A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI

BY SHWETA. C.TOPPO
REG. NO. 35106181

Under the guidance of MR. YASEEN MASVOOD Lecturer A FINAL PROJECT REPORT SUBMITTED TO THE S.R.M SCHOOL OF MANAGEMENT

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION S.R.M SCHOOL OF MANAGEMENT S.R.M UNIVERSITY KATTANKULATHUR CHENNAI-603203

OF

HCL TECHNOLOGIES-BPO SERVICES GREAMS ROAD, CHENNAI, TAMIL NADU

SHWETA. C. TOPPO FINAL YEAR, MBA SRM SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This is to certify that the final project report titled RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES, GREAMS ROAD, CHENNAI, is done by Ms. Shweta. C. Toppo (Reg. No. 35106181) of MBA, SRM School of Management, (SRM University) Kattankulathur during the academic year 2008, 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: KATTANKULATHUR DATE:

External Examiner

ACKNOWLEDGEMENT

I would like to thank the Principle Prof. R. VENKATARAMANI for the timely assistance and good wishes for the entire course study.

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

SHWETA.C.TOPPO

ACKNOWLEDGEMENT

I would like to give thanks to Ms. AROCKIA SHEEBA THOMAS, Executive HR to spend her 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. SHUBHA, EXECUTIVE HR; 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. C. TOPPO FINAL YEAR, MBA SRM SCHOOL OF MANAGEMENT STUDIES CHENNAI

DECLARATION

I, Shweta. C. Toppo , 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. C. Toppo

HCL TECHNOLOGIES - BPO SERVICES

CHENNAI : TAMIL NADU

CERTIFICATE This is to certify that Miss. SHWETA C. TOPPO, Roll no. 44, Register No. 35106181, Final year student of MBA, SRM School of Management Studies has undergone extensive visits to CRT and Corporate HR of HCL TECHNOLOGIES BPO SERVICES, Chennai and completed her Final Project on-the-job training for 3 month (from 1stFeb 2008 to 30th April 2008) to the best of our satisfaction, she has prepared Project Report on RECRUITMENT PROCESS OF HCL TECHOLOGIES BPO SERVICES at HCL TECHNOLOGIES BPO SERVICES, Greams Road, Chennai under the guidance of Ms. AROCKIA SHEEBA THOMAS, Executive HR Executive HR, Corp HR HCL TECHNOLOGIES BPO SERVICES,
Greams Road, Chennai

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

The objective of this study is to find out the sources of recruitment preferred by the company and also find out the difficulties in recruiting candidates. It also helps in finding out the requirements & sources needed to recruit the candidates and even improve recruitment process. In a short span of duration of study it was not possible to cover all the activities as 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. C. TOPPO FINAL YEAR, MBA SRM SCHOOL OF MANAGEMENT STUDIES CHENNAI

A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES

BY

SHWETA. C. TOPPO
(REG. NO. 35106181)

OF

S.R.M SCHOOL OF MANAGEMENT STUDIES

INDEX
CHAPTER NO ABSTRACT 1 INTRODUCTION 1.1 Review on Literature 1.2 Overview of Recruitment Process 1.3 Need and Scope of Study 1.4 Company profile 1.5 Industrial 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 CONTENTS PAGE NO

5 6 7 8

ABSTRACT

ABSTRACT

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

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

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

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

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

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

1. INTRODUCTION

INTRODUCTION

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

Thus, in this context it becomes important to make an empirical study on the effectiveness of the recruitment process. Henceforth the process of recruitment is viewed with utmost attention and a study in this aspect is carried out.

1.1. REVIEW OF LITERATURE

Recruitment forms the first stage in the process, which continuous with selection and ends with the placement of the candidate. It follows the HR planning function. Recruiting makes it possible to acquire the number and type of people necessary to ensure the continued operation of an organization. Recruitment is the art of discovering and procuring potential applicants for actual and anticipated organizational vacancies. Accordingly, the purpose of recruitment is to locate sources of manpower to meet job requirements and job specifications. Recruitment is considered as one of the most important function in an organization. Unless the appropriate people are hired, even the best plans, organizational charts, and control systems would not yield good results. Decisions regarding testing, work policies, programmes, compensation, and corporate image all have an impact on recruiting.

