OVERVIEW

HCL Info systems Ltd. is Indias Premier Distribution and IT Services and Solutions Company.

HCL Info systems has one of the largest sales & distribution network in the country and provides

value added distribution for partners including last mile connect and support in marketing and

promotions for Telecom, IT , Office Automation and Consumer Electronics products covering more

than 15000 towns across 664 districts in India. Their distribution business has an unparallel network

that reaches more than 100,000 retail outlets, over 800 Direct and Micro Distributors and over

12400 Channel Partners across India.

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 History of HCL

HCL (Hindustan Computers Limited) is a leading global Technology and IT

enterprise whose range of services spans Product Engineering and Technology

Development, Application Services, BPO Services, Infrastructure Services, IT

Hardware, Systems Integration, and Distribution of Technology and Telecom

products in India. The HCL Enterprise comprises two companies listed in India:

HCL Technologies and HCL Infosystems. HCL Technologies is the IT and BPO

services arm focused on global markets, while HCL Infosystems deals in the IT,

Communication, Office Automation Products & System Integration arm focused on

the Indian.

market. Today, HCL has 45,000 employees of diverse nationalities, operating across

17 countries including 360 service centers in India. HCL has global partnerships with

several leading Fortune 1000 firms, including several IT and Technology majors

Shiv Nadar is the founder of HCL. He founded HCL in 1976 in a Delhi "barsaati". In

1978, HCL developed the first indigenous micro-computer at the same time as Apple

and 3 years before IBM's PC. In 1980, HCL introduced bit sliced, 16-bit processor

based micro-computer. In 1983, HCL Indigenously developed architecture, at the

same time as global IT peers. In 1986, HCL became the largest IT Company in India.

In 1988, HCL introduced fine grained multi-processor Unix-3 years ahead of "Sun"

and "HP". In 1991, HCL entered into a joint venture Hewlett Packard and HCL-

Hewlett Packard Ltd. was formed. The joint developed multi-processor UNIX for HP

and heralded HCL's entry into contract R&D. In 1997, HCL Infosystems was

formed. In the same year HCL ventured into software services. In 1999, HCL

Technologies Ltd issued an IPO and became a public listed company. In 2001, HCL
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 BPO was incorporated and HCL Infosystems became the largest hardware company.

In 2002, software businesses of HCL Infosystems and HCL Technologies were

merged. In 2005, HCL set up first Power PC architecture design centre outside of

IBM. In the same year HCL Infosystems launched sub Rs.10,000 PC. In 2006, HCL

Infosystems became the first company in India to launch the New Generation of

High Performance Server Platforms Powered by Intel Dual - Core Xeon 5000

Processor. Today, HCL has a turnover of over US$4billion.

Major Achievements of HCL

Developed the first indigenous micro-computer in 1978.

Indigenously developed an RDBMS, a Networking OS and Client Server

architecture in 1983.

In 1986, HCL becomes the largest IT Company in India.

HCL introduced fine grained multi-processor Unix-3 years ahead of "Sun" and "HP".

HCL Digischool wins Best Smart Classroom Solution Provider at the prestigious
Shiksha Ratan Award - State Education Summit 2013
Office Automation (OA) Business bagged the Silver Award for Technical Proficiency in

Color Category at the 15th Quality Service Campaign conducted by Toshiba-APAC among

29 participants from various countries.

Bagged Partner of the Year Award for the Asia Pacific & Japan region as part of CA

Technologies Partner for Impact Awards, held at the Annual User Conference, CA World '13

in Las Vegas. HCL Info systems was honored for its commitment and expertise in taking CA

Technologies solutions portfolio to market, and its efforts in driving new contracts and

business opportunities.

Management Details
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Dr. Nikhil Sinha Non Executive chairman

Premkumar Seshadri Executive Vice-Chairman

& Managing Director

Pawan K Danwar Non Executive Director

D. K. Srivastava Non Executive Director

V. N. Koura Independent & Non

Executive Director

Pradeep K Independent & Non

Khosla Executive Director

Dhirendra Singh Independent & Non

Executive Director

Sangeeta Talwar Independent & Non

Executive Director

Kaushik Dutta Independent & Non

Executive Director

Sanjeev Sharma Independent & Non

Executive Director

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 Products of HCL

HCL Infosystems Ltd. is one of the pioneers in the Indian IT market, with its origins

in 1976. For over quarter of a century, we have developed and implemented

solutions for multiple market segments, across a range of technologies in India. We

have been in the forefront in introducing new technologies and solutions. The

highlights of the HCL saga are summarized below:

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Product Description
A mobile Hand Held terminal for usage in
Hand Held Financial Inclusion project with Biometric
Terminal identification, online connectivity and Smart
card based transactions
A GUI based client for use in server based
computing environment; Cloud Ready Thin
Thin Client
Clients A new series for supporting Cloud
Infrastructure
A PC cum Video projection unit for use in
PC Projector
schools and colleges
Touch screen based Self-service Information
Kiosks
and Transaction kiosks
Video terminal for users in Unix Machines;
Video Display
Motorola 68000 processor based design
Terminal (VDT)
running at 10MHz.
A product to connect serial devices on the
Terminal Server LAN network; Net ARM processor based
design running at 50 MHzs
107 Mechanical Keyboard with switches with
KeyBoard
life of 50 Million operations; Got Microsoft
(Mechanical)
HWQL certificate
Manage and Monitors all elements in the
GSM Network of any Telecom Service
provider like, BSNL, MTNL, Indian Air
force, only few MNC having this Software.
OSS Tefilla
Apart from revamping of code additional
MAG Net
features likes NGOSS compliance, Policy
based system SOA architecture, MPLS
support, Static NE Modeling, Report builder
etc.
Manage and Monitors all elements of any IP
NMS Network
network, OS, Data Base Neutral Total IP
Management
will be Indian; additional features Cloud
Software (ITSM)
enablement
HPC is today's Supercomputer Solution using
off Page
the shelf components. Additional features:
6
HCL HPC Infiniband, parallel file systems support which
is must for Petaflop class supercomputers;
Grid enablement etc.
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 HCL Milestones

Founded in 1976 as one of India's original IT garage start-ups, today the HCL Group

has expanded to four companies in India - HCL Infosystems, HCL Technologies,

HCL Healthcare and HCL Talent Care. The group generates annual revenues of over

US$ 6.5 billion with more than 105,000 employees from 100 nationalities operating

across 31 countries, including over 500 points of presence in India.

A pioneer of modern computing, HCL has many firsts to its credit including the

introduction of the 8-bit microprocessor-based computer in 1978 well before its

global peers.

.2015

HCL Infosystems , Dell sign strategic partnership to distribute Dell's entire hardware
and software products pan India leveraging HCL Infosystems partner network
HCL Infosystems joins hand with Dell Commercial Business as a T1 Distributor

2014

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 HCL Infosystems partners with Eaton to sell Eaton's electrical power back-up
solutions
HCL Infosystems and Lenovo India form strategic partnership to distribute and
service Lenovo's entire range of PCs and Tablets. Partnership to boost

2013

Shiksha Ratan Award - State Education Summit 2013

Awarded PC Quest Best IT Implementations of the Year 2013 under the category Best

Education Project (Silver) for eNBA.

Awarded PC Quest Best IT Implementations of the Year 2013 under the category Project

with Maximum Social Impact for Financial Inclusion project of Bank of Baroda. The

project aims at providing easy access to affordable financial services to those who are

deprived of it so far thereby bringing the unbanked and under banked villages into the

formal financial stream.

2012
HCL Desktops rated No. 1 in the Dataquest Channels Cyber Media Research
Channel Satisfaction Survey.
HCL Infosystems ranked No.1 for IT Services in DQ-CMR CSA 2012.

2011
No. 1 Employer of the Year' by DQ-CMR Best Employer Survey 2011.
Rated No. 20 in the Great Place to Work Survey.
First ever HCL flagship store launched in Delhi-NCR.

2009
HCL awarded Electronics Company of the Year 2009.
HCL Infosystems rated No.1 Employer by DQ-IDC 2009.
Nokia Corporation announces a joint venture with HCL Infosystems to sell

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 2008
Connect India-Africa to implement IT infrastructure for prestigious Pan-African e-
network project for Tele-education and Tele-medicine.
Launches next generation 'Data centre in a Box'.

2007
Kodak and HCL ink agreement to distribute digital cameras in India.
Launches NETMAX suite of networking products and solutions expanding its
portfolio for emerging enterprises.

2006
Enters into a partnership with Toshiba to help them expand their retail presence in
India by unveiling 'shop Toshiba'.
Nokia Corporation and HCL announce a long term distribution strategy.

2005
Rated as the 'No.1 Desktop PC' company by IDC India Dataquest.
'Best Employer 2005' with five star ratings by IDC India Dataquest'.
'The Most Customer Responsive Company 2005'.

2004
IDC India DQ Customer Satisfaction Audit rates HCL as No.1 Brand in Desktop
PCs.
Partners with Microsoft and Intel to launch Beanstalk Neo PC.

2003
Becomes the first vendor to register sales of 50,000 PCs in a quarter.
Enters into partnership with AMD.
HCL Infosystems info structure services Division received ISO 9001:2000
certification

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 2002
HCL Infosystems and Sun Microsystems enter into an Enterprise Distribution
Agreement.
Declared as Top PC vendor by Dataquest.

