Summer Internship Report

On
“Recruitment and selection at HCl"

Submitted Toward the Partial Fulfillment of the Requirement for the

Award of the Degree of
Master of Business Administration (HR)

Under the Guidance of :

Dr. Amitabh Roy

Associate Professor

Submitted to: Submitted by:

Dr. Manish Dwivedi Akshat Mishra
MBA (HR)
Roll no.- 2210019025641
Session 2022-24

Institute of Management Science

University of Lucknow (New
Campus) Lucknow

1
CERTIFICATE

2
 DECLARATION

I hereby declare that the project work titled “Recruitment and selection in HCL”
submitted by me for the Summer Internship during the Master Of Business
Administration in Institute of Management Science, Lucknow University, New Campus
is my own original work and has not been submitted earlier either to (IMS) or to any
other Institution for the fulfillment of the requirement for any course of study. I also
declare that no chapter of this manuscript in whole or in part is lifted and incorporated in
this report from any earlier work done by me or other

Date : Akshat Mishra

Place MBA (HR)
Roll no.- 2210019025641
Session 2022-24

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 ACKNOWLEDGEMENT

I was placed at HCL for training purpose it has been a pleasure and honor to work at
such a great organization. I am highly thankful to the management and to all of them who
have directly or indirectly helped me in this project.

I would like to sincerely thank to Dr. Amitabh Roy(Internal Guide) for their support
and guidance that proved to be very essential and .valuable in completion of the project.

I am highly thankful to my Institute from where I got an opportunity to acquire the

training at HCL, Lucknow. I express my sincere gratitude to my industry guide Head -
Recruitment Operations for his able guidance, continuous support and cooperation
throughout my internship without which the present work would not have been possible.
Last but not the least, I thank my parents for their prayers, help and advice which helped
me a lot to complete this project report.

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 PREFACE

This Summer Training Report is prepared in respect of “Recruitment and Selection

Process at HCL” the Summer internship which is undertaken in 3 rd Sem of Master

Business Administration.

The process of economic growth needs development of capital resources besides other

structural changes such as improvement in skill and efficiency of manpower, better

organization of distribution, better health etc. The capital resources originated internally

from within the country and externally as suppliers by foreigners .External resources and

other technical needs.

Recruitment is the process to discover the sources of manpower to meet the requirements

of the staffing schedule and to employ effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of an efficient working force.

Keywords

 Recruitment and Selection Process in HCL Talent Management

 Scheduled Pvt. Sector Recruitment and Selection

 Human Resource Management

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 Executive Summary

During my internship I gained practical knowledge on how the recruitment process in the
organization HCL is initiated and the management of expenditure on food for the
employees.

The first section comprises the introduction to Human Resource Management in general.
The project encompasses introduction to the topic, its role, importance ,etc. It contains
detailed discussion of the HR functions followed by Organization Practice at HCL which
basically conveys how things are done in the HR Department.

Next sections describes my personal experience and work. As a HR Recruiter intern my

internship period was of 4 week

My responsibility deals with –

 Understanding the manpower requirement (qualification , age , experience , salary

expectation etc.)
 Using company ‘s official naukri application to scan and shortlist resume
 Conduct first round of telephonic interview.
 Maintain the data and share it with the senior.
 Also maintained the record of food items purchased for different department
 This internship gave me an insight into practical world of human resource
development. This gave me an opportunity to study the methods of how the hr
department works. I got the chance to meet the suppliers, distributors, workers,
team leaders and understand their job.

This report is basically all the work done by me in the duration of 4 week of Summer
Internship in HCL

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 TABLE OF CONTENT

Certificate
Declaration
Acknowledgement
Preface
Executive Summary

Chapter No. Chapter Name Page No.

1. Company Profile

2. Objective of Internship

3. Work Responsibilities

4. Methodology (if any)

5. Data Analysis (if any)

6. Skills Acquired

7. Finding Conclusion and Recommendation

8. Annexure

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Company Profile

8
 Company Profile

HCL

HCL Technologies is a next-generation global technology company that helps enterprises

reimagine their businesses for the digital age. Our technology products and services are

built on four decades of innovation, with a world-renowned management philosophy, a

strong culture of invention and risk-taking, and a relentless focus on customer

relationships. HCL also takes pride in its many diversity, social responsibility,

sustainability, and education initiatives. Through its worldwide network of R&D facilities

and co-innovation labs, global delivery capabilities, and over 159,000+ ‘Ideapreneurs’

across 50 countries, HCL delivers holistic services across industry verticals to leading

enterprises, including 250 of the Fortune 500 and 650 of the Global 2000.

Enterprises across industries stand at an inflection point today. In order to thrive in the

digital age, technologies such as analytics, cloud, IoT, and automation occupy center

stage. In order to offer enterprises the maximum benefit of these technologies to further

their business objectives, HCL offers an integrated portfolio of products and services

9
through three business units. These are IT and Business Services (ITBS), Engineering

and R&D Services (ERS), and Products and Platforms (P&P).

HCL Technologies Limited is an Indian multinational information

technology (IT) services and consulting company headquartered in Noida, Uttar

Pradesh, India. It is a subsidiary of HCL Enterprise. Originally a research and

development division of HCL, it emerged as an independent company in 1991 when HCL

entered into the software services business.[8] The company has offices in 44 countries

including United Kingdom, India, France, and Germany with a worldwide network of

R&D, "innovation labs" and "delivery centers", and 147,123 employees and its customers

include 250 of the Fortune 500 and 650 of the Global 2,000 companies.

It operates across sectors including aerospace and defense, automotive, banking, capital

markets, chemical and process industries, energy and utilities, healthcare, hi-tech,

industrial manufacturing, consumer goods, insurance, life sciences, manufacturing, media

and entertainment, mining and natural resources, oil and gas, retail, telecom, and travel,

transportation, logistics & hospitality.