Factors Affecting Recruitment: All organizations, large are small, have to engage in recruitment. Some of them delegate the job to HR Managers, while others involve the HR Managers directly on the job. The element conditions in the community where the organization is located may be a factor for attracting potential job applicants. Here, certain geographic factors and location advantages play an important role. The effect of past recruiting efforts, which show the organizations ability to locate and keep good people, is another criterion. For example, if an organization follows the promotional policy of recruiting from within, the employees will be motivated to continue in such an organization. Also, the compensation and benefits package offered by an organization influence and attract employees.

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. firms compete to

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. 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. and sources for all

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company, and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their 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:

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 Referrals Campus recruitment Online recruiting Casual job seekers Consultants Job fairs

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.

Referrals:

A frequently used source of recruitment is referrals by current employees. This internal approach to recruiting involves employee participation and is also a low-cost means of

recruiting. This may be a good way to get people whose reference is vouched for by known and trusted employees. But it has its downside in that employees will sometimes blindly forward their friends names for a post that they are not suitable for.

For effective employee referrals it is essential to communicate clearly to the employees concerning the types of employees needed including position opening, qualifications and time frames. Be careful to use referral with other recruitment sources and take steps to ensure that the actual selection of individuals is done using valid and standardized procedures so as to reduce chances of favoritism. But for a new organization that is into massive recruitment, it is essential to remember that referrals should be used only as a supplementary recruitment source albeit an important one since word-of-mouth canvassing such as this will reflect on the company image amongst the public and it should be done in a sensitive and honest way.

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.

Casual jobseekers:

Casual jobseekers are those who send their resumes without being prompted, those who walk in for interview. It is essential to be very polite at the same time frank to such candidates for being rude can ensure that such candidates can spread the wrong image of the company. Frankness is also essential since the candidates should not be given unrealistic expectations for it is not fair to do so and the companys image as a value-based company is at stake.

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 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.

In a corresponding way, the concept of reservation productivity can be used for employers recruitment of personnel. The assumption regarding employers is that they try to maximize their profit by employing persons with a value of their expected

marginal product that is higher than or equal to their expected total wage or cost. Everything else being equal higher requirements put on the process to be employed mean lower probability to find competent job seekers and longer expected vacancy durations. Efforts to maximize income and profit also influence their choice of search channels. A job seeker can be assumed to have higher probability to find a job soon, when actively using several different search channels and an employer can be assumed to rise that planning in general is significant. The efficient utilization of organizational resources-human, capital and technological does not just happen without the continual estimation of future requirement and the development of systematic strategies designed toward goal accomplishments.

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.

Recruitment aims at increasing the number of applicants. Though the function of recruitment seems to be easy a number of factors make performance of recruitment a complex one.

CONSTRAINTS AND CHALLENGES IN THE RECRUITMENT PROCESS An ideal situation is where the number of applications received will significantly outnumber the number of posts to be filled. The recruiter then has a wide choice and makes best efforts to match job requirements with individual potentials. However, the realities are different. For example, the pool of qualified applicants may not include the best candidates or the best candidate may not want to be employed by the organization. If recruitment is considered as the art of attracting the best- qualified people to the organization, what are the factors that might impinge on the process and act as constraints? Some of the constraints are discussed below: Image of the organization: It is a well, known fact that candidate will attracted to a reputed organization only. This has been proved particularly in younger age group and college students who are interested in building their careers. And also employees who are already working in reputed firms would like to continue in such organizations. However not all organizations enjoy such reputation. The image of the company may be perceived as a low because of its non performance, low turnover, policies and practices that pollute the environment.

