Hr Policies of Hcl

CONTENTS

INTRODUCTION

CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS

PROFILE OF HISTORICAL DEVELOPMENT AND STATUS QUO OF HCL

RECRUITMENT PROCEDURE IN HCL

DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES AND EMPLOYEES

/WORKERS REGARDING RECRUITMENT

PROCEDURE IN HCL.

CONCLUSION

FINDINGS AND SUGGESTIONS

ANNEXURES

BIBLIOGRAPHY

INTRODUCTION

HCL Infosystems

HCL Infosystems(“HCL”) is one of India’s leading global IT Services Company, providing software-

led IT solutions, BPO and Remote Infrastructure Management services. Making a foray into the

services domain in 1997-98, HCL Infosystems focuses on technology and R&D outsourcing, working

with clients in areas at the core of their business. Partnerships and risk-sharing have been integral to

company’s growth. Relationships have been cemented with partners in diverse areas such as investment

banking and telecom.

Keeping pace with the industry trend, HCL has applied itself to gaining momentum in emerging

business segments such as Infrastructure Management Services & BPO, optimizing its business

portfolio. About 25% of revenues now coming from these high growth segments of tomorrow. Product

Engineering and Technology services along with Applications & Enterprise Consulting services

contribute equally to the revenues.

HCL also has a rapidly diversifying geographic mix with Europe and Rest of the World yielding 25%

and 15% revenue, respectively. North America revenues continue to dominate with a share of about

60%.

The company leverages an extensive offshore infrastructure and its global network in 15 countries to

deliver solutions across select verticals including Banking, Insurance, Retail & Consumer, Aerospace,

Automotive, Semiconductors, Telecom and Life Sciences. For the twelve month period ended 30th

June 2005, HCL Infosystemsalong with its subsidiaries had revenues of $ 764 million and employed

24,000 professionals. For more information, please visit www.hcltech.com

WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT

An organization is nothing without human resources. What is IBM without its employees? Same is in a

hotel industry. It is totally based on managing people or manpower in an efficient way.

When we think about the million of organization that provide us with goods and services, any one of

more of which will employ us during our lifetime, often do we explicitly consider that these

organization depend on people to make them operate? It is only under unusual circumstances, such as

when clerks go on strike at our local supermarket, or the teachers walkout from our schools, colleges

or employees working in an hotel industry, that we recognize the important role play in making

organization work.

There are some question which are listed down in order to know how important HRM is are :

How did these people come to be employees in an organization?

How were they found and selected?

Why do they come to work on a regular basis?

How do they know what to do on their jobs?

How does management know if the employees are performing adequately? If they are not, what can

be done about it?

Will today’s employees be prepared for the work the organization will require of them in ten,

twenty - thirty years?

Management : It is the process of efficiently getting activities completed with and through other

people. The management process includes the planning, organizing, leading, and controlling activities

that take place to accomplish objectives.

With reference to our definition, Goals are the “activities completed”. Limited resources are implied in

“efficiently”. People are those in “through other people”.

First goals are necessary because activities must be directed toward some end. There is a

considerable truth in the observation that “if you don’t know where you are going, any road will

take you there”. The established goals may not so explicit, but where there are no goals, there may

be a need for a new managers or no need for managers at all.

Second, there are limited sources. Economic resources are scarce therefore, the manager is

responsible for their allocation. This requires not only that managers be effective in achieving

goals that are established but they be efficient in relating output to input. They must seek a given

output with a lower input that is now being used or, for a given input, strive for a greater output. It

again depends how much the manager knows about his capacity and how he designs his planning

structure and how efficiently he gives a better picture and utilizes it accordingly.

Managers , then are concerned with the attainment of goals, which makes them effective, and with the

best allocation of scarce resources, which makes them efficient.

The need for two or more people is third and last requisite for management. It is with and through

people that managers perform their work.

Managers are those who work with and through other people, allocating scarce resources, to achieve

goals.

HRM AND ITS FUNCTIONS

Human resource management is concerned with the “people” dimensions in management. Since every

organization is made up of people, acquiring their services developing their skills, motivating them to

high levels of performance, and ensuring that they continue to maintain their commitment to the

organization are essential to achieving organizational goals.

To look HRM more specifically we suggest that it is a process consisting of four function :-

Accusation, Development, Motivation and Maintenance - of Human Resource.

ACQUISITION FUNCTION

The acquisition function being with planning. Relative to human resource requirements, we new to

know where we are giving and how we are giving to get these. This includes the estimating demands

and supplies of labour. Acquisition also includes the recruitment, selection and socialization of

employees.

DEVELOPMENT FUNCTION

It can be seen along three dimensions. The first is employee training which emphasizes skill

development and the changing of attitudes among workers. The second is management development,

which concerns itself primarily with knowledge acquisition and the enhancement of an executives

conceptual abilities. The third is career development, which is the continual effort to match long-term

individual and organizational needs. It also has a major function, it prepares the employees to adopt

change at any point of time. Since the scenario of the market changes day by day it is very important

for an organization to keep his employees ready to face the change, and accordingly change in order to

adapt the change in order to sustain in this competitive market scenario.

MANAGEMENT FUNCTION

The final function is maintenance. In contrast to the motivation function, which attempts to stimulate

performance, the maintenance function is concerned with providing those working conditions that

employees believe are necessary in order to maintain their commitment to the organization.

MOTIVATION FUNCTION

The motivation function begins with the recognition that individuals are unique and that motivation

techniques must reflect the needs of each individual. Within the motivation function alienation, job

satisfaction, performance appraisal behavioral and structural techniques for stimulating worker

performance, the importance of linking regards to performance, compensation and benefits

administration and how to handle problem employees are renewed.

In recent years, more emphasis was given on manpower because of the change in the society, attitude

of an individual etc. etc. In a study ASID i.e. the AMERICAN SOCIETY FOR TRAINING AND

DEVELOPMENT recognized nine are of HRM.

Training and Development

Organization and Development

Organization/Job Design

Human Resource Planning

Selection and Staffing

Personnel Research and Information Systems

Compensation/Benefits

Employee Assistance

Union/Labour Relations

The outputs of this model are :

Quality of Work Life

Productivity

Readiness to Change

HRM MODEL

Training and

Development

- Focus is on identifying

and assessing

Union/labour

Relation

Focus : Assessing

healthy

union/organization

relationship.

Organization

Development

Focus : assessing

healthy inter

relationship as bell

as intra

Employee

Assistance Focus :

Providing personal

problem solving,

canceling to

individual

employees

- Quality of work

life

- Productivity

- Readiness to

change

Organization/Job

Design.

Focus : defining

how tasks, authority

and system will be

organized

Compensation and

Benefit

Focus : Assessing

compensation and

benefits

Human Resource

Planning :

Determining the

origins major HRM

needs strategies and

policies

Personnel

research and

information

systems

Focus : assuring a

personnel

information base

Selection and Staffing :

Focus : Matching people

and their career needs

and capabilities with

join and career path

From the above introduction about Human Resource management, it has been pretty clear that how

important is human resource and its allocation. Again it depends on human resource planning. So the

next question which arises is what is Human Resource Planning?