HCL Technologies is on the Forbes Global 2022 list. It is among the top 20 largest

publicly traded companies in India with a market capitalization of $28.5 billion as of

May 2019. As of July 2020, the company, along with its subsidiaries, had a consolidated

annual revenue of ₹91,265 crore (US$10 billion).

ITBS enables global enterprises to transform their businesses via Digital Foundation, our

modernized infrastructure stack built around hybrid cloud, software-defined networks,

the digital workplace, and other elements; Digital Business, a combination of our

10
application services and consulting capabilities; and Digital Operations, a three-pronged

setup for modernized and efficient operations at enterprise level.

ERS offers engineering services and solutions in all aspects of product development and

platform engineering.

Under P&P, HCL provides modernized software products to global clients for their

technological and industry-specific requirements.

Our holistic Mode 1-2-3 strategy forms the backbone of these three business units to help

enterprises navigate the digital age with ease. It is the core aspect of our ‘Digital

Enterprise 4.0’ focus – aimed at offering holistic services to our clients to meet the

technology needs of their present while readying them to be future-ready.

The company’s DNA of grassroots innovation, its ingrained culture of co-innovation, and

its tradition of going far beyond what is expected, to create customer value, clearly

differentiates it and gives it a distinct advantage in creating value for businesses in the

digital and connected world.

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IDEAPRENEURSHIP™

At HCL, innovation is not just another word, it’s part of our organizational heritage and

DNA - a journey that began in 1976 and continues to power us ahead even today. The

culture at HCL Technologies – ideapreneurship™ as we call it - makes the license to

ideate a distinctive organizational capability. We see a grassroot movement that has

rallied the entire organization behind this innovation agenda, in a manner that leads to

relationships that deliver value beyond the contract to our customers.

RELATIONSHIP BEYOND THE CONTRACT

In today's uncertain world, not even the best contract can capture what will change

tomorrow. A contract can only convert to business advantage through a value centric

relationship. Our belief in the values of trust, transparency, flexibility and value-

centricity, fueled by our philosophy of 'Employees First', ensures the continued pursuit of

our customers' best interests. Driven by our Mode 1-2-3 Strategy, we help clients

reimagine their business in the digital age. This strategy is backed by the ‘Relationship

Beyond the Contract’ promise of 159,000+ Ideapreneurs who chase a shared goal of

improving our customers' business through everyday innovation and value addition

through alignment to business needs.

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MODE 1-2-3 STRATEGY

Businesses across industries stand at an inflection point today. Far-reaching disruption

fuelled by technologies like Digitalization, Analytics, Cloud, loT and Automation mean

these technologies lie at the core of any enterprise that is trying to reinvent itself. As the

demand for these services increase, HCL Technologies is accelerating its evolution into a

next-generation technology services firm through our Mode 1-2-3 strategy.

Overview

IT today is very different from what it used to be a few years ago. Digitalization today

has made consumers more powerful and transformed the expectations of enterprises from

IT.

IT infrastructure services have now grown in importance. They are now expected to help

businesses become agile, secure, service-oriented, and capable of delivering unified

experiences to end customers.

13
HCL's IT infrastructure management services have some of the most impressive

credentials in the IT vendor landscape. We have not only executed complex global IT

transformation exercises but also helped run efficient IT infrastructure services for some

of the world’s leading companies. We have consistently been recognized by leading

independent analysts such as Gartner, Forrester, IDC, Everest, and others as a leader in

core IT infrastructure management services. We have also won acclaim for our proven

track record of successful, high-complexity delivery, customer satisfaction, and

innovative solutions.

HCL's IT infrastructure management services offer the experience, talent, and tools

required to help you create, run, and manage next-generation IT infrastructure.

Giving IT infrastructure a digital upgrade

Digitalization is fundamentally changing how businesses operate and

thrive. Automation and cloud technologies are no longer optional but are core

components of any business transformation project. As businesses reinvent and transform

themselves, only the enterprises that can compete via technology innovation,

acceleration, and flexibility will survive. HCL’s digital-ready IT infrastructure services

are optimized to adapt to the unpredictable needs of enterprises for the digital age while

simultaneously delivering business value and outcomes.

Knowledge@Wharton, the online business analysis journal of the Wharton School of the

University of Pennsylvania, reached out to senior IT executives, academics, and HCL’s

Chief Technologist. They were asked to uncover management challenges and lessons

learned from existing pursuits and develop a checklist for digital aspirants like you.

Download the exclusive report here.

14
SERVICES

Next Generation Data Center Services

Our next-generation data centers with autonomics and orchestration capabilities aid in

creating unified experiences.

Digital Workplace Services

Workplaces in digital age have revolutionized as workforce today requires a workplace

that is smart, agile, and collaborative.

15
Next Generation Network Services

We enable business transformation and strategic alignment of Next-gen enterprise

networks, making them lean, agile, experience-centric, and outcome-based.

Cloud Native Services

Our host of cloud solutions ensures a seamless and efficient transition to the cloud.

Cyber Security & GRC Services

Our specialists integrate business intelligence, best practices, and regulatory systems to

meet customer objectives.

16
Service Integration & Management

We design and build the right SIAM model using our accelerators while implementing

and integrating multiple vendors.

Application Operations

We bridge the gap between the traditionally disparate application & Infrastructure

environment to bring proactivity in IT operations.

Mainframes and IBM i (AS/400)

We help our customers maximize value and efficiently leverage resources through our

mainframe services.

SOLUTIONS

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WorkBlazeTM

Enables real-time monitoring of end-user devices and software utilization on cloud

solutions. It provides meaningful insights through data accumulation, remediation, and

prediction.

Cloud Inception

Accelerates cloud migration across enterprises. It blends business objectives and

infrastructure components to determine the best roadmap for cloud execution.

VelocITy

Provides software-driven, data-center-level blueprints, incorporating HCL’s DRYiCE

autonomics framework and frequent interoperability. This ensures private cloud

architecture for efficient SDI management.