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

1999
Acquires and sets up fully owned subsidiaries in USA and UK.
Sets up fully owned subsidiary in Australia.
HCL ties up with Broad vision as an integration partner.

1998
HCL buys back HP stake in HCL Hewlett Packard.
Kolkata and Noida Software Technology Park (STPs) set up.

1997
Chennai and Coimbatore development facilities get ISO: 9001 certification.

1996
Sets up Software Technology Park (STP) in Chennai to execute software projects for
international customers.
Becomes national integration partner for SAP.

1995
Starts execution on information System Planning projects.
Execution of projects for Germany and Australia.
Begins Helpdesk services.

1994

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 HCL acquires and executes the first offshore project from IBM Thailand.
HCL sets up core group to define software development methodologies.

1991
Enters into a joint venture with Hewlett Packard.
Establishes a Response Centre for HP products, which is connected to the HP
Response Centre in Singapore.

1986
Purchase specifications demand the availability of RDBMS products on the supplied
solution (Unify, Oracle) HCL arranges for such products to be ported to its platform.

1985
HCL assists customers to migrate from flat-file based systems to RDBMS.
Sets up core team to develop the required software Advanced Ledger Posting
Machines (ALPM).

1983
HCL launches an aggressive advertisement campaign around the theme - 'even a
typist can operate computers', popular in the Small and Medium Enterprises
segment.

1981
Software Export Division formed at Chennai to support the bespoke application
development needs of Singapore.

1978
Initiation of application development in diverse segments such as textiles, sugar,
paper, cement, transport.

1977

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1. Launch of the first microcomputer-based commercial computer with a ROM.
2. Unavailability of programming skills with customers results in HCL developing
bespoke applications for their customers.

1976
Foundation of the Company lay.
Introduces microcomputer based programmable calculators with wide acceptance in
the scientific / education community.

SWOT Analysis of HCL infosystems ltd.

HCL Infosystems ltd. SWOT Analysis; Mar2014, p1

A SWOT analysis of HCL Infosystems Ltd. is presented.

Quanta Computer Inc. SWOT Analysis; Sep2012, p1

A business analysis of Quanta Computer Inc., a company which is original design

manufacturer (ODM) of notebook computers, is provided, focusing on its strengths,
weaknesses, opportunities for improvement and threats to the company. Strengths
include companys focus on research and development.

Venture Corporation Limited SWOT Analysis; Feb2013, p1

A business analysis of Venture Corp. ltd., a global provider of technology services,

products and solutions, is provided, focusing on its strengths, weaknesses,
opportunities for improvement and threats to the company. Strengths include broad
service portfolio.

Digital China Holdings Limited, SWOT Analysis; Feb2013, p1

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A business analysis of digital china holding ltd, a provider of information technology
(IT) services including IT planning, IT consultation and IT infrastructure system
integration, is provided, foxing on its strengths, weaknesses, opportunities for
improvement and threats to the company.

Wipro ltd. SWOT analyses; Mar 2013, p1

A business analysis of Wipro Ltd., a company which provides information

technology (IT) service including software solutions, IT consulting, and business
process outstanding (BPO), is provided, foxing on its strengths, weaknesses,
opportunities for improvement and threats to the company.

SCSK Corporation SWOT Analysis; Mar 2013, p1

A business analysis of SCSK Corp., a company which provides global information

technology (IT) service is provided, foxing on its strengths, weaknesses,
opportunities for improvement and threats to the company. Strength including
diversified business portfolio. Weaknesses including

Hewlett Packard Company SWOT Analysis; Mar2013 p1

A business analysis of Hewlett Packard Co., an information technology firm that

provides hardware, software and services, is provided, foxing on its strengths,
weaknesses, opportunities for improvement and threats to the company. Strength
included cash flow and large scale of operation.

PCM, Inc. SWOT Analysis; Jun2013, p1

A business analysis of PCM Inc., a direct marketer of technology products, services

and solution, is provided, foxing on its strengths, weaknesses, opportunities for
improvement and threats to the company. Strength included broad product portfolio.
Weakness includes reliance on a small

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CACI International, Inc. SWOT Analysis; Mar2014, p1
A SWOT analysis of CACI International Inc. is provided.

Branches

HCL Infosystems Ltd (HCL Insys), Indias premier technology integration company
has bagged a major networking order from India Overseas Bank (IOB), a leading
nationalized bank. The order involves implementing Wide Area Network (WAN) in
11 cities covering 200 branches across India.
HCL Infosystems will implement WAN which will help roll out any Branch
Banking in more than 11 cities covering more than 200 branches. It will also be
integrated with the existing Any Branch Banking setups in 6 cities out of 3 have
been implemented by HCL Insys earlier. Besides network implementation, HCL
Insys will also configure and customize the network for any Branch Banking. Once
implemented, IOB would be networked in more than 17 cities across country.
HCL Infosystems has seen robust growth in domestic services business involving
projects for Facilities Management, Networking Services, virtual private Network,
security service etc. There has also been a boost in software and services export
business through the subsidiaries in US, UK, Singapore, Australia and Malaysia. The
consolidated services revenue in the first half of current year grew by 50% as
compared to same period in the previous year.

HCL Infosystems enjoys a long networking relationship with IOB. Earlier, HCL
Insys had implemented Any Branch Banking in 3 cities of existing 6 cities

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networked for Indian overseas Bank. IOB uses a large number of HCL Infiniti
Global Line Servers across the country.

Policy on Subsidiaries

1. Preamble

The board of directors (the "Board") of HCL Infosystems Limited (the "Company"

or "HCL") has adopted

The following policy and procedures with regard to subsidiaries of the Company.

2. Purpose

This policy is framed as per requirement of clause 49 of listing Agreement entered

by the company

With the stock Exchange and is intended to determine material Subsidiaries, to

ensure that the Board of directors/Audit Committee has overall supervision of the

functioning if the Subsidiaries by way

3. Definitions

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"Audit committee or committee" means the accounts and audit committee of board

of directors of the company constituted under provisions of listing agreement and

companies Act, 2013.

"Board means the board of directors of the company.

"independent director" means a director of the company, who is not in the whole

time employment or is not a nominee director and who is neither a promoter nor

belongs to the promoter group of the company and who satisfies the criteria for

independence as prescribed under section 149 of the companies Act, 2013 and the

listing Agreement with the stock exchanges.

"Material Subsidiary" means a subsidiary in which the investment of the company

exceeds twenty present of its consolidated net worth as per the audited balance sheet

of the previous financial year or if the subsidiary has generated twenty percent of the

consolidated income of the company during the previous financial year.

"Non-listed subsidiary means a subsidiary whose equity shares are not listed on any

recognized stock exchange.

"Policy" means policy on subsidiaries.

"Significant Transaction or Arrangement" means any individual transaction or

arrangement that

Exceeds or is likely to exceed 10% of the total revenues or total expenses or total

assets or total

Liabilities, as the case may be, the material Non-listed Subsidiary for the

immediately preceding accounting year.

"Subsidiary" means a Subsidiary of company as defines in the companies Act, 2013

4. Policy and procedure

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i. At least one independent director on the board of the company shall be a director in

the board of directors of a material non-listed subsidiary. For this purpose a

"Material Non-listed Indian

Subsidiary" means a non-listed subsidiary, incorporated in India, whose income or

net worth (I.e. paid up capital and free reserves) exceeds 20% of the consolidated

income or net worth respectively, of the Company and its subsidiary in the

immediately preceding accounting year.

ii. The audit committee of the company shall review the financial statements of

subsidiaries; in particular, the investments made by the Non-lusted Subsidiary

Company.

iii. The minutes of the board meetings of the Non-listed Subsidiary Company shall

be placed at the Board meeting of the company at regular intervals.

iv. The management of the Company shall bring to the attention of the board if the

company, a quarterly statement of all significant transactions and arrangements

entered into by the unlisted subsidiary company.

v. The Company shall not dispose of share in its material Subsidiary which would

reduce its shareholding (either on its own or together with other Subsidiaries) to less

than 50% or cease the exercise of control over the Subsidiary without passing a

special resolution in its General Meeting,

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 vi. The Selling, subsidiary and leasing of assets amounting to more than 20% of the

assets of the material Subsidiary shall require prior approval of shareholders by way

of special resolution,

Advantages of HCL

HCL Infosystems (HCLI) draws its strength from 30 years of experience in handling

the ever changing IT scenario, strong customer relationships, ability to provide the

cutting edge technology at best-value-for-money and on top of it, an excellent

service and support infrastructure. Today, HCL is countrys premier information

enabling company. It offers one-stop-shop convenience to its diverse customers

having an equally diverse set of requirements. Be it a large multy-location

eEnterprise, or a small/medium enterprise, or a small office or a home, HCLI has a

product range, sales and support capability to service the needs of the customer.

Last 30 years apart from knowledge and experience have also given us continuity in

relationship with the customers, thereby increasing the customer confidence in us.

Our strengths can be summarized as:

Ability to understand customers business and offer right technology.

Long standing relationship with customers.
Pan India support and service infrastructure.

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 Best-value-for-money offerings.

Technology leadership:

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

from our inception we have attempted to pioneer the technology introductions in the

country either through our R&D or through partnerships with the world technology

leaders.

Using our own R&D we have:

Created our own UNIX & RDBMS capability (in 80s)

Developed firewalls for enterprise and personal system security.
Launched our own range of enterprise storage products.
Launched our own range of networking products.

