A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI
By SHWETA SINHAReg. No. 35107302
A PROJECT REPORTSubmitted To The Department of S.R.M SCHOOL OF MANAGEMENT In Partial Fulfillment for the award of the degree
MASTER OF BUSINESS ADMINISTRATION IN
S.R.M SCHOOL OF MANAGEMENT S.R.M UNIVERSITY KATTANKULATHUR CHENNAI-603203
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OF
HCL TECHNOLOGIES-BPO SERVICES GREAMS ROAD, CHENNAI, TAMIL NADU
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BONAFIDE CERTIFICATEThis is to certify that the final project report titled RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI, is done by Ms. Shweta sinha (Reg. No. 35107302) of MBA, SRM School of Management, (SRM University) Kattankulathur during the academic year 2009, Fourth semester, final year who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other certificate.
Faculty Guide
HOD
Internal Examiner PLACE: KATTANKULATHURDATE:
External Examiner
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ACKNOWLEDGEMENT
I extend my sincere gratitude to our respected Dean Dr. JAYSHREE SURESH for her kind co-operation and valuable suggestions throughout this project. I take this opportunity to express my sincere gratitude to Mr. J. DINESH, Faculty, SRM School of Management for his guidance during the course of the project.
SHWETA SINHA
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ACKNOWLEDGEMENT
I would like to give thanks to Ms. AROCKIA SHEEBA THOMAS, Executive HR to spend he precious time on my Final Project and also her colleagues to help me in completing my project successfully. I am also thankful to various Executives of HCL TECHNOLOGIESBPO SERVICES, Ms. AARTHI, EXECUTIVE HR, for their kind help in providing me various information. I would like to convey special thanks to Mr. PREM CHANDER, ACCOUNTING MANAGER for getting this project at HCL TECHNOLOGIES-BPO SERVICES. All together lastly, I would like to thanks each and everyone who have made this on-the-Job Training a successful program.
SHWETA SINHA FINAL YEAR, MBA SRM SCHOOL OF MANAGEMENT STUDIES CHENNAI
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DECLARATION
I, Shweta Sinha, a bonafide student of final year MBA, SRM INSTITUTE OF MANAGEMENT, SRM University, here by declare that the final year project RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI which was undertaken by me at HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI in partial fulfillment of the MBA degree course of SRM University.
Date: Place: Chennai
Shweta Sinha
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PREFACEThe study was made at HCL BPO on recruitment process for fresh candidates. The scope of the study is to analyze the effectiveness of the current recruitment system and to know drawbacks of it. Also enable a proper recruitment strategy to be followed for candidates. The objective of this study is to find out the sources of recruitment preferred by the company and also find out the difficulties in recruiting candidates. It also helps in finding out the requirements & sources needed to recruit the candidates and even improve recruitment process. In a short span of duration of study it was not possible to cover all the activities as its a vast area but all efforts have been done by me to incorporate as much information as possible in the short duration. In this study adequate Guidance & Instructions have been provided by Ms. AROCKIA SHEEBA THOMAS, Executive HR It would not have been possible to complete the study without her proper Guidance. I extend my sincere thanks to her. THANK YOU
SHWETA SINHA FINAL YEAR, MBA SRM SCHOOL OF MANAGEMENT STUDIES CHENNAI
INDEX
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CHAPTER NO ABSTRACT 1
CONTENTS INTRODUCTION 1.1 Review on Literature 1.2 Overview of Recruitment Process 1.3 Need and Scope of Study 1.4 Industrial profile 1.5 Company profile RESEARCH METHODOLOGY AND DESIGN 2.1 Type of Research 2.2 Statement of Objective 2.3 Research Instrument 2.4 Questionnaire Design 2.5 Data Collection 2.6 Sampling Procedure 2.7 Period of Study 2.8 Sample Size 2.9 Pilot Survey 3.0 Limitations of the Study DATA ANALYSIS AND INTERPRETATION 3.1 Data Analysis 3.2 Statistical Analysis SUMMARY OF FINDINGS 4.1 General Findings 4.2 Statistical Findings SUGGESIONS CONCLUSION QUESTIONNAIRE REFERENCES
PAGE NO 05 07 15 22 23 28 35 36 37 37 38 38 38 39 39 39 40 41 42 58 64 64 65 67 70 72 80
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ABSTRACT
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ABSTRACTThe study was made at HCL BPO on recruitment process for fresh candidates. The scope of the study is to analyze the effectiveness of the current recruitment system and to know drawbacks of it. Also enable a proper recruitment strategy to be followed for candidates. The objective of this study is to find out the sources of recruitment preferred by the company and also find out the difficulties in recruiting candidates. It also helps in finding out the requirements & sources needed to recruit the candidates and even improve recruitment process. The type of research design used is descriptive in nature and the required data is been generated using a research instrument called the questionnaire, to a sample of 100 employees are convenience sampling and non-probability samplings. The period of study is three months. The collected data is been analyzed using various statistical tools named chi-square and graphs, after analyzing the data general and statistical findings are soughed out through interpretation, suggestions & recommendations and hence formulated summary of findings. This study reveals that overall recruitment process given by the organization is effective and suitable for HCL BPO recruiting strategy.
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1. INTRODUCTION
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INTRODUCTIONRecruitment forms first stage in the process, which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruiting is the discovering of potential applicants for actual or anticipated organization vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs. Companies are now looking out for new ways of giving themselves a competitive advantage. New product, new image& new marketing idea are some of the ways this can be achieved but enlightened and successful companies look towards their people to provide the leading edge. Herein lies the important of recruitment and staffing- placing the right people for right job. People are the biggest assets in any organization and it becomes vitally important that this asset is properly selected and placed in the right place at the right time. There assets must be properly nurtured and their efforts to be harnessed so as to obtain maximum productivity. Recruitment is an important aspect in their regard.
Thus, in this context it becomes important to make an empirical study on the effectiveness of the recruitment process. Henceforth the process of recruitment is viewed with utmost attention and a study in this aspect is carried out.