Evolve

Provides uncompromised vendor-neutral interoperability, comprehensive multiparty

voice monitoring, and bi-directional content sharing for enterprise communications, with

proactive measuring of UC management.

HCL’s SecIntAl

Helps mitigate cyber threats by identifying vulnerabilities. It is powered by Big Data

analytics and gathers intelligence from multiple sources.

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 Recruitment Process in HCL

Job analysis

In situations where multiple new jobs are created and recruited for the first time, a job
analysis might be undertaken to document the knowledge, skill, ability, and other
personal characteristics required for the job. From these the relevant information is
captured in such documents as job descriptions and job specifications. Often a company
will already have job descriptions that represent a historical collection of tasks
performed. Where already drawn up, these documents need to be reviewed or updated to
reflect present day requirements. Prior to initiating the recruitment stages a person
specification should be finalized to provide the recruiters commissioned with the
requirements and objectives of the project.

Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external advertising, using appropriate media,
such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise
scarce candidates who may be content in their current positions and are not actively
looking to move companies. This initial research for so-called passive candidates, also
called name generation, results in a contact information of potential candidates who can
then be contacted discreetly to be screened and approached.

Screening And Selection

Suitability for a job is typically assessed by looking for that are required for a job. These
can be determined via: screening résumés (also known as curriculum vita or CV); job
application; Biographical Information Blanks which is an assessment that asks for a more
extensive background than an application; or a job interview. Various psychological tests
can be used to assess a variety of KSAOs, including literacy. Assessment are available to
measure physical. Many recruiters and agencies use applicant tracking systems to

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perform the filtering process, along with software tools for psychometric testing and
performance based assessment. Performance based assessment is a process to find out if
job applicants perform the responsibilities for which they are applying. In many
countries, employers are legally mandated to ensure their screening and selection
processes meet equal opportunity and ethical standards.

In addition to the above selection assessment criteria, employers are likely to recognize
the value of candidates who encompass "soft skills" such as interpersonal or team
leadership, and have the ability to reinforce the company brand through behavior and
attitude portrayal to employees and suppliers. Multinational organizations and those that
recruit from a range of nationalities are also concerned candidates will fit into the
prevailing company culture. Though many hold attitudes that are more enlightened and
informed than past years, the word “disability” carries few positive connotations for most
employers. Research has shown that employer biases tend to improve through
firsthand experience and exposure with proper supports for employee and the employer
making the hiring decisions, less influenced by the disabled applicant perceived
contribution. As for most companies, money and job stability are two of the contributing
factors to productivity, which in return equates to the growth and success of a business.
Hiring disabled workers produce more advantages than disadvantages. Disabled workers
are more likely to stay with the company and make their a work a career than most due to
the fact that they appreciate having a job and are more stable because they a work at high
levels. There is no difference in the daily production of a disadvantaged worker. Given
their situation, they are more likely to adapt to their environment surroundings and
acquaint themselves with equipment, enabling them to solve problems and overcome
adversity as other employees. Companies are granted Disable Access Credit. Although
there are eligibility requirements for these funds, it could assist with costs of
accommodations and other expenses. Additional management to supervise and assist
those who encounter problems are needed which causes employers to hire more qualified
personnel (in case supervisor unavailable) and equate to higher wages, double shifts and
incentives. Ensuring adequate space and property changes such as ramps, restricting
parking spaces, and posting handicap signs can be fairly inexpensive, transformations

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still have to be in place and tedious. Sometimes companies loose skilled workers due to
depth of responsibility entailed in overseeing employees that are less advantaged.

Lateral hiring

"Lateral hiring" refers to the hiring of someone into a position that is at the same
organizational level or salary. It could mean hiring someone from another, similar
organization, possibly luring them with a better salary and the promise of better career
opportunities. An example is the recruiting of a partner of a law firm by another law firm.
A lateral hire may also refer to an employee moving from one position to another within
the same organization.

APPROACHES

There are a variety of recruitment approaches and most organizations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver their
overall recruitment strategy. There are six common models:

 In-house or human resources personnel may in some case still conduct all stages
of the recruitment process. In smaller organizations, recruitment may be done by
individual managers or recruiters. More frequently, whilst managing the overall
recruitment exercise and the decision-making at the final stages of the selection
process, external service providers may undertake the more specialized aspects of
the recruitment process.

 Social Media Recruitment is the new trend which can implement in the current
recruitment process. Social media helps to drive passive candidates and indirectly
helps to create brand awareness about the company. A few tools commonly used
by social media recruiters are LinkedIn, Facebook, Twitter, Google+, etc.

 Outsourcing of recruitment to an external provider may be the solution for some

small businesses and at times for large organizations.

 Employment agencies are established as both publicly funded services and as

commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies that deal

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 with providing unskilled workers through to highly skilled managerial or
technical staff or so-called niche agencies that specialize in a particular industrial
sector or professional group.

 Executive search firms recruit for executive and professional positions. These
firms operate across a range of models such as contingency or retained
approaches, and also hybrid models where advertising is also used to ensure a
flow of candidates alongside relying on networking as their main source of
candidates.

 Internet recruitment services include recruitment websites and job search engines
used to gather as many candidates as possible by advertising a position over a
wide geographic area. In addition, social network sourced recruitment has
emerged as a major method of sourcing candidates.

Types Of Recruitment Procedure

In-house

Many employers undertake their own in-house recruitment and selection, using
their human resources department, front-line hiring managers and recruitment personnel
who handle targeted functions and populations. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job vacancies on their own
website and other job boards, coordinate internal employee referrals, target and headhunt
external candidates (much like an external agency or search firm), work with external
associations, trade groups and/or focus on campus graduate recruitment. Some large
employers choose to outsource all or some of their recruitment process (recruitment
process outsourcing), however a more common approach is for employers to introduce
referral schemes where employees are encouraged to source new staff from within their
own network.

