INDEX

CHAPTER NO

CONTENTS

PAGE NO

ABSTRACT
1

INTRODUCTION
1.1 Review on Literature
1.2 Overview of Recruitment Process
1.3 Need and Scope of Study
1.4 Industrial profile
1.5 Company profile

RESEARCH METHODOLOGY AND DESIGN

2.1 Type of Research
2.2 Statement of Objective
2.3 Research Instrument
2.4 Questionnaire Design
2.5 Data Collection
2.6 Sampling Procedure
2.7 Period of Study
2.8 Sample Size
2.9 Pilot Survey
3.0 Limitations of the Study

SUGGESIONS

CONCLUSION

BIBLOGRAPHY

ABSTRACT
The study was made at HCL BPO on recruitment process for fresh candidates. The scope
of the study is to analyze the effectiveness of the current recruitment system and to know
drawbacks of it. Also enable a proper recruitment strategy to be followed for candidates.
The objective of this study is to find out the sources of recruitment preferred by the
company and also find out the difficulties in recruiting candidates.
It also helps in finding out the requirements & sources needed to recruit the candidates
and even improve recruitment process.
The type of research design used is descriptive in nature and the required data is been
generated using a research instrument called the questionnaire, to a sample of 100
employees are convenience sampling and non-probability samplings. The period of study
is three months.
The collected data is been analyzed using various statistical tools named chi-square and
graphs, after analyzing the data general and statistical findings are soughed out through
interpretation, suggestions & recommendations and hence formulated summary of
findings.
This study reveals that overall recruitment process given by the organization is effective
and suitable for HCL BPO recruiting strategy.

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

Thus, in this context it becomes important to make an empirical study on the

effectiveness of the recruitment process. Henceforth the process of recruitment is viewed
with utmost attention and a study in this aspect is carried out.

1.1. REVIEW OF LITERATURE

Recruitment forms the first stage in the process, which continuous with selection and
ends with the placement of the candidate. It follows the HR planning function. Recruiting
makes it possible to acquire the number and type of people necessary to ensure the
continued operation of an organization.
Recruitment is the art of discovering and procuring potential applicants for actual and
anticipated organizational vacancies.
Accordingly, the purpose of recruitment is to locate sources of manpower to meet job
requirements and job specifications.
Recruitment is considered as one of the most important function in an organization.
Unless the appropriate people are hired, even the best plans, organizational charts, and
control systems would not yield good results. Decisions regarding testing, work policies,
programmes, compensation, and corporate image all have an impact on recruiting.
Factors Affecting Recruitment:
All organizations, large are small, have to engage in recruitment. Some of them delegate
the job to HR Managers, while others involve the HR Managers directly on the job. The
element conditions in the community where the organization is located may be a factor
for attracting potential job applicants. Here, certain geographic factors and location
advantages play an important role.
The effect of past recruiting efforts, which show the organizations ability to locate and
keep good people, is another criterion. For example, if an organization follows the
promotional policy of recruiting from within, the employees will be motivated to
continue in such an organization. Also, the compensation and benefits package offered by
an organization influence and attract employees.

Organizations that are growing and expanding will always find it necessary to recruit and
organizations that are growing may not need any recruitment.
Recruitment Definition:
Recruitment is a process of searching for prospective employees and stimulating
them to apply for jobs in an organization. It is often termed positive in that it
stimulates people to apply for jobs to increase the selection ratio. Selection on the
other hand tends to be negative because it rejects a good number of those, who
apply, leaving only the best to be hired.

- EDWIN B FLIPPO

Recruiting is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to

recruit new employees to

replace those who leave or are promoted, to acquire new skills, and to permit
organizational growth. Recruiting is an even more important activity when
unemployment rates are low and economic growth is strong, as

firms

compete

to

attract the qualified employees they need to succeed.

Therefore, the job of recruitment is based on the mating theory, where the success of both
the parties is critically dependant on timing. Unless the two searches synchronize,
conditions are not ripe for recruitment to succeed.

