PROJECT REPORT

ON
“A STUDY OF THE RECRUITMENT AND SELECTION PROCESS
AT HCL INFOSYSTEMS”

A Project report submitted in partial fulfillment of the requirements of

the award
Of

Submitted By: Under the Guidance of:

Name: Shruti Vats Faculty Mentor’s -
Roll no: 8427573 Ms. Neerja Anand
Batch: 2013-16 (JaipuriaInstitute,Indrapuram)

JAIPURIA INSTITUTE
INDRAPURAM, GHAZIABAD
Session:2013-16

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 CERTIFICATE

This is to certify that SHRUTI VATS (Reg. No. 8427573), A Project Report on HCL
INFOSYSTEMS, recruitment and selection criteria and their benefits to the company and
the project entitled as “A Study on Recruitment and Selection Process.”is approved
and is acceptable in quality and form.

Internal Examiner External Examiners

(Mr. _________) (Mr. _________)

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 DECLARATION

This is to certify that I, Shruti Vats of BBA (2013-16 Batch) a student of Jaipuria

Institute, Indrapuram has undertaken the project on “AStudy of the Recruitment and

Selection Process at HCL Infosystems”. The project has been carried out by me in

partial fulfillment of the requirements for the award of degree of BBA and is my original

work which has not been submitted in any other university.

Shruti Vats

(Signature)

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 ACKNOWLEDGEMENT

Anyaccomplishmentrequirestheeffortofmanypeopleandthisworkisnodifferent.Ithasbeenmy
proudprivilegetobeattachedtoHCL INFOSYSTEMS, NOIDA,and
ahighlyprofessional'sbankwithmodernoutlook.

.WithduerespectIexpressmyindebtnesstothemanagementof HCL INFOSYSTEMS,

NOIDA,foraccommodatingmeasasummer trainee.

Iwouldliketoexpressmygratitude withdeepsense ofreference toMr.Rajendra Singh

(Industry mentor).Itwouldhavebeendifficulttogothrough
thisprojectwithouttheirhelp.Henotonlyhelpedmeincollectingdatabutalsosupportedmewith
theirvaluableknowledgeandexperienceinthesuccessful completionofthisproject.

Iwouldalsothankfultoalmightygodforhisgraceandmercytosuccessfullycompletethisproject.

SHRUTI VATS

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 EXECUTIVE SUMMARY

HCL Infosystems Ltd. is India's premier information enabling company. They are the
one-stop-shop for your requirements of products & services in the areas of Computers,
Laptops, Servers, Storage, Enterprise Networking, Copiers, and Digital Projectors &
Communication Devices. This is backed by HCL's service support infrastructure - the
widest in the country. HCL Infosystems ( HCLI) draws its strength from 29 years of
experience in handling the ever changing IT scenario, strong customer relationships ,
ability to provide the cutting edge technology at best-value-for-money and on top of it ,
an excellent service & support infrastructure. The study of my project is Recruitment and
Selection procedures of HCL Infosystems ltd. Recruitment process starts when we don't
get suitable unutilized required resource within the organization after RMG (Resource
Management Group) meeting. Determining the Manpower requirement of the company.
Analyzing different sources of Recruitment i.e. the internal as well as external and how it
takes place and which all resource channels are used when the company has to recruit
from outside the organization. The various steps the company has to follow selecting an
individual for the job posting -resumes screening, shortlisting, written test and interview.

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 TABLE OF CONTENTS

Chapter No. Contents Page

(i) CHAP (ii) OBJECTIVES

TER1
CHAPTER2 INTRODUCTION
CHAPTER3 RESEARCH METHODOLOGY
CHAPTER4 DATAANALYSIS&INTERPRETATION
CHAPTER 5 RECOMMENDATION
CHAPTER 6 CONCLUSION
CHAPTER 7 QUESTIONARIES

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 OBJECTIVE

1. To study about procedures of recruitment & selection process in HCL

Infosystems Ltd.

2. To study about HRM functions and criteria of recruitment & selection in

HCL Infosystems Ltd.

3. To analyze about various recruitment and selection sources used in IT

companies i.e. both External and Internal.

4. To analyze about different channels used in modern HRM functions

displaying changes made in recruitment and selection procedures during the
last five years.

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 PROBLEMS OF THE STUDY

At the first, although the Limitations that I faced in the Organizations is the
absence of Trade Unions, otherwise which could have helped me in understanding
the industrial relations in a comprehensive manner.

Secondly, the Limitation that I had is the Scope of Collection of Sample Size
which was confined to only one Department, which would have other wise made
my study and observations much vaster.

Lastly, the stipulated time for the project is insufficient to undergo an Exhaustive
Study about the topic assigned and moreover the scope of the topic (Recruitment
and Selection) is wide enough, so it is difficult to cover the entire topic within the
stipulated time, but still whatever I could do towards this effect, I have done that.

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 INTRODUCTION

The Recruitment and Selection Procedure of the company determines the level of
achieving Organizational Goals in the long run. As per definition it is stated that
which is all about Selecting Right person for the Right Job at the Right Time at the
best Possible Position. Although it sounds quite simple but it is also not an easier
job to evaluate a person with his Ability and Skills that may satisfy the Core
Competency for the Job so that his degree of willingness to pursue a Job becomes
Positive. From Job Seeker's prospective it is the Core Competencies which matter
much for a job. So it is the effective Recruitment and Selection Procedure which
determines not only the right candidate for a job but also a long-term
accomplishment of Organizational Goals.

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

by the IT Company towards this effect. I have chosen HCL INFOSTEMS LTD,
which is Multinational IT giant for studying their methods of Recruitment and
Selection Function. In the course of my study I came to know that, it has the
probability of achieving more than 50% of the people to be placed for the Right
Job, which reflects some of the unique ways for recruiting the candidates to fill jjp
various vacancies.

The Aim of the Company is to achieve overall Organizational Goal not only by
way of fulfilling the targeted top line but also Employee Satisfaction towards
various position of Job to the Maximum Level. This I will see as I proceed
subsequently in my Project.

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(1.2) RELEVANCE OF RECRUITMENT AND SELECTION
PROCEDURES IN HR

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

it is not done properly the Production Procedure will be hampered. Hence
Productivity will fall down. So the Organization will be in trouble and it
will affect the Employer- Employee Relationship.

So Recruitment and Selection Procedure should be done in Proper and

Correct manner. The New Candidates should replace the vacant post so that
the production of the company does not hamper. By this the Productivity
will increase and the Organization will gain profit. So the Employer will be
happy and will not hesitate to distribute bonus and increments to the
workers. The Workers will also be more motivated to work. Hence there
will be Harmonious Relationship in the Organization. It will also stabilize
the organization in the long run.

1.3 WHY I CHOSE RECRUITMENT AND SELECTION FOR MY

STUDY - JUSTIFICATION

Basically Recruiting is the discovering of Potential Candidates for actual or

anticipated organizational vacancies. It also can be said in another way that
bringing together those with jobs to fill and those seeking jobs.

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

identify our Human Resource needs. I can know what kind of people must
be selected to fill up the Specified Vacancies.

The Ideal Recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self select them out of job
candidacy, that is, a good Recruiting Program should attract the qualified

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and not attract the unqualified. Recruiting people is done by various ways,
for the study first I have to know the Recruiting Sources. There are Internal
and External Sources as well as Employee Referrals/Recommendation.

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

INFOSYSTEMS LTD. To find out Actual Recruitment and Selection
Process of IT Company is my main objective of study.

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

Organization, Attractiveness of the job, Internal policies, about the Union
(if any), Govt. requirement Recruiting Budgets etc.

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

Program of this IT Company where for all kinds of operational level
Technical Qualification is needed. I also have the picture of Selection Cost
of the company. It is very interesting to study Recruitment and Selection
Process as it will give me light when I will work, in HR Department in my
future Corporate Life. That's why I choose this topic.

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 REVIEW OF LITERATURE
(2.1) THEORITICAL PERSPECTIVE OF RECRUITMENT AND
SELECTION PROCESS:

Recruiting is the discovering of Potential Applicants for actual or

anticipated organizational vacancies. In other words, it is a 'linking activity'
bringing together those with job and those seeking jobs. As Yodel and other
point out: "Recruitment is a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force."

Recruitment has been regarded as the most important function of personnel

administration, because unless the right type of people are hired, even the
best plans, organization charts and control systems would not do much
goods. Flippo views recruitment both as 'positive' and 'negative' activity. He
says: "It is a process of searching for prospective employees and
stimulating and encoy/aging them to apply for jobs in an organization. !t is
often termed positive in that it stimulates people to apply for jobs to
increase the 'hiring ration', i.e., the number of applicants for a job.
Selection, on the other hand tends to be negative because it rejects a good
member of those who apply, leaving only the best tobe hired".

