

15. Match the role with the qualification and experience preferred?

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Qualification & UG Fresher UG Experience PG Fresher PG experience

Experience

Source

TSO
CSE
TL
MENTOR

16. What costs does the company typically incur more to bring new recruiters for

On- Board Orientation ? Rank them.

Telephone Calls

Postage Expenses

Training Expenses

17. Mention the critical round where most of the candidates are screened out? Rank

them.

Group discussion

Voice and Accent

Written test

Technical Skill

HR Interview

18. What influence candidates to appear for interview? Rank them.

( ) Brand Image ( ) Working Environment

( ) Flexible Timings ( ) Attractive Package

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19. Human Resource Mapping & Identify the Gaps for each month?
1. Dec-2007

Process Candidates Required Candidates placed Gap

1.TSO
2.CSE
3.OD
4. WLR3

2. Jan-2008

Process Candidates Required Candidates placed Gap

1.TSO
2.CSE
3.OD
4. WLR3

3. Feb-2008

Process Candidates Required Candidates Placed Gap

1.TSO
2.CSE
3.OD
4. WLR3
4. Mar-2008

Process Candidates Required Candidates placed Gap

1.TSO
2.CSE
3.OD
4. WLR3

20. Why do you face the problem in placing the candidates? Rank them.

Candidates ignore the offer due to night shift job

Lack of interest in BPO.

Better opportunity elsewhere.

Candidates demanding for high pay.

Others (please specify) ________________

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21. Mention the reason for not joining after accepting the offer letter? Rank them.

( ) Personal problem ( ) Lack of interest in BPO

( ) Better offer elsewhere ( ) Not willingness to sign a bond

22. What is the training period for the fresh candidates?

10 Days 15 Days

25 Days 30 Days

23. Are you getting enough quality candidates from present recruitment system?

( ) Yes ( ) No

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 8. REFERENCES

REFERENCES

BOOKS REFERRED:

 Aswathappa, HUMAN RESOURCES AND PERSONNEL MANAGEMENT, TATA

McGraw Hill, 2003.

 P.Joythi. DN Venkatesh, HUMAN RESOURCE MANAGEMENT, Oxford 2006

 Arora P.N. & Arora.S, STATISTICS FOR MANAGEMENT, Edition 2003.

 Ravilochanan, RESEARCH METHODOLOGY, Reprint Edition 2004.

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WEBSITES VISITED:

 www.hcl.in
 www.google.com
 www.humanlinks.com
 www.hrcommunity.com

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