Purpose And Importance:

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
1. Determine the present and future requirements of the organization in conjunction
with personnel- planning and job- analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
5. Meet the organizations legal and social obligations regarding the composition of
its workforce.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques

and sources for all

types of job applicants.

qualifications and interests, and generate enthusiasm among the best candidates so that
they will apply for the vacant positions.
Recruitment lends itself as a potential source of competitive advantage to a firm.
An effective approach to recruitment can help a company successfully compete for
limited human resources. The firm must choose a recruiting approach that produces the
best pool of candidates quickly and cost effectively. A recruiting programme helps the
firm in at least four ways:

Attract highly qualified and competent people.

Ensure that the selected candidates stay longer with the company
Make sure that there is match between cost and benefit.
Help the firm create more culturally diverse work-force.
The negative consequences of poor recruitment process speak volumes about its role in
an organization. The failure to generate an adequate number or reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor quality of selection
means extra cost on training and supervision. Furthermore, when recruitment fails to
meet organizational needs for talent, a typical response is to raise entry-level pay scales.
This can distort traditional wage and salary relationships in the organization, resulting in
unavoidable consequences. Thus, the effectiveness of the recruitment process can play a
major role in determining the must be expended on other HR activities and their ultimate
success.
SOURCES OF RECRUITMENT
INTERNAL SOURCE:

Internal promotions
EXTERNAL SOURCE:
Advertisement in newspapers
Campus recruitment
Consultants
Job fairs
Advertisement:
A common method of recruitment is advertising. Advertising media can range from the
typical classified newspaper ad to very complex and glitzy campaign on radio or

television. Major approaches to advertising include newspapers, radio, television, direct

mail, magazines and directories.
Compilation of the Advertisement:
The advertisement should be designed to ensure that:
It attracts suitable candidates only;
It enhances the public image of the organization;
It reaches appropriate candidates as economically as possible.
It must be based on the facts detailed in the job description and the person specification.
A poor advertisement may attract the wrong type of candidate and distort the number of
applications received i.e. either too few or too many. The advertisement should be nondiscriminatory and should avoid any gender or culturally specific language. There are
certain exceptions to this where the legislation allows an employer to confine a job to a
man, or a woman, where sex is a genuine occupational qualification. The organization
should include in the advertisement its statement of commitment to equal opportunities.
The actual advertisement should be brief and written using a minimalist style as the cost
of advertising is extremely high. The detail about the job should be included in the
Further Particulars about the post issued to all potential applicants. Human Resources
will provide advice on the content of the advertisement, the collation of copy, the
placement of the advertisement and the associated administration.
Campus recruitment:
Campus recruitment becomes a critical source because it provides the management
personnel that will shape the future direction of the organization. These graduates will be
malleable and can be shaped to fit in with the company culture more easily than more
experienced people from organizations.
Some guidelines for improving campus recruitment process are given below:
Identify those institutions from where student who are suited to the organizations
needs can be found and improve the relationship with such institutions.

Recruiters need to be carefully trained in planning and conducting effective

interviews for gauging the potential of the students rather than only judging mark
based performance.
Use resume databases to aid in the search for viable candidates. Candidates can be
short-listed on the basis of these databases and then called for further interviews.
Provide clear and detailed information about the job and organization so that the
student gets a realistic expectation about the job.
Consultants:
This is a good source but it is more expensive option especially for a company
that is into mass recruitment. The advantage is that the agency will take care of the initial
recruitment stage and this gives the HR department of the company more free time to
concentrate on other important matters. A disadvantage is that if the company has a
contract with many agencies, then there is more possibility of duplication.
RECRUITMENT PROCESS:
The process can be separated into three components:
The process starts with job planning, which among other things involves
analysis of the present and future needs for personnel with different kinds of
competence and for different tasks. This first component of the process may
result in a decision to prepare for new jobs and announce job opportunities.
In the second step of the search process after a vacancy has been defined on
the basis of job planning, the employer has to make his choice between
alternate ways to spread and formulate information about the vacant position.
He can, for example choose between different ways to formulate the
information about what experience and personal abilities of the potential
employee, etc.,
The third and final search decision confronting the employer is to determine
which one of the applicants to hire for the job opening.