(2.2) FACTORS AFFECTING RECRUITMENT:

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

activity, though not to the same extent. This differs with:

1. The size of the organization;

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2. The employment conditions in the community where the organization is
located;
3. The effects of past recruiting efforts which show the organization's ability
to locate and keep good performing people;
4. Working conditions and salary and benefit packages offered by
the organization - which may influence turnover and necessitate future
recruiting;
5. The rate of growth or organization;
6. The level of seasonally of operations and future expansion and production
programs; and
7. Cultural, economic and legal factors, etc.

Factors governing recruitment may broadly be divided as internal and

external factors.
(1) The internal factors are:
(i) Recruiting policy of the organization;
(ii) Human resource planning strategy of the company;
(iii) Size of the organization and the number of employees employed;
(iv) Cost involved in recruiting employees, and finally;
(v) Growth and expansion plans of the organization.
(2) The external factors are:
(i) Supply and demand of specific skills in the labour market;
(ii) Political and legal considerations such as reservation of jobs for SCs, STs,
and so on.
(iii) Company's image-perception of the job seekers about the company.

(2.3) THEORIES REGARDING RECRUITMENT

Recruitment is a two-way street: it takes a Recruiter and a Recruitee. Just as
the recruiter has a choice whom to recruit and whom not, so also the

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

The individual makes this decision usually on three different bases, the
objective factor, critical contact, and subjective factor.

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

being one of weighing and evaluating a set of measurable characteristics of
employment offers, such as pay, benefits, location, opportunity for
advancement, the nature of the work to be performed, and educational
opportunities."

"The critical contact theory suggests that the typical candidate is unable to
make a meaningful differentiation of organization's offers in terms of
objective or subjective factors, because of his limited or very short contact
with the organization. Choice can be made only when the applicant can
readily perceive the factors such as the behavior of the recruiter, the nature
of the physical facilities, and the efficiency in processing paper work
associated with the application."

"The subjective factor theory emphasis the congruence between personality

patterns and the 'image' of the organization, i.e., choices are made on a
highly personal and emotional basis."
(2.4) Steps in Recruitment Process

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

and attracting job seekers so as to build a pool of qualified job applicants.
The process comprises five inter-related stages, viz.,

(i) Planning,

(ii) Strategy development,

(iii) Searching,

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(iv) Screening, and

(v) Evaluation and Control

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 (2.5) RECRUITMENT POLICY

Such a policy asserts the objectives of Recruitment and provides a

framework of implementation of their recruitment program in the form of
procedures. As Yoder and other observe:

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 "Such a policy may involve a Commitment to broad principles such as
filling vacancies with the best qualified individuals. It may embrace several
issues such as extent of promotion from within, attitudes of enterprise in
recruiting its old employees, handicaps, minority groups, women
employees, part-time employees, friends and relatives of present
employees. It may also involve the organization system to be developed for
implementing recruitment program and procedures to the employed."
Therefore, a well considered and pre-planned recruitment policy, based on
corporate goals, study of environment and the corporate needs, may avoid
hasty or ill-defined procedures.

Considered decisions and may go a long way to man the organization with
the right type of personnel.

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

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

be taken into consideration as a basic parameter for Recruitment Decisions
and needs of the personnel -area-wise, job-family-wise.

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

balance of the qualitative dimensions of the would be recruits, i.e., the
recruiters should prepare profiles for each category of workers and
accordingly work out the main specifications, decide the sections,
departments or branches where they should be placed and identify the
particular responsibilities which may be immediately assigned to them.

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

Organization, e.g., for skilled or semi-skilled manual workers, internal
sources and employment exchanges may be preferred; for highly
specialized categories and managerial personnel, other sources besides the
former, may be utilized.

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(d) Criteria of Selection and Preferences: These should be based on conscious
thought and serious deliberations. In some cases trade unions may be
consulted in working out the recruitment policy. In others, management
may take the unilateral decision.

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

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

employer to such general principles as:

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

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

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

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

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

qualifications (viz., and Q1 and Q2) of manpower." It establishes broad guidelines
for the staffing process. Generally, the following factors are involved in a
recruitment policy.

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

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

security, avoiding, frequent lay-off or lost time;

(iii) To provide each employee with an open road and encouragement in the
continuing development of his talents and skills;

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

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

including promotions and transfers;

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(vi) To avoid cliques which may develop when several members of the same
household or community are employed in the organization;

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

qualifications of handicapped workers and minority sections; and

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

(2.6) PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions: (i)
It should be in conformity with its general personnel policies;

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

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

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

(iv) It should match the qualities of employees with the requirements of the work
for which they are employed; and

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

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

factors, including the skills required, the state of the labour market, general
economic conditions, and the image 'of the employer. A Company which has a
reputation of paying fair wages, providing good employee benefits and taking
interest in employee welfare activities would attract a larger number of applicants
than it needs without making any extra recruiting effort. Small companies which
hire only a few persons each year may not need to do more than spread the word
around the plant or office that a vacancy exists. However, as a result of regulations
and pressures from society and the government, the recruitment programme now

19
requires the employers to go out and actively seek jobapplicants from groups of
those who may not otherwise apply for employment.

(2.7) SOURCES OF RECRUITMENT

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

most likely source of the type of employee it needs. Some companies try to
develop new sources, while most only try to tackle the existing sources they have.
These sources, accordingly, may be termed as internal and external.

(1) INTERNAL SOURCES

Internal sources are the most obvious sources. These include personnel already on
the pay-roll of an organization, i.e., its present working force. Whenever any
vacancy occurs, somebody from within the organization is upgraded, transferred,
promoted or sometimes demoted. This source also includes personnel who were
once on the pay-roll of the company but who plan to return or whom the company
would like to rehire, such as those on leave of absence, those who quit voluntarily,
or those on production lay-offs.

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

(i) It improves the morale of employees, for they are assured of the fact that
they would be preferred over outsiders when vacancies occur.

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

than outside candidates. This is because the company maintains a record of
the progress, experience and service of its employees.

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

(iv) As the persons in the employment of the company are fully aware of, and
well acquainted with, its policies and know its operating procedures, they
require little training, and the chances are that they would stay longer in the
employment of the organization than a new outsider would.

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

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

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

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

(ii) There are possibilities that internal sources may "dry up", and it may be
difficult to find the requisite personnel from within an organization.

(iii) Since the learner does not know more than the lecturer, no innovations
worth the name can be made. Therefore, on jobs which require original
thinking (such as advertising, style, designing and basic research), this
practice is not followed.

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(iv) As promotion is based on seniority, the danger is that really capable hands
may not be chosen. The likes and dislikes of the management may also play
an important role in the selection of personnel.

This source is used by many organizations; but a surprisingly large number ignore
this source, especially for middle management jobs. In other words, this source is
the lode that is rarely mined. It is not only reasonable but wise to use this source, if
the vacancies to be filled are within the capacity of the present employees; if
adequate employee records have been maintained, and if opportunities are
provided in advance for them to prepare themselves for promotion from "blue-
collar" to "White-collar" jobs.

(2) EXTERNALSOURCES

These sources lie outside the organization. They usually include:

(i) New entrants to the labor force, i.e., young, mostly inexperienced potential
employees -the college students;

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

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

accountants;

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

Merits: (i) External sources provide the requisite type of personnel for an
organization, having skill, training and education up to the required standard,
(ii)Since persons are recruited from a large market, the best selection can be made
without any distinctions of caste, sex or color, (iii) In the long run, this source
proves economical because potential employees do not need extra training for their
jobs.

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Demerits: However, this system suffers from what is called "brain drain,"
especially when, experienced persons are raided or hunted by sister concerns.

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(2.8) METHODS OR TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarize the possible recruiting methods into three
categories: direct, indirect and third party.

(1) DIRECT METHODS

These include sending traveling recruiters to educational and professional

institutions, employees' contacts with public, and manned exhibits. One of
the widely used direct methods is that of sending of recruiters to colleges and
technical schools. Most college recruiting is done in co-operation with the
placement office of a college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space, and providing
student resumes. For managerial, professional and sales personnel, campus
recruiting is an extensive operation. Persons reading for MBA or other
technical diplomas are picked up in this manner. For this purpose, carefully
prepared brochures, describing the organization and the jobs it offers, are
distributed among students, before the interviewer arrives. The DCM,
TATAS, and other enlightened firms maintain continuing contacts with
institutions' placement officials with a view to recruiting staff regularly for
different responsible positions.

Sometimes, firms directly solicit information from the concerned professors

about students with an outstanding record.

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

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

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

(2) INDIRECT METHODS

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Indirect methods involve mostly advertising in newspaper, on the radio, in
trade, and professional journals, technical magazines and brochures.

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

frequently used method, when qualified or experienced personnel are not
available from other sources. Senior posts are largely filled by such
methods when they cannot be filled by promotion from within.

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

well as scientific, professional, and technical employees. Local newspaper
can be a good source of blue-collar workers, clerical employees, and lower-
level administrative employees.