HUMAN RESOURCE PLANNING

It is one of the most important and essential programme of Human Resource Management.

Human Resource Planning is the process by which an organization ensures that it has right number of

people, right kind of people, at the right places, at the right time, capable of the right places, at the right

time, capable of effectively and efficiently completing those tasks which will help the organization to

achieve its overall objectives as well as goals. Human Resource Planning then, translation the

organization’s objectives and plans into the number of workers needed to meet those objectives.

Without clear-cut planning, estimation of organization's human resource need is reduced to more

guesswork.

Of all the “MS” in management (the management of materials, machines, methods, money, motive

power), the most important is “M” for men or manpower. Manpower is a primary resource without

which other resources like money, machines materials can not be put to use. Even in the age of

computer and Robert it requires human resources to execute it and plan further improvement. It is the

most valuable asset of an organisation.

If people of poor caliber are hired, nothing much can be accomplished and Grasism’s law will work the

bad people will drive out the good car cause them to deteriorate.

Organisation of men for managing a purpose is age-old, even though, this science of management is yet

in a developing stage especially in developing countries.

Effective utilisation of manpower resources is the key note of manpower management. Ever since the

factory system, production managers have devoted a great deal of time and effort to the physical

organisations of the industry. During the nineteenth Century the average employer in their efforts to

reduce costs centralised their attention upon management of men and machines. Man management is

basically concerned with having right type of people available as and when required and improving the

performance of the existing people to make them more productive on their job.

Recruitment forms the first stage in the process which continues with selection and ceases with the

placement of the candidates. 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 organisation. Recruiting is the discovering of

potential applicants for actual or anticipated organisational vacancies. In other words, it is a linking

activity bringing together those with jobs and those seeking jobs.

It’s purpose is to pave the way for the selection procedures by producing, ideally the smallest number

of candidates who appear to be capable either of performing the required tasks of the job from the

outset, or of developing the ability to do so within a period of time acceptable to the employing

organisation. The smallest number of potentially suitable candidates can in theory, of course, be any

number. The main point that needs to be made about the recruitment task is that the employing

organisation should not waste time and money examining the credentials of people whose qualification

do not match the requirements of the job. A primary task of the recruitment phase is to help would be

applicants to decide whether they are likely to be suitable to fill the job vacancy. This is clearly in the

interest of both the employing organisation and the applicants.

SCOPE OF THE STUDY :

At this point we are nor concerned with desirability of recruitment process since it can not be avoided.

Instead our concern is focussed of those questions like recruitment for what purpose. On what basis

should it be written down and saved or not? If saved for ever or for a year or two? These are issue to be

argued and these are the elements that make manpower planning ground or bad, effective or ineffective.

SIGNIFICANCE OF STUDY :

Without focussing the pattern of management, organisation philosophy highlights on achieving a surely

where all citizens (employees) can lead a richer and fuller life. Every organisation, therefore, strikes for

greater productivity, elimination of wastes, lower costs and higher wages, so the industry needs a stable

and energetic labours force that can boast of production by increased productivity. To achieve these

objectives a good recruitment process is essential. By which industry strikes right number of persons

and right kind of persons at the right time and at right places through and the planning period without

hampering productivity.

PURPOSE OF THE STUDY :

The objective of the study is to analyse the actual recruitment process in HCL , and to evaluate how far

this process confirm to the purposes underlying the operational aspects of the industry. How far the

process is accepted by it ? And what are the options of the family members of the organisation? The

study on recruitment highlights the need of recruitment in HCL InfosystemsLimited.

METHODOLOGY :

The study is carried on in a proper planned and systematic manner. This methodology includes

(i) Familiarization with the organisation.

(ii) Observation and collection of data.

(iii) Analysis of data.

(iv) Conclusion and suggestion based on analysis.

HYPOTHESIS

The organisation follows a systematic recruitment process, which contributes towards continuous flow

of production without shortage or excess of labours.

SAMPLING

The study covers 10 executive, 20 employees from different departments/ sections of HCL as sample in

order to elicit relevant facts. Since it is not possible to approach each and every manpower of the

organization.

UNIT OF STUDY:

An executive and a worker irrespective of their position and placements in any of the departments of

the organization is considered as unit of study.

SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In primary source of data

collection the interview schedule and questionnaire and opinion survey were used and in secondary

source of data collection relevant records, books, diary and magazines were used. Thus the source of

data collection were as follows:

SOURCE OF DATA COLLECTION

PRIMARY SECONDARY

1. Interview schedule 1. Diary

2. Questionnaire 2. Books

3. Opinion Survey 3. Other records

4. Magazines

The investigator used structural interview schedule, questionnaire and opinion survey for collection of

data from primary source. Interview schedules were used for workers clerical, category and

questionnaires were used for supervisory and executive cadre and opinion survey was used to know the

technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union

members of the organisation.

The investigator used the secondary source like diary, books, magazines and other relevant records for

collection of data to know about the industry as well as the respondents.

TABULATION, ANALYSIS AND INTERPRETATION:

After completion of data collection the editing of the responses go obtained was done. This edited data

further codified and code book was prepared. On the basis of these tables the data were interpreted and

analysed and conclusion was drawn.

LIMITATIONS:

Every scientific study has certain limitations and the present study is no more exception. These are: -

1. Interviewing of the executive of top echelon position who are making recruitment is busy in the

Organisation State of affair. So it is not possible to contact all of those every busy executives.

2. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity.

3. Confidentiality of the management is the strongest hindrance to the collection of data and scientific

analysis of the study.

4. All the secondary data are required were not available.

5. Respondents were found hesitant in revealing opinion about supervisors and management.

In spite of all these limitations, the investigator has made an humble attempt to present an analytical

picture of the study with some suggestion for the long run implementation.

ABOUT HCL

In the early 70s, a group of young, enthusiastic and ambitious technocrats embarked upon a venture that

would make their vision of IT revolution in India a reality. Shiv Nadar and five of his colleagues got

together and in 1975, set up a new company called Micro comp. To start with they decided to capitalize

on their marketing skills. Micro comp marketed calculators and within a few months of starting

operations, company was outselling its major competitors. In 1976, Micro comp approached UPSEC

(Uttar Pradesh State Electronics Corporation) for help to set up a computer company. Impressed by

their technical and marketing competence, UPSEC agreed to set up a joint venture.

On the 11th of August 1976 Hindustan computers Limited was incorporated as a join venture between

the entrepreneurs and UPSEC and with an initial equity of Rs. 1.83 lakhs.