We strive to understand the technology from the view of supporting it post

installation as well. This is one of the key ingredients that go into our strategic

advantage.

HCL Infosystems has to its claim several technology pioneering initiatives. Some of

them are:

Countrys first Desk Top PC Busy Bee in 1985

Countrys first branded home PC-Beanstalk in 1995
Countrys first Pentium 4 based PC at sub 40k price point
Countrys first media Center PC

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 Objectives of the Project

1. To assess the importance of effective recruitment and selection.

2. To discuss various methods to improve recruitment and selection.
3. To analyze various problems inhibiting effective recruitment and selection.
4. To find out the whether the employee are satisfied of not for their job.
5. To analysis the company working environment.
6. To check the degree of satisfaction of employee.
7. To find that employees are working with their full capabilities or not.

SCOPE OF THE STUDY

1. To understand the various sources of recruitment provided in the organization.

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2. It helps to analyze the recruitment policy of the organization.
3. It enables us to evaluate the effectiveness of different recruiting techniques and sources for

all types of job applicants in the organization.

LIMITATIONS OF THE STUDY

1. Some employees might have been given biased information.
2. There might be mistake in interpreting the information obtained correctly.
3. Due to convenience sampling techniques the sample might not represent true preference of

the employees.
4. There are more than one method used for the purpose of recruitment so it become difficult to

analyze the importance of each method.

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 RESEARCH METHODOLOGY
Research methodology is a systematic way which consists of series of actions or steps necessary to

effectively carry out research and the desired sequences of these steps. The research is a process of

involves a number of interrelated activities which overlap an do rigidly follow a particular

sequence. It consists of the following steps:

Formulating the objective of the study
Designing the methods of data collection
Selecting the sample plan
Processing and analyzing the data

RESEARCH DESIGN
Research design refers to framework or plan for a study that guides the collection and analysis of

data. A typical research design of a company basically tries to resolve the following issues:
Determining Data Collection Design
Determining Data Methods
Determining Data Sources
Determining Primary Data Collection Methods
Developing Questionnaires
Determining Sample Plan

1. Explorative research design: Explorative studies are undertaken with a view to know more
about the problem. These studies help in a proper definition of the problem and development
of specific hypotheses is to be tested later by more conclusive research design. Its basic
purpose is to identify factors underlying a problem and to determine which one of them need
to be further researched by using conclusive research designs.

2. Conclusive research design: Conclusive research studies are more formal in nature
and are conducted with a view to electing more precise information for purpose of making
marketing decisions.

These studies can be either:

1. Descriptive or
2. Experimental

Thus it was mix of both the tools of Research Design that is Explorative as well as Conclusive.
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SAMPLING PLAN
Sample size=20 employees

Data collection

DATA SOURCES:
Secondary data through Internet
Primary data through Questionnaire
Contact method
Personal interaction

Primary Data
Direct personal observation
Indirect oral interviews
Information through manual & websites
Information through questionnaire filled by respondents

Secondary data

Secondary data means that are already available they reget to the data which have already been
collected and analyzed by someone else when the researcher utilizes secondary data that has to look
into various sources where he can obtain. In this case he certainly not confronted with the problems
that usually data nor did unpublished data associate data associated with the collection of original
data secondary data may either be published.

HUMAN RESOURCE MANAGEMENT

recruitment and selection

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Before, I dwell in detail on the Recruitment and Selection. I feel it necessary to explain

Human resources management (HRM). HRM is a management function concerned with

hiring, motivating and maintaining people in an organization. It focuses on people in

organizations. Human resource management is designing management systems to ensure

that human talent is used effectively and efficiently to accomplish organizational goals.

Generally HRM refers to the management of people in organizations. It comprises of the

activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,

maintaining, and retaining the appropriate number and skill mix of employees to accomplish

the organizations objectives. The goal of HRM is to maximize employees contributions in

order to achieve optimal productivity and effectiveness, while simultaneously attaining

individual objectives (such as having a challenging job and obtaining recognition), and

societal objectives (such as legal compliance and demonstrating social responsibility).

In short Human Resource Management (HRM) can be defined as the art of procuring,

developing and maintaining competent workforce to achieve the goals of an organization in

an effective and efficient manner.

According to Dessler (2008) the policies and practices involved in carrying out the

people or human resource aspects of a management position, including recruiting,

screening, training, rewarding, and appraising comprises of HRM.

Recruitment and selection process is one of the most important HR function, which makes a

great impact on the revenue growth and the profit margins of a company as compared to

other tasks such as Retention, On-boarding, Leadership Development, and Managing Talent.

In

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addition, recruitment and selection process is also more important than restructuring the

organization, work/ life balance, and strategic HR.

Most HR departments use the major portion of their effort and money to manage employees

and as a result, they are usually unable to adequately fulfill the organizations hiring needs.

Inevitably, organizations end up hiring too many or too little employees to fill vacancies.

If the number of employees in a department exceeds the need, then the organization will

suffer a loss as the cost of maintaining that department increases in comparison to its

earnings. On the other hand, if a key position is left vacant then that causes losses too as it

directly results in reduced corporate revenue. Today, we need a shift from the traditional

concept of hiring that treats all job vacancies equally to one that prioritizes each vacancy

depending on criticality. A perfect balance of employees and work needs to be maintained in

a company. In addition, a job recruiter needs to ensure that only the most skilful and

competent people should be selected for the jobs. The costs of hiring an inappropriate

candidate can be enormous for an organization.

It is very important to employ the right people to each position within an organization.

Without the correct skill set and/or attitude, an employee can quickly inflict damage upon a

company's turnover, reputation, or both. The effect of a badly selected employee versus a

good employee is quite profound and can cost or save money and time, making it important

that recruitment selection is done correctly the first time.

Systems of recruitment selection can differ greatly in the procedures they follow, but should

always adhere to a few simple principles in order to ensure that the best candidate is selected

without creating too much disruption. It should be efficient, which means it will be cost and

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time-effective with a smooth transition for the chosen employee(s) into the vacancy. It

should be effective, in that a narrow selection of suitable candidates should be produced by

the recruitment advertising process and the subsequent selection of applicants whose

personal details and qualifications are known for the purposes of interview and final

selection. Finally, the process should be fair, as this not only gives each candidate equal

footing, but also benefits the organization, in that the best candidate with the greatest merit

wins the employment.

The most important and overriding aim of recruitment selection is that the right candidate

takes the vacancy present at the company. This may not necessarily mean the most qualified,

as the employee's attitude and persona can determine a compensating level of effort they

invest in their work, flexibility and commitment, and the morale of those working around

them. The key to good recruitment selection, then, resides with the interviewer who must

gauge the suitability of each candidate screened.

NATURE OF HRM

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HRM is a management function that helps managers to recruit, select, train and develop

members for an organization. HRM is concerned with peoples dimension in organizations.

The following constitute the core of HRM

1. HRM Involves the Application of Management Functions and Principles. The functions

and principles are applied to acquiring, developing, maintaining and providing remuneration

toemployees in organization.

2. Decision Relating to Employees must be integrated. Decisions on different aspects of

employees must be consistent with other human resource (HR) decisions.

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an

organization will result in betterment of services to customers in the form of high quality

products supplied at reasonable costs.

4. HRM Functions are not confined to Business Establishments Only but applicable to

nonbusiness organizations such as education, health care, recreation and like.

HRM refers to a set of programs, functions and activities designed and carried out in order

to maximize both employee as well as organizational effectiveness.

SCOPE OF HRM

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 The scope of HRM is indeed vast. All major activities in the working life of a worker from

the time of his or her entry into an organization until he or she leaves the organizations

comes under the purview of HRM. The major HRM activities include HR planning, job

analysis, job design, employee hiring, employee and executive remuneration, employee

motivation, employee maintenance, industrial relations and prospects of HRM.

The scope of Human Resources Management extends to:

All the decisions, strategies, factors, principles, operations, practices, functions, activities

andmethods related to the management of people as employees in any type of organization.

All the dimensions related to people in their employment relationships, and all the dynamics

that flow from it.

The scope of HRM is really vast. All major activities n the working life of a worker from

the time of his or her entry into an organization until he or she leaves it comes under the

purview of HRM. American Society for Training and Development (ASTD) conducted

fairly an exhaustive study in this field and identified nine broad areas of activities of HRM.