Attractiveness of the job: If the position is filled is unattractive, recruiting a large and qualified pool of candidates will be difficult. In the recent past it has been observed that employees find it difficult to get suitable candidates for jobs that are considered as routine, boring, physically hazardous wrongly scheduled, anxiety creating, low paying, lacking in promotional potential, etc. Organizational policies: Certain organizational policies like promotions from within may attract applicants at the initial level but not higher positions. Although this is promising, once hired, it may reduce the number of applications for higher positions. Legislation: An organization has to comply with the existing rules governing the recruitment process and cannot make any discrimination on the basis of physical appearance, gender, religious back ground, etc. Further, in government offices, the reservation guidelines need to be followed wherever applicable. Costs of recruitment: Recruiting efforts by an organization are always expensive. The continuous search for best applicants may be limited budgetary constraints. Accordingly, an organization would like to maximize its recruiting travel budget by interviewing over phone or through video conference. Keeping in view the above constraints and challenges, it would better for an organization to have recruitment policy of its own. Such a policy asserts the objectives of recruitment and provides a framework of procedures for implementation of the recruitment programme in the form of procedures. The policy may incorporate a commitment to broad principles, such as filling vacancies with best qualified individuals; extend of promotion from within, welfare measures for employees etc. Therefore, a well considered and pre planned recruitment policy based on corporate goals, study of appointment and corporate needs may avoid hasty or ill considered decisions and may go a long way in procuring the right kind of personnel in the organization.

According to Yoder (1972), the following recruitment policies involve: Carefully observing the letter and spirit of the relevant public policy on hiring and on the whole employment relationship. Providing individual employees with the maximum of employment security; avoiding frequent lay off or lost time. Providing each employee with an open road and encouragement in the continuing development of his talents and skills. Assuring each employee of the organizations interest in his personal goals and employment objectives. Assuring employees of fairness in all employment relationships, including promotions and transfers.

1.2. OVERVIEW OF THE RECRUITMENT PROCESS

The Figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment-for example, the supervisor's management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates. A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to "sell" itself to the more promising candidates-that is, to convince them that the organization is a good

place to work and that it offers what they want in the way of both tangible and intangible rewards. Candidates searching for an employer go through a parallel set of activities first acquiring occupational skills and experience, next searching for job openings through a variety of methods; and then applying for jobs that appear to be a suitable match for their qualifications. As the process continues, applicants attempt to "sell" organizations on their abilities while at the same time collecting information that allows them to evaluate companies and jobs. Eventually, they decide to accept or reject job offers. . In the recruitment and selection process, the organization's and the individual's objectives may conflict. The organization is trying to evaluate the candidate's strengths and weaknesses, but the candidate is trying to present only strengths. Conversely, although the candidate is trying to ferret out both the good and the bad aspects of the prospective job and employer, the organization may prefer to reveal only positive aspects. In addition, each party's own objectives may conflict. The organization wants to treat the candidate well to increase the probability of job-offer acceptance, yet the need to evaluate the candidate may dictate the use of methods that may alienate the prospect, such as background investigations or stress interviews. Analogously, the applicant wants to appear polite and enthusiastic about the organization to improve the probability of receiving an offer, but he or she may also want to ask penetrating questions about compensation, advancement, and the company's financial health and future.

STEPS ON RECRUITMENT PROCESS: Planning, Strategy development Searching, Screening Evaluation and control.

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 Evaluating for Selection

Scouting

STRATEGIC ISSUES IN RECRUITING: The nature of a firm's recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firm's ability to pay or otherwise induce new employees to join.

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.

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

INTERNAL SOURCE: Internal promotions Internal transfer

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

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

Advantages of Internal Recruiting -

When internal recruiting is used, a person of known ability fills the vacancy. Since the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing

so motivates current employees. Skilled and Ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe that promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees.

Disadvantages of Internal Recruiting

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

Advantages of External Recruiting -

External recruiting can bring in new ideas and viewpoints, avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage maybe savings in training costs. Hiring experienced workers away from other companies

may cut down on the need for a comprehensive training and development program 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.

Most companies fill vacancies internally whenever possible. A number of internal recruiting methods are used for different levels of jobs. The following discussion considers the internal recruiting methods used for each category of job in turn.