HCL InfosystemsLimited (HCL) has now become India’s one of the big technology integration

company. Over the years, HCL Infosystemshas positioned its business operations to fulfill its vision

statement: ‘Together we create enterprises of tomorrow’. The overarching theme for the company’s

swift progression into the software and services arena, in India and globally, is evolving. Signifying a

state of constant growth, the evolve theme is visible in the many ways that HCL Infosystemshas

undergone a metamorphosis into becoming a complete IT solutions company.

The menu of HCL Infosystemsglobal services broadly covers IT consulting and professional services in

the area of vertical applications, technology integration, ERP implementation and software

development. This also includes a complete portfolio of systems and network services for development.

This also includes a complete portfolio of systems and network services for Facilities Management,

Helpdesks, Systems Supports and network and Internet Implementation. HCL Infosystems’ global

customers include Samsung, Government of Singapore, and AMAL insurance Jurong Port in Singapore

and

Malaysian’s BSN commercial bank, SIA, DBS bank, Maybank life assurance charted semiconductors,

Asia Matsushita and Shell Malaysia. Some of its global customer in the government sector is Inland

Revenue authority of Singapore, civil aviation authority of Singapore, Singapore power, ministry of

education, health and national development, telecom authority of Singapore and penang state govt.

HCL Infosystems’ chosen platform of total technology integration lends itself to some very significant

alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services and

workstation and HP Open view network management solution; Intel for PC and PC server building

blocks; Microsoft,novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for CRM solution

and ORACLE Sybase and Informix for RDBMS platform.

INDIAN HARDWARE INDUSTRY AND HCL INFOSYSTEMSLTD

The Indian IT and Electronics market in 2004-05 was worth US$ 32.9 billion of which US$ 19.7 billion

consisted of software. Electronics and IT hardware production stood at US$ 13.2 billion. Some 4,100

units are engaged in electronics production manufacturing goods as diverse as TV tubes, test and

measuring instruments, medical electronics equipment, analytical and special application instruments,

process control equipment, power electronics equipment, office equipment, components etc. Market

researcher IDC estimates that the market-value estimate over next 3 years for hardware products is

Rs.79,000 crores

The Indian electronics and hardware industry has been lagging behind the impressive performance of

the software sector. Most of the hardware requirements of the burgeoning software and telecom sectors

are met by imports which are about 25%.

The Ministry of Information Technology, Govt. of India has estimated that the total requirement of

hardware and components by 2008 would be in range of US$ 160 billion and the investment required in

the manufacturing facilities would be US$ 16 billion. NASSCOM, the leading IT industry body

estimates that to achieve a software export target of US$ 87 billion in 2008, the hardware requirement

would be US$ 50 billion. By far the most comprehensive study was carried out by Ernst & Young in

association with MAIT, the hardware industry body in 2002. It estimates that given the right incentives,

India's electronic hardware industry has the potential to reach US$ 62 billion by 2010, twelve times its

existing size with the domestic market accounting for US$ 37 billion and exports of US$ 25 billion.

The major export opportunities would be in the area of innovative new products, contract

manufacturing and design services. This shows that there are large opportunities for Indian companies

to increase their strength and grave these opportunities for future growth. HCL InfosystemsLtd is one

of those companies which are working to increase their network and making innovative new products.

HCL InfosystemsLtd. is currently engaged in selling manufactured hardware (like PCs, servers,

monitors and peripherals) and traded hardware (like notebooks, peripherals) to institutional clients as

well as retail channel partners. Besides, it offers hardware support services to existing clients through

annual maintenance contracts, net work consulting and facilities management.

In 2002-03, HCL’s total hardware turnover was Rs. 10.97 billion, higher by around 24% over the

corresponding figure for 2001-02. Of this, manufactured hardware constituted 60%, traded hardware

32% and hardware support services 9%. The company’s reported operating margins in 2002-03

(including six months of OA, telecommunication and software businesses) increased to 6.7% from

5.9% in 2001-02, primarily because of better margins in hardware. While average material costs

declined in 2002-03, the company was able to retain a part of the margins in its product realizations.

Better margins in hardware resulted in the return on capital employed (ROCE) from hardware

increasing from 11.9% in 2001-02 to 25.6% in 2002-03.

In the domestic home PC organized sector, HCL Infosystemsis the market leader. Other players include

Zenith Computers, IBM, Sun Microsystems, Wipro, Hewlett Packard. Assembled personal computers

have a large presence in the domestic home PC market, accounting for a chunk of the total sales.

The overall market for desktop personal computers registered a 28.2 percent growth during calendar

year 2004 as compared to the previous year. What is significant is that branded PCs continue to make

impressive gains against the gray market. According to IDC, the share of branded PCs grew from 36.2

percent in 2003 to 49.2 percent in 2004, registering an impressive growth rate of 74.3 percent.

Interestingly, the gray market remained flat, registering a growth of 2.2 percent, while the total desktop

PC market registered a growth of 28.2 percent.

According to IDC, the recent re-surfacing of finance-based purchase options had an accelerating effect

on the consumer desktop market, which is already witnessing a consistent drop in end-user prices for

both the branded and unbranded PC segments. Among the vendors, HCL Infosystemsemerged as the

market leader with a share of 13.7 percent. The company registered a 91.4 percent growth during 2004

as compared to the previous year. HP followed HCL with a market share of 11.9 percent. HP too grew

at a blistering pace registering a growth rate of 73.03 percent. IBM is in the third place with a market

share of 6.2 percent.

IDC is not the only research firm confirming the signs of robust growth. Gartner, in a recent report,

states that the Indian desktop market grew by 31.5 percent in 2004. Says Vinod Nair, Analyst,

Computing Systems, Gartner India, “Peaking business confidence based on strong economic growth

catalyzed PC purchases in both consumer and corporate segments throughout 2004.”

While every research firm has given different figures, one thing is common—the PC market is booming

at double-digit growth rates. MAIT (Manufacturers Association of Information Technology) estimates

that the desktop PC market grossed 17.1 lakhs units in the first half of fiscal 2004-05, registering a

growth of 37 percent over the same period

of the previous fiscal. With the Indian economy booming, MAIT estimates that PC sales will touch the

40 lakhs mark in fiscal 2004-05.

The buoyancy in PC sales can be attributed to increased consumption by traditional industry verticals

such as telecom, banking, financial services and insurance, BPO, manufacturing and government.

Consumption also increased in non-traditional sectors such as education, retail outlets and self-

employed professionals.

In future, HCL’s hardware sales to the institutional segment are likely to remain stable, with sustained

hardware spending by all the verticals, especially the banking and financial services sector. Besides, in

retail hardware sales, a continued reduction of price points, facilitated in part by the recent reduction in

excise duties on PCs, is likely to reduce the price advantage of the small assemblers, and augur well for

branded PC manufacturers like HCL. In the medium term, HCL’s margins, despite its sales tax

advantages, may be affected by the likely removal of duty protection on manufactured PCs from the

year 2005.

