Recruitment Practices at Hcl

Introduction

HCL Infosystems HCL Infosystems(“HCL”) is one of India’s leading global IT Services Company, providing software- led IT solutions, BPO and Remote Infrastructure Management services. Making a foray into the services domain in 1997-98, HCL Infosystems focuses on technology and R&D outsourcing, working with clients in areas at the core of their business. Partnerships and risk-sharing have been integral to company’s growth. Relationships have been cemented with partners in diverse areas such as investment banking and telecom.

Keeping pace with the industry trend, HCL has applied itself to gaining momentum in emerging business segments such as Infrastructure Management Services & BPO, optimizing its business portfolio. About 25% of revenues now coming from these high growth segments of tomorrow. Product Engineering and Technology services along with Applications & Enterprise Consulting services contribute equally to the revenues. HCL also has a rapidly diversifying geographic mix with Europe and Rest of the World yielding 25% and 15% revenue, respectively. North America revenues continue to dominate with a share of about 60%.

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The company leverages an extensive offshore infrastructure and its global network in 15 countries to deliver solutions across select verticals including Banking, Insurance, Retail & Consumer, Aerospace, Automotive, Semiconductors, Telecom and Life Sciences. For the twelve month period ended 30th June 2005, HCL Infosystemsalong with its subsidiaries had revenues of $ 764 million and employed 24,000 professionals. For more information, please visit www. hcltech. com

Why Human Resource Management Is Important

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

Same is in a hotel industry. It is totally based on managing people or manpower in an efficient way. When we think about the million of organization that provide us with goods and services, any one of more of which will employ us during our lifetime, often do we explicitly consider that these organization depend on people to make them operate? It is only under unusual circumstances, such as when clerks go on strike at our local supermarket, or the teachers walkout from our schools, colleges or employees working in an hotel industry, that we recognize the important role play in making organization work.

There are some question which are listed down in order to know how important HRM is are : How did these people come to be employees in an organization? How were they found and selected? Why do they come to work on a regular basis? How do they know what to do on their jobs? How does management know if the employees are performing adequately? If they are not, what can be done about it? Will today’s employees be prepared for the work the organization will require of them in ten, twenty - thirty years? Management : It is the process of efficiently getting activities completed with and through other people.

The management process includes the planning, organizing, leading, and controlling activities that take place to accomplish objectives. With reference to our definition, Goals are the “activities completed”. Limited resources are implied in “efficiently”. People are those in “through other people”. First goals are necessary because activities must be directed toward some end. There is a considerable truth in the observation that “if you don’t know where you are going, any road will take you there”. The established goals may not so explicit, but where there are no goals, there may be a need for a new managers or no need for managers at all.

Second, there are limited sources. Economic resources are scarce therefore, the manager is responsible for their allocation. This requires not only that managers be effective in achieving goals that are established but they be efficient in relating output to input. They must seek a given output with a lower input that is now being used or, for a given input, strive for a greater output. It again depends how much the manager knows about his capacity and how he designs his planning structure and how efficiently he gives a better picture and utilizes it accordingly.

Managers , then are concerned with the attainment of goals, which makes them effective, and with the best allocation of scarce resources, which makes them efficient. The need for two or more people is third and last requisite for management. It is with and through people that managers perform their work. Managers are those who work with and through other people, allocating scarce resources, to achieve goals.

HRM and Its Functions

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

Since every organization is made up of people, acquiring their services developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational goals. To look HRM more specifically we suggest that it is a process consisting of four function :- Accusation, Development, Motivation and Maintenance - of Human Resource. ACQUISITION FUNCTION The acquisition function being with planning. Relative to human resource requirements, we new to know where we are giving and how we are giving to get these.

This includes the estimating demands and supplies of labour. Acquisition also includes the recruitment, selection and socialization of employees. DEVELOPMENT FUNCTION It can be seen along three dimensions. The first is employee training which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executives conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs. It also has a major unction, it prepares the employees to adopt change at any point of time. Since the scenario of the market changes day by day it is very important for an organization to keep his employees ready to face the change, and accordingly change in order to adapt the change in order to sustain in this competitive market scenario. MANAGEMENT FUNCTION The final function is maintenance. In contrast to the motivation function, which attempts to stimulate performance, the maintenance function is concerned with providing those working conditions that employees believe are necessary in order to maintain their commitment to the organization.

MOTIVATION FUNCTION The motivation function begins with the recognition that individuals are unique and that motivation techniques must reflect the needs of each individual. Within the motivation function alienation, job satisfaction, performance appraisal behavioral and structural techniques for stimulating worker performance, the importance of linking regards to performance, compensation and benefits administration and how to handle problem employees are renewed.