The main point is that the higher the position is in the organization, or the
more specialized the skills sought, the more widely dispersed advertisement
is likely to be. The search for top executive might include advertisements in
a national periodical; while the advertisement of blue-collar jobs is usually
confined to the daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday

weekly edition of The Hindustan Times, The Times of India, The Tribune,
Bharat Jyoti, The National Herald, The Free Press Journal, The Pioneer,
Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian Express
etc., carry advertisements for all types of positions. Such advertisements
enable prospective candidates to screen themselves in order to find out
whether they are fit for the job for which the advertisement has been issued.

In order to be successful, an advertisement should be carefully written. If it

is not properly written, it may not draw the right type of applicants or it
may attract too many applicants who are not qualified for the job. It should
be so framed as to attract attention -for example, by the use of different
sizes and types of print. The first line should limit the audience somewhat

25
and the next few lines shouldfurther screen out the readers who do not
possess the necessary qualifications. It should provide specific information
on job requirements and opportunities for advancement, the benefits to be
enjoyed by working in the company; and it should emphasize facts related
to the dignity of the job and to its professional aspects. "Frilly
advertisements, containing exaggerated claims and gimmicky appeals, are
to be avoided." Advertising can be very effective if its media are properly
chosen.

According to Advertisement Tactics and Strategy in Personnel Recruitment,

three points need to be borne in mind before an advertisement is inserted.
First, to visualize the type of applicant one is trying to recruit. Second, to
write out a list of the advantages a company offers; in other words, why the
reader should work for the company. Third, to decide where to run the
advertisement, not only in which area but in which newspaper having a
local, state or nation-wide circulation.

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

one in which there is no identification of the organization. Respondents are
asked to reply to a 'Post Office Box Number' or to a consulting firm that is
acting as an intermediary between the applicant and the organization. The
large organizations with regional or national reputation do not usually use
blind advertisements.

Other methods include advertising in publications, such as trade and

professional journals, and radio or television announcements, as is done by
many Indian manufacturers. Professional journals are read by people with
specialized backgrounds and interests. Therefore, advertisements in these
are generally selective.

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(3) THIRD PARTY METHODS (TPMs)

The best management policy regarding recruitment is to look first within

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

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

agencies, and placement offices of schools, colleges and
professionalassociations, recruiting firms, management consulting firms,
indoctrination seminars for college professors, and friends and relatives.

Private employment agencies are widely used. They charge a small fee
from an applicant. They specialize in specific occupations: general office
help, salesmen, technical workers, accountants, computer staff, engineers
and executives. These private agencies are brokers who bring employers
and employees together. The specialization of these agencies enhances their
capacity to interpret the needs of their clients, to seek out particular types of
persons and to develop proficiency in recognizing the talent of specialized
personnel.

State or Public Employment Agencies also known as Employment or Labor

Exchanges are the main agencies of public employment. They provide a
clearing house for jobs and job information. Employers inform them of
their personnel requirements, while job-seekers get information for them
about the types of jobs that are referred to by employers. These agencies
provide a wide range of services -counseling, assistance in getting jobs,
information about the labor market, labor and wage rates.

Schools, Colleges and Professional Institutions offer opportunities for

recruiting their students. They operate placement services where complete
bio-data and other particulars of the students are available. The companies
that need employees maintain contact with the Guidance Counselors of

27
Employment Bureaus and teachers of business and vocational subjects. The
prospective employers can review credentials and interview candidates for
management trainees or probationers. Whether the education sought
involves a higher secondary certificate, specific vocational training, or a
college background with a bachelor's, master's, or doctoral degree,
educational institutions provide an excellent source of potential employees
for entry-level positions in organizations. These general and
technical/professional institutions provide blue-collar applicants, white-
collar and managerial personnel.

Sometimes, the organizations provide Work Study Programme to the

students or summer jobs for undertaking a project in the establishment so as
to get them interested in the organization in question, and after completion
of this, they may be absorbed by the companies concerned.

Professional organizations or recruiting firms or executive recruiters

maintain complete information records about employed executives. These
firms are looked upon as 'head hunters', 'raiders' and 'pirates' by
organizations which lose personnel through their efforts. However, these
same organizations may employ "executive search firms" to help them find
executive talent. These consulting firms recommend persons of high caliber
for managerial, marketing, and production engineers' posts.

Indoctrination seminars for colleges professors are arranged to discuss the

problem of companies and employees. Professors are invited to take part in
these seminars. Visits to plants and banquets are arranged so that the
participant professors may be favorably impressed. They may later speak
well of a company and help it getting the required personnel.

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

good source from which employees may be drawn. When the labor market

28
is very tight, large employers frequently offer their employees bonuses or
prizes for any referrals that are hired and stay with the company for a
specific length of time. Some companies maintain a register of former
employees whose record was good to contact them when there are new job
openings for which they are qualified. This method of recruitment,
however, suffers from a serious defect that it encourages nepotism, i.e.,
persons of one's community or castes are employed that may or may not be
fit for the job.

Trade Unions also provide manual and skilled workers in sufficient

numbers. Under agreement, they may agree as to who is to be given
preference. But in case of adverse industrial relations, this technique may
create difficulties.

Casual Labor or Applicant at the Gate: Most industrial units rely to some
extent on the casual labor, which presents itself daily at the factory gate or
employment office. However, this source is uncertain, and the candidates
cover a wide range of abilities. Even then, many of our industries make use
of this source to fill up casual vacancies.

Unconsolidated Applications: For positions in which large numbers of

candidates are not available from other sources, the companies may gain in
keeping files ofapplications received from candidates who make direct
enquiries about possible vacancies on their own, or may send
unconsolidated applications. The information may be indexed and filed for
future use when there are openings in these jobs. If necessary, the
candidates may be requested to keep the organization posted with any
change in their qualifications, experience or achievements made.

29
 Voluntary Organizations, such as private clubs, social organizations, might
also provide employees - handicapped, widowed or married women, old
persons, retired hands, etc. in response to advertisements.

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

employee, job specifications and requirements are fed into a computer,
where they are matched against the resume data stored therein. The output
is a set of resumes for individuals who meet the requirements. This method
is very useful for identifying candidates for hard-to-fill positions, which call
for an unusual combination of skills

(2.9) SELECTION PROCEDURE

The Selection Procedure is concerned with securing relevant information

about an applicant. This information is secured in a number of steps of
stages. The objective of selection process is to determine whether an
applicant meets the qualifications for a specific job and to choose the
applicant who is most likely to perform well in that job.

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

that applicant and ending with the contract of employment.

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

methods or steps or stages by which additional information is secured about
the applicant. At each stage, facts may come to light, which may lead to the
rejection to the applicant. A procedure may be compared to a series of
successive hurdles or barriers, which an applicant must cross. These are
intended as screens, andthey are designed to eliminate an unqualified
applicant at any point in the process. This technique is known as the
successive hurdles technique. Not all selection processes include all these

30
 hurdles. The complexity of a process usually increases with the level and
responsibility of the position to be filled.

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

gauges. Candidates are screened by the application of these tools. Qualified
applications go on to the next hurdle, while the unqualified are eliminated."
Thus, an effective selection programme is a non-random process because
those selected have been chosen on the basis of the assumption that they are
more likely to be "better" employees than those who have been rejected.

Selection processes or activities typically follow a standard pattern,

beginning with an initial screening interview and concluding with the final
employment decision. The traditional selection process includes:
preliminary screening interview; completion of application form;
employment tests; comprehensive interview; background investigations,
physical examination and final employmentdecision to hire.

(2.10) SELECTION POLICY

While formulating a selection policy, due consideration should be given to
organizational requirements as well as technical and professional
dimensions of selection procedures. Yoder and others have suggested goals,
technological issues, cost factors, extent of formality, etc. In other words,
and effective policy must assert the "why" and "What" aspects of the
organizational objectives.
(2.11) ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organization is mostly tailored made

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

31
First, the nature of selection, whether faulty or safe, because faulty
selection affects not only the training period that may be needed, but also
results in heavy expenditure on the new employee and the loss that may be
incurred by the organization is case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the management. As
a practice some companies usually hire more than the actual number needed
with a view to removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer the
period, the greater the uncertainty in the minds of the selected candidate
about his future.

32
The hiring process can be successful, if the following preliminary
requirements are satisfied:
(i) Some one should have the authority to hire. This authority comes from the
Employment Requisition, as developed by an analysis of the work-load and
work force.
(ii) There must be some standard or personnel, with which a prospective
employee may be compared, i.e., there should be available, beforehand, a
comprehensive job description and job specifications as developed by a Job
Analysis.
(iii) There must be a sufficient number of applicants from whom the required
number of employees may be selected.

(2.12) STEPS IN SELECTION PROCEDURE

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

procedures are, therefore, generally long and complicated. Many employers
make use of such techniques and pseudo-sciences as phrenology,
physiognomy, astrology, graphology etc., while coming to hiring decisions.
However, in modern times, these are considered to be unreliable measures.