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1.1. REVIEW OF LITERATURERecruitment forms the first stage in the process, which continuous with selection and ends with the placement of the candidate. It follows the HR planning function. Recruiting makes it possible to acquire the number and type of people necessary to ensure the continued operation of an organization. Recruitment is the art of discovering and procuring potential applicants for actual and anticipated organizational vacancies. Accordingly, the purpose of recruitment is to locate sources of manpower to meet job requirements and job specifications. Recruitment is considered as one of the most important function in an organization. Unless the appropriate people are hired, even the best plans, organizational charts, and control systems would not yield good results. Decisions regarding testing, work policies, programmes, compensation, and corporate image all have an impact on recruiting. Factors Affecting Recruitment: All organizations, large are small, have to engage in recruitment. Some of them delegate the job to HR Managers, while others involve the HR Managers directly on the job. The element conditions in the community where the organization is located may be a factor for attracting potential job applicants. Here, certain geographic factors and location advantages play an important role. The effect of past recruiting efforts, which show the organizations ability to locate and keep good people, is another criterion. For example, if an organization follows the promotional policy of recruiting from within, the employees will be motivated to continue in such an organization. Also, the compensation and benefits package offered by an organization influence and attract employees.
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Organizations that are growing and expanding will always find it necessary to recruit and organizations that are growing may not need any recruitment. Recruitment Definition: Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the selection ratio. Selection on the other hand tends to be negative because it rejects a good number of those, who apply, leaving only the best to be hired.
- EDWIN B FLIPPO
Recruiting is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted, to acquire new skills, and to permit organizational growth. Recruiting is an even more important activity when unemployment rates are low and economic growth is strong, as attract the qualified employees they need to succeed. Therefore, the job of recruitment is based on the mating theory, where the success of both the parties is critically dependant on timing. Unless the two searches synchronize, conditions are not ripe for recruitment to succeed. firms compete to
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Purpose And Importance: The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: 1. Determine the present and future requirements of the organization in conjunction with personnel- planning and job- analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organizations legal and social obligations regarding the composition of its workforce. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques types of job applicants. qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. Recruitment lends itself as a potential source of competitive advantage to a firm. An effective approach to recruitment can help a company successfully compete for limited human resources. The firm must choose a recruiting approach that produces the best pool of candidates quickly and cost effectively. A recruiting programme helps the firm in at least four ways: and sources for all
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Attract highly qualified and competent people. Ensure that the selected candidates stay longer with the company Make sure that there is match between cost and benefit. Help the firm create more culturally diverse work-force. The negative consequences of poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number or reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in unavoidable consequences. Thus, the effectiveness of the recruitment process can play a major role in determining the must be expended on other HR activities and their ultimate success.
SOURCES OF RECRUITMENT INTERNAL SOURCE:
Internal promotions
EXTERNAL SOURCE: Advertisement in newspapers Campus recruitment Consultants Job fairs
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Advertisement: A common method of recruitment is advertising. Advertising media can range from the typical classified newspaper ad to very complex and glitzy campaign on radio or television. Major approaches to advertising include newspapers, radio, television, direct mail, magazines and directories. Compilation of the Advertisement: The advertisement should be designed to ensure that: It attracts suitable candidates only; It enhances the public image of the organization; It reaches appropriate candidates as economically as possible.
It must be based on the facts detailed in the job description and the person specification. A poor advertisement may attract the wrong type of candidate and distort the number of applications received i.e. either too few or too many. The advertisement should be nondiscriminatory and should avoid any gender or culturally specific language. There are certain exceptions to this where the legislation allows an employer to confine a job to a man, or a woman, where sex is a genuine occupational qualification. The organization should include in the advertisement its statement of commitment to equal opportunities. The actual advertisement should be brief and written using a minimalist style as the cost of advertising is extremely high. The detail about the job should be included in the Further Particulars about the post issued to all potential applicants. Human Resources will provide advice on the content of the advertisement, the collation of copy, the placement of the advertisement and the associated administration.
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Campus recruitment: Campus recruitment becomes a critical source because it provides the management personnel that will shape the future direction of the organization. These graduates will be malleable and can be shaped to fit in with the company culture more easily than more experienced people from organizations. Some guidelines for improving campus recruitment process are given below:
Identify those institutions from where student who are suited to the organizations needs can be found and improve the relationship with such institutions.
Recruiters need to be carefully trained in planning and conducting effective interviews for gauging the potential of the students rather than only judging mark based performance.
Use resume databases to aid in the search for viable candidates. Candidates can be short-listed on the basis of these databases and then called for further interviews. Provide clear and detailed information about the job and organization so that the student gets a realistic expectation about the job.
Consultants: This is a good source but it is more expensive option especially for a company that is into mass recruitment. The advantage is that the agency will take care of the initial recruitment stage and this gives the HR department of the company more free time to concentrate on other important matters. A disadvantage is that if the company has a contract with many agencies, then there is more possibility of duplication.
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RECRUITMENT PROCESS: The process can be separated into three components: The process starts with job planning, which among other things involves analysis of the present and future needs for personnel with different kinds of competence and for different tasks. This first component of the process may result in a decision to prepare for new jobs and announce job opportunities. In the second step of the search process after a vacancy has been defined on the basis of job planning, the employer has to make his choice between alternate ways to spread and formulate information about the vacant position. He can, for example choose between different ways to formulate the information about what experience and personal abilities of the potential employee, etc., The third and final search decision confronting the employer is to determine which one of the applicants to hire for the job opening. Basically, employers decisions regarding the use of different search channels and judgments regarding the suitability of job applicant relate to the problems of asymmetric information; job applicants have more knowledge of their capabilities than the prospective employers do. The interaction of productivity difference among job applicants and employers uncertainty as regards the productive capabilities of individuals may explain decisions taken by the employers both in steps two and three of the recruitment process. Hiring is a decision under uncertainty in the sense that the productivity of job applicants in not directly observable. Therefore the employers are interested in obtaining information that can serve as good statistic for applicants job capabilities
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The probably that a job seeker and employer shall find each other and that an agreement about employment shall be reached, depends on the behavior of both agent and on their characteristics. In the traditional search theory regarding value of his/her lifetime income, the reservation wage is important for the probability that a person shall get a job within a given period of time and thereby for the expected length of the unemployment spell. The HR planning is the preliminary step of recruitment process. It is the process by which an organization should move from its current manpower position to its desired manpower position. It may be viewed as for seeing the human resource requirements of an organization an its feature supply making necessary adjustments between the two organizational plans and also foreseeing the possibility of developing the supply of human resources in order to match it with the requirements by introducing necessary changes in the functions of HR. Recruitment has always been a never-ending process in the organization scenario. Significant transitions have been brought in the long run of recruitment but the major concentration has always been engaging persons in employment and the initial setup for this. Recruitment is followed in the all-different sector, be it manufacturing concern or a service sector. Recruitment is not just confined to its sense it covers the aspects from selection to training. Despite the usage of various terminologies describing each step of the recruitment process, it is a chain link where the start is not distinct. Recruitment involves seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. Recruitment system can be subdivided into 4 major sub systems. Finding out and developing sources Developing techniques to attract candidates Employing the techniques Stimulating the candidates and making for apply for jobs.