HCL’S OFFERINGS IN INFO-PROCESSING PRODUCTS

HCL Advantage

HCL Infosystemsdraws it's strength from 27 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

and support capability to service the needs of the customers.

The last 27 years apart from knowledge and experience have also given continuity in relationship with

the customers, thereby increasing the customer confidence in HCL.

Our strengths can be summarized as:

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

- Long standing relationship with customers

- Pan India support & service infrastructure

- Best-vale-for-money offerings

Technology Leadership

HCL Infosystemsis known to be the harbinger of technology in the country. Right from our inception

we have attempted to pioneer the technology introductions in the country either through our R&D or

through partnerships with the world technology leaders.

Using own R&D HCL has:

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

- developed firewalls for enterprise & personal system security.

- launched our own range of enterprise storage products.

- launched our own range of networking products.

HCLI strive to understand the technology from the view of supporting it post installation as well. This

is one of the key ingredients that go into strategic advantage.

HCL Infosystemshas to its claim several technology pioneering initiatives. Some of them are:

- Country's first DeskTop PC - BusyBee in 1985

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

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

- Country's first Media Center PC

MANUFACTURING

HCL's computer hardware manufacturing plant is strategicaly located in the Union territory of

Pondicherry. Situated 165 kms south of Chennai on the coast of the Bay of Bengal with proximity to

Chennai Air/Sea port, special policies for Industises of local Govt, , Inland Container Depots, attractive

power and labour rates - makes Pondicherry an ideal place for business.

Started in 1996 - with only Unit 1 - it now has 3 Units (Unit 1,2,& 3) with a built up area of 3,23,000 sq. ft., PMO has a

monthly capacity to make 50,000 desktops and 2000 servers. The infrastructure is state of the art , one of the best & largest

in India.

All 3 factories are ISO 9001:2000 and ISO 14001 certified. PMO was also Awarded MAIT Level 2 -

by European Foundation for Quality Management in the year 2001 . HCL was also awarded ELCINA's

(Electronic Component Industries Association) Quality Award for the year 2002- 2003

PMO also has Product Engg Group (PEG) and R&D teams constantly engaged in developing new

products and solutions.

Driven by a strong Manufacturing Objective

"WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO

MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE

FIRST TIME, EVERY TIME."

All processes in the manufacturing are aligned to this guiding objective . A strong emphasis of

"Quality by Process" is ensured across all processes. The products manufactured here undergo

stringent tests that ensures their ruggedness & durability , which may be deployed anywhere in India

and may have to face severe conditions like - heat , humidity , rough transportation & handling .Our

products undergo drop tests , hot & cold temperature chamber , client-site simulation tests , reliability

tests et al .

Computers are shipped to locations all over India with an extensive network of professional logistic

support partners.

There is also a Customer satisfaction cell, in plant, to take care of problems reported from field.

Customers, sales & marketing, support personnel, dealers & distributors are encouraged to visit the

plant to see, for themselves, what all goes in making a quality computer system.

Philosophy of Quality

"We deliver defect-free products, services and solutions to meet the requirements of our external and

internal customers, the first time, and every time."

To exist as a market leader in a globally competitive marketplace, organizations need to adopt and

implement a continuous improvement-based quality policy.

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

endeavors.

HCL INFOSYSTEMSbelieves 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,HCL has adapted to newer and better Quality standards that helped us 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 Infosystemsbegan 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). And 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. We were certified for ISO 9002 by BVQI in 1994 and re-certified in 1997 to ISO 9001-2000

(for Design & Manufacture of Personal Computers, Business Servers, Work Stations and their

Associated Sub-Assemblies).

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 our Quality Education System program, we train our employees on the basic concepts and tools

of quality. A number of improvement projects have been undertaken by employees, whereby process

deficiencies and bottlenecks are identified, and Corrective Action Projects (CAPs) are undertaken.

This reduces defect rates and improves cycle times in various processes, including personal quality.

HCL has received MAIT's 'Level II recognition for Business Excellence' for initiatives in the

Information Technology Industry, adding another commendation to progress. MAIT's Level II

recognition is based on the 'European Foundation for Quality Management' (EFQM), for gaining

quality leadership and business competitiveness.

Our certifications / awards in 2003 include ISO 9001-2000 certification by BVQI for Infostructure

Services (for Consultancy, Implementation, Support, Audit & Management Services for Information

Technology Solutions in the domain of Networking, Security, Facilities Management and System

Integration) and award of First Prize by ELCINA (Electronic Component Industries Association) for

Quality, 2002-03. The ELCINA award criteria considers two aspects. (1) Enablers (Leadership &

Management commitment, Resource Management, Product Realisation, Measurement Analysis &

Improvement) and Results (Product Quality, Customer / Stake holder satisfaction , Business results).

The tryst for continuous quality improvement is never-ending in HCL. HCL always strive to maintain

high quality standards, which help us fulfill mission to provide world-class information technology

solutions and services, to enable customers to serve their customers better.

CUSTOMER SATISFACTION

One of the cornerstones of strategy has been a very strong customer focus. 27 years of experience in

servicing a varied range of customer requirements has given domain knowledge of customer's business.

As a result of this it is able to provide exact solution to customers' needs. During these years they have

been able to cement their relationship with customers and gaining their trust and confidence as well.

Today for desktop PC, they have more than 8 lakh units installed units. HCL enjoy considerable market

share in segments like Government, Banking & Finance and Education & research.

SUPPORT SERVICES

HCL InfosystemsService Support infrastructure is one of the widest in the country. No matter where

you are, there's an HCL Service Centre near by.

Products are backed by an extensive direct support infrastructure spread across 170 locations

nationwide which offer 24 x7 support offering for critical sites.

Channel strength is a balanced mix of retail outlets, resellers & distributors. It was strong focus on

distribution network that led HCL in devoting few brands exclusively for channel. They are -

Beanstalk, BusyBee, Netmanager (servers), and recently launched EzeeBee. Today distribution

network helps it take a varied product range to customers in every nook & corner of the country .The

product range includes DeskTop PCs, Servers, Laptops & Pocket PCs.

CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS

Human resource Management classically pertains to planning; recruitment, selection, placement,

induction, compensation, maintenance, development, welfare etc. of Human Resources of any

organisation to enable the organization to meet its objective while also enabling the human resources to

attain their individual goals.

As is evident from the definition of the concept the entire theme revolves centrally around human

resource and its role in enabling simultaneous satisfaction of individual and organizational goals.

The immediate conclusion that follows from this is that the prime movers of the organisation are the

individuals. The process of bringing employees into the folds of organisation is termed as recruitment

and can be unambiguously treated as the central pillar for foundation stone of the entire concept of

human resource management.

It is easy to see why recruitment has accorded such a high position out of the various facets of human

resource management. The reason is simply that unless one has human resource in the organisation

whom will the human resource managers manage or whose energy will they channalise productively

and usefully.