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

individual situation:

1. Reception or preliminary interview or screening;

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

applicant's background and life history;

3. A well conducted interview to explore the facts and get at the attitudes of the
applicant and his family to the job;

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

33
5. Physiological testing to explore the surface area and get an objective look at
a candidate's suitability for a job;

6. A reference check;

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

the candidate.

34
 RESEARCH METHODOLOGY

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

Thisincludes overall Research Design, the Sampling Procedure, the Data
CollectionMethod, and the Analysis Procedure.Out of total universe 30

35
respondents have been taken for Convenience. TheSample Procedure chosen for
this are Statistical Sampling Method. HereRandomly Employees are selected.
Information, which I collected, was based onthe questionnaires filled up by the
Sample Employees.Under Secondary Method I took the help of various Reference
Books which Ihave mentioned in Bibliography and also by way of surfing through
the CompanyWebsite.

(3.1) SAMPLE SIZE

HR Executives 30 H R Manager 1

(3.2) METHODS OF DATA COLLECTION

1. SECONDARY SOURCES: Secondary data was collected from various

sources such as:Business magazines Journals Textbooks Internet

Company Bulletin The details of these sources are mentioned in the

bibliography.

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

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

3. STATISTICAL METHODS USED FOR ANALYSIS OF DATA:

The various methods used for the analysis of the data collected were: Tally
method Pie charts.

CORPORATE PROFILE - HCL INFOSYSTEMS LTD

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

annualrevenues of US$ 3.30 billion. The HCL Enterprise comprises two
companieslisted in India, HCL Technologies and HCL Infosystems.The 30 year

36
old enterprise, founded in 1976.HCL team comprises 34,000professionals of
diverse nationalities, operating across 16 countries including300 points of
presence in India. HCL has global partnerships with severalleading Fortune 1000
firms, including several IT and Technology majors.

The HCL Enterprise comprises two companies listed in India, HCL

Technologiesand HCL Infosystems. HCL Infosystems is the IT hardware
and systemintegration arm focused on the Indian market.

37
 HCL INFOSYSTEMS LTD

HCL Infosystems Ltd. is India's premier information enabling company. They are
the one-stop-shop for your requirements of products & services in the areas of
Computers, Laptops, Servers, Storage, Enterprise Networking, Copiers, and
Digital Projectors & Communication Devices. This is backed by HCL's service
support infrastructure - the widest in the country.

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

handling the ever changing IT scenario , strong customer relationships , ability to
provide the cutting edge technology at best-value-for-money and on top of it, an
excellent service & support infrastructure.

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

stop-shop convenience to its diverse customers having an equally diverse set of
requirements. Be it a large multi-location enterprise, or a small/medium enterprise,
or a small office or a home, HCLI has a product range, sales & support capability
to service the needs of the customer.

Last 29 years apart from knowledge & experience have also given them continuity
in relationship with the customers, thereby increasing the customer confidence in
us.

38
STRENGTHS

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

- Long standing relationship with customers

- Pan India support & service infrastructure

- Best-value for money offerings

HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its
origins in 1976. For over quarter of a century, they developed and implemented
solutions for multiple market segments, across a range of technologies in India.

(4.1) COMPANY HISTORY

1976

In 1976 HCL infosystem was incorporated in India

Introduced microcomputers-based programmable calculators with wide

acceptance in the scientific / education community

1977

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

-based Basic interpreter

39
1983

HCL launches an aggressive advertisement campaign with the theme ' even a
typist can operate' to make the usage of computers popular in the SME (Small &
Medium Enterprises) segment. This proposition involved menu-based applications
for the first time, to increase ease of operations. The response to the advertisement
was phenomenal.

1991

HCL enters into a joint venture with Hewlett Packard

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

packaged support services

1996

Sets up the STP (SoftwareTechnology Park ) at Chennai to execute software

projects for international customers Becomes national integration partner for SAP

1997

Kolkata and Noida STPs set up

HCL buys back HP stake in HCL Hewlett Packard

1998

Chennai and Coimbatore development facilities get ISO 9001 certification

1999

Acqusres and sets up fully owned subsidiaries in USA and UK

HCL ties up with Broadvision as an integration partner

2000

Sets up fully owned subsidiary in Australia

40
Chennai and Coimbatore development facilities get SEI Level 4 certification

Bags Award for Top PC Vendor In India

Becomes the 1st IT Company to be recommended for latest version of ISO 9001:
2000 Rated as No. 1 IT Group in India

2011

Launched Pentium IV PCs at below Rs 40,000

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

2012

Declared as Top PC Vendor by Dataquest

HCL Infosystems & Sun Microsystems enters into an Enterprise

DistributionAgreement

2003

Became the first vendor to register sates of 50,000 PCs in a quarter First Indian
company to be numero uno in the commercial PC market Launched Home PC for
Rs 19,999HCL Infosystems' Info Structure Services Division received ISO
9001:2000 certificationLaunches Infiniti Mobile Desktops on Intel Platform

Launched Infiniti PCs, Workstations & Servers on AMD platform

41
2011

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

Maintains No.1 position in the Desktop PC segment for year 2003.Enters into
partnership with Port Wise to support & distribute security & VPN solutions in
IndiaPartners with Microsoft & Intel to launch Beanstalk Neo PC Becomes the 1st
company to cross 1 iac unit milestone in the Indian Desktop PC market

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

TECHNOLOGY LEADERSHIP

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

from their inception they have attempted to pioneer the technology introductions
in the country either through R&D or through partnerships with the world
technology leaders.

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

- Developed firewalls for enterprise & personal system security

- Launched their own range of enterprise storage products

- Launched their own range of networking products

HCL Infosystems has to its claim several technology pioneering initiatives.

Someof them are:

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

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

42
- Country's first Pentium 4 based PC at sub 40k price point

- Country's first Media Center PC

Alliances & Partnerships

To provide world-class solutions and services , HCL has formed Alliances and
Partnerships with leading IT companies worldwide.HCL Infosystems has alliances
with global technology leaders like Intel, AMD, Microsoft, Bull, Toshiba, Nokia,
Sun Microsystems, Ericsson, NVIDIA, SAP, Scansoft, SCO, EMC, Veritas,
Citrix, CISCO, Oracle, Computer Associates, RedHat, Infocus, Duplo, Samsung
and Novell.

These alliances on one hand give access to best technology & products as well
enhancing understanding of the latest in technology. On the other hand they
enhance their product portfolio, and enable us to be one stop shop for our
customers.

RECENT UPDATES

HCL & Nokia decide on longer term strategy to further penetrate Indian market
Gist of Q&A with callers/ investors/ shareholders on the announcement Relating
to the long term agreement with Nokia

Toshiba in partnership with HCL Infosystems expands its retail presence in India
by unveiling 'shop Toshiba1

HCL forms a strategic alliance with Bull to launch a new range of Scalable
Enterprise Class Servers on Open Architecture AMD & IT Ministry unveil
affordable computer to promote 50x15 vision in India

HCL CORE VALUES

• Customer Focus

43
• Organizational Pride

• Mutual Respect and Trust

• Initiative and Speed

• Total Value

QUALITY

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

HCL INFOSYSTEMS believes in the Total Quality Management philosophy as a

means for continuous improvement, total employee participation in quality
improvement and customer satisfaction. Its concept of quality addresses people,
processes and products

Over the last 20 years, they have adapted to newer and better Quality standards
that helped them effectively tie Quality with Business Goals, leading to customer
and employee satisfaction.

QUALITY AT HCL INFOSYSTEMS LTD

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

late 1980s with the focus on improving quality of its products by using basis QC
tools and Failure Reporting and Corrective Active Systems (FRACAS). They also
employed concurrent engineering practices including design reviews, and rigorous
reliability tests to uncover latent design defects.

In the early 90s, the focus was not merely on the quality of products but also the
process quality systems. HCLs manufacturing unit at NOIDA was certified
initially to ISO 9002:1994 by BVQI in 1994 and later on to ISO 9001:1994 in

44
1997. As of now, all manufacturing units are certified by BVQ! as per ISO
9001:2000

In early 1995, a major quality initiative was launched across the company based
on Philip B. Crosby's methodology of QIPM (Quality Improvement Process
Management). This model was selected to because it considered the need and
commitment by an organization to improve but more importantly, the individual's
need towards better quality in his personal life.

Under Quality Education System program, they train their employees on the basic
concepts and tools of quality. A number of improvement projects have been
undertaken by our employees, whereby process deficiencies and bottlenecks are
identified, and Corrective Action Projects (CAPs) are undertaken. This reduces
defect rates and improves cycle times in various processes, including personal
quality.

HCL has received MAiT's 'Level II recognition for Business Excellence' fortheir
initiatives in the Information Technology Industry, adding another
commendationto our fold. MAIT's Level II recognition is based on the 'European
Foundation for Quality Management' (EFQM), for gaining quality leadership and
business competitiveness.