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1.2. OVERVIEW OF THE RECRUITMENT PROCESSThe Figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment-for example, the supervisor's management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates. A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to "sell" itself to the more promising candidates-that is, to convince them that the organization is a good place to work and that it offers what they want in the way of both tangible and intangible rewards. In the recruitment and selection process, the organization's and the individual's objectives may conflict. The organization is trying to evaluate the candidate's strengths and weaknesses, but the candidate is trying to present only strengths. Conversely, although the candidate is trying to ferret out both the good and the bad aspects of the prospective job and employer, the organization may prefer to reveal only positive aspects. In addition, each party's own objectives may conflict. The organization wants to treat the candidate well to increase the probability of job-offer acceptance, yet the need to evaluate the candidate may dictate the use of methods that may alienate the prospect, such as background investigations or stress interviews. Analogously, the applicant wants to appear polite and enthusiastic about the organization to improve the probability of receiving an offer, but he or she may also want to ask penetrating questions about
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compensation, advancement, and the company's financial health and future.
STEPS ON RECRUITMENT PROCESS: Planning, Strategy development Searching, Screening Evaluation and control.
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Personnel Human Resource Planning
Recruiting Needed Personnel
Selecting Qualified Personnel
Placing New Employees on Job
Developing Sources of Potential Employees
Search for Potential Employees
Evaluating Recruiting Effectiveness Upgrading in Same Position
Internal Sources
Personnel Research
Transferring to New Job Promoting to Higher Responsibilities
Job Posting
Employee Referrals External Source Advertising Scouting Evaluating for Selection
STRATEGIC ISSUES IN RECRUITING: The nature of a firm's recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firm's ability to pay or otherwise induce new employees to join.
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Recruitment Goals: A good recruiting program needs to serve many and sometimes conflicting goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus costly to process. Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Posthiring goals also must be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for a reasonable length of time. Further, all the preceding goals should be reached with the greatest speed and at the least possible cost to the organization. Balancing these varied goals against one another should be done with reference to the organization's overall strategy and values.
INTERNAL SOURCE: Internal promotions Internal transfer
EXTERNAL SOURCE: Advertisement in newspapers Campus recruitment Consultants Job fairs
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Internal or External Sources Deciding whether the position is to be filled internally or externally is often an early task in recruitment planning for a specific vacancy. In some cases, there is no decision to be made. For instance, entry-level jobs must be filled externally, but for other positions, the company's policy or union contract may require that internal sources be used first. Most organizations use a mixture of internal and external sources-promoting from within when qualified employees are available and recruiting' from external sources when new skills are needed or growth is rapid. Each type of source has its advantages and disadvantages. Advantages of Internal Recruiting When internal recruiting is used, a person of known ability fills the vacancy. Since the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and Ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe that promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees. Disadvantages of Internal Recruiting If the organization is expanding rapidly, there may be an insufficient internal supply of qualified individuals above the entry level. This situation may result in people promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy 26
is created-the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting. Advantages of External Recruiting External recruiting can bring in new ideas and viewpoints, avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage maybe savings in training costs. Hiring experienced workers away from other companies may cut down on the need for a comprehensive training and development program inhouse. Finally, there may be instances that require a severe shakeup or turnaround. Particularly at the upper-management level, an outsider with no prior commitment to present employees or ongoing projects may be the only individual with enough objectivity (and even ruthlessness) to bring about needed changes and enunciate a new vision for the organization. Disadvantages of External Recruiting One disadvantage of external recruiting is the cost. Because the external labor market is much larger and harder to reach than the internal one, recruiting externally usually takes longer and costs more. With external recruiting, there is also the risk of hiring a candidate who does not live up to the apparent high potential displayed during the selection process. Finally, too much external recruitment is discouraging to current employees because it reduces their chances to move up in the organization. Informal Methods: External recruiting methods are often grouped into two classes:
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1 2
Informal Formal.
Informal recruiting methods tap a narrower labor market than formal methods. Informal methods include rehiring former employees or former cooperative education students, hiring people referred by present employees, and hiring from among those who have applied without being solicited. Formal recruiting methods search the labor market more widely for candidates with no previous connection to the company. Employee referral, also known as word-or-mouth advertising, is quick, effective, and usually inexpensive. Because employees who refer their friends and acquaintances as candidates have their own credibility on the line, they tend to refer people who are well qualified and well motivated and then to mentor these individuals once they are hired. In essence, the firm has as many recruiters as it has employee. Formal Methods Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have included newspaper advertising, use of employment agencies and executive search firms, and campus recruiting. Posting job ads on the Internet, either on the company's own site or a commercial job board has also become extremely popular in the last few years. Historically, newspaper advertising has been the most commonly used method of recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing highperforming employees), it is clear that three methods were considered superior: employee referrals, university recruiting, and executive search firms. Internet Recruiting: Internet recruiting has grown at a phenomenal rate over the past few years. Seventy-nine percent of Fortune's Global 500 companies recruited on the Internet in 2000, and 100 percent were expected to do so by 2002. Entire new job titles-such as Internet Sources, Internet Recruiting Specialist, and Internet Recruiting Manager-have come into being in
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the past few years. Companies find that Internet recruiting is much less expensive and much faster than traditional methods. It is by far the most economical way to reach a nationwide or worldwide audience of job candidates. Further advantages of Web-based recruiting, as seen by HR managers and search consultants, a drawback can sometimes be the very large number of resumes that are submitted, many of which are not at all suited to the positions listed.
1.3. NEED AND SCOPE OF STUDY:Need For the Study: To know effectiveness of the companys present recruitment strategy. Manpower is the main resource of the company, therefore the company need to know the critical areas where they can implement improvement so as to get the right candidates at the right time at the right time at right place. To identify the best source through which the company can recruit good candidates at less cost. Scope of the Study: The study backed by a structured questionnaire, which was the main source of qualitative data. Initially the study required relying more on secondary data. The study also covers the tools to improve the recruitment strategy. The aims of the recruitment and selection process are, Recruit high quality staff with the right skills on the appropriate contracts to deliver the key objectives of the position and organization; Ensure that equality of opportunity is considered as an integral part of recruitment practice, thus encouraging diversity;
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Ensure that recruitment is effective as a key public relations exercise for all involved; Ensure that recruitment is fair, efficient and cost-effective.