Internal Recruiting for Nonexempt Positions Some small or non-unionized companies have an informal system for locating promo table employees. The obvious drawbacks of such a system are that (1) Good candidates may be over looked, (2) Favoritism may be displayed, and (3) Qualified candidates may be hoarded by a supervisor who prefers to keep them in the department rather than recommend them for deserved promotions elsewhere. The most commonly used system for internal recruitment is that of job posting and bidding. The HR manager posts openings on bulletin boards, publishes them in an in-

house newspaper, and or posts them on the company's intranet Employees nominate themselves if they are interested in being considered for an opening. Many large or unionized companies use this method, and all but the top civil service jobs are filled internally by this method. Job postings describe the positions, locations, pay rates and qualifications and encourage all interested employees to apply. The hiring manager and an HR representative evaluate the candidates and make the selection decision. Employees who apply but are not selected often receive feedback. This feedback loop demonstrates that the system operates in an open and fair manner and helps rejected candidates understand how to improve their qualifications for future openings. Two types of clauses are common. The first type says that the hiring manager will select the applicant with the most seniority if he or she is at least minimally qualified. The second type says that the hiring manager will select the most qualified person but that if there are two equally qualified candidates, the hiring manager will choose the one with more seniority.

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

EXTERNAL RECRUITING -

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

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

Planning for External Recruiting Before beginning the recruiting effort, the recruiter must plan which methods to use, how intensively to use them and when to begin recruiting to produce the required number of candidates at the time they are needed. Several other factors, including the following, may make recruiting more difficult or time-consuming:

The need for a confidential search and/or the requirement that no advertising be done.

2 3 4 5 6 7 8

A technically complex position for which qualified individuals are hard to find. Competition in the marketplace for the type of candidates needed A poor industry, company, or division reputation Low pay relative to what other firms are offering to similarly qualified individuals An unclear job description or confusing reporting relationships No housing assistance or relocation costs paid by the company An undesirable location

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

Recruitment Information and Resume -Tracking Systems:

Before beginning to recruit candidates, the HR professional must have a system for tracking applicants as they move through the recruitment and selection process. The system may be manual or computerized, depending on the number of applicants handled. An applicant who is deemed unsuitable should receive a polite letter to that effect as soon as possible after the decision. Good candidates who are pending should receive encouraging letters or e-mails to keep them interested in the organization. Such conscientious communication enhances an organization's image, even among candidates who are eventually rejected.

The recruitment information system must be able to generate reports on applicant characteristics to determine whether adverse impact is occurring or affirmative action efforts have broadened the applicant pool as intended. The statistics generated must cover the percentages of other minority, and female applicants to various job categories. The recruitment information system also should be able to provide data necessary to, calculate yield ratios, average time from first contact to first day on the job, and other indices helpful in planning and evaluating recruiting. The pace of recruiting and the volume of applications received have skyrocketed with the spread of Internet recruiting. Recruiters need help to quickly screen out resumes of the many individuals who are not qualified and to enable a very fast response to the most promising candidates. The best candidates may be hired by someone else unless a telephone interview is arranged within twenty-four to seventy-two hours of the electronic submission of a resume. Resumes are either submitted by e-mail or scanned in from paper copies. An artificial intelligence program picks out and catalogs key words from the documents. Recruiters can search their resume database for needed qualifications, and the programs create ranked lists of potentially qualified candidates. Recently, more advanced hiring management systems have been developed to facilitate internal and external posting of jobs, sort and manage incoming resumes, and integrate corporate recruiting Web sites with commercial job boards

Informal Methods: External recruiting methods are often grouped into two classes: 1 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 employees. Some companies give bonuses to employees who refer a good candidate. One significant drawback of word-of-mouth advertising is that this method may reduce the likelihood of a firm's meeting its affirmative action goals. If a firm's work force is primarily non minority, then the friends referred by present employees are likely to be non minority as well. Thus companies should supplement informal methods with formal methods that reach a more diverse audience. Word-of-mouth advertising is also unlikely to generate the large numbers of candidates that might be needed for a major expansion. Formal Methods: Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have included newspaper advertising, use of employment agencies and executive search firms, and campus recruiting. Posting job ads on the Internet, either on the company's own site or a commercial job board has also become extremely popular in the last few years. Historically, newspaper advertising has been the most commonly used method of

recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing highperforming employees), it is clear that three methods were considered superior: employee referrals, university recruiting, and executive search firms.