Their certifications / awards in 2003 include ISO 9001-2000 by BVQI for our
InfoStructure Services and award of First Prize by ELCINA (Electronic
Component Industries Association) for Quality, 2002-03. The ELCINA award
criteria consider two aspects. (1) Enablers (Leadership & Management
commitment, Resource Management, Product Realisation, Measurement Analysis
& Improvement) and Results (Product Quality, Customer / Stake holder
satisfaction , Business results).

45
The tryst for continuous quality improvement is never-ending in HCL Infosystems
They always strive to maintain high quality standards, which help us fulfill our
mission to provide world-class information technology solutions and services, to
enable our customers to serve their customers better.

46
 RECRUITMENT PROCEDURE AT
HCL INFO SYSTEMS LTD.

START
The short-listed candidates are informed of the selection process venu
Manpower planning is done in accordance with annual budget

In case of additional Has the candidate reached on time?

manpower requirement,
department head fills the
manpower requisition form No
Yes

The candidate fills up the II

interview process fo

The concerned
requisition then goes to
higher authorities for
The candidate goes
through the
aptitude/technical test
Manpower approved Has the candidate cleared the test?
to be plotted by
carrying out job

HR identifies the
sourcing channel Yes No
(Ads, Referrals, Job
portals, II
Consultants) Candidate goes through
HR round of interview

Short-listing of resume is
done vis-à-vis J.D.In
addition, age matrix is
Has the candidate qualified 1st round of
followed for short listing
interview?

After shortlisting, No II
validation is done & Yes
accordingly interview is
scheduled
47
 Candidate goes through
technical round of
interview

Has the candidate qualified 2nd round of interview?

No
Yes
II
Candidate appears for the
II psychometric test before
final round of interview

Candidate goes through final HR round of interview

His/ Her candidature
is not considered

Has candidate cleared all rounds?

Yes No
Candidate is asked to submit necessary documents
II

HR verifies the documents submitted

No
Are the documents authentic?

Yes

HR checks his
credentials
through referrals

48
 No
Are credentials authentic?

Yes

Candidate undergoes a
medical check-up as part of
joining

HR issues offer letter

within 24 hrs

On joining, the candidate is formally inducted and joining formalities are completed

END

STEP 1: The recruitment process starts with manpower planning. Manpower planning is done in
accordance with annual budget. In case of additional manpower requirement, the department head
fills up the manpower requisition form. (Refer annexure)

STEP 2: The concerned requisition then goes to higher authorities for the position approval.

49
STEP 3: Manpower approved to be plotted by carrying out job description involving the skills,
knowledge and the kind of candidate required.

STEP 4: HR identifies the sourcing channels and begin sourcing CV’s from various sources like
job portals, consultants, referrals etc.

STEP 5: The HR then short-list the resumes vis-à-vis job description. Age-matrix is also
followed in short-listing of resumes.

STEP 6: The short-listed candidates are then validated, i.e., they are informed and accordingly
interview is scheduled.

STEP 7: The HR intimates short-listed candidates the time and venue at least 48 hours in
advance.

STEP 8: Every candidate who’s CV has been short-listed has to go through 3 rounds of
interviews, before the final decision to hire the candidate is made.

STEP 9: The candidate would be asked to fill up interview process form before the interview
starts.

STEP 10: Depending on the position applied for the candidate goes through the aptitude/
technical test. Once the candidate cleared test, he/she goes through the first round of interview.

STEP 11: The HR takes first round of interview; this is mainly to assess the candidate’s
communication skills, presentation skills and how well he/she fits into the organizational culture.
After qualifying the first round, the candidate goes through the second round of interview.

STEP 12: Second round of interview is the technical round taken by functional manager. In the
technical round mainly candidate’s overall knowledge and expertise are judged.

STEP 13: Having being qualified the second round of interview, the candidate appears for the
psychometric test before final round of interview.

STEP 14: The psychometric test is mandatory for all employees irrespective of the level/ position
applied for. After psychometric test, there is an HR round where the salary of the candidate is
negotiated.

50
Step 15: After clearing all the rounds, the candidate is asked to submit necessary documents.
Documents include salary slip, copy of appointment letter, increment letter (if applicable), form
16 and other identity proofs such as proof of residential address, copies of mark sheet from 10 th
onwards.

The HR verifies the documents.

STEP 16: Once the documents are found to be authentic, reference check is done, i.e., HR checks
his/her credentials through referrals and appointment letters are generated.

Step 17: Having been found credentials authentic,candidate undergoes a medical check-up as part
of joining. HR issues offer letter within 24 hours.

STEP 18: The candidate is formally inducted and joining formalities are completed.

RECRUITMENT PROCESS OF ENGINEERS

START

51
 Manpower planning is Candidate goes
done in accordance through HR round of
with annual budget interview

In case of additional
Has candidate qualified 1st round of interview?
requirement, deptt
head fills MRF, then it
goes for approval by No
higher authorities

Manpower approved to
be plotted by carrying II
out job description
Yes

Candidate goes through technical round of interview

HR goes to the
training placement
office (Campus)

Has candidate qualified 2nd

HR gives the pre- round of interview? No
placement talk (PPT)
briefing about the job

Candidate goes II
through technical and
analytical test
Yes

In case of B.Tech,
Has the candidate Candidate appears for
cleared the test? the psychometric test
NO Yes before final round of
interview

52
II

53
 II Has candidate cleared all roun

His/her candidature is not considered

NO

Candidate is selected and the same recruitment process further is fo

END

54
STEP 1: The recruitment process starts with manpower planning. Manpower planning is done in
accordance with annual budget. In case of additional manpower requirement, the department head
fills up the manpower requisition form. (Refer annexure)

STEP 2: The concerned requisition then goes to higher authorities for the position approval.

STEP 3: Manpower approved to be plotted by carrying out job description involving the skills,
knowledge and the kind of candidate required.

STEP 4: HR goes to training placement office or campus in search of Diploma-

holders/B.E/B.Tech. In case of recruitment of engineers only campus placements are considered,
no other source is considered.

STEP 5: HR gives pre-placement talk (PPT) that describes about the job, career path, how
candidate will grow in the respective job and the like.

STEP 6: Candidate is put through analytical and technical test. Once the candidate cleared test,
he/she goes through the first round of interview.

STEP 7: The HR takes first round of interview; this is mainly to assess the candidate’s
communication skills, presentation skills and how well he/she fits into the organizational culture.
After qualifying the first round, the candidate goes through the second round of interview.

STEP 8: Second round of interview is the technical round taken by functional manager.
In the technical round mainly candidate’s overall knowledge and expertise are judged.

STEP 9: Having being qualified the second round of interview, if the candidate is B.E/B.Tech, he
goes through psychometric test. In case of diploma-holders no psychometric test is taken up.

STEP 10: After psychometric test, there is an HR round where the salary of the candidate is
negotiated.

Step 11: After clearing all the rounds, the candidate is selected and the same recruitment process
further is followed.

55
56
 (5.2) Recruitment Procedure
Recruitment Process starts when the company does not get suitable
unutilized required resource within the organization after RMG (Resource
Management Group) Meeting. The following procedure used when a post is
to be filled:

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

filled in following situation.

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

opportunity to revise the requirements.

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

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

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

Complete a Man Power Requirement Form which confirms:

• Details of the post

• Final approval from the appropriate Director / CEO;

• Send the Man Power Requirement Form to the Human Resources

Department

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

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

57
2. Resource channels used for new post or existing replacements

• Resource Database: Initially HR people search the required resource and

skills set within the database.

• Company Website: HR people generally post vacancies on company

website for current requirements and future requirements.

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

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

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

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

BrandBuilding of company, HR publishes the advertisement in newspaper.

• External recruitment agencies: HR uses external Recruitment Agencies

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

• Duration for the above process: Once HR receive and understand MPR,
above all activities has been done within24 hour except 'Publishing
ads in Newspaper and External Recruitment Agencies"

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

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

and than screening as per requirement details and other necessary criteria as

58
 per requirement like, candidate's qualification must be B.E / B. Tech /
MCA / M. Tech / M.E / M.S / M. Sc.(CS) / MS / MBA / CA / CS from
reputed college and university.

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

profile to technical EC head or concern program manager of given
requirement for technical screening. Once they shortlist the profile and
revert back to HR.

• Interview Schedules and Conduct: HR people schedule and conduct

technical written test and interview of short listed candidates according to
predefine technical resource viabilities.

• Written test: Those candidates who are having lest than 3 years
experience, have to appear in written test, if individual qualify the test then
only, can proceed for interview.

• Interview: Those candidates who are having equal or more than 3 years
experience or those who qualified the written test can appear in interview,
interviews are generally conducted 2 or 3 technical rounds and then if
candidate founds suitable for requirement, the final round is conducted by
HR for offer.

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

SELECTION POLICY IN HCL INFOSYSTEMS LTD

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

in this Company. The company has a well established recruitment and
selection policy. The policy asserts the objectives of the recruitment and
provides a framework of implementation of their Recruitment programme
in the form of procedures.