In recent years, more emphasis was given on manpower because of the change in the society, attitude of an individual etc. etc. In a study ASID i. e. the AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT recognized nine are of HRM. Training and Development Organization and Development Organization/Job Design Human Resource Planning Selection and Staffing Personnel Research and Information Systems Compensation/Benefits Employee Assistance Union/Labour Relations

From the above introduction about Human Resource management, it has been pretty clear that how important is human resource and its allocation. Again it depends on human resource planning. So the next question which arises is what is Human Resource Planning?

Human Resource Planning

It is one of the most important and essential programme of Human Resource Management. Human Resource Planning is the process by which an organization ensures that it has right number of people, right kind of people, at the right places, at the right time, capable of the right places, at the right time, capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals.

Human Resource Planning then, translation the organization’s objectives and plans into the number of workers needed to meet those objectives. Without clear-cut planning, estimation of organization's human resource need is reduced to more guesswork. Of all the “MS” in management (the management of materials, machines, methods, money, motive power), the most important is “M” for men or manpower. Manpower is a primary resource without which other resources like money, machines materials can not be put to use. Even in the age of computer and Robert it requires human resources to execute it and plan further improvement. It is the most valuable asset of an organisation.

If people of poor caliber are hired, nothing much can be accomplished and Grasism’s law will work the bad people will drive out the good car cause them to deteriorate. Organisation of men for managing a purpose is age-old, even though, this science of management is yet in a developing stage especially in developing countries. Effective utilisation of manpower resources is the key note of manpower management. Ever since the factory system, production managers have devoted a great deal of time and effort to the physical organisations of the industry. During the nineteenth Century the average employer in their efforts to reduce costs centralised their attention upon management of men and machines.

Man management is basically concerned with having right type of people available as and when required and improving the performance of the existing people to make them more productive on their job. Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidates. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organisation. Recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.

It’s purpose is to pave the way for the selection procedures by producing, ideally the smallest number of candidates who appear to be capable either of performing the required tasks of the job from the outset, or of developing the ability to do so within a period of time acceptable to the employing organisation. The smallest number of potentially suitable candidates can in theory, of course, be any number. The main point that needs to be made about the recruitment task is that the employing organisation should not waste time and money examining the credentials of people whose qualification do not match the requirements of the job. A primary task of the recruitment phase is to help would be applicants to decide whether they are likely to be suitable to fill the job vacancy. This is clearly in the interest of both the employing organisation and the applicants.

Scope Of The Study

At this point we are nor concerned with desirability of recruitment process since it can not be avoided. Instead our concern is focussed of those questions like recruitment for what purpose. On what basis should it be written down and saved or not? If saved for ever or for a year or two? These are issue to be argued and these are the elements that make manpower planning ground or bad, effective or ineffective. SIGNIFICANCE OF STUDY : Without focussing the pattern of management, organisation philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the ndustry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity. PURPOSE OF THE STUDY : The objective of the study is to analyse the actual recruitment process in HCL , and to evaluate how far this process confirm to the purposes underlying the operational aspects of the industry. How far the process is accepted by it ? And what are the options of the family members of the organisation?

The study on recruitment highlights the need of recruitment in HCL InfosystemsLimited. METHODOLOGY : The study is carried on in a proper planned and systematic manner. This methodology includes Familiarization with the organisation. Observation and collection of data. Analysis of data. Conclusion and suggestion based on analysis. HYPOTHESIS The organisation follows a systematic recruitment process, which contributes towards continuous flow of production without shortage or excess of labours. SAMPLING The study covers 10 executive, 20 employees from different departments/ sections of HCL as sample in order to elicit relevant facts. Since it is not possible to approach each and every manpower of the organization.

UNIT OF STUDY: An executive and a worker irrespective of their position and placements in any of the departments of the organization is considered as unit of study. SOURCES OF DATA COLLECTION: The primary as well as the secondary sources was used for collection of data. In primary source of data collection the interview schedule and questionnaire and opinion survey were used and in secondary source of data collection relevant records, books, diary and magazines were used. Thus the source of data collection were as follows: SOURCE OF DATA COLLECTION PRIMARY SECONDARY 1. interview schedule1. Diary 2. Questionnaire2. Books 3. Opinion Survey3. Other records 4.

Magazines The investigator used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical, category and questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organisation. The investigator used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondents. TABULATION, ANALYSIS AND INTERPRETATION:

After completion of data collection the editing of the responses go obtained was done. This edited data further codified and code book was prepared. On the basis of these tables the data were interpreted and analysed and conclusion was drawn. LIMITATIONS: Every scientific study has certain limitations and the present study is no more exception. These are: - Interviewing of the executive of top echelon position who are making recruitment is busy in the Organisation State of affair. So it is not possible to contact all of those every busy executives. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity.