Recruitment Advertising: A very common formal recruiting method is newspaper advertising. This method, which is used by virtually all organizations, accounted for 70 percent of recruitment advertising expenditures. Ads placed in newspapers are accessible to everyone and thus do not discriminate against any groups in disseminating information about job openings. Recruitment advertising has an obvious target-people who are seeking work-and an obvious goal-attracting these job seekers to apply for a job at a particular company. Newspaper ads, however, reach a much wider audience. A well-designed, informative advertisement may help convince the people to consider the company at some later date when they are interested in a new job. Another audience for ads includes clients, stockholders, brokers, activists, and regulators, all of whom may have some interest in an organization's activities. The final audience for ads is a company's own employees. A well-designed advertising campaign can reinforce confidence and pride among current employees. The main purpose of the recruitment ad is to generate a qualified response that is, to produce applications from candidates who are at least minimal qualified for the job. A good ad should also make screening of applications easy by clearly telling the applicants what sort of information to provide in their package. To achieve its objectives, an ad must not misrepresenting the job and raise unrealistic expectation in candidates. Rather, it should clearly describe the legimate attractions of the job. If, however, a company is seeking a person with a specialized skill or unusual knowledge in a geographically dispersed labor market, it should choose advertising sources that specifically target the population of qualified persons, such as publications and conventions of professional organizations.

Internet Recruiting: Internet recruiting has grown at a phenomenal rate over the past few years. 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 the past few years. Companies find that Internet recruiting is much less expensive and much faster than traditional methods. It is by far the most economical way to reach a nationwide or worldwide audience of job candidates. Further advantages of Web-based recruiting, as seen by HR managers and search consultants, a drawback can sometimes be the very large number of resumes that are submitted, many of which are not at all suited to the positions listed. At first, Internet recruiting was used largely to reach candidates in the information technology and engineering fields. Each year, as more and more people have gained access to the Web, a wider and wider range of jobs have been advertised and successfully filled via this recruitment medium. New graduates are especially active in using the Web to locate job opportunities, apply online, and research companies as potential employers. There are a number of ways in which the Internet is used by both job seekers and employers, including the following: 1 Resume bulletin boards on which candidates can list their qualifications and availabilities. 2 3 Sites that provide online access to the help-wanted sections of many major newspapers. Sites that seek both original job listings from employers and resumes from applicants and provide search and matching services for a fee. 4 Company web sites that contain job listings and facilities for online submission of resumes When Internet recruiting first began, recruiters used the Web much as they would use a newspaper-they posted job ads on Internet job boards, the equivalent of the classified section of the Sunday paper. Companies are increasingly customizing their Internet recruiting, combining some use of job boards with their own careers site.

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

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; 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. 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

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 disaster scenarios. Risk Mitigation Value Addition

The ability to ensure rapid resumption of process delivery operations. Manpower Attrition and Cost Control Establishing business presence in prime secondary locations. Existence of management and infrastructure resources in the target locations. Expertise to recruit and train large number of new employees in such locations. Partner Profile and Provenance Demonstration ability to successfully manage cross culture partnerships. Proven track record of structuring and nurturing a wide range of collaborative enterprise models.

Value addition:

Strong 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.

Creating and managing multiple Offshore Development Centers. 14000+employee base.

Access to a about 150 locations within India In two years the majority of new Customer Service Centers in India will need to be located in category B and C towns.

HCL has over 20 years experience in servicing these towns with locally present management and infrastructure.