Internal Recruiters And Selection

An internal recruiter (alternatively in-house recruiter or corporate recruiter) is

member of a company or organization and typically works in the human

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resources department. Internal recruiters may be multifunctional, serving in an
Recruiterrole or in a specific role focusing all their time on recruiting. Activities vary
from firm to firm but may include, screening CVs or résumés,
conducting aptitude or psychological testing, interviewing, undertaking reference and
background checks, hiring; administering contracts, advising candidates on benefits, on
boarding new recruits and conducting exit interviews with employees leaving the
organization. They can be permanent employees or hired as contractors for this purpose.
Contract recruiters tend to move around between multiple companies, working at each
one for a short stint as needed for specific hiring purposes. The responsibility is to filter
candidates as per the requirements of each client.

Employee referral

An employee referral program is a system where existing employees recommend

prospective candidates for the job offered, and in some organizations if the suggested
candidate is hired, the employee receives a cash bonus. Job seekers may also be referred
or recommended by a third-party affiliate within a particular field based on certain
criteria resulting in a lead or interview with a potential future employer.

In some cases the organization provides the employee referral bonus only if the referred
employee stays with the organization for stipulated time duration (most cases 3–6
months). Referral bonus depends on the grade of the referred employee, higher the grade
then higher the bonus however, this method is not used for senior level hiring.

Outsourcing

An external recruitment provider may suit small organizations without the facilities to
recruit. Typically in large organizations, a formal contract for services is negotiated with
a specialist recruitment consultancy. These are known in the industry as Recruitment
Process Outsourcing. Recruitment process outsourcing may involve strategic consulting
for talent acquisition, sourcing for select departments or skills, or total outsourcing of the
recruiting function.

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Job Interview

Sometimes companies send recruiters to colleges to interview prospective employees.

Employment Agencies

For more details on this topic, see employment agencies.

Employment agencies operate in both the public and private sectors. Publicly funded
services have a long history, often having been introduced to mitigate the impact of
unemployment in economic downturns, such as those which form part of the New
Deal program in the India, and the Jobwala.com and Nakuri.com etc. in the India.

The commercial recruitment industry is based on the goal of providing a candidate to a

client for a price. At one end of the spectrum, there are agencies that are paid only if they
deliver a candidate that successfully stays with the client beyond the agreed probationary
period. On the other end, there are agencies that are paid a retainer to focus on a client's
needs and achieve milestones in the search for the right candidate, and then again are paid
a percentage of the candidate's salary when a candidate is placed and stays with the
organization beyond the probationary period.

The agency recruitment industry is highly competitive, therefore agencies have sought
out ways to differentiate themselves and add value by focusing on some area of the

24
recruitment life cycle. Though most agencies provide a broader range of service
offerings, at the two extremes are the traditional providers and the niche operators.

Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable candidates
are short-listed and put forward for an interview with potential employers on a contract or
direct basis.

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their
focus, these firms can very often produce superior results due to their ability to channel
all of their resources into networking for a very specific skill set. This specialization in
staffing allows them to offer more jobs for their specific demographic, which in turn
attracts more specialized candidates from that specific demographic over time building
large proprietary databases. These niche firms tend to be more focused on building
ongoing relationships with their candidates as is very common the same candidates are
placed many times throughout their careers. Online resources have developed to help find
niche recruiters. Niche firms also develop knowledge on specific employment trends
within their industry of focus (e.g., the energy industry) and are able to identify
demographic shifts such as aging and its impact on the industry.

Financial arrangements operated by agencies take several forms, the most popular are:

 A contingency fee paid by the company when an agency introduced candidate

accepts a job with the client company. Typical fees range from 15% to 35% based
on the candidates first-year base salary (fees as low as 12.5% can be found
online). This type of recruitment usually has a rebate or replacement guarantee
should the candidate fail to perform or leave within a set period of time (often up
to a three-month period and as much as a 100% rebate).

 An advance payment that serves as a retainer, also paid by the company, is non-

25
 refundable and paid in full depending on outcome and success (e.g., 40% up front,
30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters

 Hourly charge for temporary workers and projects. A negotiated hourly fee in
which the agency is paid and then pays the applicant as a consultant for services
as a third party. Many contracts allow a consultant to transition to a full-time
status upon completion of a certain number of hours with or without a conversion
fee.

Executive Search Firms or Headhunters

An executive search firm or "headhunter" are industry terms for a third-party recruiter
who seeks out candidates often once normal recruitment efforts have failed. Headhunters
are generally considered more aggressive than in-house recruiters or may have existing
industry experience and contacts. They may use advanced sales techniques. They may
also purchase expensive lists of names and job titles but more often will generate their
own lists. They may arrange a meeting or a formal interview between their client and the
candidate and will usually prepare the candidate for the interview, help negotiate the
salary and conduct closure of the search. They are frequently members in good standing
of industry trade groups and associations. Headhunters will often attend trade shows and
other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation). Due to
their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized individuals;
for example, in some fields, such as emerging scientific research areas, there may only be
a handful of top-level professionals who are active in the field. In this case, since there
are so few qualified candidates, it makes more sense to directly recruit them one-by-one,
rather than advertise internationally for candidates. While in-house recruiters tend to
attract candidates for specific jobs, headhunters will attract both candidates and actively
seek them out as well. To do so, they may network, cultivate relationships with various

26
companies maintain large databases, purchase company directories or candidate lists
and cold call prospective recruits.

Headhunters are increasingly using social media to find and research candidates. This
approach is often called social recruiting.

Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world, able to combine the
research aspects (discovering passive candidates) of recruiting and combine them with
the ability to make hires for their clients. These firms provide competitive passive
candidate intelligence to support companies' recruiting efforts. Normally they will
generate varying degrees of candidate information from those people currently engaged
in the position a company is looking to fill. These firms usually charge a daily rate or
fixed fee. Executive research can help companies uncover names that cannot be found
through traditional recruitment methods and will allow internal recruitment and
resourcing managers more time to deal with face to face interviews.