1.4. INDUSTRY PROFILEDefinition BPO: Delegation of one or more business process to an external provider who, in turn, owns, administers, and manages the selected process (e.g.) [together with the IT system that support it], based upon defined and measurable performance
- Gartner BPO Industry in IndiaBusiness process outsourcing (BPO) is a broad term referring to outsourcing in all fields. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business processes to an external provider that in turn owns administers and manages the selected process based on defined and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest growing segments of the Information Technology Enabled Services (ITES) industry.
Few of the motivation factors as to why BPO is gaining ground are:
Factor Cost Advantage Economy of Scale
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Business Risk Mitigation Superior Competency Utilization Improvement
Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate and manage one or more of its business processes.
Different Types of Services Being Offered By BPOs: Customer Support Services: Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365 days basis. Technical Support Services: Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and Internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and Usage support. Telemarketing Services: Our telesales and telemarketing outsourcing services target interaction with potential customers for 'prospecting' like either for generating interest in products
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and services, or to up-sell / promote and cross sell to an existing customer base or to complete the sales process online. Insurance Processing: Our insurance processing services provide specialized solutions to the insurance sector and support critical business processes applicable to the industry right from new business acquisition to policy maintenance to claims processing. Data Conversion Services:o
Conversion of data across various databases on different platforms Data Conversion via Input / Output for various media. Data Conversion for databases, word processors, spreadsheets, and many other standard and custom-made software packages as per requirement.
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Conversion from Page maker to PDF format. Conversion from Ms-Word to HTML format formats.
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Scanning, OCR with Editing & Indexing Services:o
High speed Image-Scanning and Data capture services High speed large volume scanning OCR Data From Scanned page / image Scan & OCR paper Book in to CD.
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Book Keeping and Accounting Services:o
General Ledger Accounts Receivables and Accounts Payable Financial Statements Bank Reconciliation Assets / Equipment Ledgers etc.
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Form Processing Services:o
Insurance claim form Medical Form / Medical billing Online Form Processing Payroll Processing etc.
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Internet / Online / Web Research:o
Internet Search, Product Research, Market Research, Survey, Analysis. Web and Mailing list research etc.
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Challenges for a HR Professional in BPO: Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent. Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed. Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or HR policies. Everyone is charting their own course. Customer-companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. "When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home. Lack of focused training and certifications
Key To Success
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The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant reengineering.
1.5. COMPANY PROFILE:
HCL BPO is a division of HCL Technologies Limited, a Global Technology and IT enterprise. HCL is a 31 year old enterprise, with US $ 4.1 Billion revenue, 47,100 professionals operating out of 17 countries. HCL BPO is one of the early players in Business Process Outsourcing in the world. Having over 11,800 professionals operating out of India and Northern Ireland, HCL BPO runs eleven centers in India, two centers in UK and one center in Malaysia and supports Multi-lingual languages that include Eight European Languages and Eight APAC languages. HCL BPOs focus verticals include Telecom, Retail, Banking and Financial Services, Insurance and Hi-Tech and Manufacturing. This apart, the company services various areas of operations that include Supply Chain Management, Order to Cash, Finance and Accounting Services, Knowledge & Legal Services and Technical Support Services.
Vision Statement :Together we create the enterprises of tomorrow
Mission Statement :To provide world-class information technology solutions and services to enable our customers to serve their customers better
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HCL- as Indias largest IT conglomerate-is actively involved with the growth of the India ITES industry. As an experienced global software outsourcing enterprise, HCL has extensive and understanding of the critical issues and concerns related to offshore outsourcing. At a macro level these can be broadly categorized in to: Risk Mitigation: The key components of Risk Mitigation are as follows: Process Migration in the first phase of outsourcing, seamless and timely Process Migration is critical for building first level comfort in the outsourcing initiative. Disaster Recovery and Business Continuity The infrastructure to effectively mitigate local and geographic Risk Mitigation Value Addition
disaster scenarios. The ability to ensure rapid resumption of process delivery
operations. Manpower Attrition and Cost Control Establishing business presence in prime secondary locations.
Existence of management and infrastructure resources in the target locations.
Value addition:
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Strong financials to support large contracts Strong balance sheet/nil debt company Committed $ 40 M for Contact center and BPO businesses. Experience of creating and managing large scale infrastructure and resource base.
Demonstrated experience of managing large heterogeneous hardware/software installation base.
Quality: Consistently deliver value to our stakeholders and innovate to continually improve our services by review of processes, people and performance.
QUALITY FRAMEWORK: ISO 9001:2000 23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training, Marketing, Legal, Procurement, Transportation and Management documented and certified. External evaluation and certification conducted by the British Standards Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center Services. Purdue Benchmark:
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HCL BPO Services is positioned in the upper right hand quadrant of the Effectiveness-Efficiency grid and ranked 2nd in the Global Peer group.
Major Observations: Excellent SLA performance tracking, improvement and management methodologies at all levels Team Leader to Top Management Very low rate of manpower attrition Strong organizational capability to attain and maintain high levels of manpower motivation. Six Sigma: HCL BPO Services Process Improvement Program is led by a Six Sigma Master Black Belt. The Six Sigma methodology for continues improvement of its processes and performance. Tools like Fishbone analysis, Design of Experiments, Detailed Process mapping, Histograms, Pareto Charts, Control charts and many others are effectively used for such analysis.
BS 7799 Certification: Information is the lifeblood of all organizations and can exist in many forms. Recent high-profile information security breaches and the value of information are highlighting the ever-increasing need for organizations to protect their data BS7799 is the British standard for the protection of an organizations information asset. The road cannot be justified, but it can be quantified by the benefits to your
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business. The certification is not a one-off task; it must be periodically, reviewed by an external assessor.
The certification is an endorsement of the processes that the Chennai center has in place to safeguard the security of data, and also as mechanism in place for issues relating to business continuity and disaster recovery. The certification is valid for a period of 3years.
HCL BPO Services, with a committed top-level management and dedicated experienced employees made the certification possible within a short span of five months.
Recruitment and selection procedure at HCL BPO: Requirement Generation:Requirement to fill up a vacancy/generate new position would be raised by the concerned department on the manpower requisition form (Annexure 1) and forwarded to the HR team, keeping the lead times for filling up the vacancies in perspective. The HR and Operations teams mutually decide on the date by which the requirement needs to be closed. The HR team would fill the vacancies on or before the agreed date.