Capability to hire and train large work force local Demonstrated capability in global development and support of It services

Extensive experience of migrating complex development processes offshore.

Proprietary offshore delivery methodology-Off sourcing End-to-end services delivery capability HCLs suite of outsourcing services span the entire life-cycle of an organizations IT services requirements:

Concept, design, development, implementation and maintenance of applications and enterprise solutions.

Systems Integration, Networking and Network management services.

BPO and Multi-lingual Contact services.

HCL BPO Services: The Right Staff

Business Process Outsourcing (BPO) has the potential enabling power to vitalize Businesses and energize strategic or Economic rather, they growth. BPO benefits are significant, can be. To ensure that customer

sustainable and

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

HCL BPO Services: The Right Parentage

HCL BPO Services represents HCL Technologies most significant strategic business extension and investment to date. HCL BPO Services currently operates out of various locations in India, Malaysia and Northern Ireland. The focus on and commitment to BPO is based on the following assets and attributes: Global Client Base & Relationships - HCL-Ts global relationship base consists of approximately 454 clients, including 61 Fortune 500 organizations, in such high propensity to and potential of outsourcing Sectors as IT / I.S / Insurance/ Financial Services / Retail.

Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations between U.S.A, Europe and Asia-Pacific, deploying over 100 Customer Relationship

Managers (over 70 of which are located in the U.S.A). This network ensures effective and responsive Client Relationship Management.

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

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

Funding & Scalability - HCLs BPO Services operations have been totally funded from internally generated resources, enabling the rapid ramp-up of delivery infrastructure in diverse locations and countries as well as significant enhancements in delivery Reliability, Security and Quality.

Alliance TheBTConnection: In October 2001, HCL Technologies entered into a strategic alliance with British Telecom by acquiring a 90% stake in BT's award winning Apollo Contact Center, located in Belfast, Northern Ireland. Now operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old purpose built Contact Center. In this relatively short

span of time, the Center has built an enviable reputation for Quality and Innovation attributes that are recognized by a number of prestigious awards as well as kudos from Clients and Industry Experts. British Telecom continues to be active in a range of

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

D&B Receivable

Management Services:

D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in the United States, with offices throughout the US, Canada, Mexico and Hong Kong. They are a leading global supplier of receivable management services, offering their customers a full continuum of services including electronic bill presentment, receivable outsourcing, traditional collections, and bankruptcy services and deductions management. Under the terms of the alliance, D & B RMS will be HCLs preferred provider of receivable management services for accounts located in the United States, Canada, Mexico and Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center services from India.

Quality:

Consistently deliver value to our stakeholders and innovate to continually improve our services by review of processes, people and performance. QUALITY FRAMEWORK:

ISO 9001:2000 23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training, Marketing, Legal, Procurement, Transportation and Management documented and certified. External evaluation and certification conducted by the British Standards Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center Services.

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

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

COPC Certification: HCL BPO Services has been awarded the prestigious COPC Certification. Globally, COPC is considered to be the most coveted certification in the CSP (Customer Service Provider) industry. It is based on COPC-2000 CSP standard which was developed in 1996 by buyers, providers and senior managers responsible for operational management of customer centric service operations. HCL BPO Services is amongst the very few Indian BPO Service Providers to have been awarded this certification. HCL BPO Services is the First Indian CSP and possibly the third world-wide to have been certified for Collections. HCL BPO Services raises the bar yet another notch for customer service and delivery excellence.

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

BS 7799 Certification:

Information is the lifeblood of all organizations and can exist in many forms. Recent high-profile information security breaches and the value of information are highlighting the ever-increasing need for organizations to protect their data BS7799 is the British standard for the protection of an organizations information asset. The road cannot be justified, but it can be quantified by the benefits to your business. The certification is not a one-off task; it must be periodically, reviewed by an external assessor. HCL BPO Services is one of Indias leading Business process outsourcing (BPO) service providers. The Chennai center of HCL BPO Services has been certified to the British security standard BS7799. HCL BPO Services is among the leading BPO firms in India to achieve this third-party certification for its quality management system. The BSI (British standards Institute) conducted audits in two stages and involved 6 working days rigorous due diligence audit. The certification is an endorsement of the processes that the Chennai center has in place to safeguard the security of data, and also as mechanism in place for issues relating to business continuity and disaster recovery. The certification is valid for a period of 3years.