These are given below:

Human Resource Planning

Design of the Organization and Job
Selection and Staffing
Training and Development
Organizational Development
Compensation and Benefits
Employee Assistance
Union/Labor Relations
Personnel Research and Information System

a) Human Resource Planning:

The objective of HR Planning is to ensure that the organization has the right types of

persons at the right time at the right place. It prepares human resources inventory with a

view to assess present and future needs, availability and possible shortages in human

resource. Thereupon, HR Planning forecast demand and supplies and identify sources of
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selection. HR Planning develops strategies both long-term and short-term, to meet the man-

power requirement.

b) Design of Organization and Job:

This is the task of laying down organization structure, authority, relationship and

responsibilities. This will also mean definition of work contents for each position in the

organization. This is done by job description. Another important step is Job

specification. Job specification identifies the attributes of persons who will be most suitable

for each job which is defined by job description.

c) Selection and Staffing:

This is the process of recruitment and selection of staff. This involves matching people and

their expectations with which the job specifications and career path available within the

organization.

d)Training and Development:

This involves an organized attempt to find out training needs of the individuals to meet the

knowledge and skill which is needed not only to perform current job but also to fulfill the

future needs of the organization.

e)Organizational Development:

This is an important aspect whereby Synergetic effect is generated in an organization i.e.

healthy interpersonal and inter-group relationship within the organization.

f) Compensation and Benefits:

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This is the area of wages and salaries administration where wages and compensations are

fixed scientifically to meet fairness and equity criteria. In addition labor welfare measures

are involved which include benefits and services.

g) Employee Assistance:

Each employee is unique in character, personality, expectation and temperament. By and

large each one of them faces problems every day. Some are personal some are official. In

their case he or she remains worried. Such worries must be removed to make him or her

more productive and happy.

h) Union-Labor Relations:

Healthy Industrial and labor relations are very important for enhancing peace and

productivity in an organization. This is one of the areas of HRM.

i) Personnel Research and Information System:

Knowledge on behavioral science and industrial psychology throws better insight into the

workers expectations, aspirations and behavior. Advancement of technology of product and

production methods have created working environment which are much different from the

past. Globalization of economy has increased competition many fold. Science of ergonomics

gives better ideas of doing a work more conveniently by an employee. Thus, continuous

research in HR areas is an unavoidable requirement. It must also take special care for

improving exchange of information through effect

OBJECTIVES OF HRM

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 Objectives of HRM

1) Societal Objectives:

Seek to ensure that the organization becomes socially responsible to theneeds and challenges

of the society while minimizing the negative impact of such demands upon the organization.

The failure of the organizations to use their resources for the societys benefit in ethical

ways may lead to restriction.

2) Organizational Objectives:
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 It recognizes the role of HRM in bringing about organizational effectiveness. It makes sure

that HRM is not a standalone department, but rather a means to assist the organization with

its primary objectives. The HR department exists to serve the rest of the organization.

3) Functional Objectives:

Is to maintain the departments contribution at a level appropriate to the organizations

needs. Human resources are to be adjusted to suit the organizations demands. The

departments value should not become too expensive at the cost of the organization it serves.

4) Personnel Objectives:

It is to assist employees in achieving their personal goals, at least as far as these goals

enhance the individuals contribution to the organization. Personal objectives of employees

must be met if they are to be maintained, retained and motivated. Otherwise employee

performance and satisfaction may decline giving rise to employee turnover.

HRD helps to:

Develop the key competencies that enable individuals in organizations to perform current

and future jobs, through planned learning activities

Groups within organizations initiate and manage change
Ensure a match between an individual and organizational need

RECRUITMENT AND SELECTION

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Technically speaking, recruitment and selection are not synonymous. Recruitment means

announcing job opportunities to the public in such a way that a good number of suitable

people will apply for them.

Selection means choosing from that number, those applicants who are most likely to succeed

in the jobs. An interview is the most widely used technique for selection.

Selection is a process of weeding out the unsuitable candidates and finally arriving at the

most suitable one. In this sense, recruitment is a positive process while selection is a

negative process of rejecting most of the candidates, leaving only a few who are considered

suitable.

A properly planned and systematic recruitment policy is necessary to minimize disruption of

work by constantly changing personnel and achieve equitable distribution of employment

opportunities.

Recruitment policy should take into account that high caliber personnel are essential to have

but hard to find. Despite tremendous unemployment, it is not easy to find the right type of

personnel.

In the expanding industrial economy of India, the demand for top management, technical

and scientific personnel is expanding at a fast rate with the result that an all-round shortage

of such personnel is being felt.

Many companies indulge in pirating i.e., attracting executives from sister organizations on

higher salaries. But this does not, in any way, expand the supply of such personnel.

Therefore, a sound recruitment policy has to be based on a comprehensive program of

management development.

Recruitment needs fall into three broad categories planned, anticipated and unexpected. The

planned needs arise from changes in organizational decisions and retirement policies;

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unexpected needs arise from individuals decisions to leave the company and from ill health,

accidents or deaths.

The anticipated category comprises those jobs which the organisation, by studying the

trends within and outside the company, can predict.

Careful recruitment of employees is particularly important in India for two reasons: first,

under the existing legal conditions, when an industrial worker is discharged, an industrial

dispute can be made by the employee in regard to such discharge and the Tribunal would

determine whether the termination of service was justified and to order reinstatement if the

order was not appropriate.

As a precaution against unjustified discharge, certain rules of procedure are required to be

strictly followed by the employers before the order of discharge is passed.

Failure to carry out this procedure undermines the case if it goes to an industrial court.

Secondly, the chances of mismatching the job and the person are much higher in India.

Matching the job with the suitable applicant is naturally a two-way process.

Under the present labor market conditions in India, the employees choice is very much

limited and he will accept any job irrespective of his suitability. Under such conditions, the

pressure to properly match man and job is only one-sided from the employers side only.

In India the organizational practices in selection vary widely. The private and public sector

organizations differ in their selection practices. Selection for public sector undertakings is

done through Public Service Commission, Banking Service Commission, and Subordinate

Services Commission etc.

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 RECRUITMENT

This decade has brought about the transformation of employee recruiting and social and

media interaction and networking. When I first started writing about recruiting, the big job

boards like Monster had not been around very long. Employers have seen a transformation

in how people find each other for networking and jobs this decade. From large job boards

like Indeed to niche job sites, from networking on discussion lists to sites such as LinkedIn,

Facebook, Twitter, and Ecademy, networking and recruiting will never be the same again.

Human Resources employees have either kept up with the new ways of interacting and

communicating or they are doing their organizations a disservice. Social media networking

is the new way to find employees, find jobs, get answers to questions, build a wide-spread,

mutually supportive network of contacts, and keep track of colleagues and friends. Social

media and online recruiting bring the employer new challenges.

Recruitment is an important part of human resources management. No organization can

survive without proper recruitment and selection. Improper recruitment not only cause

wastage of money on the employee so hired, but also result in substandard work causing

decline in quality of products and discipline. Recruitment is a positive process of searching

for prospective employees and stimulating them to apply for the jobs in the organisation.

Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. In

simple words, the term recruitment refers to discovering the source from where potential

employees may be selected. The scientific recruitment process leads to higher productivity,

better wages, high morale, reduction in labor turnover and enhanced reputation. It stimulates

people to apply for jobs; hence it is a positive process.

The word recruitment has many meaning and plays an important role. Employees leave the

organization in search of greener pastures- some retire some die in saddle. The most
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important thing is that enterprise grows, diversifies, and takes over other units-all

necessitating hiring of new men and women. In fact recruitment functions stop only when

the organization ceases to exist. To understand recruitment in simple terms it is understood

as process of searching for obtaining applications of job from among from which the right

people can be selected. To define recruitment we can define it formally as it is a process of

finding and attracting capable applicants for employment. The process begins when new

recruit are sought and ends when their application are submitted. The result is a pool of

applicants from which new employees are selected. Theoretically, recruitment process is

said to end with receipt of application in practice the activity extends to the screening

applicants as to eliminate those who are not qualified for job. In recruitment, information is

collected from interested candidates. For these different sources of recruitment such as

newspaper advertisement, employment exchange, internal promotions, etc. are used. In the

recruitment, a pool of eligible and interested candidates is created for the selection of most

suitable candidate. Recruitment represents the first contact that a company makes with

potential employees. Recruitment is a positive function in which publicity is given to the

jobs available in the organization and interested candidates (qualified job applicants) are

encouraged to submit applications for the purpose of selection.

Definition of recruitment

In the words of Dale Yoder, Recruitment is the process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ effective

measures for attracting that manpower in adequate numbers to facilitate effective selection

of an efficient working force.

Kempner writes, Recruitment forms the first stage in the process which continues with

selection and ceases with the placement of the candidates.

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 NEEDS OF RECRUITMENT

Five good reasons for having such a policy are to ensure:

Job descriptions meet business requirements Candidates are assessed against consistent

criteria at every stage. The recruitment process is lawful The candidate can be confident it is

a genuine job offer The process can be followed by all stakeholders.

1. Suitability

Writing an accurate position description is an important part of the recruitment process. It

describes the primary tasks involved as well as the core competencies required to perform

the role.

A good recruitment and selection policy would require those writing job descriptions to give

precedence to the competencies that would make the most positive contribution to the

organizations business requirements (i.e. flexibility, initiative, leadership etc).

2. Consistency

A good recruitment and selection policy will also require that hiring managers use pre-

determined criteria at all stages of the recruitment process, thereby reducing the risk of bias

or discrimination. In the screening stage, the key selection criteria should have been

determined before the job was advertised and clearly displayed in the advertisement and job

description. Each candidate would then be evaluated according to those criteria only.

When interviewing candidates, the same interviewers should be present at each interview

and a set of pre-determined questions asked of each candidate, allowing them equal time to

respond.

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Reference checks should be conducted before any appointment is made and should be

carried out in a consistent manner (i.e. asking similar questions of each candidates referees

and former employers).

It should be noted that treating everyone consistently does not always imply fairness. If a

candidate is at a disadvantage for any reason (i.e. has a disability), you may need to take

their individual circumstances into account, so they are given an equal opportunity to

present their case.

3. Legality

Privacy and equal opportunity legislation require that the recruitment process is conducted

in a fair and transparent manner and a good recruitment and selection policy will always

make this very clear to recruiters.