Internet recruitment services

Recruitment websites

Such sites have two main features:

Job boards a Resume/Curriculum vitae (CV) database. Job boards allow member
companies to post job vacancies. Alternatively, candidates can upload a résumé to be
included in searches by member companies. Fees are charged for job postings and access
to search resumes. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and then pool
them in client accessed candidate management interfaces (also online). Key players in
this sector provide e-recruitment software and services to organizations of all sizes and
within numerous industry sectors, who want to e-enable entirely or partly their
recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount

27
of administration. Online recruitment websites can be very helpful to find candidates that
are very actively looking for work and post their resumes online, but they will not attract
the "passive" candidates who might respond favorably to an opportunity that is presented
to them through other means. Also, some candidates who are actively looking to change
jobs are hesitant to put their resumes on the job boards, for fear that their companies, co-
workers, employees or others might see their resumes.

Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple

websites. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-
seekers. However, there are many other job search engines which index solely from
employers' websites, choosing to bypass traditional job boards entirely. These vertical
search engines allow job-seekers to find new positions that may not be advertised on
traditional job boards, and online recruitment websites.

Recruitment agency directories

The emergence of the Internet provided the functionality to provide recruitment agencies
with a low-cost alternative to advertising. Unlike a standard directory, these niche
directories have helped those searching for employment representation, a way to narrow
down their requirements based on their own job-searching requirements. Recruitment
agencies are then able to showcase their services directly to those looking. Omm Rudra
Placement Services Badambadi, Cuttack

Social Recruiting

Social recruiting is the use of social media for recruiting including sites
like Facebook, Twitter, and LinkedIn. It is a rapidly growing sourcing technique,
especially with middle-aged people. On Google+, the fastest-growing age group is 45-54.
On Twitter, the expanding generation is people from ages 55–64.

Mobile social recruiting is rapidly expanding. CareerBuilder ran a recent survey of

the Fortune 500 companies and discovered that 39% of people in the India uses tablet
computers. Another recent survey done by co revealed that 43% of candidates research
28
company policy, culture, and history all within the fifteen minute time period before an
interview begins. However, 80% of Fortune 500 companies fail to use mobile-optimized
career sites.

Candidate Paid Recruiters

Some recruiters work by accepting payments from job seekers and in return helps them to
find a job. Such recruiters often refer to themselves as "personal marketers" and "job
application services" rather than as recruiters.

Strategic talent acquisition

Talent acquisition is the targeted recruitment/acquisition of high performing teams for

example; in sales management or financial traders into a company from a competitor or
similar type of organization. Organizations requiring external recruitment or head-
hunting firms are now employing "talent acquisition" specialists whose job it is to
identify, approach and recruit top performing teams from competitors. This role is a
highly specialized role akin to that of a traditional recruiter/headhunter specialist but
carrying greater visibility and strategic importance to a business. In many cases the talent
acquisition person is linked directly to a company's executive management, given the
potential positive impact a company can benefit from by getting high-performance sales
people into the business, whilst removing the same performing sales people from
competitors.

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Reasons Why Should Join HCL Talent Management

 Rewarding career

As an HCL Talent Management employee, one will help people realize their dreams by
fulfilling their financial goals. The difference employee makes to their lives is more
rewarding & satisfying than one can ever imagine.

 A successful team

By joining HCL Talent Management, employee becomes a part of the country’s finest
team of HCL Talent Management. is the No.1 private player. Recently it has been
adjudged the Best for year 2009

 Attractive remuneration

HCL Talent Management offers one of the best remuneration systems in the industry that
not only takes care of employee ’s current earnings, but also guarantees earnings for the
future. What’s more, employee can set his own income targets with a potential to earn as
much as one wants for the rest of his life.

 Independence

As employee, one will be a true entrepreneur. One has the freedom to be his own boss,
work for himself, choose his own clients & make his own money. All of this, without
making any initial capital investment.

 World-class training

HCL Talent Management provides you with the best-in class training system, since that is
what differentiates HCL Talent Managementemployees from the rest. Even if one doesn’t
have previous experience in selling, their multi-dimensional training program conducted
by their qualified in-house training personnel, will make you a specialist in life insurance
sales. Their training program is conducted.

 Commitment to career agency system

Their Commitment to career agency system means that, they support their employee s &
their efforts not just today but at every stage of their business. They believe in

30
encouraging their employee s to strive towards the highest level of success, throughout
their careers. In fact, depending on the performance, they offer a management career
option with the company.

 Infrastructure support

They have invested in creating a state-of-the-art infrastructure at each of their offices.

Employees have access to the necessary tools, technology & people support that will
enable you to build a profitable long-term business.

 Sales & marketing support

HCL Talent Management supports their employee s with innovative sales & marketing
tools. The sales, promotions & marketing collaterals that they provide will help the
employee s take their business to new heights.

31
Recruitment Process At HCL Talent Management

At the beginning of every year, HCL Talent Management certain strategic objectives for
achieving its annual business targets. Based on this, each center of the organization plans
out its manpower requirement and then the Finance Department analyzes the costs
involved in recruiting the required manpower. After discussions with various Circle
Heads, the recruitment plan is finally set in motion.

The recruitment process at HCL Talent Management. essentially starts with the
Manpower Requisition Form as per the manual provided by the Company. This form
details the type of vacancy that is existing for a particular department and the number of
personnel and their qualifications required for the job.

External sources of recruitment used at HCL Talent Management.

Recruitment through consultants

Manpower consultancies are an important source for providing prospective candidates.

Trainee Program Campus Recruitment

The primary objective of recruiting students from campus is to groom young and fresh
talent to fit into the organization’s culture through a well planned learning process. This
resource pool can be utilized to contribute a new perspective to the technical and non-
technical aspects of business.