Basically, employers decisions regarding the use of different search channels and
judgments regarding the suitability of job applicant relate to the problems of
asymmetric information; job applicants have more knowledge of their capabilities
than the prospective employers do. The interaction of productivity difference among
job applicants and employers uncertainty as regards the productive capabilities of
individuals may explain decisions taken by the employers both in steps two and three
of the recruitment process.
Hiring is a decision under uncertainty in the sense that the productivity of job
applicants in not directly observable. Therefore the employers are interested in
obtaining information that can serve as good statistic for applicants job capabilities
The probably that a job seeker and employer shall find each other and that an
agreement about employment shall be reached, depends on the behavior of both agent
and on their characteristics. In the traditional search theory regarding value of his/her
lifetime income, the reservation wage is important for the probability that a person
shall get a job within a given period of time and thereby for the expected length of the
unemployment spell.
The HR planning is the preliminary step of recruitment process. It is the process by
which an organization should move from its current manpower position to its desired
manpower position. It may be viewed as for seeing the human resource requirements
of an organization an its feature supply making necessary adjustments between the
two organizational plans and also foreseeing the possibility of developing the supply
of human resources in order to match it with the requirements by introducing
necessary changes in the functions of HR.
Recruitment has always been a never-ending process in the organization scenario.
Significant transitions have been brought in the long run of recruitment but the major
concentration has always been engaging persons in employment and the initial setup
for this. Recruitment is followed in the all-different sector, be it manufacturing
concern or a service sector. Recruitment is not just confined to its sense it covers the
aspects from selection to training. Despite the usage of various terminologies

10

describing each step of the recruitment process, it is a chain link where the start is not
distinct.
Recruitment involves seeking and attracting a pool of people from which qualified
candidates for job vacancies can be chosen. Recruitment system can be subdivided
into 4 major sub systems.
Finding out and developing sources
Developing techniques to attract candidates
Employing the techniques
Stimulating the candidates and making for apply for jobs.

1.2. OVERVIEW OF THE RECRUITMENT PROCESS

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

11

and weaknesses, but the candidate is trying to present only strengths. Conversely,
although the candidate is trying to ferret out both the good and the bad aspects of the
prospective job and employer, the organization may prefer to reveal only positive aspects.
In addition, each party's own objectives may conflict. The organization wants to treat the
candidate well to increase the probability of job-offer acceptance, yet the need to evaluate
the candidate may dictate the use of methods that may alienate the prospect, such as
background investigations or stress interviews. Analogously, the applicant wants to
appear polite and enthusiastic about the organization to improve the probability of
receiving an offer, but he or she may also want to ask penetrating questions about
compensation, advancement, and the company's financial health and future.

STEPS ON RECRUITMENT PROCESS:

Planning,
Strategy development
Searching,
Screening
Evaluation and control.

12

Personnel
Human
Resource
Planning

Developing
Sources of
Potential
Employees

Recruiting
Needed
Personnel

Selecting
Qualified
Personnel

Search for
Potential
Employees

Evaluating
Recruiting
Effectiveness

Placing
New
Employees
on Job

Upgrading in
Same Position
Internal
Sources

Personnel
Research

Job Posting

Transferring to
New Job
Promoting to
Higher
Responsibilities

Employee
Referrals
External
Source

Advertising

Evaluating
for Selection

Scouting

STRATEGIC ISSUES IN RECRUITING:

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

13

Recruitment Goals:
A good recruiting program needs to serve many and sometimes conflicting goals.
A commonly mentioned goal is to attract a large pool of applicants, but applicant pools
can be too large and thus costly to process. Recruiting must also attract a high proportion
of well-qualified candidates who are seriously interested in accepting a job offer. Posthiring goals also must be considered-the recruiting process must yield workers who are
good performers and who will stay with the organization for a reasonable length of time.
Further, all the preceding goals should be reached with the greatest speed and at the least
possible cost to the organization. Balancing these varied goals against one another should
be done with reference to the organization's overall strategy and values.