Keeping this idea into mind this Projects is an attempt to study various options that are available both

theoretically as well as practically for an organisation to launch itself into the task of recruitment.

The entire report is divided into various sub-sections which appear in a chronology of events that are

steps in the process.

DEFINITION

The success of and organisation largely depends upon the Team of the skilled and qualified human

resources who are chosen out of number of applicants for the job. It is the primary duty of the HRD

department to procure and maintain an adequate qualified working force of various personnel necessary

for manning the organisation.

Procurement function of personnel Department includes three major sub-functions- (A) Recruitment;

(B) Selection: and (C) Placement on the job.

Recruitment is the positive process of employment. The process of Recruitment is to identify the

prospective employees, attract, encourage and stimulate them to apply for the job, Interview the eligible

and select them for a particular job in the organisation.

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 selection of an efficient working force.

------------Yoder

OBJECTIVES

1. To structure the Recruitment policy of HCL Infosystems Limited for different categories of

employees.

2. To analyze the recruitment policy of the organization.

3. To compare the Recruitment policy with general policy.

4. To provide a systematic recruitment process.

SCOPE OF RECRUITMENT

It extends to the whole Organization. It covers corporate office, sites and works appointments all over

India.

It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior

Management cadres.

ORGANISATION STRUCTURE OF HCL

A brief introduction to Divisional / Departmental heads.

CHAIRMAN AND MANAGING DIRECTOR:

CMD holds to most position in the organisation. He is the owner of the Company. He guide the

functional heads to smoothen their activities. It is the key position in the organisation.

DIRECTOR OPERATIONS:

He is the overall in charge of P&A, HRD, Systems, TQM and Critical Issues.

GM-PRODUCTION:

He is the overall in charge of works. He is directly involved in production planning. He formulates

various policies for betterment of the product. He issues guidelines to Production Department and

Quality Control Department for implementation of the policies.

VP-FINANCE:

He is directly involved in finance matters and finance policy. He is also involved with personnel

department for wages compensation, salaries and other financial benefits.

AGM- PERSONNEL & ADMINISTRATION :

He is the overall in charge of personnel, Administration and Industrial Relations of the group and also

oversees the HRD activities.

SR.MANAGER-CORPORATE HRD:

HRD Department is responsible for better utilisation of manpower through Recruitment’s, Selections,

Training, Development, Retention and Welfare of the group. It is involved in policy formation and its

implementation.

VP-MHD:

He is the profit center head of the Material Handling Division. He is responsible for Design and

Projects Execution.

VP-BUSINESS DEVELOPMENT:

He is the main source of Business Procurement to MHD.

SR.GENERAL MANAGER

He is responsible for marketing, Design, Estimation and Projects Management.

RECRUITMENT PROCEDURE IN HCL

Human resource is a most valuable asset in the Organisation. Profitability of the Organisation depends

on its utilisation. If their utilisation is done properly Organisation will make profit otherwise it will

make loss. If a good dancer appointed as a Chief Executive Officer of a Company, he may not run the

business. So right man should be procured at right place in right time, otherwise their proper utilization

may not be done. To procure right man at right place in right time, some information regarding job and

job doer is highly essential. These information are obtained through Job Analysis, Job Descriptions, Job

Specifications. HCL procure manpower in a very scientific manner . It gets information by use of these

important documents like Job Analysis, Job Descriptions and Job Specifications. Without these

recruitment may be unsuccess. Before recruit a person all information regarding job, working

conditions, duties and responsibilities of job doer, Skills experiences qualifications of an employee to

do the particular job is highly essential. To obtain the pertinent information regarding job, duties,

responsibilities, working conditions, skill efficiency, education and experience of the employee, HCL,

gets the help of Job analysis, job description and job specifications.

VI) DOCUMENTATION

1. Individual personal files are maintained.

2. Computerised Personal details are maintained.

3. After separation also the personal files are maintained of ex-employees.

4. Position wise Data Banks are maintained for future reference.

5. The following formats shall be generated as a result of implementation on this procedure.

SOURCES OF RECRUITMENT

Sources of recruitment can be classified into two categories

(i) Internal Sources

(ii) External Sources

INTERNAL SOURCES:

Internal sources of recruitment means promotion of employees from the lower rank to the upper rank.

Majority of companies have established a policy of promotion from within that is, vacancies other than

at the lowest level are filled up by promoting the personnel to the higher rank. Such practice leads the

healthy progressive atmosphere and the cost of training and the rage of labor turnover.

This source of recruitment is generally adopted to fill vacancies of middle and top personnel.

EXTERNAL SOURCES:

It is always not possible to recruit the employees from within, especially vacancies at lower level or

recruitment at the time of expansion of the firm or where job specification cannot be met by the present

employees, the employer has to go to external sources of manpower supply. Amongst the most

commonly used outside sources are as follows:

1. ADVERTISEMENT:

Advertisement in newspapers and journals is now an external popular source of recruiting staff. For all

types of types of vacancies employers resort to advertising but it is the most suitable source for filling

the vacancies of technical and senior personnel. All particulars regarding the job and the qualifications

of the perspective candidate are given in their advertisement. Candidates processing the requisite

qualification apply for the job.

2. TECHNICAL INSTITUTIONS:

Campus interview is a very useful source of recruitment for a full range of jobs. The employment

managers of the enterprises maintain a close liaison with the University and Technical institutions. This

method is used for recruiting Officer, Apprentices, Engineers or Management Trainees. Technical

Institutions empanel the promising young talents for employment and refer their names to the

prospective employers as and when asked for.

3. EMPLOYMENT EXCHANGE:

Employment exchanges are regarded as good source of recruitment for unskilled, skilled or semiskilled

operative jobs. The job seekers get their names registered with employment exchanges managed and

operated by the Central and State Government. The employers notify the vacancies to be filled in by

them to such exchanges and the exchanges refer the names of prospective candidates to them.

4. PRIVATE AGENCIES:

Some private agencies are also doing a great service in recruiting technical and professional personnel.

They provide a nationwide service in attempting to match the demand and supply of personnel. Many

private agencies tend to specialize supply of personnel. Many private agencies tend to specialize in a

particular type of jobs like Sales, Marketing, Technical Professional.

5. PERSONNEL CONSULTANTS:

Consultants who specialize in the recruitment of managers and other senior officials are now being

called upon to assist the management in filling of these posts. Companies hire the services of these

consultants at the time of recruitment of the senior officials. These consultants agencies, on receiving

requisition from the client companies, advertise job description in leading newspapers and periodicals

without disclosing the names of the employers.

6. PROFESSIONAL BODIES:

Some professional institutions like Institute of Chartered Accountant , I.C.W.A.I., Institute of Company

Secretary etc. maintain a register of qualified persons from which they recommend the names of the job

seekers to the employers when asked for.

7. UNSOLICITED APPLICATIONS:

An organisation of repute draws a steam of unsolicited applications at the company’s office. These

applications are screened and places in the relevant Data Banks. Whenever needed to locate suitable

candidates for that particular skill these are used.