Confidentiality of the management is the strongest hindrance to the collection of data and scientific analysis of the study. All the secondary data are required were not available. Respondents were found hesitant in revealing opinion about supervisors and management. In spite of all these limitations, the investigator has made an humble attempt to present an analytical picture of the study with some suggestion for the long run implementation. ABOUT HCL In the early 70s, a group of young, enthusiastic and ambitious technocrats embarked upon a venture that would make their vision of IT revolution in India a reality. Shiv Nadar and five of his colleagues got together and in 1975, set up a new company called Micro comp.

To start with they decided to capitalize on their marketing skills. Micro comp marketed calculators and within a few months of starting operations, company was outselling its major competitors. In 1976, Micro comp approached UPSEC (Uttar Pradesh State Electronics Corporation) for help to set up a computer company. Impressed by their technical and marketing competence, UPSEC agreed to set up a joint venture. On the 11th of August 1976 Hindustan computers Limited was incorporated as a join venture between the entrepreneurs and UPSEC and with an initial equity of Rs. 1. 83 lakhs. HCL InfosystemsLimited (HCL) has now become India’s one of the big technology integration company.

Over the years, HCL Infosystemshas positioned its business operations to fulfill its vision statement: ‘Together we create enterprises of tomorrow’. The overarching theme for the company’s swift progression into the software and services arena, in India and globally, is evolving. Signifying a state of constant growth, the evolve theme is visible in the many ways that HCL Infosystemshas undergone a metamorphosis into becoming a complete IT solutions company. The menu of HCL Infosystemsglobal services broadly covers IT consulting and professional services in the area of vertical applications, technology integration, ERP implementation and software development. This also includes a complete portfolio of systems and network services for development.

This also includes a complete portfolio of systems and network services for Facilities Management, Helpdesks, Systems Supports and network and Internet Implementation. HCL Infosystems’ global customers include Samsung, Government of Singapore, and AMAL insurance Jurong Port in Singapore and Malaysian’s BSN commercial bank, SIA, DBS bank, Maybank life assurance charted semiconductors, Asia Matsushita and Shell Malaysia. Some of its global customer in the government sector is Inland Revenue authority of Singapore, civil aviation authority of Singapore, Singapore power, ministry of education, health and national development, telecom authority of Singapore and penang state govt.

HCL Infosystems’ chosen platform of total technology integration lends itself to some very significant alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services and workstation and HP Open view network management solution; Intel for PC and PC server building blocks; Microsoft,novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for CRM solution and ORACLE Sybase and Informix for RDBMS platform. INDIAN HARDWARE INDUSTRY AND HCL INFOSYSTEMSLTD. The Indian IT and Electronics market in 2004-05 was worth US$ 32. 9 billion of which US$ 19. 7 billion consisted of software. Electronics and IT hardware production stood at US$ 13. 2 billion.

Some 4,100 units are engaged in electronics production manufacturing goods as diverse as TV tubes, test and measuring instruments, medical electronics equipment, analytical and special application instruments, process control equipment, power electronics equipment, office equipment, components etc. Market researcher IDC estimates that the market-value estimate over next 3 years for hardware products is Rs. 79,000 crores The Indian electronics and hardware industry has been lagging behind the impressive performance of the software sector. Most of the hardware requirements of the burgeoning software and telecom sectors are met by imports which are about 25%. The Ministry of Information Technology, Govt. f India has estimated that the total requirement of hardware and components by 2008 would be in range of US$ 160 billion and the investment required in the manufacturing facilities would be US$ 16 billion. NASSCOM, the leading IT industry body estimates that to achieve a software export target of US$ 87 billion in 2008, the hardware requirement would be US$ 50 billion. By far the most comprehensive study was carried out by Ernst & Young in association with MAIT, the hardware industry body in 2002. It estimates that given the right incentives, India's electronic hardware industry has the potential to reach US$ 62 billion by 2010, twelve times its existing size with the domestic market accounting for US$ 37 billion and exports of US$ 25 billion.

The major export opportunities would be in the area of innovative new products, contract manufacturing and design services. This shows that there are large opportunities for Indian companies to increase their strength and grave these opportunities for future growth. HCL InfosystemsLtd is one of those companies which are working to increase their network and making innovative new products. HCL InfosystemsLtd. is currently engaged in selling manufactured hardware (like PCs, servers, monitors and peripherals) and traded hardware (like notebooks, peripherals) to institutional clients as well as retail channel partners. Besides, it offers hardware support services to existing clients through annual maintenance contracts, net work consulting and facilities management.