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

14

When internal recruiting is used, a person of known ability fills the vacancy. Since the
emplo1yer has observed the employee in one position, there is less guesswork involved in
assessing his or her suitability for a second position. In contrast, assessments of external
recruits are based on less reliable sources, such as references, and on relatively brief
encounters, such as interviews. Another advantage of promoting from within is that doing
so motivates current employees. Skilled and Ambitious employees are less likely to quit
and more likely to become involved in developmental activities if they believe that
promotion is likely. Also, training and socialization time is reduced when openings are
filled internally because a current employee has less to learn about the organization and
its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less
expensive if an internal candidate can be found. Finally, in times of impending
retrenchment, filling as many jobs as possible internally maximizes job security for
present employees.
Disadvantages of Internal Recruiting
If the organization is expanding rapidly, there may be an insufficient internal
supply of qualified individuals above the entry level. This situation may result in people
promoted before they are ready or not being allowed to stay in a position long enough to
learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy
is created-the position of the individual who was promoted or transferred to fill the first
vacancy. If this slot is also filled internally, then another vacancy occurs. This movement
of personnel is called the ripple effect. Another disadvantage of internal recruiting is that
some organizations' internal recruiting procedures are extremely cumbersome. Still
another disadvantage of internal recruiting is that an organization can become inbred and
lose flexibility if all its managers are homegrown. Finally, meeting affirmative action
goals usually can be accomplished only by aggressive external recruiting.
Advantages of External Recruiting External recruiting can bring in new ideas and viewpoints, avoid the confusion
that accompanies the ripple effect, meet affirmative action goals, and cope with the
demands of rapid growth without overusing inexperienced personnel. Another advantage
15

maybe savings in training costs. Hiring experienced workers away from other companies
may cut down on the need for a comprehensive training and development program inhouse. Finally, there may be instances that require a severe shakeup or turnaround.
Particularly at the upper-management level, an outsider with no prior commitment to
present employees or ongoing projects may be the only individual with enough
objectivity (and even ruthlessness) to bring about needed changes and enunciate a new
vision for the organization.
Disadvantages of External Recruiting One disadvantage of external recruiting is the cost. Because the external labor
market is much larger and harder to reach than the internal one, recruiting externally
usually takes longer and costs more. With external recruiting, there is also the risk of
hiring a candidate who does not live up to the apparent high potential displayed during
the selection process. Finally, too much external recruitment is discouraging to current
employees because it reduces their chances to move up in the organization.
Informal Methods:
External recruiting methods are often grouped into two classes:
1

Informal

Formal.

Informal recruiting methods tap a narrower labor market than formal methods. Informal
methods include rehiring former employees or former cooperative education students,
hiring people referred by present employees, and hiring from among those who have
applied without being solicited. Formal recruiting methods search the labor market more
widely for candidates with no previous connection to the company.
Employee referral, also known as word-or-mouth advertising, is quick, effective, and
usually inexpensive. Because employees who refer their friends and acquaintances as
candidates have their own credibility on the line, they tend to refer people who are well
qualified and well motivated and then to mentor these individuals once they are hired. In
16

essence, the firm has as many recruiters as it has employee.

Formal Methods
Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have
included newspaper advertising, use of employment agencies and executive search firms,
and campus recruiting. Posting job ads on the Internet, either on the company's own site
or a commercial job board has also become extremely popular in the last few years.
Historically, newspaper advertising has been the most commonly used method of
recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing highperforming employees), it is clear that three methods were considered superior: employee
referrals, university recruiting, and executive search firms.
Internet Recruiting:
Internet recruiting has grown at a phenomenal rate over the past few years. Seventy-nine
percent of Fortune's Global 500 companies recruited on the Internet in 2000, and 100
percent were expected to do so by 2002. Entire new job titles-such as Internet Sources,
Internet Recruiting Specialist, and Internet Recruiting Manager-have come into being in
the past few years. Companies find that Internet recruiting is much less expensive and
much faster than traditional methods. It is by far the most economical way to reach a
nationwide or worldwide audience of job candidates. Further advantages of Web-based
recruiting, as seen by HR managers and search consultants, a drawback can sometimes be
the very large number of resumes that are submitted, many of which are not at all suited
to the positions listed.

1.3. NEED AND SCOPE OF STUDY:

Need For the Study:
To know effectiveness of the companys present recruitment strategy.