Job Portals

Job portals like www.naukri.com , www.monster.comet care also a source of recruitment

at HCL Talent Management. .

Internal sources of recruitment used at HCL Talent Management.

 CV Data Bank

The internal databank of cv’s is an important source of profiles, especially with regard to
local candidates. After the applications are received, they are screened and short-listed for
further processing.

 Employee Referral

32
Employee referral is an efficient and cost effective way of attracting qualified candidates.
Employees not only get the referral fee, but they also play a role in shaping the
company’s future.

 Outsourced Employee

Hiring an outsourced employee simplifies the induction process as the employee is

acquainted with the job complexities and the organization culture. The term “outsourced
employees” refers to the employees working in contract basis. These employees are on
the pay roll of an external agency and are primarily employed at entry level positions.

 Internal Job Posting

This method is used for identifying qualified internal candidates. It has the advantage of
redeploying people already acquainted with the company’s business processes and
culture and hence, job training can be reduced.

1. Screening of applications is done and the appropriate applicants are sorted out
and interview calls/aptitude tests arranged at the appointed dates.

Business Process Aptitude Test (BPAT): This test is only applicable for screened
applicants.

33
 Business Process Aptitude Test

Module Time Minimum Candidate’s Maximum Percentage

Taken Score Score
Passing
(seconds) Score

Analytical

Numerical

Sentence
Completion

Series

TOTAL

Only those candidates are sent for the interview who clear the BPAT.

2. Filling up of the Interview Assessment Form and undergoing the Psychometric

Assessment Test is an important aspect of the recruitment process. Here the following
parameters of the candidate are tested and ratings are given:

 Overall Appearance & Self Presentation

 Education & Past Work Experience

 Communication Skills

 Customer Focus

 Result Orientation

 Initiative with Speed

 Self Confidence

 Passion for Achievement

34
The Psychometric Assessment Test evaluates the candidate on the CRISP parameters:

Full form of CRISP

C - Customer Focus

Implies demonstrating a knack for anticipating customer needs, servicing them and
constantly seeking new ways to surpass customer expectation so as to build equity with
respect to business objectives.

R - Responsibility for Results

This implies demonstrating a result focused approach rather than activity orientation,
having the ability to create a high performance work climate, drive high and stretched
goals and relentless sly focus on value creation, taking the ownership and responsibility
for one’s own actions and coming up as a self motivated individual focusing on
deliverables and deliveries.

I - Initiative with Speed

This implies demonstrating a desire to take the first step, thinking new and ahead and
being swift without compromising on quality, being creative and innovative and having
the willingness to experiment and take risks, proactively engaging others to create new
value in whatever is being done.

S - Self Confidence with Consciousness

This implies demonstrating the ability to handle complex and adverse situations, without
being overawed by complexity and mounting hazards, always being aware of the
consequences of one’s own behaviors and desired outcomes from a particular situation
without getting confused.

P - Passion for Achievement

This implies demonstrating zeal relentlessly to surmount handicaps, bottlenecks, and

constraints to achieve goals, converting perceived threats in to opportunities and taking
every assignment to its logical conclusion.

The scores for each parameter are depicted in the following manner

35
Very Low:

Implies that the test taker has restricted access to this competency and he is normally
expected not to demonstrate the competency at the work place and expression of positive
behavioral indicators is likely to be rare. The test taker has limited ability to utilize this
competency.

Low:

This means that the test taker has limited access to this competency and his performance
on this competency is more likely to be conditional (if conditions are favorable, he/she
may exhibit a satisfactory level on this competency). The test taker has less than
adequate ability to transform decisions related to this competency into action.

Moderate:

The test taker has moderate ability to this company and is normally expected to
demonstrate a medium level on this competency under most situations. A higher level
can be reasonably expected under favorable conditions.

Strength:

The test taker has very good ability to utilize the competency especially in well defined
areas. However, there are specific situations, especially under pressure, that can interfere
with the translation of his/her ability into decisions and actions. His behavior may be
characterized by frequent display of positive behavioral indicators of this company.

Towering Strength:

The test taker has excellent ability to translate his competencies into decisions and
actions thereby reducing the potential for errors and mistakes. The test taker has very
good ability to translate his competencies into measurable action steps and he/she
consistently displays positive behavioral indicators of this competency.

36
 PERSONAL FILE CHECK – LIST

1. CV

2. ID PROOF

3. SOURCE OF RECRUITMENT

4. RECRUITMENT EXAMS WORKSHEET(BPAT & CRISP)

5. APPOINTMENT LETTER OF CURRENT COMPANY

6. PRE-EMPLOYMENT APPROVALS(SALARY TEST NOTICE PAY ETC)

7. SELF DECLARATION

8. OFFER LETTER SIGNED

9. MARK SHEETS

10. PERMANENT ADDRESS PROOF

37
OBJECTIVE OF INTERNSHIP

38
 OBJECTIVE OF INTERNSHIP

As a HR Recruiter and management system intern, my internship provided me with

practical, hands-on experience of HR management work. The internship provides a
comprehensive learning experience that prepared me for future roles in HR by combining
practical skills with theoretical knowledge. The objectives of an internship typically
include:

Experiential Learning:

The internship offered real-world exposure to HR functions, allowing me to apply

theoretical knowledge to practical situations.

Skill Development:

the internship provides me with the opportunities to develop various HR-related skills
such as using various recruiting software MS – OFFICE suite, scanning resume etc.

Understanding HR Processes:

Gaining insight the day-to-day operations of HR departments, including how they handle
tasks like initiating recruitment process, scanning resume, maintaining useful records,
policy implementation.

Integration of Theory and Practice:

Bridge the gap between theoretical knowledge gained in academic settings and its
practical application in the workplace.