8. RECRUITMENT AT THE GATE:

Sometimes direct recruitment of workers is made at the gate of the factory or office. Generally, the

number of vacancies, nature of work and time of interview are notified by the Personnel Department on

the blackboard at the gate. Prospective candidates attend the interview at the appointed time and get the

appointment. This system of recruitment is generally used to recruit the unskilled workers.

9. PART TIME EMPLOYEES:

Sometimes, persons are employed to dispose of the heavy seasonal work or the areas of work of

temporary nature on part time basis. These part time employees form a good source of labours supply

as and when vacancies occur. Vacancies are filled up among them if they fulfil the requisite

qualification to suit the jobs.

10. LEASING:

The short term fluctuations in personnel needs may be stabilized through leasing of personnel for some

specified period from other industries, offices and units. This system of leasing has been well adopted

by the public sector organizations. With the rapid growth of public sector, the acute shortage of

managerial personnel, particularly at higher levels, they borrow the personnel of requisite caliber from

the Government Departments. At the end of their term they are given an option to choose either their

parent services or the present organizations.

11. TRADE UNION:

In some companies trade unions also assist in recruiting the staff. This sense of cooperation helps in

developing the better labor relations. This source of labor supply cannot be relied upon on the ground

that sometimes trade unions support a candidate who in not fit for the job and is not acceptable to

management. Such view really worsens the labor relations.

However, this method is not being adopted by out organisation.

SELECTION TEST

Psychological tests are essentially an objective and standardized measure of a sample of behavior.

Objective of this definition refers to the validity and reliability of measuring instruments. It also means

the job relatedness of the test.

KINDS OF TEST

Following tests are adopted for selection:-

1. Achievement

2. Aptitude

3. Interest

4. Personality

5. Intelligence.

6. Leaderless Group Discussion

7. Interview

1. ACHIEVEMENT TESTS

This test measures a person’s potential in a given area. This test measure the skill which involves

performance of a sample operation requiring specialized skill and believed to be satisfactorily answered

by those who have some knowledge of the occupation and trade.

2. APTITUDE TEST

This measures ability and skills. Specific aptitude tests have been designed for jobs that require clerical,

mechanical, and manual dexterity. Aptitude tests do not measure motivation. Aptitude test is

supplemented by interest and personality test.

3. INTEREST TESTS

This test has been designed to discover a person’s area of interest, and do identify the kind of work that

will satisfy him.

4. PERSONALITY TESTS

Personality tests assess individuals motivation, predisposition and other pattern of behavior. The

personality tests, more often than the intelligence, achievement or aptitude tests, predict performance

success for jobs that require dealing with people. Dimensions of personality such as interpersonal

competence, dominance-submission, ability to lead and ambition are more suitably measured by the

personality test.

5. INTELLIGENCE TEST

This tests generally aptitude ones. The scores on intelligence tests are usually expressed as Intelligence

Quotient (IQ), which are calculated by the following formula.

Mental Age

IQ= --------------- x 100

Actual Age

6. LEADERLESS GROUP DISCUSSION

The essential feature of this technique is that instead of the candidates being interviewed separately,

they are brought together in gourp of six to eight for informal discussion, and absolved and evaluated

by the selectors. The two kinds of group discussions are one, where the group is given a problem to

discuss and the individual member is free to choose his own approach to solving this problem; and two,

where each individual is allotted an initial position and supplied with supporting information to defend

his position.

The advantage of this method is that the decision to hire a person can be made within a very short time,

and the selector can evaluate the candidate’s personality or leadership qualities very well.

7. INTERVIEW TECHNIQUES

The interview technique consists of interaction between interviewer and interviewee (applicant).

Following are the methods of interview technique:-

1. PRELIMINARY INTERVIEW

These interviews are preliminary screening of applicants to decide whether a more detailed interview

will be worthwhile. The applicant is given job details during the interview to afford him freedom to

decide whether the job will suit him. It is argued that preliminary interviews are unsatisfactory, first

because they might lead to the elimination of many desirable candidates, and second, because

interviews may not have much experience in evaluating candidates. The only argument for this method

is that it saves the company’s time and money.

2. DEPTH INTERVIEW

Depth interviews cover the complete life history of the applicant and include such areas as the

candidates work experience, academic qualifications, health, interests, and hobbies. It is an excellent

method for executive selection, performed by qualified personnel. It is however. Costly and time

consuming.

3. OATTERNED INTERVIEW

Patterned interviews are a combination of direct and indirect questioning of the applicant. What is to be

asked is already structured. The interviewer has certain clues and guidelines to areas which should be

probed deeply. The interview also encourages the candidate to express the relevant information freely.

SELECTION METHODS

A variety of methods is used to personnel. The selection pattern, is not common for all organizations. It

varies from one to another, depending on the situation and needs of the organization.

APPLICATION BLANK

The application blank is a highly interview in which the questions are standardize and determined in

advance. It tests the applicant’s ability to write, organize his thoughts, and present facts. A number of

application blanks give the impression that “if you have seen one you have them all. Despite the

diversity, all application blanks essentially require three broad categories of information.

A. BIOGRAPHIC DATA

This is concerned with such variables as age, sex marital status and number of dependents. This also

have used items like the local address, age, previous salary and age of children and have found no

difference in long and short tenure employees.

B. EDUCATION AND PAST EXPERIENCE

This is concerned with grade point, average, division and percentage of marks as prerequisites for a job.

C. REFERENCES

References are letters of recommendation written by previous employees or teachers. The general

format is a paragraph or so on the person. Besides inaccurate facts, this can be attributed to the

referee'’ inability to assess and describe the applicant, and his limited knowledge about him.

DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES

STAFF/EMPLOYEE REGARDINDING RECRUTIMENT POLICY OF HCL

MANPOWER POSITION OF HCL.

IN THE LAST 10 YEARS

YEAR H.O

(CORPT)

FACTORY FIELD TOTAL

1995 80 200 104 414

1996 82 200 109 426

1997 82 202 109 428

1998 81 198 110 431

1999 81 195 120 440

2000 75 186 115 413

2001 76 190 118 439

2002 78 192 130 464

2003 76 188 134 464

2004 70 142 120 389

From the above table it is shown that increase in recruitment of manpower is based on availability of

Projects and diversification of business. At the saturation point of one business it diversifies to another

business which is highly required for a business house. There is a little bit effect of non-availability of

Projects and diversification of business on manpower positions. In this way HCL, avoids retrenchment

and lay off and adjust the deficit and surplus manpower within the organisation.

COMPARATIVE STATEMENT OF MANPOWER POSITION & PROFITABILITY OF THE

ORGANISATIONS SINCE LAST 10 YEARS

YEAR MAMPOWERST

RENGTH

PROFIT / LOSS

(RS. In Las)

P/ L BY RECRUITING

ONE EMPLOYEE

(In RS.)