In 2002-03, HCL’s total hardware turnover was Rs. 10. 97 billion, higher by around 24% over the corresponding figure for 2001-02. Of this, manufactured hardware constituted 60%, traded hardware 32% and hardware support services 9%. The company’s reported operating margins in 2002-03 (including six months of OA, telecommunication and software businesses) increased to 6. 7% from 5. 9% in 2001-02, primarily because of better margins in hardware. While average material costs declined in 2002-03, the company was able to retain a part of the margins in its product realizations. Better margins in hardware resulted in the return on capital employed (ROCE) from hardware increasing from 11. % in 2001-02 to 25. 6% in 2002-03. In the domestic home PC organized sector, HCL Infosystemsis the market leader. Other players include Zenith Computers, IBM, Sun Microsystems, Wipro, Hewlett Packard. Assembled personal computers have a large presence in the domestic home PC market, accounting for a chunk of the total sales. The overall market for desktop personal computers registered a 28. 2 percent growth during calendar year 2004 as compared to the previous year. What is significant is that branded PCs continue to make impressive gains against the gray market. According to IDC, the share of branded PCs grew from 36. 2 percent in 2003 to 49. percent in 2004, registering an impressive growth rate of 74. 3 percent. Interestingly, the gray market remained flat, registering a growth of 2. 2 percent, while the total desktop PC market registered a growth of 28. 2 percent. According to IDC, the recent re-surfacing of finance-based purchase options had an accelerating effect on the consumer desktop market, which is already witnessing a consistent drop in end-user prices for both the branded and unbranded PC segments. Among the vendors, HCL Infosystemsemerged as the market leader with a share of 13. 7 percent. The company registered a 91. 4 percent growth during 2004 as compared to the previous year. HP followed HCL with a market share of 11. percent. HP too grew at a blistering pace registering a growth rate of 73. 03 percent. IBM is in the third place with a market share of 6. 2 percent. IDC is not the only research firm confirming the signs of robust growth. Gartner, in a recent report, states that the Indian desktop market grew by 31. 5 percent in 2004. Says Vinod Nair, Analyst, Computing Systems, Gartner India, “Peaking business confidence based on strong economic growth catalyzed PC purchases in both consumer and corporate segments throughout 2004. ” While every research firm has given different figures, one thing is common—the PC market is booming at double-digit growth rates.

MAIT (Manufacturers Association of Information Technology) estimates that the desktop PC market grossed 17. 1 lakhs units in the first half of fiscal 2004-05, registering a growth of 37 percent over the same period of the previous fiscal. With the Indian economy booming, MAIT estimates that PC sales will touch the 40 lakhs mark in fiscal 2004-05. The buoyancy in PC sales can be attributed to increased consumption by traditional industry verticals such as telecom, banking, financial services and insurance, BPO, manufacturing and government. Consumption also increased in non-traditional sectors such as education, retail outlets and self-employed professionals.

In future, HCL’s hardware sales to the institutional segment are likely to remain stable, with sustained hardware spending by all the verticals, especially the banking and financial services sector. Besides, in retail hardware sales, a continued reduction of price points, facilitated in part by the recent reduction in excise duties on PCs, is likely to reduce the price advantage of the small assemblers, and augur well for branded PC manufacturers like HCL. In the medium term, HCL’s margins, despite its sales tax advantages, may be affected by the likely removal of duty protection on manufactured PCs from the year 2005.

From the above figure we can clearly see that HCL emerged as the clear winner among the branded PC companies with 34% or 13. 7% of market share followed by 30% or 11. 9 % of market share by HP. IBM was third in the race with only 15% or 6. 2% of market share of branded PC computers. Along with becoming the market leader in branded PC HCL Infosystemsalso became 1. 3 Billion Dollar company in April 2006. SUCCESS STORY Vision, bravado and grit have seen HCL evolve from a dream of eight youngsters in 1977 to the country's top IT group today, with revenues closing in on Rs 5,000 crore 975: Six young men get together over a cup of coffee and snacks. The conversation veers from cars and travel to jobs, career and the future. Since they all work together, its only natural that they talk shop. They also explore the possibility of starting a company of their own-one rooted in values, directed at creating a market for its products in a segment hitherto unexplored, hardware. Microcomp is born. The initial investment-all their savings, making up seed capital of Rs 1. 87 lakh. "Six of us, all with DCM, wanted to start a computer company. But we didn't have enough funds. We decided, therefore, to settle for a close second-we set up a calculator company, Microcomp.