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Selection process: The selection process begins with the short-listing of the CVs. Every candidate whose CV has been short listed goes through: Written test. (Optional-as per process requirement) Group discussion. (If the candidates are in the large numbers/walk in through Advertisement) Interview by the training Team for voice and Accent or Interview by Operations team/Concerned manager, followed by the Final HR interview.
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2. RESEARCH METHODOLOGY & DESIGN
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RESEARCH METHODOLOGY Research means a scientific and systematic search for pertinent information on a specific topic. Research is a careful investigation or inquiry especially through search for new facts in any branch of knowledge. Research comprises defining and redefining problems, formulating hypothesis or suggested solution; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Methodology is defined a the study of methods by which we gain knowledge, it deals with cognitive processes imposed on research b the problems rising from the nature of its subject matter
2.1. TYPE OF RESEARCH:Descriptive research has been used; it involves surveys and fact-findings enquirer of different kinds the major purpose of descriptive research is the description of the state of affairs, as it exists at present. The main characteristics of this method are that the researcher has no control over the variable; can only report what had happened or what is happening. The methods of research utilized in descriptive research are survey methods of all kinds, including comparative and correlation methods.
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2.2. STATEMENT OF OBJECTIVE:OBJECTIVE OF THE STUDY: PRIMARY OBJECTIVE:
To study about the recruitment process in HCL BPO SECONDARY OBJECTIVE: To study the basis of appointment To study the attrition level and its linkage with recruitment techniques used. To identify the sources of recruitment preferred by the company To offer suggestions to strengthen the crucial area of Recruitment and Selection at HCL BPO. To develop and maintain procedures which will assist in ensuring the appointment of most suitable candidate.
2.3. RESEARCH INSTRUMENT:The research instrument used in this study structured questionnaire. Structured
questionnaire are those questionnaire in which there are predetermined question relating to the aspect for which the researcher collects data. The questions are presented with exactly the same wording and in the same order to all the respondents.
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2.4. QUESTIONNAIRE DESIGN:The structured questionnaire for recruitment process with the following types of questionnaires open ended, closed ended, multiple choice, types of questions.
2.5. DATA COLLECTION:Data refers to information or facts. It includes numerical figures, non numerical figures, descriptive facts, and qualitative information. The task of data collection begins after research problem has been defined and research plan has been decided. The nature of the data is both Primary and Secondary data. PRIMARY DATA The primary data are those that are collected through questionnaire and direct personal interview. The questionnaire was framed in such a manner to obtain correct information, graded suitably for the study. SECONDARY DATA The secondary data has been collected through oral communication. Secondary data about the company profile and other details were collected from the company website.
2.6. SAMPLING PROCEDURE:Convenience sampling has been used in this study. Convenience sampling is used for selection of homogeneous sample for the study. It refers to selection a sample of study.
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It is a non-probability sampling. Thus research study may include study objects, which are conveniently located. Research findings based on convenient sampling however, cannot be generalized.
2.7. PERIOD OF STUDYThe study was under taken for a 3 months during MAR 5th to MAY 25th 2009. During the period following steps are taken: Objectives were set and questionnaire was finalized. Data were collected and recorded Data were analyzed and interpreted Reports were generated
2.8. SAMPLING SIZE:Due to time and resource constraint the sample size has been taken as 100 for survey. In consultation with the company guide and the project guide.
2.9. PILOT SURVEY A pilot survey with 5 samples from employees was conducted for testing the validity of the questions. It was found that there was no need for changes in the questionnaire and hence the same questionnaire was used for final survey also. Need For the Study: To know effectiveness of the companys present recruitment strategy.
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Manpower is the main resource of the company, therefore the company need to know the critical areas where they can implement improvement so as to get the right candidates at the right time at the right time at right place. To identify the best source through which the company can recruit good candidates at less cost. Scope of the Study: The study backed by a structured questionnaire, which was the main source of qualitative data. Initially the study required relying more on secondary data. The study also covers the tools to improve the recruitment strategy. The aims of the recruitment and selection process should be to
Recruit high quality staff with the right skills on the appropriate contracts to deliver the key objectives of the position and organization; Ensure that equality of opportunity is considered as an integral part of recruitment practice, thus encouraging diversity; Ensure that recruitment is effective as a key public relations exercise for all involved; Ensure that recruitment is fair, efficient and cost-effective.
3.0. LIMITATIONS OF THE STUDY
Time was the main constraint. The project should be completed within stipulated time limit (i.e. Mar 2nd May 3rd)
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Since the project is of qualitative nature there was the participants bias in some cases. Some information cannot be accessed due to its confidential nature.
3. DATA ANALYSIS &48
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
3.1. DATA ANALYSIS:Experience Of Respondents Experience Less Than 1yr 1-2yrs 2-5yrs >5yrs TOTAL No. Of respondents 30 45 25 0 100 Percentage 30 45 25 0 100
No. Of respondents
Less Than 1yr 1-2yrs 2-5yrs >5yrs
Source: Primary Data
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INFERENCE: 45% of respondents have 1-2years experience, 30% of respondents have less than 1year experience, 25% of respondents have 2-5 years experience and none of respondents have 5 years of experience in HCL BPO. Factors That Cause Recruitment Difficulties
Serial No 1 2 3 4 5
Factors Lack of applicants Lack of applications with required work experience Lack of applicants with required skills Other Employers offering higher wages Job pays low salary Total
No of Respondents 8 20 55 10 7 100
Percentage 8 20 55 10 7 100
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Total No Of Respondents
Lack of applicants Lack of applications with required work experience Lack of applicants with required skills Other Employers offering higher wages Job pays low salary
Source: Primary Data INFERENCE: 55% of the respondents feel that lack of applicants with required skills is major factor those recruitment difficulties, 20% of the respondents feel that lack of applicant with required work experience skills is the cause of recruitment difficulties 10% of the respondents feel that other employers are offering high wages is the cause of recruitment difficulties, 8 % of the respondents feel that lack of applicants is the cause of recruitment difficulties, 7 % of the respondents feel that job pays low salary is the cause of recruitment difficulties.