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

Top Ten Client Profiles: Global Telecom Major U.K Fortune 500 Retail Conglomerate U.S.A

Fortune 500 Retail Chain U.S.A Property Services & Insurance Major U.K Global E-integration Solution Provider U.S.A Global Retail/ Financial Automation Systems U.S.A Global Telecom Major U.S.A Global Network Security Solution Provider U.S.A Global Insurance Major U.K Global Media & education Company U.S.A HCL BPO: The Management Team Shiv Nadar Chairman N. Ranjit - Chief Operating Officer Raj Sirohi - Global Head, Sales and Marketing Sumit Bhattacharya - Executive Vice President Marketing Kevin Houston - Center Head Belfast Eileen Mc Aleese - Operations Manager Belfast Ron Ruys - Campaign Manager Belfast S. K. Pillai - Vice President Quality A.P. Rao- Vice President - Human Resources Vijay Reddy - Chief Technology Officer

Awards & Certifications: India Operations:

ISO 9001:2000

Purdue Benchmark (Ranked Second In Global Peer Group)

COPC Certification awarded (Noida)

BS 7799 Certification awarded

Recruitment and selection procedure at HCL BPO: Requirement Generation:

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

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

Selection process:
The selection process begins with the short-listing of the CVs. Every candidate whose CV has been short listed goes through: Written test. (Optional-as per process requirement) Group discussion. (If the candidates are in the large numbers/walk in through Advertisement) Interview by the training Team for voice and Accent or Interview by Operations team/Concerned manager, followed by the Final HR interview.

1.5. INDUSTRY PROFILE

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

- Gartner

BPO Industry in India

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

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

Factor Cost Advantage Economy of Scale Business Risk Mitigation Superior Competency Utilization Improvement

Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate and manage one or more of its business processes.

Different Types of Services Being Offered By BPOs:

Customer Support Services:

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

Technical Support Services:

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

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

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

Insurance Processing:

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

Data entry from Paper/Books with highest accuracy and fast turn around time (TAT)

o o o o o o o o o o o o

Data entry from Image file in any format Business Transaction Data entry like sales / purchase / payroll. Data entry of E-Books / Electronic Books Data Entry : Yellow Pages / White Pages Keying Data Entry and compilation from Web site Data Capture / Collection Business Card Data Entry into any Format Data Entry from hardcopy/Printed Material into text or required format Data Entry into Software Program and application Receipt and Bill Data Entry Catalog Data Entry. Data Entry for Mailing List/Mailing Label

Data Conversion Services:

o 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.

o o o o o o o o

Conversion from Page maker to PDF format. Conversion from Ms-Word to HTML format Conversion from Text to Word Perfect. Conversion from Text to Word to HTML and Acrobat Convert Raw Data into required MS Office formats. Text to PDF and PDF to Word / Text / Doc Data Compilation in PDF from Several Sources. E-Book Conversion etc.

Scanning, OCR with Editing & Indexing Services:

o o o o o 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. ADOBE PDF Conversion Services. Conversion from paper or e-file to various formats

Book Keeping and Accounting Services:

o o

General Ledger Accounts Receivables and Accounts Payable

o o o

Financial Statements Bank Reconciliation Assets / Equipment Ledgers etc.

Form Processing Services:

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

o o o o

Internet / Online / Web Research:

o o

Internet Search, Product Research, Market Research, Survey, Analysis. Web and Mailing list research etc.

Challenges for a HR Professional in BPO:

Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent.

Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed.

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

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

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

Key To Success

The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant reengineering.