39
Work Responsibilities

40
 WORK RESPONSIBILITIES

This internship gave me hands-on experience in recruitment and data management

system allowing me to enhance my skills in candidate sourcing, interviewing, record
management, data entering.

My responsibility was basically divided into two parts.

Firstly it comprised of Job posting. It deals with posting the jobs at various websites
including Naukari.com.

My second responsibility was a initiate recruitment process. It starts with understanding

the job role, scanning the resume, maintaining excel sheet containing their information.

 Enter data into appropriate software and manage spreadsheets with large numbers
of figures
 Update existing data records and delete unnecessary files
 Sort and organize data for the purpose of data entry
 Retrieve data from the database or electronic files as requested
 Verify data accuracy and edit files before data entry
 Assist in other general administrative and clerical tasks
 Ensure that all data entries are accurate and up-to-date
 Review data for deficiencies or errors, correct any incompatibilities, and check
the output

Keep on top of competency

Having up-to-date records which provide an overview of the training, qualifications,

sales, order, requirement held by company employees and allows you to understand the
level of competency across the business

41
Fulfillment of Physiological need

These are the necessities which is required for the working of the Human body. These
needs must be fulfilled so as to keep worker worriless and increase the productivity .
Therefore it is important to keep all the record regarding Job posting . It may include
vendor management , menu planning , quality and quantity management of food etc.

Candidate Information

Maintains a comprehensive database of candidate details like personal information, job

history, qualification, current salary , expected salary etc., aiding in effective recruitment
process.

Decision-making and Analytics

Data stored facilitates analysis of workforce trends, different suppliers and helps in
making informed decisions regarding recruitment, employee satisfaction, canteen facility
etc .

Historical Reference

Records serve as a historical reference for HR professionals to analyze past trends, track
changes, and assess the effectiveness of HR policies and practices over time. This
historical data aids in making informed decisions for future strategies.

Given below is the detailed evaluation of my responsibility

Imitating Recruitment Process-

• Assisting in the end-to-end recruitment process.

• Using Naukri app for selecting appropriate resume

• Conducting initial screenings and interviews to identify qualified candidates who

align with our values.

• Collaborating with hiring managers to understand their staffing needs and

develop effective recruitment strategies.

42
• Assist in data entry for candidate information, including personal details ,
qualification, current location etc.

• Update and maintain candidate's record in the HR systems.

• Support the HR team with other duties as needed

• Assist with data entry and analysis

43
METHODOLOGY

44
 METHODOLOGY

Research Methodology is a way to systemically solve the research problem. It may be

understood as a science of studying how research is done. and it to study the various steps
that are generally adopted by a researcher in studying his research problem it is necessary
for the researcher to design the methodology form the problem as a method differ from
problem- problem.

Research design

Research design is a conceptual structure with the help of which research is conducted.
There is no unique method which can entirely eliminate the elements of undertaking both
research methodologies more than any other procedures can minimize the degree of
uncertainty. Thus it reduces the probability of making a wrong choice amongst the
alternative course of action. in this research descriptive research design is being used. a
descriptive research study is concerned with describing the characteristics of the
particular field of group. The study is done for specific purpose with the help of facts
collected but car should be taken the information should be free from bias and should be
reliable. The design includes the following steps:-

 Objective formulation
 Data collection
 Sample selection
 Sample size determination
 Analying the information
 Result
 Limitation

45
Research Process

Before embarking on the detail of research methodology and the techniques it seems
appropriate to present the brief overview of the research process. Research process
consists of series of action or steps necessary to effectively carried out the research and
the desired sequencing of these steps one should remember that the desired sequencing of
these steps. One should remember that various steps involve in a research process are not
mutually exclusive nor they are separate and distinct they do not necessarily follow each
other. any specific order and researcher have to be constantly anticipating at each steps in
the research process however the following order concerning various steps provide a
useful procedural guideline regarding the research process.

Defining the problem :

The objective of the project was to undertake a study on the training and development of
the employee working in the Pepsi with a view to know the improvement in the
performance after the training programme was imparted to them.

Research Design

Research design is a conceptual structure within which research is conducted; it is

basically the blue print for a collection of data, measurement and analysis of data. “A
research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to research purpose with economy in procedure”.

RESEARCH DESIGN : Exploratory

SAMPLE SIZE :- 100

AREA OF WORK : Lucknow

Area of universe : HCL

46
The data collection from two sources:

Primary data:-

It was collected through the survey of Employees

SECONDARY DATA:-

It was collected from internet, various books, newspapers and company literature.

Sample instruments:-

All the primary data was collected using structured interview method. For this purpose
the tools used was questionnaires in which the respondents were asked to rate their
experience about the various aspects of job on liker scale ranging from high jobs
satisfaction to low Employees satisfaction.

Analyzing the information:-

To analyze the information collected used were very basic and easy to comprehend. The
measure of control tendencies and graphical method were used for analyzing the data.

Results:

The results are given in the forthcoming pages in from of finding and analysis and
recommendations thereafter.

47
DATA ANALYSIS

48
 Data Analysis

1. Are you happy with the Recruitment process in HCL?

No. of respondent

Yes 80

No. 20

No. 20%

Yes No.

Yes 80%

Interpretation

Out of respondent said that 80% yes happy with recruitment process and 20% not process

49
 2. How do you feel about interview panel of in HCL?

Respondent No. In Percentage

a) Excellent 45

b) Good 32

c) Satisfactory 15

d) Poor 8

8%
15%
45%
Excellent
Good Satisfactory
Poor
32%

Interpretation

 Out of respondent said that 45% Excellent feel interview panel.

 Out of respondent said that 32% Good feel interview panel.
 Out of respondent said that15% Satisfactory feel interview panel.
 Out of respondent said that 8% Poor feel interview panel.

50
 3. Did the HCL meet your expectations?

No. of respondent

Yes 60

No. 40

No. of respondent

38%

Yes
62% No.