During no stage of the recruitment process (from advertisement to interview) can there be

any discriminatory behavior, based on a persons age, sex, marital status, religion,

nationality, sexual orientation or disability. A candidate may have recourse to legal action if

they feel they have been discriminated against, so impartiality is not only the right thing to

do, its also good risk management practice. Discrimination may be quite unintentional. For

example, using terms in a job advertisement such as young and energetic or new graduate

may seem harmless enough, but should be avoided as they are implying that you must be

young to apply for the job.

Privacy laws also require that a candidates application is treated confidentially. Penalties

apply if breaches occur, so here as well, a good recruitment and selection policy helps to

protect the organizations best interests.

An example of a privacy breach would be a recruiter discussing the details of a confidential

job application with their family or friends. A recruitment and selection policy that reminds
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staff about the implications of possible lapses such as these can go a long way towards

ensuring they never happen.

4. Credibility

Not all job advertisements are genuine. Some are placed by organizations wishing to build

up a talent pool or to simply to test the waters and see whats out there.

If an organisation calls for certain application procedures to be followed, candidates can feel

confident the position they are applying for actually exists and that their efforts will not be

in vain.

Candidates can also see you are a reputable employer by the good practices you follow and

are more likely to want to become an employee of your organisation.

5. Transparency

By requiring transparent procedures at every step, the recruitment and selection policy

ensures that all stakeholders in the recruitment process (HR, department head, line manager

etc) are able to follow the process and be confident of the outcome.

Candidates should be kept informed of the status of their application and notified if

unsuccessful. Reasons for decisions made during the recruitment process should be

documented and a transparent appeals process put in place if a candidate is unhappy with the

outcome.

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 PROCESS OF RECRUITMENT

In order to increase efficiency in hiring and retention and to ensure consistency and

compliance in the recruitment and selection process, it is recommended the following steps

be followed (also refer to Staff Recruitment and Selection Checklist). Details for each step

include the minimum recommended best practice to attract a talented and diverse applicant

pool:

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description

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 Step 3: Develop Recruitment Plan

Step 4: Select Search Committee

Step 5: Post Position and Implement Recruitment Plan

Step 6: Review Applicants and Develop Short List

Step 7: Conduct Interviews

Step 8: Select Hire

Step 9: Finalize Recruitment

Step 1: Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments such as aligning staff skill sets to

initiatives and goals and planning for departmental and individual growth. Although there is

work involved in the hiring process, proper planning and evaluation of the need will lead to

hiring the right person for the role and team.

Conduct a Job Analysis if this position will be new to your department. This will also help to

identify gaps.
When attrition occurs, replacing the role is typically the logical step to take. Before

obtaining approval to advertise the position, consider the following:

As with a newly created position, it may be helpful to conduct a Job Analysis in order to

tailor the position to what is currently required and to ensure proper classification. Your HR

Classification Analyst can assist in reviewing and completing.

Review the role and decide if there are any changes required as certain tasks and

responsibilities performed by the previous person may not or should not be performed by the

new person

Step 2: Develop Position Description A position description also referred to as a job

description is the core of a successful recruitment process. From the job description,

interview questions, interview evaluations and reference checks questions are developed.

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Prior to developing the job description the hiring manager should identify the following:

1. General Information

2. Position Purpose

3. Essential Functions

4. Minimum Requirements

5. Preferred Qualifications

Step 3: Develop Recruitment Plan

Each position requires a documented Recruitment Plan which is approved by the

organizational unit. A carefully structured recruitment plan maps out the strategy for

attracting and hiring the best qualified candidate and helps to ensure an applicant pool which

includes women and underrepresented groups including veterans and individuals with

disabilities.

In addition to the positions placement goals the plan contains advertising channels

to be used to achieve those goals. The recruitment plan is typically developed by the hiring

manager in conjunction with the Departmental HR Coordinator. Placement goals identified

are entered into the position requisition in the ATS.

To ensure the most current placement goals argue identified for the department and

unit, you may contact the office of Faculty and Staff Affirmative Action. Recruitment Plan

Elements:

A. Posting Period

B. Placement Goals

C. Additional Advertising Resources

D. Diversity Agencies

E. Resume Banks

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Step 4: Select Search Committee

To ensure applicants selected for interview and final consideration are evaluated by more

than one individual to minimize the potential for personal bias, a selection committee is

formed. The hiring manager will identify members who will have direct and indirect

interaction with the applicant in the course of their job. Each hiring manager should make an

effort to appoint a search committee that represents a diverse cross section of the staff. A

member of the committee will be appointed as the Affirmative Action and Compliance

Liaison who will monitor the affirmative action aspects of the search committee. Under-

represented groups and women are to have equal opportunity to serve on search committees

and special efforts should be made to encourage participation. Departments that lack

diversity in their own staff should consider appointing staff outside the department to search

committees or develop other alternatives to broaden the perspective of the committee.

Step 5: Post Position and Implement Recruitment Plan

Once the position description has been completed every effort should be made to ensure the

accuracy of the job description and posting text. It is not advisable and in some instances,

not possible to change elements of a posted position. The reason for this has to do with the

impact a given change may have on the applicant pool.

Step 6: To post the position:

The requisition is created by the Service Center Human Resources Coordinator or

Departmental Human Resources Coordinator and approved by the Service Center HR

Organizational Coordinator or Organizational HR Coordinator

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Once approved, the Departmental HR Coordinator or Service Center will review the

requisition and route online to the HR Classification Analyst who will assign the

classification

It is recommended that all search committee members review all Applicants to ensure more

than one person assesses their qualifications and that individual opinion or biases are

avoided. Each committee member may provide comments to each Applicants qualifications

as they relate to the minimum requirements of the position.

Step 7: Conduct Interview

The interview is the single most important step in the selection process. It is the opportunity

for the employer and prospective employee to learn more about each other and validate

information provided by both. By following these interviewing guidelines, you will ensure

you have conducted a thorough interview process and have all necessary data to properly

evaluate skills and abilities.

Preparing for the Interview

Once the short list (typically 3-5 identified for interview) is approved by the Office of

Faculty and Staff Affirmative Action, the interview process can begin. It is important to

properly prepare for the interview as this is the opportunity to evaluate the skills and

competencies and validate the information the applicant has provided in their application

and resume. Choose one or two questions from each competency and minimally required

skills to develop your interview questions. Review the applicant's application or resume and

make note of any issues that you need to follow-up on.

Prior to the interviews being conducted, the Search Committee Chair will notify members to

download the application packets form recruit. The Search Committee Chair will provide

the committee with interviewee comparison tools to assist in the evaluation process.
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 Types of interview:

Phone Interviews

A phone interview may be conducted to initially screen the applicant for information such as

availability, salary requirements, special position requirements (e.g. ability to perform shift

work) and other preliminary information. Although a phone interview should not ordinarily

take the place of the in-person interview, it is possible to screen out an applicant due to

information obtained during this initial screening. Phone interviews should be properly

documented and attended by all search committee members if possible.

Panel Interviews

Prior to the panel interview, committee members should ensure they know which interview

questions each will ask. Committee members should limit the number of questions to 2-4 to

allow sufficient time for all committee members to participate.

At the start of the interview, introductions of the Chair and panel members, including names

and job titles/roles, are given. Next, the Chair should outline the format of the interview so

that the candidate is aware of what is going to happen.

Virtual Interviews

To reduce travel costs and time associated with interviewing out of area applicants, virtual

interviews can provide an alternative method to the in-person interview. Guidelines for

conducting virtual interviews are as follows:

To ensure fairness and equity in the interview process, it is recommended out of area

applicants are provided an opportunity to interview in the same manner as local applicants

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 during each stage of the interview process. Departments should cover the travel costs

associated with out of area applicant interviews.

Select Hire Final Applicant

Once the interviews have been completed, the committee will meet to discuss the

interviewees. Committee members need to assess the extent to which each one met their

selection criteria.

The search committee rating sheet will be helpful in justifying decisions and making them as

objective as possible.

The most important thing to remember is that you will need to be able to justify your

decision. Documentation is key and required to be in compliance with OFCCP requirements.

As one of the most critical steps in the process, it is important to keep the following in mind:

The best candidate for the position was chosen based on qualifications
The candidate will help to carry out the University and Departments missions

Finalize Recruitment

Upon completion of the recruitment process the offer to the selected finalist is made. The

salary to be offered is to be equitable and lead to the retention and motivation of employees.

Prior to initiating the offer, it is recommended that one more check of the selection process

be completed as follows:
Review the duties and responsibilities of the position and ensure they were accurately

described and reflected in the job description and interview process

Review selection criteria used to ensure they were based on the qualifications listed for the

position
Confirm interview questions clearly matched the selection criteria
Confirm all applicants were treated uniformly in the recruitment, screening, interviewing

and final selection process

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 TYPES OR SOURCES OF RECRUITMENT

There are mainly two types of sources from where candidates for employment can be

selected. These sources are:

1. Internal

2. External

1. Internal Recruitment - is a recruitment which takes place within the concern or

organization. Internal sources of recruitment are readily available to an organization.

Internal sources are primarily three - Transfers, promotions and Re-employment of ex-

employees. Re-employment of ex-employees is one of the internal sources of recruitment in

which employees can be invited and appointed to fill vacancies in the concern. There are

situations when ex-employees provide unsolicited applications also. Internal recruitment

may lead to increase in employees productivity as their motivation level increases. It also

saves time, money and efforts. But a drawback of internal recruitment is that it refrains the

organization from new blood.