BUSINESS PROCESS OUTSOURCING: THE TOP RANKERS

WNS has emerged as the top BPO in India, pushing Wipro Spectra mind to the second position, according to a survey done by NASSCOM. The basis of ranking is the revenues generated by the BPO companies, as per US GAAP. A list of top fifteen BPO companies in India is given below:

1. WNS Group

2. Wipro Spectra mind 3. HCL Technologies BPO 4. Daksh E-Services 5. Convergys 6. Zenta 7. ICICI One source 8. MphasiS 9. EXL 10. Transmail 11. GTL Ltd. 12. VCustomer 13. HTMT 14. 24/7 Customer 15. Sutherland Technologies

2. RESEARCH METHODOLOGY & DESIGN

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.

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

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.

2.3. RESEARCH INSTRUMENT:

The research instrument used in this study structured questionnaire. Structured

questionnaire are those questionnaire in which there are predetermined question relating to the aspect for which the researcher collects data. The questions are presented with exactly the same wording and in the same order to all the respondents.

2.4. QUESTIONNAIRE DESIGN:

The structured questionnaire for recruitment process with the following types of questionnaires open ended, closed ended, multiple choice, types of questions.

2.5. DATA COLLECTION:

Data refers to information or facts. It includes numerical figures, non numerical figures, descriptive facts, and qualitative information. The task of data collection begins after research problem has been defined and research plan has been decided. The nature of the data is both Primary and Secondary data.

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

2.7. PERIOD OF STUDY

The study was under taken for a 3 months during Feb 1st to April 30th. 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. 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. Feb 1st Apr 30th)

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 & 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

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

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 Percentage 24 10 4 6 8 14 8 20 6 100

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 Total

No Of Responses 24 10 4 6 8 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, 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

Percentage 12 48 40

100

100

No Of

Respondents

Newspaper Job Sites On Line

Source: Primary Data

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

Preferred Consultancies For Recruitment

Consultancy

No Of Respondents

Percentage

VT Manpower Shree Career Job Shop Pinnacle Vertex Total

30 40 10 10 10 100

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.

Action To Be Taken To Manage Recruitment Difficulties

Options

No Of Respondents

Percentage

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

32 24

32 24

40 4 100

40 4 100

No Of Respondents

Increased Recruitment efforts Recruitment From NonTraditional Sources Improved pay And Conditions Retaining Existing Staff

Source: Primary Data

INFERENCE:

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

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

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.

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

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

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

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

No. Of Respondents 30 16 50 4

Percentage 30 16 50 4

100

100

No. Of Respondents

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

Source: Primary Data

INFERENCE: 50 % of the respondents feel that candidates are not willing to work in night shifts, 30 % of the respondents feel that candidates are not interest in BPO, 16 % of respondents feel that candidates are seeking better opportunity elsewhere, & 4 % of respondents feel that candidates are demanding for high pay.

Satisfaction Of Present Recruitment System

Options Yes No Total

No OF Respondents 80 20 100

Percentage 80 20 100

No OF Respondents

No No OF Respondents Yes

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.

Chi-Square Test:

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

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.

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 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 MEDIA Newspaper Job Sites Online RESPONDENTS (Os) 12 48 40 100 (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

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

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

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 Good comm. Technical skills Night shifts RESPONDENTS (Os) 40 32 28 100 (Es) 33.33 33.33 33.33 (O-E) 6.67 -1.33 -5.33 (O-E)2 44.4889 1.7689 28.4089 (O-E)2 /E 1.3348 0.0530 0.8523 2.2401

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

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

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.

4. SUMMARY OF FINDINGS

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.

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 Job Posting,

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.

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.

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.

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.

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.

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.

7. QUESTIONNAIRE

QUESTIONNAIRE

A PROJECT REPORT ON RECRUITMENT PROCESS OF HCL TECHNOLOGIES BPO SERVICES

Name

: Male Female

Gender : 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? 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

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

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

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)

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?

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

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

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

Candidates Required Candidates placed

Gap

2. Jan-2008

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

Candidates Required Candidates placed

Gap

3. Feb-2008

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

Candidates Required Candidates Placed

Gap

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

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.

WEBSITES VISITED:

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