59
This policy involves filling vacancies with the best qualified individuals.
There is no special occasion or time for recruitment in HCL Infosystems.
They are recruiting continuously, it means, every day is a recruitment day
for them. Whenever the company identifies recruitment needs, the
recruiters prepare profile for each category of workers and accordingly
work out the main specification, decide the sections and department where
they should be placed and identify the particular job responsibility which
may be assigned to them. The company follows various sources of
recruitment. These are:-

60
1. Campus Recruitment

- For this the company goes to the various engineering colleges, Diploma
colleges& MBA colleges across the country and they recruit fresh
candidates from there.

2. Media

- The company also recruits through media. For this the company uses
vehicles like newspapers, magazines etc. They prefer this media basically
when large volumes of people are required.

3. Web- Based Recruitment

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

4. Employee Reference

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

5. Consultancy

- Whenever necessary the company takes the help of the consultancy for
recruiting candidates. This is also an important source for them.

6. Electronic Job Portals and Database

- Electronic job Portals and Database are user for recruiting candidates for
required skills and position. This media is used for creating, updating and
maintaining database.

7. Third Party Methods (TPMs)

- The Company uses Third Party Methods (TPMs) for recruiting candidates.
These include the use of Commercial or Private Employment Agencies,

61
 State Agencies, and Placement Offices of Schools, Colleges and
Professional Associations, Recruiting Firms, Management Consulting
Firms.

(a) Preferred sources of recruitment

Although there are various sources of employment, followed by the

company, i.e. external and internal sources. But the company mostly prefers
the external source for recruiting the candidate. The company uses
Electronic Job Portals and the company website where the candidates can
post their resumes.

(b) Costs involved in recruitment

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

types of costs. These are:-

1. Traveling cost - Cost incurred for traveling

2. Consultancy cost - Cost paid to the consultancy firm

3. Publication cost - Cost incurred for giving recruitment

notice in Newspapers and Magazines.

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

departments and branches.

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

The company does not follow any reservation policy for SCs and STs etc for
recruiting the candidates. They only look for the eligible candidates.

(d) Criteria for the candidate

62
 Mainly the criterion is role dependent. It depends on the job of the
candidate. But the candidates require highly personal and technical skills.
The company looks for both fresher and experienced candidates. Incase of
freshers the candidate must be well qualified preferably from a
BTECH/MBA background from a reputed college. But in case of
experienced candidates, minimum two-three years of experience is
required.

(e) Employees turnover ratio

Employeesturnover ratio in the IT industry is 17%, where as in HCL

Infosystems it is 16%.

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

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

1. Encouraging Job Satisfaction

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

employees can be retained.

3. Career Growth Opportunity

4. Offering better benefits.

(5.4) Selection procedures followed in the company

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

Candidates must have good Analytical Reasoning Ability and Logical
Power. Candidate has to go through three Interviews in the Selection
Process. Among them two-three Technical Interviews and one Human
Resource Interview is conducted. The company looks for Technical and Job

63
Specification both in the candidate. Incase of Experienced Candidates
Direct Interviews are conducted. But in case of Freshers Written Test and
Interview both are conducted.

64
(a) Job specification and Job description

The company follows both Job specification and job description. For job
description, document for the next job is available to all the employees of
the company. By this, the employees can already be aware about the next
jobs they have to perform and it creates the delta between the current role
and the new role of the employees. By this the employees can upgrade or
prepares themselves for their new job.

(b) Trade union

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

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

(c) Facultv selection

According to my interaction with the H.R. manager, I can infer that the
Companyhas rarely suffered from any faulty Selection Procedure. But it is
also true that nocompany is perfect in all respect, which can be experienced
that so, they don'tneed to bother about it.The Recruitment and Selection
procedure in HCL Infosystems is dynamic in thepast years. That means it
keeps on changing every year and it always remainsupdated.

65
 DISCUSSIONS
(6.1) Analysis of questionnaire from employees' perspective about
Recruitment and Selection procedure in 'HCL Infosvstems'

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

• Salary Package

• Reputation of the company/Brand name

• Growth Phase

• Working Environment

• Job Prospects

• Location of the Company

• Career Growth Opportunity

Candidates willingness to join the company

Most of the Indian candidate looks in for the salary package and job securitybefore
joining a company for job.

66
All other things such as Reputation of the company, Working Environment,
jobprospects, location of the company, careerGrowth opportunity, they look these
things in either in isolation or in combination to each other as a whole as shown in
the above graph:
From the chart it can be understood that most of the employees are inspired by the
salary package of the company which resembles the personal traits of the Indians.
1 can also see that matters much followed reputation of the company and working
environment, which comprised 17% and 16% respectively. Job prospect plays a
minor role in the minds of a candidate who had already joined the company.
Location of the company (which comprised 5% of the sample size) where majority
of the employees are qualified with technical who in most of the cases dare to
bother the location of the company.

2. How Candidates are recruited in the company?

• Written exam
• Written exam and Interview
• Written exam, GD and Interview
• Others, Please Specify

67
How candidates are recruited in the company?

There are various ways of recruiting candidates in the company as depicted inthe
chart above:
From the chart it is quiet clear that the company adopts various processes for
recruiting the right candidate. Actual recruitment procedure followed by the
company is by conducting written examination followed by interview which
comprised 85% of my sample survey of 15 employees. But still some candidates
are also chosen through written exam, Gd ^interview comprising only 6% and
others comprising only 3%. These 'others' include the reference of the existing
employees within the organization itself.
As it is IT Company most of recruitment is done through campus selection, the
candidates are selected by way of testing their knowledge and technical skills in
their prospective fields. For that very reason written test followed by interview is
given mostly prioritized.

68
3. If a vacancy arises in a certain department, then which of the following two
options does the company adopt first and why?
• Internal Recruitment
• External Recruitment

After the analysis of the questionnaire it turns out that 80% of the people prefer
internal recruitment over external. In internal recruitment the vacancies are filled
by the permanent, temporary and casual employees already working on the pay of
the organization. This helps in building the morale and motivation of the
employees as they are assured that they would be preferred in filling up vacancies
at higher levels. A sense of security is created among employees. And in India
security is one of the major reasons why people take a particular job. A sense of
job security and opportunity for advancement promotes loyalty and commitment
among the employees and the stability of employment is improved.

In addition, 20% of the people prefer external recruitment over internal. The
preference is low because it is more expensive and time consuming to recruit
people from outside. Detailed screening is required as the candidate appearing for
the interview is a complete alien for the organization.

However in actual practice, it is desirable to use a mix of both internal and

external recruitment. From the chart it is clear that the company prefers internal
recruitment to external recruitment.
Preferred Sources of recruitment used by the company

69
4. Is there any role of Union in the company?
• Yes
• No

70
 ROLE OF UNION IN THE ORGANIZATION

There is hardly any presence of union in the organization. It is an IT Company. As

a result most of the employees are either engineer or post graduate software
specialist. The workers performing operational level to decision making are all
well educatedemployees. So for the welfare of the quality of work life and other
activities related to the welfare of the workers, they are not take into such
consideration. Basically this is an industry related to special kind of production. It
is not like that of automobile or any other heavy production industry where there is
working class like labor. In those industry union exit because the quality of work
life is something different. Their heavy work relating to manual function is
present. So I don't think there is any need arise for the presence of union.

So, an industry like this has no union. From this kind of research I can infer that in
recruitment and selection process which is done by the company like this, but not
by employee's association.

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

procedures of the company in the last five years?

• Yes, please specify

• No

71
 CHANGES OCCURRED IN
RECRUITMENT AND SELECTION PROCEDURE

In this question I was looking for any sort of changes at list during the preceding
five years. Every year there are some changes take place in recruitment and
selection process for better result and production. It is such an industry where in
every moment some innovation takes place. So the company needs some new
skills to achieve the required fulfillment. For the last couple of years the company
is focusing more on campus interview to give more chances to the fresher This
resembles that the company's recruitment policy, the company's needs for greater
committed employee and also motive behind concentrating more on fresher, as it
is the belief from company's perspective to be working smartly with full
enthusiasm. They are also updated with the current concepts, which are required in
IT industry. It is also experienced, as the company is dealing with creating
software Hardware packages, developing and maintaining them. The company is
dealing with IT Hardware and system integration.

It is also felt that unlike the experienced candidate, the freshers find it difficult to
get a job easily. As it is obvious from the fact that the experienced candidate
demands high value in the market for employment opportunity. The changes
during the past few years (say five years) will give me an idea of how they get
themselves updated with the needs of the industry. It also gives me an idea of any
third party intervention in the recruitment and selection procedure of the
organization.

It depends upon the market demands of the particular industry as to how the
candidates would be available for service in the prospective sectors.

72
For example, two years back due to September 11, attack there was a great
recession in the global software industry which let to decrease of about 25% in the
wages of its employees. Since compensation is the basic factor of motivation of
employees so it decreased the commitment, gratitude, dedication of
employees towards the organization.