We were, of course, working our way upward, towards creating a computer company, till someone informed us that we would need a license for the same. The Uttar Pradesh government was offering an open license of this nature around that time. We acquired it and created Hindustan Computers Ltd (HCL). The name itself had a reason behind it-it denoted largeness, it was Indian, it was patriotic, it was perfect… Two more of our friends joined us later to set up Hindustan Computers in August 1976-that took the number of people who started HCL up to eight," remembers Ajai Chowdhry, one of that original group of eight and now President and Managing Director of HCL Infosystems. We dreamt of working in an industry that would revolutionize businesses, an industry that gave everyone an equal chance to succeed… We also knew we wanted to dominate it. Through these years, we have retained our number one position and sustained our growth. The one business strategy that has dominated and been at the core of our business is constant adaptation and renovation. We have also developed new paradigms for new opportunities," adds Shiv Nadar, Chairman of HCL Infosystems. A teething problem faced by the company-getting imports through. The regulations and laws of the time did not allow the import of technology. Components and sub-assemblies, however, could be imported. "The latter was a very expensive affair. This led to a sharp focus on in-house design.

The first product we came out with was targeted at the engineering research market-Micro 2200, based on a 4-bit microprocessor from Rockwell," says Chowdhry. With Micro 2200, orders poured in for HCL. "We had no products, and we couldn't simulate them, so we had to create a bread-board model. We actually had people coming to us and looking at these models and placing orders-they believed in us! " The deadlines were tough, but they had to be met, or the orders would fall through. The first deadline was March 31, and everyone worked night and day for weeks. The final delivery date-March 27. "I remember a particular instance. After setting up of HCL (Chennai), we were flooded with orders, especially from IIT Chennai.

I personally went to the airport in my old Fiat and delivered the units personally to the IIT professors," recalls Chowdhry. When MNCs weren't popular If we tabulate the history of Indian business, 1977 will go down as a "funny" year. It was in 1977 that the Janata Party government came to power. Among their first actions on the commerce front-asking IBM and Coke, among other multinational companies, to either increase the component of Indian holdings or move out. They moved out. "That was a stroke of luck for us," says Chowdhry. "We created an eight-bit computer, our first usage of Intel architecture. We went and sold that to lots and lots of companies, among them a cement company that used four floppies to manage the payroll of all its 3,000 companies. "

Three years later, in 1980, HCL became a Rs 2-crore company. "We decided to expand overseas and entered the Singapore market, armed with some expertise in hardware and targeting the SME market. However, once there, we realized that the demand was more for solutions, not so much for boxes. We set up a software factory in Chennai-we would go to customers and tell them we would do everything-make the box, write the software, train the staff, maintain the equipment, the works… And we had to do $1 million in orders out of Singapore between August 1 and December 31, 1980. That was the make or break point-less than that and we wouldn't have the cash flow to run the company. In the nick of time is how things worked out-HCL Singapore managed that figure on the morning of December 31. HCL Group: How the Dream has Evolved 1975 Shiv Nadar and five colleagues start Microcomp 1976 HCL promoted with startup capital of Rs 1. 83 lacs (US$ 3826. 85) 1980 HCL's first transnational venture, Far east Computers, established in Singapore 1981 Set up NIIT, India's first private sector IT education institution. 1985 HCL America established with headquarters at Sunnyvale, California 1991 HCL and HP, USA agree to enter into a partnership to form HCL HP 1994 HCL Tech formed as separate software company 1996 Joint venture with James Martin & Co. nd Perot Systems Corporation 1997 HCL Tech incorporated in UK, Germany, France, Sweden, Belgium, Italy and Switzerland 1998 Operations started in Japan, Hong Kong, Australia, and New Zealand 1999 Initial Public Offering made by HCL Tech Formation of Global Board of Directors and Advisory Board. Audit, Compensation and Related Party Transaction Committees set up Implementation of 'Glocal' Management Concept 2000 Large deals with Bankers Trust, KLA and GTech 2001 Acquisition of Deutsche Software Acquires Ireland-based BPO firm, Apollo Contact Centre HCL Enterprise Solutions formed as a joint venture with Computech Corporation, Inc, USA The Singapore experience taught the founders a lesson-designing and manufacturing products in India and selling them overseas was akin to walking a tough and profit-less path. This was when we decided to walk the software integration road. We created the integration database, much before Intel... but we killed it! We were so naive, we killed a product line like that," says Chowdhry. In 1984, the new computer policy was coined and standards were put in place. This saw a major move by banks toward the Unix platform. "A few companies approached us and we decided to launch the personal computer in India. We had three weeks to do this. Our people flew all over the place, including Taiwan and Bangkok, and brought back PCs. We took them apart, studied them and got into manufacturing mode. We launched our PC in three weeks. And that, incidentally, how Busybee was born," says Chowdhry.