Recruitment Sources Looking For Sources 1.Advertisement 2.Employee reference 3.Campus recruitment 4.Job Sites 5.Networking No Of Responses 24 10 4 6 8 Percentage 24 10 4 6 8 51
6.Walk-in-interview 7.Job fair 8.Consultancy 9. I.J.P Total
14 8 20 6 100
14 8 20 6 100
No Of Responses
1.Advertisement 2.Employee reference 3.Campus recruitment 4.Job Sites 5.Networking 6.Walk-in-interview 7.Job fair 8.Consultancy 9. I.J.P
Source: Primary Data
INFERENCE: 24% of the respondents feel that advertisement is the best source, 10% of the respondents feel that employee reference is the best source, 4% of the respondents feel that campus recruitment is the best source, 6% of the respondents feel that job sites are the best source, 8% of the respondents feel that networking is the best source, 14% of the respondents feel that walk-in is the best source, 9% of the respondents feel that job fair is the best source,
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20% of the respondents feel that consultancy is the best source, 6% of the respondents feel that internal job posting is the best source.
Preferred Media For Advertisement
Media Newspaper Job Sites On Line (consultancies) Total
No Of
Respondents 12 48 40 100
Percentage 12 48 40 100
No Of
Respondents
Newspaper Job Sites On Line
Source: Primary Data
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INFERENCE: 48% of the respondents feel that jobsites are the best media for advertisement, 40% of the respondents feel that online is the best media for advertisement, 12 % of the respondents feel that newspaper is the best media for advertisement.
Minimum Expectation From Candidates
Expectation From Candidates Good Communication Technical Skills Willing to Work In Night Shifts Total
No Of Respondents 40 32 28 100
Percentage 40 32 28 100
No Of Respondents
Good Communication Technical Skills Willing to Work In Night Shifts
Source: Primary Data INFERENCE: 40% of the respondents feel that good communication is minimum expectation from the candidates, 32 % of the respondents feel that technical skills is the minimum expectation
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from the candidates, & 28 % of the respondents feel that willing to work in the night shifts is the minimum expectation from the candidates.
Job Sites Preferred By Recruiters
Job Sites Naukri Monster Times Jobs Jobs Ahead Others Total
No Of Respondents 50 20 16 10 4 100
Ranking 1 2 3 4 5
No Of Respondents
Naukri Monster Times Jobs Jobs Ahead Others
Source: Primary Data INFERENCE: 50% of the respondents preferred naukri is the best jobsite to get candidates, 20% of the respondents preferred monster jobsite to get candidates, 16% of the respondents preferred times job jobsite to get candidates,
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10% of the respondents preferred jobs ahead to get candidates, and 4% of the respondents preferred other jobsites.
Preferred Consultancies For Recruitment
Consultancy VT Manpower Shree Career Job Shop Pinnacle Vertex Total
No Of Respondents 30 40 10 10 10 100
Percentage 30 40 10 10 10 100
No Of Respondents
VT Manpower Shree Career Job Shop Pinnacle Vertex
Source: Primary Data INFERENCE: 40 % of the respondents preferred Shree Career consultancy, 30 % of the respondents preferred VT Manpower consultancy, 10 % of the respondents preferred Job Shop consultancy, 10 % of the respondents preferred Pinnacle consultancy, 10 % of the respondents preferred Vertex consultancy.
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Action To Be Taken To Manage Recruitment Difficulties
Options Increased Recruitment efforts Recruitment From Non-Traditional Sources Improved pay And Conditions Retaining Existing Staff Total
No Of Respondents 32 24 40 4 100
Percentage 32 24 40 4 100
No Of Respondents
Increased Recruitment efforts Recruitment From NonTraditional Sources Improved pay And Conditions Retaining Existing Staff
Source: Primary Data
INFERENCE: 57
32 % of the respondents feel that increasing the recruitment efforts is best action to overcome recruitment difficulties, 24% of the respondents feel recruitment from non traditional sources is the best action to overcome recruitment difficulties, 40% of the respondents feel that by improving the pay and conditions is the best action to overcome recruitment difficulties, 4% of the respondents feel that retaining the existing staff is the best action to overcome recruitment difficulties.
Ways, Which Influence The Candidates To Appear For Interview Options Brand Image Working Environment Flexile Timings Attractive Packages Total No. Of Respondents 50 20 20 10 100 Percentage 50 20 20 10 100
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No. Of Respondents
Brand Image Working Environment Flexile Timings Attractive Packages
Source: Primary Data INFERENCE: 50% of respondents said that the candidates are influenced for interview by the brand image, 20% of respondents said that the candidates are influenced for interview by working environment & 20 % of respondents said that the candidates are influenced for interview by flexible timings, 10 % of respondents said that the candidates are influenced for interview by attractive package.
Costs Incurred By The Company To Bring New Recruiters For On-Board Orientation Expenses Telephone Expenses Postage Expenses Training Expenses Total No. Of Respondents 32 8 60 100 Percentage 32 8 60 100
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No. Of Respondents
Telephone Expenses Postage Expenses Training Expenses
Source: Primary Data
INFERENCE: 60% of the respondents feel that the company incurs more costs on training expenses to bring new recruiters for onboard orientation, 32 % of the respondents feel that the company incurs more costs on telephone expenses to bring new recruiters for onboard orientation, 8% of the respondents feel that the company incurs more costs on postage expenses to bring new recruiters for onboard orientation.
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Effectiveness Of Buddy Boom Referral
Options Yes No Total
No. Of Respondents 80 20 100
Percentage 80 20 100
No. Of Respondents
No No. Of Respondents Yes
0
20
40
60
80
Source: Primary Data
INFERENCE: 80 % of respondents said that the buddy boom referral is effective & 20 % of respondents said that the buddy boom referral is not much effective.
Maximum Elimination Of Candidates 61
Rounds Group Discussion Voice & Accent Written Test Technical Test HR Interview Total
No. Of Respondents 28 48 8 12 4 100
Percentage 28 48 8 12 4 100
No. Of Respondents
Group Discussion Voice & Accent Written Test Technical Test HR Interview
Source: Primary Data
INFERENCE: 48% of the respondents feel that most of the candidates are screened out in voice and accent round, 28 % of the respondents feel that most of the candidates are screened out in group discussion, 12 % of the respondents feel that most of the candidates are screened out in technical interview, 8 % of the respondents feel that most of the candidates are screened out in written exam, 4 % of the respondents feel that most of the candidates are screened out in HR interview. Reason For Not Joining After Accepting Offer Letter
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Reason Lack Of Interest In BPO Better Offer Elsewhere Not-Willing To Sign Bond Personnel Problem Total
No. Of Respondents 30 16 50 4 100
Percentage 30 16 50 4 100
No. Of Respondents
Lack Of Interest In BPO Better Offer Elsewhere Not-Willing To Work In Night Shifts Candidate Demanding For High Pay
Source: Primary Data INFERENCE: 50 % of the respondents feel that candidates are not willing to work in night shifts, 30 % of the respondents feel that candidates are not interest in BPO, 16 % of respondents feel that candidates are seeking better opportunity elsewhere, & 4 % of respondents feel that candidates are demanding for high pay.