6. Is the organization doing anything to reduce the employee turnover ratio?

(Tick whichever is applicable)

• Better salary package

• More Benefits

• Changing / Improving working condition

• Better promotion / Career Development Opportunity

73
 ORGANIZATION'S ATTEMPT
TO REDUCE EMPLOYEE TURNOVER RATIO

I gave 4 options to the employees to know what the organization is doing to

reduce employee turnover ratio. These are: -

 Better salary package

 More benefits

 Changing / Improving working conditions

 Better promotion / Career Development Opportunity

After summarizing the entire 12 respondent's view, the data I have found out are:
 Better salary package (22%)
 More benefits (10%)
 Changing / improving working conditions (8%)
 Better promotion / Career Development Opportunity (60%)

74
Corresponding to this data I have drawn a pie chart below:-

So it is evident from the pie chart that majority of the respondents 60%have
mentioned Better promotion / Career Development Opportunity for the retention
of employees and thereby reducing the employee turnover ratio. Providing better
salary package which comprised 22% can also help in reducing employeeturnover
ratio and help in the retention of the employees. Since it is An IT Company so
growth opportunity is immense. The facilities provided by the organization are up
to the mark. So overall employees are satisfied with the job

75
7. Is the company providing better working condition, promotion/ career
growth opportunities for an employee?
• Yes
• NO

All the employees are satisfied with their jobs. Since it is IT company so growth
opportunity is immense. The facilities provided by the organization are up to the
mark. So overall employees are satisfied with the job. The working environment in
the company is excellent. On the basis of my interaction with the employees i
came to know that most of the employees have mentioned career growth
opportunity, as the reason of joining the organization. All of them are satisfied
with the career growth opportunities. Their work is highly logical and analytical
and also interesting too. They enjoy their work very much. There is a very good
relationship between the employees and the management. Management is always
helpful and also cooperative to the employees. They are loyal to the organization.
8. Which of the following variables are more important while considering a
candidate for a particular job? Please rank them on a scale of 1 to 8, 1 being
the most important and 8 being the least important.
• Potential
• Motivation
• Organizational Fit
• Technical Skill
• Leadership (If appropriate)
• Communication skills
• Personality
• Innovative

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R Potential Motiv Org Fit Technical Leader Comm Personality Innovation
ation Skills ship Skills

1 II I IIII
1

2 II I IIII II II

3 I III I II II III I

4 III I I I I IIII

5 IIII II II I III IIII II

6 I IIII I III II II I

7 II I II IIII II I IIII

8 II I III IIII
II

Rank 5 6 2 1 7 3 8 4
ings

From the above table, we can obtain the rankings for each of the elements. For
example, we can clearly see that technical skills has been ranked first by most of
the respondents, hence we place it at the first position, as the most important skill
for doing a technical job.

Leadership has been ranked 7 by most respondents hence we assign it rank 7.

Organizational fit is ranked 2.

77
Other ranking can be obtained similarly.

The responses by the people working in the organization indicate that technical
skills are pivotal for any job. Until and unless an individual is not aware of the
basic primary knowledge, one can not proceed in the given task as we put it "right
fit for the right job". Technical skills along with the appropriate work culture
enhance the productivity. Organizational fit as we name it, therefore gets second
most preferable responses. Working in the right kind of an organization increases
the satisfaction of the employees thereby increasing organizational effectiveness.

Despite the fact that communication skills and leadership qualities have not been
given preferences I believe that if you have the right skills that needs to be
communicated well among your team members with certain leadership qualities.

78
9. Does the company consider graduates with experience equivalent to
postgraduates without experience?
• Yes
• NO, why not

After the analysis of the questionnaire it seems that 57% of the employers prefer
graduates with work experience. Not everyone can afford to invest in a full degree
program right after graduation. Lacking a PG degree does not have to restrict one's
career choices. Many professionals start their careers in retail sales, customer
service, or other positions that offer on-the-job training. Corporate sector demands
lot of dedication and patience along with the ability to handle the stress as the
challenges can be very discouraging. A full time can prepare you for real
challenges faced in the same. One becomes fully equipped to match the demands
of a regular job.
On the other hand approx. 43% of the people feel that postgraduate without
experience are a better option as it prefers one for tougher entry-level requirements
in an ever-changing job market. Being a fresher the mind is loaded with creativity

79
and openness to ideas that may lead to innovation. The company can mould the
individual according to their organizations ethics, culture and policies.
10. When recruiting staff from outside the organization, what methods do you
use to attract/identify the candidates?
• Advertising in newspapers
• Government agencies
• External firms (consultants)
• Professional institutions
• Internet job site
• Resumes or application on file
After the analysis of the questionnaire 50% of the employees prefer to recruit
candidates through internet job site which is widely used nowadays. Monster,
naukri.com, jobsahead are usually the first websites that come to mind when
launching a job hunt. Candidates have to just post their resumes on various job
sites and that helps the company to recruit them easily. This method is appropriate
when the organization wants to reach out to a large target groups scattered
geographically. On the other hand 30% of the employees go for advertisements in
newspapers. A well thought out and clear advertisement enables candidates to
assess their suitability so that only those possessing therequisite qualifications will
apply. Professional institutions and external firms which comprised 10. %, are also
used to recruit candidates from outside the organization which can be a good
source of recruitment. This can be depicted in the chart below:

PREFERRED SOURCES OF EXTERNAL RECRUITMENT

80
11. Does your company use employee referral plan for
recruitment?
• Yes
• No

The company also recruits from friends and relatives of present

employees.Employee Referral Scheme" (ERS) by which an existing employee can
refer a suitable candidate for a new job or which has fallen vacant. In the event of
such reference matures and the referee is recruited, a fixed sum of payment is
given to the staff who has referred, subject to the terms of ERS, being
implemented In several companies employee referral scheme is implemented to
encourage employees to refer friends and relatives for employment in the
organization. From the chart it is quiet clear that the company uses employee
referral plans forrecruitment.93% respondents have responded positively.
Employee referral is important because the companies get trusted employees for
whom they don't have to spent money in doing Referral checks.
12. What generally is the duration of the Recruitment and Selection Procedure?
• 2-4weeks
• 4-6weeks

81
• 6-8 weeks
The duration for recruitment and selection procedure varies from company to
company. In case of HCL the recruitment process takes 6-8 weeks. Firstly the HR
department screens the resume and sends it to the technical department. Once the
profile is short listed, it is reverted back to the HR. further, HR people schedule
and conduct technical written test and interview of short listed candidates
according to predefine technical resource viabilities. Candidates having less than 3
years experience, have to appear in written test, if individual qualify the test then
only, can proceed for interview. Interviews are generally conducted 2 or 3
technical rounds and then if candidate founds suitable for requirement, the final
round has been conducted by HR for offer.

82
13. What are the main problems you come across while selecting individuals?
• Qualified candidates
• Salary structure (Competitors paying more)
• Lacking work ethics
• Lack of work experience
• Any other
After the analysis of the questionnaire 70% of employees feels that salary is the
main hurdle in recruiting candidates, as they have high expectationsbecause
competitors are paying lucrative packages. More over 30% feel lack of work
experience as a major problem in recruiting candidates. Work experience helps to
develop a learning culture in their organization. From the chart it is quiet clear that
salary which comprised 70% is a main hurdle in selecting candidates because
salary is the main attraction for the candidates.

83
PROBLEMS WHILE SELECTING CANDIDATES

84
 ANALYSIS

The career growth opportunity and salary package as the major reasons for joining
the company and the job prospects plays a minor role in the minds of the people.
Location of the company is given the least importance. However the company
adopts various processes for recruiting the right candidate. Actual recruitment
procedure followed by the company is by conducting written examination
followed by interview which comprised 85% of my sample survey of
30 executives. But experienced candidates who have an experience of not less than
3 years have to appear only for the interview. If a vacancy arises in the certain
department the company prefers internal recruitment over external recruitment.
Internal recruitment is more desirable as it helps in building up the morale of the
employees and helps in improving their performance. There is hardly any presence
of union in the organization. The recruitment and selection procedure of the
company is quite dynamic and changes take place in the process for better result
and production. The company is providing better career growth opportunities to

85
reduce the employee turnover ratio and to increase the retention rate. While
recruiting staff from outside the organization the company mainly uses internet job
site which is widely used nowadays. The company also recruits candidates from
professional institutions and external firms. The duration of the recruitment and
selection process at HCL varies from 6-8 weeks.

86
 CONCLUSIONS

From the analysis it is clear that the salary package and the career growth
opportunities are the major reasons for the candidate to join the company. The
working environment in the company is excellent and is up to the mark. HCL
being an IT company growth opportunities are immense. I have given various
options for joining of the candidates in the organization in the questionnaire. Also
1 got more options from the employees while interacting with them. 16% of the
employees have mentioned or pointed it out the working environment as the
reason for joining the organization. 11% talked about the job prospects. So I can
say salary package and career growth opportunity attracts most of the employees
towards an organization.