A turning point came in 1989, just when the PC and software integration business was chugging along smoothly. McKenzie & Company approached HCL and offered to carry out a study for HCL, entitled HCL's Entry Into America. "We told them we were too small and couldn't afford them. They did a project for us anyway, and refused to charge us any money," says Chowdhry. When the findings of the study were presented to the top brass at HCL, the company moved into the US market-HCL America was born. "We marked the entry into the US market with hardware. We had no environmental clearances and fell back. We could not deliver as promised. Our entry strategy was right, but the product wasn't.

We were in big trouble-our overheads were high, we had no revenues…" Unix to the rescue It was the US reversal that made HCL look at newer avenues, and a path that would lead to more revenues. "That is how our software strategy was born, and we capitalized on our Unix strengths. Around this time, we were in talks with Hewlett-Packard for a joint venture. We were also working on Apollo, and HP bought out the product. About the same time as out foray into the US, we tied up with HP. At that time, HP was smaller than the behemoth it is today, but it still boasted global expertise. And that was something we wanted," says Chowdhry. However, HP asked HCL to close down its RISC and Unix R&D setup.

Unwilling to down shutters on a going and profitable effort, HCL created a new opportunity out of the situation-HCL Consulting was set up and the said works were moved in to this new company. "We had our people working at the HP research centers, taking in all of the technologies. This was a great learning period and had a mushroom effect subsequently, when HCL Consulting turned into HCL Technologies," says Chowdhry. And along the line, HCL Infosystemswas also set up. Chowdhry remains upbeat on the company he runs on a day-to-day basis, HCL Infosystems-despite the predicted flat growth in the current year. HCL Insys focuses on the domestic products and software businesses and its main areas of operations are: -Products & System Integration: PCs, Phones, EPABXs, SI. HCL’S OFFERINGS IN INFO-PROCESSING PRODUCTS

HCL Advantage HCL Infosystemsdraws it's strength from 27 years of experience in handling the ever changing IT scenario , strong customer relationships , ability to provide the cutting edge technology at best-value-for-money and on top of it , an excellent service & support infrastructure. Today HCL is country's premier information enabling company . It offers one-stop-shop convenience to its diverse customers having an equally diverse set of requirements, be it a large multi-location enterprise, or a small/medium enterprise, or a small office or a home, HCLI has a product range, sales and support capability to service the needs of the customers.

The last 27 years apart from knowledge and experience have also given continuity in relationship with the customers, thereby increasing the customer confidence in HCL. Our strengths can be summarized as: - Ability to understand customer's business and offer right technology - Long standing relationship with customers - Pan India support & service infrastructure - Best-vale-for-money offerings Technology Leadership HCL Infosystemsis known to be the harbinger of technology in the country. Right from our inception we have attempted to pioneer the technology introductions in the country either through our R or through partnerships with the world technology leaders. Using own R HCL has: Created own UNIX & RDBMS capability (in 80s). - developed firewalls for enterprise & personal system security. - launched our own range of enterprise storage products. - launched our own range of networking products. HCLI strive to understand the technology from the view of supporting it post installation as well. This is one of the key ingredients that go into strategic advantage. HCL Infosystemshas to its claim several technology pioneering initiatives. Some of them are: - Country's first DeskTop PC - BusyBee in 1985 - Country's first branded home PC - Beanstalk in 1995 - Country's first Pentium 4 based PC at sub 40k price point - Country's first Media Center PC MANUFACTURING

HCL's computer hardware manufacturing plant is strategicaly located in the Union territory of Pondicherry. Situated 165 kms south of Chennai on the coast of the Bay of Bengal with proximity to Chennai Air/Sea port, special policies for Industises of local Govt, , Inland Container Depots, attractive power and labour rates - makes Pondicherry an ideal place for business. Started in 1996 - with only Unit 1 - it now has 3 Units (Unit 1,2,& 3) with a built up area of 3,23,000 sq. ft. , PMO has a monthly capacity to make 50,000 desktops and 2000 servers. The infrastructure is state of the art , one of the best & largest in India.

All 3 factories are ISO 9001:2000 and ISO 14001 certified. PMO was also Awarded MAIT Level 2 - by European Foundation for Quality Management in the year 2001 . HCL was also awarded ELCINA's (Electronic Component Industries Association) Quality Award for the year 2002- 2003 PMO also has Product Engg Group (PEG) and R teams constantly engaged in developing new products and solutions. Driven by a strong Manufacturing Objective "WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE FIRST TIME, EVERY TIME. " All processes in the manufacturing are aligned to this guiding objective .

A strong emphasis of "Quality by Process" is ensured across all processes. The products manufactured here undergo stringent tests that ensures their ruggedness & durability , which may be deployed anywhere in India and may have to face severe conditions like - heat , humidity , rough transportation & handling . Our products undergo drop tests , hot & cold temperature chamber , client-site simulation tests , reliability tests et al . Computers are shipped to locations all over India with an extensive network of professional logistic support partners. There is also a Customer satisfaction cell, in plant, to take care of problems reported from field.