17

 Manpower is the main resource of the company, therefore the company need
to know the critical areas where they can implement improvement so as to get
the right candidates at the right time at the right time at right place.
To identify the best source through which the company can recruit good
candidates at less cost.
Scope of the Study:
The study backed by a structured questionnaire, which was the main source of qualitative
data. Initially the study required relying more on secondary data. The study also covers
the tools to improve the recruitment strategy.
The aims of the recruitment and selection process are,
Recruit high quality staff with the right skills on the appropriate contracts to
deliver the key objectives of the position and organization;
Ensure that equality of opportunity is considered as an integral part of
recruitment practice, thus encouraging diversity;
Ensure that recruitment is effective as a key public relations exercise for all
involved;
Ensure that recruitment is fair, efficient and cost-effective.

1.4. INDUSTRY PROFILE

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

- Gartner

18

BPO Industry in India

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

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

Advantage Factor Cost

Economy of Scale

Business Risk Mitigation

Superior Competency

Utilization Improvement

Generally outsourcing can be defined as - An organization entering into a contract with

another organization to operate and manage one or more of its business processes.

Different Types of Services Being Offered By BPOs:

Customer Support Services:

19

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

Technical Support Services:

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

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

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

Data Conversion Services:

o

Conversion of data across various databases on different platforms

20

Data Conversion via Input / Output for various media.

Data Conversion for databases, word processors, spreadsheets, and many

other standard and custom-made software packages as per requirement.

Conversion from Page maker to PDF format.

Conversion from Ms-Word to HTML format

formats.

Scanning, OCR with Editing & Indexing Services:

o

High speed Image-Scanning and Data capture services

High speed large volume scanning

OCR Data From Scanned page / image

Scan & OCR paper Book in to CD.

Book Keeping and Accounting Services:

o

General Ledger

Accounts Receivables and Accounts Payable

Financial Statements

Bank Reconciliation

Assets / Equipment Ledgers etc.

21

 Form Processing Services:

Insurance claim form

Medical Form / Medical billing

Online Form Processing

Payroll Processing etc.

Internet / Online / Web Research:

o

Internet Search, Product Research, Market Research, Survey, Analysis.

Web and Mailing list research etc.

Challenges for a HR Professional in BPO:

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

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

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

Customer-companies tend to demand better results from outsourcing partners

than what they could actually expect from their own departments. "When the

22

job is being done 10,000 miles away, demands on parameters such as quality,
turn around timeliness, information security, business continuity and disaster
recovery, etc, are far higher than at home.

Lack of focused training and certifications

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

1.5. COMPANY PROFILE:

HCL BPO is a division of HCL Technologies Limited, a Global Technology and IT

enterprise. HCL is a 31 year old enterprise, with US $ 4.1 Billion revenue, 47,100
professionals operating out of 17 countries. HCL BPO is one of the early players in
Business Process Outsourcing in the world. Having over 11,800 professionals operating
out of India and Northern Ireland, HCL BPO runs eleven centers in India, two centers in
UK and one center in Malaysia and supports Multi-lingual languages that include Eight
European Languages and Eight APAC languages.
HCL BPOs focus verticals include Telecom, Retail, Banking and Financial Services,
Insurance and Hi-Tech and Manufacturing. This apart, the company services various
areas of operations that include Supply Chain Management, Order to Cash, Finance and
Accounting Services, Knowledge & Legal Services and Technical Support Services.

Vision Statement
:

23

Together we create the enterprises of tomorrow

Mission Statement :
To provide world-class information technology solutions and services to enable our
customers to serve their customers better
HCL- as Indias largest IT conglomerate-is actively involved with the growth of the India
ITES industry. As an experienced global software outsourcing enterprise, HCL has
extensive and understanding of the critical issues and concerns related to offshore
outsourcing. At a macro level these can be broadly categorized in to:
Risk Mitigation
Value Addition
Risk Mitigation:
The key components of Risk Mitigation are as follows:
Process Migration in the first phase of outsourcing, seamless and timely
Process Migration is critical for building first level comfort in the
outsourcing initiative.
Disaster Recovery and Business Continuity

The infrastructure to effectively mitigate local and geographic

disaster scenarios.