Internal sources are primarily

a. Job Posting
The most common method used to find qualified applicants from inside the organization is

job posting. The traditional method to announce a job opening was to post notice of the job

on the HR bulletin board; no doubt this is the origin of the term job posting.
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b. Employee Referrals
Some managers believe that the best method to find top performers is to hire individuals
referred by existing employees. Current employees can play an important role in recruiting
new employees, and some organizations pay a bonus to employees for successful referrals
.
c. Re-employment of ex-employees-
Re-employment of ex-employees is one of the internal sources of recruitment in which

employees can be invited and appointed to fill vacancies in the concern. There are situations

when ex-employees provide unsolicited applications also.

2. External Recruitment

External sources of recruitment have to be solicited from outside the organization. External

sources are external to a concern. But it involves lot of time and money. The external

sources of recruitment include - Employment at factory gate, advertisements, employment

exchanges, employment agencies, educational institutes, labor contractors,

recommendations etc.

a. Employment at Factory Level-

This a source of external recruitment in which the applications for vacancies are presented

on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable

generally where factory workers are to be appointed. There are people who keep on

soliciting jobs from one place to another. These applicants are called as unsolicited

applicants. These types of workers apply on their own for their job. For this kind of

recruitment workers have a tendency to shift from one factory to another and therefore they

are called as badly workers.

b. Advertisement-

It is an external source which has got an important place in recruitment procedure. The

biggest advantage of advertisement is that it covers a wide area of market and scattered

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applicants can get information from advertisements. Medium used is Newspapers and

Television.

c. Employment Exchanges

There are certain Employment exchanges which are run by government. Most of the

government undertakings and concerns employ people through such exchanges. Now-a-days

recruitment in government agencies has become compulsory through employment exchange.

d. Employment Agencies

There are certain professional organizations which look towards recruitment and

employment of people, i.e. these private agencies run by private individuals supply required

manpower to needy concerns.

e. Educational Institutions

There are certain professional Institutions which serve as an external source for recruiting

fresh graduates from these institutes. This kind of recruitment done through such

educational institutions is called as Campus Recruitment. They have special recruitment

cells which help in providing jobs to fresh candidates.

f. Recommendations

There are certain people who have experience in a particular area. They enjoy goodwill and

a stand in the company. There are certain vacancies which are filled by recommendations of

such people. The biggest drawback of this source is that the company has to rely totally on

such people which can later on prove to be inefficient.

g. Labor Contractors These are the specialist people who supply manpower to the

Factory or Manufacturing plants. Through these contractors, workers are appointed on

contract basis, i.e. for a particular time period. Under conditions when these contractors

leave the organization, such people who are appointed have to also leave the concern.

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 STRATEGIES OF RECRUITMENT

How do you recruit and hire in such a challenging labor market environment?

1. Identify and nurture your top performers

The best way to fill empty slots is to keep them from being empty in the first place. Identify

the top 20% of performers at your business, and keep that information in an easily accessible

list. Then sit down and create an action plan to keep those employees happy and keep them

with the company.

2. Drive referrals as a company-wide initiative

Referrals are one of the easiest ways to source talent. Using the referral networks of your

entire company instead of just those of your hiring team will seriously boost your results.

Make the referral initiative a theme-based, time-bound program, with prizes for employees

who make a certain number of referrals and a grand prize for the employee with the most

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 referrals. To get the most out of the program, you need to run a well-crafted, well-supported

campaign. Make sure marketing and company executives are behind the program, and keep

a public scorecard with real-time results and prize ceremonies.

3. Be mindful of how to use your words to get the right people to come to you

Using boring, template job descriptions to find good hires is shooting yourself in the foot.

Craft the job title and description to appeal directly to your dream hire. Be honest about the

position, and give enough information for potential candidates have a good idea of what the

job entails. To make sure you can effectively craft the description, ask the hiring manager

these four questions:

o What needs to get done by when?

o How will this persons success be quantitatively measured?

o Why would the right person want this job?

o What are the common attributes of top performers?

4. Multi-thread your hiring campaigns

Use as many different channels as you can to source potential hires. Using a single source

for hiring means that youll spend way more money and way more time. Referrals,

LinkedIn, job websites, and Craigslist are only some of the channels you can use. The

broader the net you cast, the quicker you will hire and the more qualified applicants you will

find.

5. Create relationships with every outreach and applicant

every applicant is a potential employee or referral source. As such, you want to begin

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 creating relationships with them the second you come in contact. Building this relationship

requires trust, mutual respect, honest and direct communication, and follow-through.

Follow-through, in particular, is much more than a generic Thank you for your application

email. Follow up with candidates to let them know where they stand and whether or not they

got the position.

6. Teach your interview teams to be highly effective

Effective interview, teams interview quickly, know what to look for, know what questions

to ask, and know that every candidate interviewed is a potential brand advocate. Ideally,

every candidate interviewed should walk away from the interview really wanting to work at

the company.

7. Build Elasticity and Consistency into Your Hiring Model

Hiring departments needs to be able to easily adapt to changing circumstances and

workloads. Determine the likely workload for the next year and build you team around that,

setting a level of what you know they can handle. Make sure you know how to handle

excess demand have contract recruiters, RPOs, recruiting agencies, or hiring consultants in

place that you can go to if your team is overwhelmed. However, make sure the quality of the

outsourced support is consistent.

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 FACTORS AFFECTING RECRUITMENT

Internal Factors Affecting Recruitment:

The internal forces i.e. the factors which can be controlled by the organization are:

Recruitment policy

The recruitment policy of an organization specifies the objectives of recruitment and

provides a framework for implementation of recruitment program. It may involve

organizational system to be developed for implementing recruitment programs and

procedures by filling up vacancies with best qualified people. With the HRMS application

HAPA (Human resources And People Appreciation)the candidate bank can be easily

managed by storing the resumes of the applicants& by assigning them various rounds of

interviews. This helps the HR in filtering a huge volume of available candidate profiles for a

vacancy, which helps in the possibility of finding the most suitable profile. This feature

helps to streamline the recruitment procedure also in the implementation & automation of

the recruitment program in accordance to the policies.

Human resource planning

Effective human resource planning helps in determining the gaps present in the existing

manpower of the organization. It also helps in determining the number of employees to be

recruited and what qualification they must possess. SIZE OF THE FIRM The size of the

firm is an important factor in recruitment process. If the organization is planning to increase

its operations and expand its business, it will think of hiring more personnel, which will

handle its operations. COST Recruitment incur cost to the employer, therefore,

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organizations try to employ that source of recruitment which will bear a lower cost of

recruitment to the organization for each candidate.

Growth and expansion

Organization will employ or think of employing more personnel if it is expanding its

operations.

External Factors Affecting Recruitment:

The external forces are the forces which cannot be controlled by the organization. The major

external forces are:

Supply and demand

The availability of manpower both within and outside the organization is an important

determinant in the recruitment process. If the company has a demand for more professionals

and there is limited supply in the market for the professional demanded by the company,

then the company will have to depend upon internal sources by providing them special

training and development programs.

Labor market

Employment conditions in the community where the organization is located will influence

the recruiting efforts of the organization. If there is surplus of manpower at the time of

recruitment, even informal attempts at the time of recruiting like notice boards display of the

requisition or announcement in the meeting etc will attract more than enough applicants.

Image / goodwill

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 Image of the employer can work as a potential constraint for recruitment. An organization

with positive image and goodwill as an employer finds it easier to attract and retain

employees than an organization with negative image. Image of a company is based on what

organization does and affected by industry. For example finance was taken up by fresher

MBAs when many finance companies were coming up.

Political-social- legal environment

Various government regulations prohibiting discrimination in hiring and employment have

direct impact on recruitment practices. For example, Government of India has introduced

legislation for reservation in employment for scheduled castes, scheduled tribes, physically

handicapped etc. Also, trade unions play important role in recruitment. This restricts

management freedom to select those individuals who it believes would be the best

performers. If the candidate cant meet criteria stipulated by the union but union regulations

can restrict recruitment sources.

Unemployment rate
One of the factors that influence the availability of applicants is the growth of the economy

(whether economy is growing or not and its rate). When the company is not creating new

jobs, there is often oversupply of qualified labor which in turn leads to unemployment.

Competitors
The recruitment policies of the competitors also affect the recruitment function of the

organizations. To face the competition, many a times the organizations have to change their

recruitment policies according to the policies being followed by the competitors.

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 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

Sr. Basis Recruitment Selection

no

.
1. Meaning It is an activity of It is a process of picking up

establishing contact more competent and

between employers and suitable employees.

applicants.
2. Objective It encourages large number It attempts at rejecting

of Candidates for a job. unsuitable candidates.

3. Process It is a simple process. It is a complicated process.
4. Hurdles The candidates have not to Many hurdles have to be

cross over many hurdles. crossed.

5. Approach It is a positive approach. It is a negative approach.
6. Sequence It precedes selection. It follows recruitment.
7. Economy It is an economical method. It is an expensive method.
8. Time Less time is required. More time is required.

Consumin

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 SELECTION

Selection is when you decide which candidate(s) to offer the job.

Under selection, individuals with advantages or "adaptive" traits tend to be more successful

than their peers reproductivelymeaning they contribute more offspring to the succeeding

generation than others do. When these traits have a genetic basis, selection can increase the

prevalence of those traits, because offspring will inherit those traits from their parents. When

selection is intense and persistent, adaptive traits become universal to the population or

species, which may then be said to have evolved.