Satisfaction Of Present Recruitment System Options Yes No OF Respondents 80 Percentage 80
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No Total
20 100
20 100
No OF Respondents
No No OF Respondents Yes
0
20
40
60
80
INFERENCE: 80 % of the respondents are satisfied with the quality of present recruitment system, 20 % of the respondents are not satisfied with the quality of present recruitment system.
3.2. STATISTICAL ANALYSIS:The role of statistics is to function as a tool in designing research, analyzing its data and drawing conclusions from it. The important statistical tools used in this analysis are chisquare test, weighted average test and K.S. test.
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Chi-Square Test: The chi-square test is important test amongst the several tests of significance developed by statisticians. theoretical variance. Chi-square, symbolically written as 2 is a statistical measure used in the context of the sampling analysis for comparing a variance to a
Uses of Chi-Square Test: Chi-Square is a very versatile test used both as non-parametric and parametric measure. As a non-parametric measure it is used as: As a test of goodness of fit. As a test of independence To establish confidence intervals for the variance of a population.
Steps involved in applying Chi-Square Test (Goodness of Fit): 1. Calculate the expected frequencies on the basis of the given hypothesis or on the basis of null hypothesis.
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Expected frequency of any cell Sum of observed frequencies E = ---------------------------------------------Mean of all observed frequencies
2. Obtain the difference between observed and expected frequencies then, find out the square of such differences i.e. calculate (Oij Eij) 2. 3. Divide the quantity (Oij Eij)2 obtained as stated above by the corresponding expected frequencies or the group frequencies. 4. Find the summation of (Oij Eij)2 values or what we call (Oij Eij) 2 .. Eij The 2 value obtained as such should be compared with relevant table value of 2 and the inference be drawn. 5. If 2 calculated value is greater than 2 tabulated value than there is a significant difference between observed and expected frequencies, no uniform distribution. And vice-versa. This is the required 2 values
Precautions about chi-square test: To avoid making incorrect inference from chi-square hypothesis test, the general rule applied is that an expected frequency of less than 5 in one cells of a contingency
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table it too small to use. So it is combined in ordered to get an expected frequency of 5 or more.
Weighted average: Where the relative importance of the different items is not the same, weighed arithmetic mean is computed. The term Weight stands for the relative importance of the difference items. The formula for the calculation is: WX WX = ----------- W Where, XW X W . = the weighed arithmetic mean, = the variable values, = the weights
Calculations: Preferred Media For Advertisement
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MEDIA Newspaper Job Sites Online
RESPONDENTS (Os) 12 48 40 100 12 + 48 + 40
(Es) 33.33 33.33 33.33
(O-E) -21.33 14.67 6.67
(O-E)2 454.9689 215.2089 44.4889
(O-E)2 /E 13.6504 6.4569 1.3348 21.4421
E = ---------------------------- = 100/3 = 33.33 3
Applied formula: (Oij Eij) 2 2 = .. 21.4421 Eij = 21.4421, Hence, 2 Calculated value is
To find Tabulated value: Df = n-1= 3-1 = 2 2 Tabulated value with degrees of freedom Df is 2 at 5% level = 5.991
On Comparing 2 Calculated value & 2 Tabulated value: 21.4421 > 5.991 Therefore, 2 Calculated value is greater than 2 Tabulated value, so Reject H0 Accept H1 : There is a significant difference between Observed Freq. and Expected Freq. i.e. no uniform distribution between the preferred media for advertisements. Minimum Expectation From Candidates EXPECTATIONS RESPONDENTS (Es) (O-E) (O-E)2 (O-E)2 /E 68
Good comm. Technical skills Night shifts
(Os) 40 32 28 100 40 + 32 + 28
33.33 33.33 33.33
6.67 -1.33 -5.33
44.4889 1.7689 28.4089
1.3348 0.0530 0.8523 2.2401
E = ---------------------------- = 100/3 = 33.33 3
Applied formula: (Oij Eij) 2 2 = .. 2.2401 Eij = 2.2401, Hence, 2 Calculated value is
To find Tabulated value: Df = n-1= 3-1 = 2 2 Tabulated value with degrees of freedom Df is 2 at 5% level = 5.991
On Comparing 2 Calculated value & 2 Tabulated value: 2.2401 < 5.991 Therefore, 2 Calculated value is lesser than 2 Tabulated value, so Accept H1 There is no significant difference between Observed Freq. and Expected Freq. i.e. expectations from all candidates are distributed uniformed.
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4. SUMMARY OF FINDINGS
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SUMMARY OF FINDINGS
4.1. GENERAL FINDINGS: 45 % of employees have in between 1-2 years of experiences. 55 % of the employees replied that lack of applicants with required skills is the major factor for recruitment difficulties. 24 % of the employees ranked advertisement as the best source. Reason for using various sources
Sources 1.Advertisement 2.Employee reference 3.Campus recruitment 4.Job Sites 5.Networking 6.Walk-in-interview 7.Job fair 8.Consultancy 9.I.J.P
Reason One Time Cost Valuable Huge Numbers In One Shot Ready Resources Free Of Costs Shows The Brand Of The Company Large Numbers Quality Familiarity
4.2. STATISTICAL FINDINGS: 48 % of employees preferred jobsites as a media for advertisement. 40 % of employees expect good communication from the candidates.
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50 % of employees preferred Naukri as the number one jobsites. 40 % of employees ranked Shree Career Consultancy as the number one consultancy 80 % of employees replied that the buddy boom referral is much effective 40 % of the employees replied that by improving pay and conditions they can overcome the problem of recruitment difficulties. 80 % of the employees replied that overall recruitment strategy is highly satisfied. 40 % of the employees replied that for TSO process they prefer candidates through Consultancy, 20 % of the employees replied that for CSE process they prefer Employee Referral, 20 % of the employees replied that for TL position they prefer Internal Jobsites and consultancies. 20% of the employees replied that for Mentor position they prefer walk-in. 60 % of the employees replied that the company incurs more costs on giving training to the new recruiters. 48 % of the employees replied that most of the candidates are screened out in the Voice & Accent round.
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50 % of the employees replied that the candidates are influenced for interview by the brand image of the company. 50 % of the employees replied that the candidates are not willing to work in night shifts. 90 % of the employees replied that the fresh candidates are given 30 days of training. 80 % of the employees replied that they are getting quality candidates by present recruitment system. In order to fill the gap in placing the candidates HCL BPO is going for waiting lists and hold candidates.