1997 428 249.47 58287

1998 431 195.11 45269

1999 440 225.73 59302

2000 413 280.35 67881

2001 439 192.37 43820

2002 464 242.27 52213

2003 464 215.15 46362

2004 383 180.22 47054

It is clear from the above table that when recruitment of manpower increases profitability of the

organisation decreases and when recruitment of manpower decreases profitability of the organisation

increases. So it is clearly understood that cost benefit analysis is not done properly before recruitment

or creation of a position in the organisation.

YEARWISE EXECUTIVES (VP AND MANAGERS) AND NON-EXECUTIVES

(SUPERVISORS AND STAFFS) STRENGTH OF M/S. HCL.

YEARS EXECUTIVES NON-EXECUTIVES RATIO

1997 16 154 1:10

1998 16 154 1:10

1999 17 158 1:9

2000 15 150 1:10

2001 18 160 1:9

2002 20 165 1:8

2003 20 165 1:8

2004 16 155 1:10

From the perusal of the above table it is found that the ratio of span of control of HCL, is

approximately 1:10 which is very good for an organisation in increase in the productivity for better

cost control. But it may not leads to proper supervision and quality of work. Optimum utilisation of

non-executives staff may not be achieved.

OPINION SURVEY:

Certain schemes yield more fruitful results in certain conditions and with some specific objectives.

Needless to say that management practices differ from organisation to organisation. But the fact is that

success does not follow automatically, the people who implement the system that matters just as the

authority without acceptance have no meaning. Recruitment process without trust of employees and

organisation has no value how hobble the objective may be so an attempt is made to study the attitude

of those who are participating in recruitment process before giving any suggesting and concluding

remarks. For this purpose research has taken opinion of 20 executives and 50 worker/employee of

different departments/sections of the organisation. The questionnaire prepared and circulated may them

is reproduced below indicating their responses to each question.

Questionnaire circulated among 20 executives Yes No No Response

1. Are you in support of recruitment policy?

2. Whether the existing recruitment policy is linked

to productivity?

3. Do you feel that manpower recruitment has been

rationalised by way of automation?

4. Whether the existing recruitment policy is getting

will supports for the top management?

5. What are the benefits you are deriving from the

existing recruitment policy?

a) Reduction on labor cost?

b) Effective utilisation of human resources?

c) Maintaining timing in recruitment and staffing

schedule?

6. Do you feel that job evaluation and job analysis

40%

40%

10%

70%

60%

25%

60%

50%

50%

80%

20%

30%

65%

30%

10%

10%

10%

10%

10%

10%

10%

helps in manpower recruitment in your

organisation?

7. Do you think that the personal recruited from

external sources is more desirable than the internal

sources?

8. Whether cost benefit analysis is done before

recruitment?

9. Are you satisfied with the existing recruitment

system of the organisation?

10. Do you feel that performance appraisal helps in

recruitment process?

11. Do you feel that training will effect to recruitment

process?

12. Do you think job rotation will affect the

recruitment policy?

13. How are you controlling the shortage and excess of

manpower?

A) By employing casual worker

b) By employing extra hours

c) By lay off / retrenchment

85%

10%

30%

35%

65%

65%

50%

90%

90%

Nil

5%

80%

60%

55%

25%

25%

40%

Nil

Nil

90%

10%

10%

10%

10%

10%

10%

10%

10%

10%

10%

From the response indicated above it appears that the prevailing recruitment policy has definite impact

on the organisation. Most of the executives showed positive response to different questionnaires by

virtue of manpower planning they used proposed deletion of manpower planning they used proposed

deletion or addition of man in the organisation for a planning period. The excess or shortage are being

adjusted and hence misutilisation is mere chance. The executives did not respond to the lay off and

retrenchment for reduction in available human resources. Form the questionnaires it appears that the

managerial staff are only interested for filling of the vacancies of higher post from out of the internal

sources. This attitude will seize the professional approach of the organisation and may not able to

induct fresh brain. From the answers of most of the managers it is observed that they want entry of new

managers should be avoided and fresh recruitment shall be limited up to only staff cadre and not above

that. From the answers of most of the executives it appears that cost benefit analysis is not properly

followed by the organisation and job rotation also not followed properly in the organosation which

make an employee all rounder in all respects. By which, in the absence of an employee the work will

not discontinue.

QUESTIONNAIRE CIRCULATED AMONG

20 EMPOLYEES/ WORKMEN: Yes No. No.

Response

1. Are you satisfied with the existing recruitment policy

in your organisation?

2. Do you feel work load in your department?

3. Do you feel of your optimum utilisation?

4. Do you satisfied with your job?

5. Do you feel that motivation is main factor for

optimum utilisation of existing manpower?

6. Do you feel that recruitment of lower level staff from

external source is desirable than internal source?

7. Do you feel that training imported by your

organisation helps in improving your performance?

25%

20%

25%

25%

75%

50%

60%

65%

70%

65%

65%

15%

40%

30%

10%

10%

10%

10%

10%

10%

10%

From the response to the above questionnaires it is clearly indicated that most of the workmen are

dissatisfied about the existing recruitment policy. They are not given chance for their development.

Their skill efficincies are not recognized by the company.

CONCLUSION

Studying the recruitment procedures of HCL, analysing the respondents answers, opinion survey and

date analysis the researcher came to a conclusion that HCL is a growing Company. It has a separate

personnel department which is entrusted with the task of carrying out the various policies, programmes

like recruitment selection, training etc. effectively and efficiently. The business of HCL is carried on in

a very scientific manner. In the saturation point of business it need not waste the time to diversify into

the another business. Management understands the business game very well. At the time of difficulty

it takes necessary action to solve the problem. Now the personnel department of HCL is in infancy

stage. It always try to modernize the department. It strongly believes in manpower position of the

organization because it knows in the absence of ‘M’ for man all ‘Ms’ like money, material, machines,

methods and motivation are failure. It always tries to develop the human resources. In the absence of

right man, material, money, machines all things will not be properly utilized. So it always recruits

manpower in a scientific manner.

FINDINGS & SUGGESTIONS

FINDINGS

1. Under recruitment Procedures Requisition System is incorrect because the replacement does not

require fresh approval, unless it is in place of termination.

2. The data banks are not properly maintained.

3. The dead bio-data are never being destroyed.

4. Proper induction is not given to all the employees. It reserves to only a few levels.

5. Salary comparison is not justifies. Old employees are demoralized by getting less surely then new

employee.

6. Salary fixation has a halo effect .

7. Recruitment procedure is not fully computerized.

8. Manpower’s are recruited from private placement consultancy, who are demanding high amount of

fees, where as HRD Department is not fully utilised to recruit manpower by advertisement.

9. Before recruitment cost benefit analysis is not done properly. It causes manpower surplus which

makes loss in the industry.

10. Manpower is recruited from reliable source however efficiency does not recognise.

SUGGESTIONS

1.Fresh requisition requires approval and not replacement.