Different methods can be used, including an interview but using a variety of suitable tests

will improve your chances of getting the best candidate and will help to make sure that the

process is fair.

You probably thought about what se lection methods you will use when you were writing

the job description and person specification. It is important to spend time planning selection

methods to use as the more appropriate and plausible they are, the more likely you are to

select the best candidate for the job.

HR can help with this and there are examples of interview questions and additional tests

which you can tailor for your job.

It is important to use the correct selection methods because:

Making a bad selection decision is costly in terms of the cost of the recruitment and

selection process itself, salary, management time and re sources; if you select someone

unsuitable you might need to spend time managing their performance and it might affect

other employees. They may also decide to leave meaning you have to go through the

recruitment process again; this is a good opportunity to assess skills and abilities. You can

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use this to help put together an induction/probation training plan and for their future

development.

SELECTION PROCESS

Selection is a process of choosing right person for the right job. The selection process

consists of a series of steps or techniques as follows:

1. Job Analysis:

The first step in selection process is analyzing the job. Job analysis consists of two parts:

(a) Job Description, and

(b) Job Specification.

Proper job analysis helps to advertise the job properly. Accordingly, the right candidates

may apply for the job, thus saving a lot of time and effort of the selectors.

2. Advertising the Job:

The next step is to advertise the job. The job can be advertised through various media. The

right details about the job and the candidate must be given in the advertisement.

3. Initial Screening:

The initial screening can be done of the applications and of the applicant. Usually, a junior

executive does the screening work. At this stage, the executive may check on the general

personality, age, qualifications, family background of the candidate. The candidate may also

be informed of salary, working conditions, etc.

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4. Application Blank:

It is a prescribed form of the company which helps to obtain information about candidate in

respect of social, biographic, academic, work experience, references, etc.

5. Tests:

Various tests are conducted to judge the ability and efficiency of the candidates. The type of

tests depends upon the nature of job. An important advantage of testing is that it can be

administered to a large group of candidates at a time and saves time and cost.

The various tests are:

(a) Personality test,

(b) Intelligence test,

(c) Performance test,

(d) Stress test, etc.

6. Interview:

It is face to face exchange of views, ideas and opinions between the candidate and

interviewer(s). There are various types of interviews such as :

(a) Panel Interview,

(b) Individual Interview,

(c) Group Interview

(d) Stress Interview,

(e) Exit Interview.

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7. Reference Check:

A candidate may be asked to provide references from those who are willing to supply or

confirm about the applicants past life, character and experience.

Reference check helps to know the personal character and family background of the

candidate. It helps to guard against possible false information supplied by candidate.

8. Medical Check:

Medical examination of the candidates is undertaken before they join the firm in order to -

Find out whether the candidate is physically fit to carry out duties and responsibilities

effectively, Ensure the health and safety of other employees, Find out whether the candidate

is sensitive to certain work place such as in a chemical factory.

9. Final Interview:

Before making a job offer, the candidates may be subjected to one more oral interview to

find out their interest in the job and their expectations. At this stage, salary and other perks

may be negotiated.

10. Job Offer:

This is the most crucial and final step in selection process. A wrong selection of a candidate

may make the company to suffer for a good number of years and the loss is incalculable.

Company should make a very important decision to offer right job to the right person.

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 Importance of Selection

The following are some of the importance of Selection:

1. Procurement of deserved and qualified candidate: A proper selection facilitates

procurement of qualified and deserved candidate.

2. Increase in the efficiency: Selection of qualified and deserved candidate shows higher

rate of efficiency.

3. Job satisfaction: If the candidates suitable job of their own choice, this will lead to job

satisfaction.

4. Reduced cost of training and development: when the qualified and well deserved

candidates are selected, they need less training because they have better grasping power.

5. Suitable work force: A proper and good selection of candidate leads to a suitable work

force, which leads to better working conditions with less turnover and absenteeism.

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 RECRUITMENT AND SELECTION
AT
HCL CDC PATIALA

Technique of selection in HCL

In every company various techniques/methods are adopted for the selection of suitable

candidate. Selection process are done for making an heir or no-hire decision regarding each

applicant for a job. It is done because every enterprise wants best employee so that

enterprise can achieve its objectives effectively and efficiently. Like that only HCL also

needs best and suitable candidate in their company so that company can reach at the higher

position and can earns maximum profit. Selection is very crucial part for any company

because for the growth of the company it is very important that right decision should be

taken because with the help of employees only the standard or image of the company can be

maximized. By the help of selection process HCL determines the applicants capabilities so

that it can place right candidate at the right job. In selection process, highly specialized

techniques are required. Therefore in the selection process, only personnel with specific

skills like expertise in using selection tests, conducting interviews, etc., are involved.

Process for selection of administrative, sales and marketing manager in

HCL:

In the HCL selection process is done in very effective manner so that suitable candidate can

be selected. For the selection of administrative, sales and marketing manager two rounds are

conducted so that the capabilities of the applicant can be easily examined. Selection is being

done either by specific employer or head so that perfect candidate can be selected. First
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round include various capabilities and skills which the candidate should have to become the

manager. And after selecting that candidate next round is conducted in which it is decided

that whether the candidate is suitable for the job or not. Certain things are examined in the

candidate which are as follows:

Personality:
First of all it is been determined that whether the candidate has the personality for the

definite job or not. Because in the sales and marketing manager it is important that he should

have the attractive personality that he should have the power of attracting others. Personality

doesnt only means that he should have only good looks but he also should have good sense

of humor. Personality is important because first personality affects the other people. So, first

personality is been examined.

Communication skill:
After examine the personality it is been examined that whether the candidate is having good

communication skill or not. For becoming the sales and marketing manager communication

affects. Only personality doesnt mean everything along with the personality candidate

should also have the communication skill, he should know proper pronunciation so that other

people can understand him easily, should not use that language which are unknown to others

because with good communication only the person can present her views in front of others.

So, communication is very important in the step of selection process.

Convincing power:
After determining the communication it is been determined that whether the candidate is

having the convincing power because it is very important that the marketing manager should

have the convincing power because they have to convince the customers. They should talk

about the attractive and reliable things on which the customers can easily convince as well as

they can easily believe on that things. It is because marketing is all about selling and

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advertising and both these cant happen without the convincing power so for this position it is

important that person should have convincing power.

Educational qualification:

Educational qualification is very essential component of selection process. In this step it is

been examined that the candidate are how much educated or what is her qualification. For

each and every position of job educational qualification is the primary needs without it, it is

impossible to get high standard job. So, educational qualification is very important which is

considered in the selection process.

Past experience:

After examine the personality, communication skill, convincing power and educational

qualification it is been asked that what the experience of the candidate is. Either the

candidate have done any job in past or not, or if he had done the job, what was the duration

of the past jobs, how was the performance of the candidate at that job.

Reference check/ cross checking:

After determining all the things cross checking is been done from that job place where he

was working in the past. From the reference it is been confirmed or checked that how was

the performance, behavior, attitude and what was the reason to leave that job. It is been

examined that whether the candidate had leave that job with his own will or he has been

rusticated from the job. All these are done in the cross checking. All these steps are included

in the round one of selection process. And after that round two is been conducted at Mohali

where the head examines that whether the candidate had all the qualities for the position of

job or not if the head are satisfied with the qualities then he is being appointed at the job.
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After that the selection process is been completed and sales manager and marketing manager

is been appointed.

Process of selection of the trainer at HCL:

For the selection of trainer at HCL various tests are conducted for identifying that whether

the candidate/applicant is capable or suitable for the job or not. For the selection of trainer

various selection tests are conducted. Selection test are conducted because a test is a

systematic procedure for comparing the behavior of two or more persons.

Technical round:
Technical round means to identify the candidates capabilities technically. In this test

candidate are asked to present himself by doing work with the use of machines. By this test

it can be easily identified that whether the candidate knows how to operate the machines or

not. Problems are given to them and they are given instructions to solve that problem. This

is the first round which is tested in the selection process.

Written test:
After the technical round the next step is to conduct written test. These tests measure

whether an individual has the capacity or latent ability to learn a given job. In the written

test aptitude test are taken. These test generally measures intelligence of a candidate.

Because a trainer should be intelligent so that he train trainee ineffective manner.

Practical programming test:

After the technical round and written test the next test is conducted this is practical

programming test. In this test candidates are asked to give a lecture in front of them so that

they can know that what are the capabilities of trainer and is he is able to train the trainee or

not. Under this test, a portion of the actual work is given to the candidate, as a test and the

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66
candidates are asked to do it. If a candidate applies for a post of trainer in management, he

may be asked to deliver a lecture on management information system as a work sample test.
After that if the candidate is suitable and had done the best in the entire test and if he is

suitable for the job, he is been selected.

It has been observed that the strength of the students had been increased from the past years.

It is all because of the best employees and the trainer who guide the students in a proper

manner.

Formally Notify

You will need to formally notify the successful and unsuccessful candidates as soon as

possible. The successful candidate may already have undertaken other interviews and may

receive other job offers. Furthermore, it is an important courtesy to formally notify

unsuccessful candidates to enable them to carry on with the rest of their life.