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5. SUGGESIONS
SUGGESTIONS
The company should increase its intake of employees by recruiting from Educational Institutes more vigorously. The company should introduce a mobile recruitment team who can go from places to places to select the candidates quickly and cost effectively. To avoid the drain out of candidates because of less pay, company should give incentives to the candidate based on the performance every month.
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Company should give appraisal to the candidates in form of promotion or raise in salary to enhance their performances and company should arrange further workshops for least performing employees so as to increase their performance level. Candidates with working experience in any other BPO shouldnt be drained at all instead should be hired and given training according to the requirement of the company process. Advertisement is the best source to grab maximum candidates, eventhough it is expensive. This one time investment helps to reach maximum candidates. In addition to this, employee references are the best source to get skilled candidates. Jobsites and Online (Consultancies) are the best source to reduce the time and save time to get candidates.
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6. CONSLUSION
CONCLUSION
This study has focused on the recruitment process of HCL Technologies BPO Services Ltd. The study has been conducted from the employees working for recruitment process in HCL BPO. The company seems to be moving its right lines as far as its recruitment strategy is concerned. However a few drawbacks were found and suggestions are recommended for it.
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Since the company is at its early stages and since recruitment is carried out on a mass scale it becomes important to concentrate on this aspect. With these objectives in mind this study has been conducted.
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7. QUESTIONNAIRE
QUESTIONNAIRE
A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICESName : Male Female
Gender :
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Qualification: Designation:
Instruction: Rank in 1, 2, 3..where, 1- excellent, most, etc. Comment the reasons if possible.
1. Your experience in HCL BPO? ______________ Months.
2. What factors have caused your recruitment difficulties (if any)? Rank them. Lack of applicants Lack of applicants with required work experience Lack of applicants with required skills Other employers offering higher wages Job pays low salary 3. What are the recruitment sources that you are looking for? Rank the sources. Sources 1.Advertisement 2.Employee reference 3.Campus recruitment 4.Job Sites 5.Networking 6.Walk-in-interview 7.Job fair 8.Consultancy 9.I.J.P Ranking
4. State the reason for using the various sources?
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Sources 1.Advertisement
Reason
2.Employee reference 3.Campus recruitment 4.Job Sites 5.Networking 6.Walk-in-interview 7.Job fair 8.Consultancy 9.I.J.P 5. Which media do you prefer for Advertisement? Please specify (e.g., NewspaperThe Hindu).
Media Newspaper Online (consultancies) Jobsites
Name And Schedule Of AD.
6. What is the minimum expectation do you have from candidates? Rank them.
Good Communication Technical Skills Willing To Work In Night Shifts Others Plz Specify______
7. Which job sites do you prefer to get the candidates? Rank them. Job Sites 1.Naukri 2.Monster Ranking
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3.Times jobs 4.Jobs ahead 5.Others (please specify) 8. Name the consultancies you rely for the recruitment of candidates? Rank them. 1. VT Manpower 2. Shree Career 3. Job Shop 4. Pinnacle 5. Vertex
9. Please indicate the type of jobs that have experienced difficulty in recruitment and also indicate the reason for difficulty? Job designation 1. TSO 2. CSE 3. PBMS 4. OD Reason (Experience, Salary, Profile, Work Time)
10. Do you think buddy boom scheme is effective? ( ) Yes No ( )
11. What action have you taken as a result of recruitment difficulty? Rank them. Increased recruitment efforts Recruitment from non-traditional sources Improved pay and conditions Retained existing staff
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12. Details on offer made in last six months? Offers made in last 6 months: ____________. No. Of candidates joined: ____________. No. Of candidates couldnt join due to expiry of an offer: ____________.
13. Youre feed back on the effectiveness of overall recruitment strategy? (Example: 1-excellent & 5 worst) 1 2 3 4 5
14. Match the source that could afford you the best suitable candidates for different position.
Position
Advt.
Emp.Re Campus f Recruit
Job sites
Consultancy
Walk-in Networking
Job fair
Source TSO CSE TL Mentor
15. Match the role with the qualification and experience preferred?
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Qualification & Experience Source TSO CSE TL MENTOR
UG Fresher
UG Experience
PG Fresher
PG experience
16. What costs does the company typically incur more to bring new recruiters for On- Board Orientation ? Rank them. Telephone Calls Postage Expenses Training Expenses
17. Mention the critical round where most of the candidates are screened out? Rank them. Group discussion Voice and Accent Written test Technical Skill HR Interview
18. What influence candidates to appear for interview? Rank them. ( ) Brand Image ( ) Flexible Timings ( ) Working Environment ( ) Attractive Package
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19. Human Resource Mapping & Identify the Gaps for each month?1. Dec-2007
Process 1.TSO 2.CSE 3.OD 4. WLR32. Jan-2008
Candidates Required Candidates
placed
Gap
Process 1.TSO 2.CSE 3.OD 4. WLR33. Feb-2008
Candidates Required Candidates placed
Gap
Process 1.TSO 2.CSE 3.OD 4. WLR3 4. Mar-2008 Process 1.TSO 2.CSE 3.OD 4. WLR3
Candidates Required Candidates Placed
Gap
Candidates Required Candidates placed
Gap
20. Why do you face the problem in placing the candidates? Rank them. Candidates ignore the offer due to night shift job Lack of interest in BPO. Better opportunity elsewhere. Candidates demanding for high pay. Others (please specify) ________________
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21. Mention the reason for not joining after accepting the offer letter? Rank them. ( ) Personal problem ( ) Lack of interest in BPO
( ) Better offer elsewhere ( ) Not willingness to sign a bond 22. What is the training period for the fresh candidates? 10 Days 15 Days
25 Days
30 Days
23. Are you getting enough quality candidates from present recruitment system?
( ) Yes
( ) No
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8. REFERENCES
REFERENCES
BOOKS REFERRED:
Aswathappa, HUMAN RESOURCES AND PERSONNEL MANAGEMENT, TATA McGraw Hill, 2003. P.Joythi. DN Venkatesh, HUMAN RESOURCE MANAGEMENT, Oxford 2006 Arora P.N. & Arora.S, STATISTICS FOR MANAGEMENT, Edition 2003. Ravilochanan, RESEARCH METHODOLOGY, Reprint Edition 2004.
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WEBSITES VISITED:
www.hcl.in www.google.com www.humanlinks.com www.hrcommunity.com
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