The ability to ensure rapid resumption of process delivery

operations.
Manpower Attrition and Cost Control
Establishing business presence in prime secondary locations.

24

 Existence of management and infrastructure resources in the target

locations.

Value addition:

Strong financials to support large contracts

Strong balance sheet/nil debt company
Committed $ 40 M for Contact center and BPO businesses.
Experience of creating and managing large scale infrastructure and
resource base.
Demonstrated experience of managing large heterogeneous
hardware/software installation base.

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

QUALITY FRAMEWORK:
ISO 9001:2000
23 processes including Operations, Recruitment, Quality Assurance,
Voice & Accent training, Marketing, Legal, Procurement, Transportation and
Management documented and certified.

25

External evaluation and certification conducted by the British Standards

Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO &
Contact Center Services.
Purdue Benchmark:
HCL BPO Services is positioned in the upper right hand quadrant of
the Effectiveness-Efficiency grid and ranked 2nd in the Global Peer group.

Major Observations:
Excellent SLA performance tracking, improvement and management
methodologies at all levels
Team Leader to Top Management
Very low rate of manpower attrition
Strong organizational capability to attain and maintain high levels of
manpower motivation.
Six Sigma:
HCL BPO Services Process Improvement Program is led by a Six Sigma
Master Black Belt. The Six Sigma methodology for continues improvement of its
processes and performance. Tools like Fishbone analysis, Design of Experiments,
Detailed Process mapping, Histograms, Pareto Charts, Control charts and many
others are effectively used for such analysis.

BS 7799 Certification:

26

Information is the lifeblood of all organizations and can exist in many forms. Recent
high-profile information security breaches and the value of information are
highlighting the ever-increasing need for organizations to protect their data
BS7799 is the British standard for the protection of an organizations information
asset. The road cannot be justified, but it can be quantified by the benefits to your
business. The certification is not a one-off task; it must be periodically, reviewed by
an external assessor.

The certification is an endorsement of the processes that the Chennai center

has in place to safeguard the security of data, and also as mechanism in place for issues
relating to business continuity and disaster recovery. The certification is valid for a
period of

3years.

HCL BPO Services, with a committed top-level management and dedicated

experienced employees made the certification possible within a short span of five
months.

Recruitment and selection procedure at HCL BPO:

Requirement Generation:
Requirement to fill up a vacancy/generate new position would be raised by the concerned
department on the manpower requisition form (Annexure 1) and forwarded to the HR
team, keeping the lead times for filling up the vacancies in perspective.
The HR and Operations teams mutually decide on the date by which the requirement
needs to be closed. The HR team would fill the vacancies on or before the agreed date.

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

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RESEARCH METHODOLOGY
Research means a scientific and systematic search for pertinent information on a
specific topic. Research is a careful investigation or inquiry especially through search for
new facts in any branch of knowledge. Research comprises defining and redefining
problems, formulating hypothesis or suggested solution; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully testing
the conclusions to determine whether they fit the formulating hypothesis.
Methodology is defined a the study of methods by which we gain knowledge, it deals
with cognitive processes imposed on research b the problems rising from the nature of its
subject matter

2.1. TYPE OF RESEARCH:

Descriptive research has been used; it involves surveys and fact-findings enquirer of
different kinds the major purpose of descriptive research is the description of the state of
affairs, as it exists at present. The main characteristics of this method are that the
researcher has no control over the variable; can only report what had happened or what is
happening. The methods of research utilized in descriptive research are survey methods
of all kinds, including comparative and correlation methods.

2.2. STATEMENT OF OBJECTIVE:

OBJECTIVE OF THE STUDY:
PRIMARY OBJECTIVE:

To study about the recruitment process in HCL BPO

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SECONDARY OBJECTIVE:
To study the basis of appointment
To study the attrition level and its linkage with recruitment techniques used.
To identify the sources of recruitment preferred by the company

To offer suggestions to strengthen the crucial area of Recruitment and Selection

at HCL BPO.

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

2.3. RESEARCH INSTRUMENT:

The research instrument used in this study structured questionnaire.