OF training
be
everyLITERATURE
(1985)
sources
linked
organizational
performance
employees,
turnover,
satisfaction,
commitment
organization
1980).
done
fulfilling
Recruitment
re
issues
recruitment,
(M.N.Malhotra,
(Terpstra.D,
Mohammed
considering
manufacturing
Bangladesh
(M.M.Absar,
Some
there
between
In
workers:of
scholars
is
satisfaction arerecruitment
to
and
sector
at each
andselectionpractiseswe
important
police
Michael
andGlipsyEscobar
(2008)
this in D.
the world
of
relating
in
athe
Selection
compendium
international
technology Nurul
his
close
say closely
employee
employee
ofin
(Burack,
paper
firms
say of
the
These
and
for
their
White
seven
selection
2014)
recruitment
(Gorter,and
of linkage
organization
that
in by
in
that
1996).
HR
public
An
using
literatu
for
(Hays,
TemtimeZ
that
and in
practises
French
importance
selection
recruitmentupdating
2004).
medium
improve their
make
organizations
(G.R.French,
Among resources
(2009)
paper
enterprises
their
them
saysthat
of
Bernardinsa say
to
certain
2012). Review of

REVIEW OF LITERATURE

The notion of what Recruitment and Selection is, and how it should be done has constantly

changed over the past number of years- From Smith and Robertson (1986) to Woodruff

(1993) to OReilly and Pfeiffer (2000) to Pilbeam and Cambridge (2006) to the most up to

date in Taylor (2010), Armstrong (2010) and Gunnigle (2011)- lots of different people have
Page
67
weighed in with their opinions on how organizations can improve their recruitment and

selection methods. The idea of recruitment and selection was once just to fill the vacant

position as soon as possible and forget about it again but this has changed dramatically- with

hundreds of people exploring this area in the hope to find the perfect method. The object of

this chapter is to review the literature on recruitment and selection- looking at the wastage or

labor turnover organizations can typically expect, the job analysis or designs which may

need to be conducted or drawn up, to the competitive advantage a company can obtain, to

the processes they can use to recruit and select employees. It will then look at the different

recruitment and selection processes the Manufacturing Company could use, be it the classic

trio, work samples or even assessment centers. Finally it will look at the theories on exit

interviews, and how organizations can use them to improve their business.

Recruitment and selection methods have changed and opinions have evolved over the course

of time. It was once the policy to fill the position as quickly as possible but as time has

progressed organizations have realized that the recruitment and selection methods they

employee can have serious effects on how the organisation operates, and thus the turnover

the organisation makes. Attracting and recruiting the best employees is critical to success in

all sectors and to all types of organizations, regardless of size (Cullen &Farrell, 2005, p.

41).Froschheiser (2008) has claimed that putting the wrong person into the wrong position

just to fill it can have dire consequences to your organisation, it may cause poor employee

morale, low productivity and lost opportunities- all of which will have a negative impact on

your organizations bottom line. As a result of this there is increasing pressure on

organizations to ensure that they implement the best recruitment and selection method

applicable to their organisation or industry otherwise they risk becoming uncompetitive.

Turner (2010) backs this up with this when he claims that the success of any organisation

depends on its ability to get the right people, in the right place at the right time.

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DATA ANALYSIS

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69
 Ratio of the male and females among all the employees at HCL CDC Patiala:

males and females

8

male female

As we can see from the above table the proportion of the males and females among all of the
employees at HCL CDC Patiala. Among all of the employees the total number of males are
7 and in the opposite the total number of females are 5. According to it we can assume that
the total proportion of males are more as compared to the proportion of the female.

Does the Organisation GiveEmphasis

To Career Planning

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70
 PERCENTA
NUMBER OF GE

RESPONDENT

YES 6 37.50%

NO 8 50%

Cannot say 2 12.5%

Emphasis on career planning

NO 8
Yes 6
Cannot say 2

The above chart shows 37.50% of respondents feel that the organization take interest

in their career planning, whereas 50% responded in negative and 12.5% were

confused or may not be able to tell because of stress or some kind of fear

Ratio of methods used in selecting the employees at the HCL CDC Patiala:

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71
 methods of selection
9.2

8.8

8.6

8.4

8.2

7.8

7.6

7.4

technical round interview

As we can see from the above chart the methods which are used for the selection of
employees at HCL CDC Patiala. Two methods were used one of them are the technical
round and the second one is the interview round which were followed for selecting the
employees. Numbers of employees, selected from the technical round are the 4 and in
opposite the total number of employees selected from the interview methods are the 8. So,
we can easily analyses that the technical round are used for selecting the employees in not
the more proportion but the interview method are used in more proportion and most of the
employees is been selected from the interview method as compared to the technical round.

Do you feel that organization is well prepared to meet todays challenges?

PERCENTAG
Response E
NUMBER OF
RESPONDENT
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72
 YES 14 87.50%

NO 2 12.50%

TOTAL 16 100%

Challenges meeting capacity

Yes 87.50%
No 12.50%

The above analysis shows that 87.50% employees agree that the organization has the
capacity to meet the challenges and only 12.50% says No. This indicate that the
organization keep into mind the future requirements of the caliber of the employees while
recruitment/selection.

Stress level of employs at HCL CDC Patiala

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73
 Employees
9
8
7
6
5 Employees

4
3
2
1
0
less than 50% above 50%<70% above70%<90%

This stress level shows that most of the employees are having stress level in between 50 to
70% .One of the reason of this stress is the recruitment and selection process. The
employees so selected May not properly tested as they are not able to manage the stress at
some level.

Did you under gone any Written Test during Recruitment?

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 Recruitment No. of Respondents Percentage

Yes 10 67

No 5 33

Total 15 100

Series 1
12

10

8
Series 1
6

0
Yes NO Category 3 Category 4

Out of 15 participants, subject matter of the study 10 agreed that at the time of hiring them
written test was conducted, whereas 5 persons refused of having selected such employees.
While going deep in the issue it was found that the persons whose tests were not conducted
were actually the experienced one and were appointed after an interview.

It indicates, the Company whenever find some suitable talent, take them on roll for the
better results.

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75
 Did you fully know about the company policies before joined in this company?

Yes 6 40

No 9 60

Total 15 10
0

Views about recruitment policy

Satisfactory 75%
Non satisfactory 25%

The findings revealed that 40% of the employees were aware about the detailed policy of HCL and
remaining 60% came to know only after joining.

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How do you think about Recruitment and selection procedure in your company?
Recruitment No. of Respondents Percentage

Satisfactory 12 75%

Unsatisfactory 4 25%

Total 16 100

Views about recruitment policy

Satisfactory 75%
Non satisfactory 25%

The above data analysis revealed that 75%employees rate the recruitment and selection

policy Satisfactory and 25% rate is unsatisfactory. However over all policy can be termed as

good.

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 CONCLUSION

The recruitment process is quite satisfactory. The 75% employees rated the recruitment

policy as satisfactory. However, keeping in view the trend shown about the recruitment

keeping in view the future requirements also further to prove that the management is giving

due preference to the recruitment process.

During the interviews with the students it was observed that they are satisfied with the

learning process at the CDC which further corroborate that the recruitment is being done

keeping in view the needs of the students. However, few students indicated that the teacher

should be equipped with the latest knowledge so that they become sufficient competent to

attend to the interviews and selection process successfully. However, in this regard though

Soft Skill trainer hired is looking after the area relating to the soft skill. But a further

demand the technical knowledge matching with the industry requirement may also be

imparted as far as possible.

Recruitment and selection are getting very much importance these days in the organization.

It is very critical thing to evaluate the human resources. It is very important activity as it

provides right people in right place at right time. It is not an easy task as organizations

future is depends on this activity. If suitable employees are selected which are beneficial to

the organization it is at safe side but if decision goes wrong it can be dangerous to the

organization. So it is an activity for which HR department gets very much importance.

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 SUGGESTIONS

1. Develop a Recruitment Plan

2. Conduct Research
3. Personalize the Recruitment Process
4. Select and Train the Right People as Recruiters
5. Build Strong Partnerships
6. Develop an Employee Referral Program
7. Improve the Selection Process
8. Develop an Advertising Plan
9. Develop an Internet Presence
10. Employ Effective Recruitment Strategies

a. The candidates must be made aware about the policies and various facilities that will be
available to the employees, before recruitment or selection.
b. The position of assignments is reviewed at a specified interval say yearly and decipher the
improvement in the assignments required and arrange for the respective training or propose
suitable recruitments.
c. Keeping in view the retention age, it is observed that the need of the potential employee may
be identified and ensured to be fulfilled so that the retention age of the employees can be
increased.
d. During the interview it is ensured that the marketing executives are having creative
capabilities so that they can compete in the present day competitive world.

BIBLIOGRAPHY

wikipedia.org/wiki/Human resource management

www.hrmdirect.com
HUMAN RESOURCE MANAGEMENT BOOK BY SHASHI K GUPTA
Slideshare.com
Different web sites
www.hclinfosys.com
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 Annual Report HCL Infosystems Limited as on 30.6.2014

QUESTIONNAIRE

1. Ratio of the male and female among the all the employees at HCL CDC Patiala?
a. Male
b. Female

2. Ratio of methods used in selecting the employees at the HCL CDC Patiala?
a. Technical
b. Interview

3. Do you feel that organisation is well prepared to meet todays challenges?

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80
a. Yes
b. No

4. Stress level of employs at HCL CDC Patiala?

a. 50%-70%
b. 70%-90%

5. Did you under gone any written test during recruitment?

a. Yes
b. No

6. Did you fully know about the company policies before joined in this company?
a. Yes
b. No

7. How do you think about recruitment and selection procedure in your company?
a. Satisfactory
b. Unsatisfactory

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