Customers, sales & marketing, support personnel, dealers & distributors are encouraged to visit the plant to see, for themselves, what all goes in making a quality computer system. Philosophy of Quality "We deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, and every time. " To exist as a market leader in a globally competitive marketplace, organizations need to adopt and implement a continuous improvement-based quality policy. One of the key elements to HCL's success is its never-ending pursuit of superior quality in all its endeavors. HCL INFOSYSTEMSbelieves in the Total Quality Management philosophy as a means for continuous improvement, total employee participation in quality improvement and customer satisfaction.

Its concept of quality addresses people, processes and products. Over the last 20 years,HCL has adapted to newer and better Quality standards that helped us effectively tie Quality with Business Goals, leading to customer and employee satisfaction. QUALITY AT HCL INFOSYSTEMSLTD. The history of structured quality implementation in HCL Infosystemsbegan in the late 1980s with the focus on improving quality of its products by using basis QC tools and Failure Reporting and Corrective Active Systems (FRACAS). And also employed concurrent engineering practices including design reviews, and rigorous reliability tests to uncover latent design defects.

In the early 90s, the focus was not merely on the quality of products but also the process quality systems. We were certified for ISO 9002 by BVQI in 1994 and re-certified in 1997 to ISO 9001-2000 (for Design & Manufacture of Personal Computers, Business Servers, Work Stations and their Associated Sub-Assemblies). In early 1995, a major quality initiative was launched across the company based on Philip B. Crosby's methodology of QIPM (Quality Improvement Process Management). This model was selected to because it considered the need and commitment by an organization to improve but more importantly, the individual's need towards better quality in his personal life.

Under our Quality Education System program, we train our employees on the basic concepts and tools of quality. A number of improvement projects have been undertaken by employees, whereby process deficiencies and bottlenecks are identified, and Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and improves cycle times in various processes, including personal quality. HCL has received MAIT's 'Level II recognition for Business Excellence' for initiatives in the Information Technology Industry, adding another commendation to progress. MAIT's Level II recognition is based on the 'European Foundation for Quality Management' (EFQM), for gaining quality leadership and business competitiveness.

Our certifications / awards in 2003 include ISO 9001-2000 certification by BVQI for Infostructure Services (for Consultancy, Implementation, Support, Audit & Management Services for Information Technology Solutions in the domain of Networking, Security, Facilities Management and System Integration) and award of First Prize by ELCINA (Electronic Component Industries Association) for Quality, 2002-03. The ELCINA award criteria considers two aspects. (1) Enablers (Leadership & Management commitment, Resource Management, Product Realisation, Measurement Analysis & Improvement) and Results (Product Quality, Customer / Stake holder satisfaction , Business results). The tryst for continuous quality improvement is never-ending in HCL. HCL always strive to maintain high quality standards, which help us fulfill mission to provide world-class information technology solutions and services, to enable customers to serve their customers better. CUSTOMER SATISFACTION

One of the cornerstones of strategy has been a very strong customer focus. 27 years of experience in servicing a varied range of customer requirements has given domain knowledge of customer's business. As a result of this it is able to provide exact solution to customers' needs. During these years they have been able to cement their relationship with customers and gaining their trust and confidence as well. Today for desktop PC, they have more than 8 lakh units installed units. HCL enjoy considerable market share in segments like Government, Banking & Finance and Education & research. SUPPORT SERVICES HCL InfosystemsService Support infrastructure is one of the widest in the country.

No matter where you are, there's an HCL Service Centre near by. Products are backed by an extensive direct support infrastructure spread across 170 locations nationwide which offer 24 x7 support offering for critical sites. Channel strength is a balanced mix of retail outlets, resellers & distributors. It was strong focus on distribution network that led HCL in devoting few brands exclusively for channel. They are - Beanstalk, BusyBee, Netmanager (servers), and recently launched EzeeBee. Today distribution network helps it take a varied product range to customers in every nook & corner of the country . The product range includes DeskTop PCs, Servers, Laptops & Pocket PCs.

CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS Human resource Management classically pertains to planning; recruitment, selection, placement, induction, compensation, maintenance, development, welfare etc. of Human Resources of any organisation to enable the organization to meet its objective while also enabling the human resources to attain their individual goals. As is evident from the definition of the concept the entire theme revolves centrally around human resource and its role in enabling simultaneous satisfaction of individual and organizational goals. The immediate conclusion that follows from this is that the prime movers of the organisation are the individuals.