Structured

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

2.4. QUESTIONNAIRE DESIGN:

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

2.5. DATA COLLECTION:

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Data refers to information or facts. It includes numerical figures, non numerical figures,
descriptive facts, and qualitative information. The task of data collection begins after
research problem has been defined and research plan has been decided. The nature of the
data is both Primary and Secondary data.
PRIMARY DATA The primary data are those that are collected through questionnaire and direct personal
interview. The questionnaire was framed in such a manner to obtain correct information,
graded suitably for the study.
SECONDARY DATA The secondary data has been collected through oral communication. Secondary data
about the company profile and other details were collected from the company website.

2.6. SAMPLING PROCEDURE:

Convenience sampling has been used in this study. Convenience sampling is used for
selection of homogeneous sample for the study. It refers to selection a sample of study.
It is a non-probability sampling. Thus research study may include study objects, which
are conveniently located. Research findings based on convenient sampling however,
cannot be generalized.

2.7. PERIOD OF STUDY

The study was under taken for a 3 months during MAR 5th to MAY 25th 2009. During the
period following steps are taken:
Objectives were set and questionnaire was finalized.
Data were collected and recorded
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 Data were analyzed and interpreted

Reports were generated

2.8. SAMPLING SIZE:

Due to time and resource constraint the sample size has been taken as 100 for survey. In
consultation with the company guide and the project guide.

2.9. PILOT SURVEY A pilot survey with 5 samples from employees was conducted for testing the validity of
the questions. It was found that there was no need for changes in the questionnaire and
hence the same questionnaire was used for final survey also.
Need For the Study:
To know effectiveness of the companys present recruitment strategy.
Manpower is the main resource of the company, therefore the company need
to know the critical areas where they can implement improvement so as to get
the right candidates at the right time at the right time at right place.
To identify the best source through which the company can recruit good
candidates at less cost.
Scope of the Study:
The study backed by a structured questionnaire, which was the main source of qualitative
data. Initially the study required relying more on secondary data. The study also covers
the tools to improve the recruitment strategy.
The aims of the recruitment and selection process should be to

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 Recruit high quality staff with the right skills on the appropriate contracts to
deliver the key objectives of the position and organization;
Ensure that equality of opportunity is considered as an integral part of
recruitment practice, thus encouraging diversity;
Ensure that recruitment is effective as a key public relations exercise for all
involved;
Ensure that recruitment is fair, efficient and cost-effective.

3.0. LIMITATIONS OF THE STUDY

Time was the main constraint. The project should be completed within stipulated
time limit (i.e. Mar 2nd May 3rd)
Since the project is of qualitative nature there was the participants bias in some
cases.
Some information cannot be accessed due to its confidential nature.

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SUGGESTIONS
The company should increase its intake of employees by recruiting from
Educational Institutes more vigorously.
The company should introduce a mobile recruitment team who can go from places
to places to select the candidates quickly and cost effectively.
To avoid the drain out of candidates because of less pay, company should give
incentives to the candidate based on the performance every month.
Company should give appraisal to the candidates in form of promotion or raise in
salary to enhance their performances and company should arrange further
workshops for least performing employees so as to increase their performance
level.
Candidates with working experience in any other BPO shouldnt be drained at all
instead should be hired and given training according to the requirement of the
company process.
Advertisement is the best source to grab maximum candidates, eventhough it is
expensive. This one time investment helps to reach maximum candidates. In
addition to this, employee references are the best source to get skilled candidates.
Jobsites and Online (Consultancies) are the best source to reduce the time and
save time to get candidates.

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CONCLUSION
This study has focused on the recruitment process of HCL Technologies BPO Services
Ltd. The study has been conducted from the employees working for recruitment process
in HCL BPO.
The company seems to be moving its right lines as far as its recruitment strategy is
concerned. However a few drawbacks were found and suggestions are recommended for
it.
Since the company is at its early stages and since recruitment is carried out on a mass
scale it becomes important to concentrate on this aspect. With these objectives in mind
this study has been conducted.

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BIBLOGRAPHY

WEBSITES VISITED:
www.hcl.in
www.google.com
www.humanlinks.com
www.hrcommunity.com

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