2. The Data Banks should be computerized.

3. The dead CVs should be destroyed.

4. Each level of employee should be formally inducted and introduced to the Departmental Head. If

not all levels, at least Asst. Manager and above category of employees.

5. Salary comparison should be seriously done to retain the old employees.

6. Proper salary structure to be structured to attract people and make it tax effective.

7. Cost benefit analysis should be alone before creating a position or recruitment of manpower.

8. Recruitment process should be fully computerised.

9. External source should be given equal importance with internal source. By which new brain will be

inducted in the company with skill, talent, efficiency etc.

10. Manpower planning should be followed before recruiting.

11. Proper inquiry should be done regarding previous employment of a candidate before recruitment to

avoid industrial disputes.

QUESTIONNAIRE TO EXECUTIVE

1. a) Name of the respondent :

b) Date of joining:

c) Employment NO:

d) Designation:

e) Department:

2. Details of the Organization:

a) Name :

b) Address:

c) Nature of Production:

d) Location;

e) (i) Are the organisational activities

concentrated anywhere? (Yes/No)

(ii)If yes, then where?

f) When started?

g) Production figure of last 10 years

YEAR TARGET ACTUAL PRODUCTION

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

h) Capital invested in the last 10 years:

YEAR CAPITAL INVESTED

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

i) (a) workforce strength (10 years)

i. 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Unskilled

ii. Semiskilled

iii. Skilled

iv. Highly skilled

(b) Employees strength (10 years)

Managerial No. 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Supervising No.

Clerical No.

Others No.

j) (a) Organisation Chart:

(b) Method of wage payment (%age of employee covered)

Time rate

Piece rate

Any other method

(C) Factors which influence wage determination for different categories of workers.

(d) Method of wage determination

(i) Collective bargaining

(ii) Wage board

(iii) Any other method

3. Are you satisfied in your job? Satisfied/Not-Satisfied

i) Are you satisfied with the existing manpower position your department? (Satisfied/Non-

Satisfied)

ii) If not, do you need more manpower in your department? (Yes/No)

iii) Is it justified according to your workload? (Justified/Not Justified)

iv) Kindly give reasons for your answer in brief.

4. (i) How do you ascertain the need of manpower in your department? Mention the technique of

manpower assessment.

(ii)Whether the planning period is long range/Medium range/Short range.

(iii)Whether the process of recruitment is approved by top management.

5. (a) How the personnel are recruited?

(i) Through external source

(ii) Through internal source

(iii) Or the both

(b) Are you satisfied with the existing recruitment system of the organisation? (Yes/No)

(c) Kindly give reasons foe your answer briefly.

6. While recruiting the new personnel:

(a) Is there any job evaluation or job analysis procedure adopted? (Yes/No)

(b) Is there rate of labours turn over exactly calculated? (Yes/No)

(c) What are the requisite sources to fill the vacancies

(i) Through employment exchange

(ii) Advertising through T.V, Radio, Magazines and other Journals.

(iii) Through campus interview.

(iv) Through management consultancy.

(v) At factory gate from any reliable source

7. while the selection procedure is going on

(A)Is the interview conducted in a special room?(Yes/No)

(b) Whether the organisation conducts written test/verbal test/the both

(c) Whether the interviewer are companymen/outsider/ the both

8. After selecting the candidate

(i) Is the induction programme being conducted? (Yes/No)

(ii) Is proper placement offered to the candidate?(Yes/No)

9. Is performance appraisal conducted for recognizing the efficiency in the performance of

employees? (Yes/No)

10. (a) Is there any provision for imparting training facilities to the employees?(Yes/No)

b (b) Which type of training for imparting training facilities to the employees?(Yes/No)

c (c) In present context which type of training you considered as appropriate?

(d) Do you feel that training helps in recruitment policy? (Yes/No)

11. (a) Is there any promotion facility provided to the employees in your organisation ? (Yes/No)

(b) If yes, is it given on the basis of Efficiency/Seniority/the both

12. (a) What are the welfare amenities provided in your organisation?

Crèche Yes/No

Canteen Yes/No

Recreation Yes/No

Medical Yes/No

Conveyance Yes/No

Free education for children Yes/No

b) Is there any motivational technique adopted by the company?(Yes/No)

i) If yes, whether it is financial/Non-financial/the both

ii) Whether it is job enrichment/job enlargement/the both

iii) If no, kindly give your option

13. (a) How do your manage the shortage of manpower in your organisation?

By way of retrenchment/lay off/ the both/No one.

(b) How do you manage the shortage of manpower in your organisation?

Recruiting casual workers/Engaging overtime/Recruiting permanent workers/the both

14. Since the technology follow by the organisation is not up-to-date. It needs rationalisation is there

any future plan to bring latest technological know-how? (Yes/No)

15. If so how and it what way it is going to affect the overall manpower recruitment in the organisation.

ANNEXURE – II

OUESTIONNAIRE TO EMPLOYEE/WORKER

1. a) Name of the respondent.

b) Designation :

a) Date of joining :

b) Token no :

c) Department :

2. a) Are you a workman / employee in the following category ? permanent /

Temporary / Casual.

b) Are you getting wages in piece rate / Time rate / any other method.

c) Is wages fixed by wage Board / Collective bargaining / Any other method.

d) Are you feeling any work load in your job? Yes/No.

e) If yes, do you need extra hands? Yes/No

3. a) How do you have recruited ?

Through a employment exchange / through union / Political pressure /

through relatives.

b) Do you like internal source of recruitment ? Yes/No.

d

e c) Do you feel that any extra manpower is needed for your organistaion?

f Yes/No

4. a) Is there any training facility for you? Yes/No

g b) If yes, is it on the job training loft the job training / off the job training?

h Yes/No.

i

c) Do you feel that training is inevitable for you? Yes /No

5. a) Are you satisfied with your job? Yes /No.

b) Is the job appraised by your superior authority? Yes/No.

6. a) Are you getting promotion? Yes/No.

j b) If yes, in which basis you have promoted? Efficiency / Seniority / The

k both.

7. Are you getting any motivational facilities? Financial / Non-financial / The

l both.

m

8. What types of facilities the company is extending for you?

Creche Yes/No

Canteen Yes/No

Recretion Yes/No

Medical Yes/No

Conveyance Yes/No

Free education for children Yes/No

9. Whether the organisation provides employment opportunity to the family members in case of death

of the worker / employee.

BIBLIOGRAPHY

Principles of Management - by koontz o’ Donel.

Principles and practice of Management –by C.B. Gupta.

Human Resource Development – by U.B. Singh

Principle and practice of Management –by L. M. Prasad.

Personnel Management –by C.B. Mamoria.

Management of human Resource.

Dynamic of personnel administration by M.N. Rudrabasavaraj.

Personal Management and industrial relation –by R.S Davar.

World Resources –by M.S kar.

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