The process of bringing employees into the folds of organisation is termed as recruitment and can be unambiguously treated as the central pillar for foundation stone of the entire concept of human resource management. It is easy to see why recruitment has accorded such a high position out of the various facets of human resource management. The reason is simply that unless one has human resource in the organisation whom will the human resource managers manage or whose energy will they channalise productively and usefully. Keeping this idea into mind this Projects is an attempt to study various options that are available both theoretically as well as practically for an organisation to launch itself into the task of recruitment.

The entire report is divided into various sub-sections which appear in a chronology of events that are steps in the process. DEFINITION The success of and organisation largely depends upon the Team of the skilled and qualified human resources who are chosen out of number of applicants for the job. It is the primary duty of the HRD department to procure and maintain an adequate qualified working force of various personnel necessary for manning the organisation. Procurement function of personnel Department includes three major sub-functions- (A) Recruitment; (B) Selection: and (C) Placement on the job. Recruitment is the positive process of employment.

The process of Recruitment is to identify the prospective employees, attract, encourage and stimulate them to apply for the job, Interview the eligible and select them for a particular job in the organisation. Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting selection of an efficient working force. OBJECTIVES To structure the Recruitment policy of HCL InfosystemsLimited for different categories of employees. To analyse the recruitment policy of the organisation. To compare the Recruitment policy with general policy.

To provide a systematic recruitment process. SCOPE OF RECRUITMENT It extends to the whole Organisation. It covers corporate office, sites and works appointments all over India. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior Management cadres. CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL Category IAll workmen, All Assistants (Accounts, Stores, Field), clerk, Typist, Steno-Typist, Stenographer, Computer Operator. Category IIAccountant, Store keeper, Supervisor up to the level of Officers, Designer, Jr. Engineer, P. A, Sr. P. A, EDP Programmer up to officer, Admin. / personnel / HRD officer, Inspector.

CATEGORY IIISecretary, Executive Secretary, Management Trainee, Asst. Engineer, Engineer, Sr. Engineer, Sr. Programmer, Sr. Officer, Asst. Manager, Dy. Manager, Manager, Sr. Manager, Works Superintendent. CATEGORY IVAGM, DGM, GM, SR. G. M. CATEGORY VVP & above. ORGANISATION STRUCTURE OF HCL A brief introduction to Divisional / Departmental heads. CHAIRMAN AND MANAGING DIRECTOR: CMD holds to most position in the organisation. He is the owner of the Company. He guide the functional heads to smoothen their activities. It is the key position in the organisation. DIRECTOR OPERATIONS: He is the overall incharge of P, HRD, Systems, TQM and Critical Issues.

GM-PRODUCTION: He is the overall incharge of works. He is directly involved in production planning. He formulates various policies for betterment of the product. He issues guidelines to Production Department and Quality Control Department for implementation of the policies. VP-FINANCE: He is directly involved in finance matters and finance policy. He is also involved with personnel department for wages compensation, salaries and other financial benefits. AGM- PERSONNEL & ADMINISTRATION : He is the overall incharge of personnel, Administration and Industrial Relations of the group and also oversees the HRD activities. SR. MANAGER-CORPORATE HRD:

HRD Department is responsible for better utilisation of manpower through Recruitment’s, Selections, Training, Development, Retention and Welfare of the group. It is involved in policy formation and its implementation. VP-MHD: He is the profit center head of the Material Handling Division. He is responsible for Design and Projects Execution. VP-BUSINESS DEVELOPMENT: He is the main source of Business Procurement to MHD. SR. GENERAL MANAGER He is responsible for marketing, Design, Estimation and Projects Management. RECRUITMENT PROCEDURE IN HCL Human resource is a most valuable asset in the Organisation. Profitability of the Organisation depends on its utilisation.

If their utilisation is done properly Organisation will make profit otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a Company, he may not run the business. So right man should be procured at right place in right time, otherwise their proper utilization may not be done. To procure right man at right place in right time, some information regarding job and job doer is highly essential. These information are obtained through Job analysis, job descriptions, Job Specifications. HCL procure manpower in a very scientific manner . It gets information by use of these important documents like Job Analysis, Job Descriptions and Job Specifications.

Without these recruitment may be unsuccess. Before recruit a person all information regarding job, working conditions, duties and responsibilities of job doer, Skills experiences qualifications of an employee to do the particular job is highly essential. To obtain the pertinent information regarding job, duties, responsibilities, working conditions, skill efficiency, education and experience of the employee, HCL, gets the help of Job analysis, job description and job specifications.

REQUIREMENTS 1. education : ability to read and understand production orders and to make simple calculations. Preferably high school certificate. 2. TRAINING AND EXPERIENCE: No special training required . Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effort is required. 4.

MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION : Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others. PROCEDURE OF RECRUITMENT Following process of Recruitment has been followed in HCL .

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