From the analysis of recruitment and selection procedure it is clear that for
recruiting employees HCL Infosystems mainly conduct written examination
followed by interview. For selection of the technical candidates they have to go
through three mandatory interviews, out of which two are technical interviews and
one is the interview with the Human Resource head. Inexperienced candidates or
those candidate who have less than 3 years of experience, have to appear in written
test, if individual qualify the test then only, can proceed for interview. The
candidates have to go through 3 rounds of interview, two technical interviews and
one with the human resource head.
Those candidates who have equal or more than 3 years experience does not have
to appear for the written test and can directly appear for the interview. Incase a
vacancy arises the company goes for internal recruitment. Internal Recruitment
helps in building the morale and motivation of the employees as they are assured
that they would be preferred in filling up vacancies at higher levels.

87
 RECOMMENDATIONS

1. After looking at and analyzing all the criteria, I have found that the
company lacks little bit in job security. The employees are also not very
much satisfied with job security. So to gain the confidence of the
employees the company should improve job security.

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

and also should give adequate Attention to the problems being faced by the
employees In order to reduce the employee turnover ratio.

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

providing various incentives structures to existing employees who's
Referral have got selected, this would lead to cost cutting in the recruitment
process and would indirectly boost the morale of the employee whose
referral has got selected.

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

hat is Internal or External. I would suggest to HCL that for Most of the
important positions it should go for Internal job Postings and only if the
company thinks that for a particular post they require fresh ideas they
should go in for external positions.

88
 BIBLIOGRAPHY

BOOKS
1) C.B Mamoria and S.V Gankar, "Personnel Management- Text and Cases"
2} David A. De Cenzo and Stephen P Robbins, " Personnel/ Human resource
Management-Prentice Hall India Private Limited, New Delhi -110001,2008
3) Stephen P. Robbins, "Organizational Behavior- Concepts, Controversies
and Application, Prentice Hall India Private Limited, New Delhi-110001,
2008
4) Dr C.B Gupta,"Human Resource Management-Chand and Sons

MAGAZINES / NEWSPAPERS
 Business World

 Business Times
 The Financial Express
 The Times of India

WEBSITES
 www.hclinfosysltd..com
 www.hcl.org
 www.rocsearch.com
 www.ksa-technopak.com
 www.hr.nic.in

89
 ANNEXURE – I
QUESTIONAIRE HCL INFOSYSTEMS LTD

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

• Salary Package
• Reputation of the company/Brand name
• Growth Phase
• Working Environment
• Job Prospects
• Location of the Company
• Career Growth Opportunity

2. How Candidates are recruited in the company?

• Written exam
• Written exam and Interview
• Written exam, GD and Interview
• Others, Please Specify

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

options does the company adopt first and why?
• Internal Recruitment
• External Recruitment

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

• Yes
• No

90
5. Have there been any changes in the recruitment and selection procedures of
the company in the last five years?
• Yes, please specify
• No

6. Is the organization doing anything to reduce the employee turnover ratio?

(Tick whichever is applicable)
• Better salary package
• More Benefits
• Changing / Improving working condition
• Better promotion / Career Development Opportunity

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

growth opportunities for an employee?
• Yes
• No

8. Which of the following variables are more important while considering a

candidate for a particular job? Please rank them on a scale of 1 to 8, 1 being
the most important and 8 being the least important.
• Potential
• Motivation
• Organizational Fit
• Technical Skill
• Leadership (If appropriate)
• Communication skills
• Personality
• Innovative

91
9. Does the company consider graduates with experience equivalent to
postgraduates without experience?
• Yes
• No, why not

10. When recruiting staff from outside the organization, what methods do you
use to attract/identify the candidates?
• Advertising in newspapers
• Government agencies
• External firms (consultants)
• Professional institutions
• Internet job site
• Resumes or application on file

11. Does your company use employee referral plan for recruitment?
• Yes
• No

12. What generally is the duration of the Recruitment and Selection Procedure?
• 2-4weeks
• 4-6weeks
• 6-8 weeks

13. What are the main problems you come across while selecting individuals?
• Qualified candidates
• Salary structure (Competitors paying more)
• Lacking work ethics
• Lack of work experience
• Any other

92
 ANNEXURE - II

1. Interview Process Form

PART-A (Personal details to be filled in by the candidate) Date :

Position Applied for:

Name : Date of Birth:

Address: Permanent Present

Tel No.: (O) (R) (M)

e-mail:

Please Tick:
Residence: Own House Rented
Vehicle: Car Two Wheeler None

Passport No.: Valid Till:

Family Background:
Members Occupation Organization/Institute Designation Age Dependent (Yes Location
/ No)
Father

Mother

Brother(s)

93
 Members Occupation Organization/Institute Designation Age Dependent (Yes Location
/ No)
Sister(s)

Wife / Husband

Children

Educational Background:
Degree with Discipline Name of the Institute % of marks Course Year of
Section I.2 Q CGPA Duration passing

ualification
X th
XII th
Graduation
Post Graduation
Diploma /
Certificates
Foreign Languages
Professional
Trainings
(Managerial &
Other related to
profession)
Any Special Achievement in school, college etc.

Experience:
Organization* Location Experience Total CTC Major Achievements Reasons for Leaving

From – To Months

(mm/dd/yy)

Designation

Designation

94
 Organization* Location Experience Total CTC Major Achievements Reasons for Leaving
Months

Designation

Designation

Designation

* Please use additional sheets if required.

Reporting Structure ( Reporting to and Reporting in )

Have you been interviewed by any of our Divisions before, if yes, give detail.

Current Emoluments:

Degree Year of Passing Institute

S.No. Particulars Present For Office Use

Part-A MONTHLY
1 Basic
2 HRA / CLA

95
 S.No. Particulars Present For Office Use
3 Allowances

4 Monthly Reimbursement

5 Total (1–4) – (a)

Part-B ANNUAL BENEFITS
6 LTA
7 Hard Furnishing (if any)
8 Prof. Bodies
9 Vehicle Maintenance
10 Medical
11 PF ( % )
12 Super Annuation ( % )
13 Incentive / Performance Bonus (indicate actual
earnings previous year and potential earnings)
14
15
16
17
18
19 Total ( –19) – (b)
20 Cost to Company ( a x 12 + b )

Article II. Expec

ted Salary

Skill Sets:

Hardware
Software

What do you think are your strengths?

96
What do you think are your weaknesses / areas of improvement?

Location Preference:

1
2
3

Expectations from HCL (What is it that you are looking for in HCL) :

References:
Name : 2. 3.
Address :

Tel. No. :
E-mail :

97
SELF EVALUATION

RATING Very Poor Good Very Exce-

Poor Good llent
PARAMETERS
Communication Skills
(defined by an individual's articulation, clarity, presentation, listening skills and understanding of non-
verbal cues / body language)
Innovative / Creative
(defined by new ideas, thoughts, their implementation, using cost-effective methods, the practicality of
these ideas)
Decision – Making
(defined by logical, rational thinking, ability to consider all possible alternatives, resolve conflicts,
make timely, independent decisions)
Problem – Solving
(defined by an individual's ability to be analytical, deductive/inductive, handle stress)
Values
(defined by an individual's honesty, integrity, loyalty, stability)
Interpersonal Relations
(defined by an individual's ability of being intimate, sensitive, trusting, have an open and transparent
communication)
Leadership
(defined my an individual's ability to envision the future, motivate others, delegate effectively, give
objective constructive feedback, make quick and fair decisions)
Team – Orientation
(defined by an individual's ability to work with others, open to others' ideas/suggestions, open to
criticism, share one's own knowledge, acknowledge others' contribution)
Attitude
(defined by an individual's perseverence, presence of mind,willingness to learn, being adaptable and
competetive)
Initiative / Proactive
(defined by an individual's ability to identify and implement a new idea/direction, take risks, start new
projects independently, willingness to take responsibility)
Assertiveness
[defined by an individual's high self-confidence and self-esteem, ability to openly express positive and
negative feelings (to take a firm stand)]
Stress – Handling
(defined by the ability to manage one's own behavior, remain calm in a crisis situation, manage
complex tasks effectively, handle several projects simultaneously)
Adaptibility / Flexibility
(defined as being open to different ideas, modify one's behavior in the face of failure / criticism / a
better suggestion, being comfortable in any situation)
Conflict – Resolution
(defined as the ability to think analytically, fact-finding, staying calm under stress, be sensitive to issues,
be objective)
Achievement Motivation
(defined as being ambitious, drive to succeed, result-oriented)

Other Comments

Joining Notice Period Privilege Leave available for adjustment Earliest DOJ

98
I hereby declare that the information given to the company is correct to the best of my knowledge and belief, I
understand that any wrong information makes me liable for dismissal forthwith.

Signature of the Candidate

99