Interpretation

Out of respondent said that 62% yes HCL meet expectation and 38% not expectation.

51
 4. Are you happy with the salary what you offered from the HCL?

No. of respondent

Yes 65

No. 35

No. of respondent

35%

Yes
65% No.

Interpretation

Out of respondent said that 65% yes happy with the salary offered from the in HCL 35%
not happy offered by bank.

52
 5. Did HCL Managing commitment which is given to you at the time of
interview?

No. of respondent

Yes 50

No. 50

50% 50%
Yes
No.

Interpretation

Out of respondent said that 50% yes HCL Talent Management Managing commitment
given the time of interview and 50% not given the time of interview.

53
 6. How do you come to know about openings in HCL?
No. of respondent

Friends 40

Internet 30

News Paper 20

Others 10

10%

20% 40%
Friends
Internet
News Paper
30% Others

Interpretation

 Out of respondent said that 40% Friend came opening in HCL by Talent
Management.
 Out of respondent said that 30% Internet come opening in HCL Out of respondent
said that 20% News Paper come opening in HCL Out of respondent said that 10%
Other come opening in HCL

54
 7. Do you want to refer more friends to HCL?

Respondent No. of respondent

Yes 62

No. 38

No. of respondent

38%

Yes
62%
No.

Interpretation

Out of respondent said that 62% yes more friends to HCL and 38% not in HCL

55
 8. Did you have the right Designations in HCL?
No. of respondent

Yes 55

No. 45

No. of respondent

55% Yes
No.

Interpretation

Out of respondent said that 55% Yes right designations and 45% not designations.

56
9:-What should be the best recruitment sources according to your preference in HCL
Respondent No. of respondent

Employment Bureau 35

News Paper ads 25

Direct Recruitment 20

Placement agency 10

Others 10

No. of respondent

10%
10%
Employment Bureau
35%
News Paper ads Direct Recruitment Placement ag
20% Others
25%

Interpretation

Maximum respondent said that Employment Bureau and News Paper ads right
designations in HCL but 25% and 20% said that Direct Recruitment and Placement
agency.

57
 10:-What should be the best recruitment sources according to your preference
in HCL?
Respondent No. of respondent

Internal Recruitment 60

External Recruitment 25

Both 15

15%

Internal Recruitment
25%
60% External Recruitment
Both

Interpretation

Maximum respondent i.e. 60% is Internal Recruitment in HCL Talent Management but
25% External Recruitment and 15% both

58
SKILLS ACQUIRED

59
 SKILLS ACQUIRED

Communication and Interpersonal Skills Good communication are essential to succeed in

both your professional and personal life. It is one the top skill that potential recruiters
search for in you and something that can be improved through internship.

Teamwork and Collaboration

It might be great at most hard and soft skills at an individual level; however, you’ll be a
part of a team in a professional setting.

Time Management and Multitasking

Effective time management is essential to find a balance between your daily tasks in the
office and personal life.

Assertiveness

During internship often you will be asked to do things that are beyond your capacity. This
may not just pertain to things that are above your skill level, but also tasks that take up
too much of your time.

Critical Thinking

Most recruiters value employee who possess good critical thinking skills. These skills are
needed in all aspects of a business as well as in all departments of all organization.

Data Analysis

Using HR metrics and data to derive insights for decision-making and planning

Networking and Collaboration

Engaging with HR professionals and other departments, fostering professional

relationships, and understanding how HR interacts with different areas of an organization

60
Feedback and Reflection

Receiving feedback from mentor or supervisor to enhance skills and understanding and
reflecting on experiences to identify areas for personal and professional growth.

Project Engagement

Engaging in specific projects or tasks to gain insights into problem-solving, decision-

making, and contributing meaningfully to HR initiatives

 To make theoretical knowledge clear and exact

 To increase the value of theoretical knowledge.

 To remove the limitations of theoretical knowledge.

 To get practical knowledge about the institution.

 For reporting practice.

 To know about the present situation of the institutions.

 To expand the span of knowledge.

 To know how to solve managerial problems.

 To suggest some measures for the profitability position of an organization.

 To impact the knowledge of practical training in the practical life.

Efficiency in technology

An HR intern's job involves leveraging technology in their day-to-day work. Interns

handle various technological aspects, although they are not the core part of prominent
HR projects. Companies expect their interns to show a fair aptitude for technology.
Their responsibilities may include making presentations for upcoming projects ,
managing Excel Sheet , maintain online record , making video graphics orientation
modules.

61
Listening skills

As an HR intern, part of the job is to follow instructions from your supervisor or

mentor. Listening is crucial to accomplishing assigned tasks efficiently without
making errors. They also deal with new hires performing recruitment and onboarding
tasks. Thus, patiently listening to instructions is one of the vital responsibilities of an
HR intern.

62
FINDINGS

63
 FINDINGS

 Out of respondent said that 80% yes happy with recruitment process and 20% not
process Out of respondent said that 45% Excellent feel interview panel.

 Out of respondent said that 32% Good feel interview panel.

 Out of respondent said that15% Satisfactory feel interview panel.
 Out of respondent said that 8% Poor feel interview panel. Out of respondent said
that 62% yes HCL meet expectation and 38% not expectation. Out of respondent
said that 65% yes happy with the salary offered from the in HCL 35% not happy
offered by hcl.com.
 Out of respondent said that 50% yes HCL Managing commitment given the time
of interview and 50% not given the time of interview.
 Out of respondent said that 40% Friend come opening in HCL

 Out of respondent said that 30% Internet come opening in HCL Out of respondent
said that 20% News Paper come opening in HCL Out of respondent said that 10%
Other come opening in HCL. Out of respondent said that 62% yes more friends to
HCL Talent Management and 38% not in HCL. Out of respondent said that 55%
Yes right designations in HCL and 45% not designations.
 Maximum respondent said that Employment Bureau and News Paper ads right
designations in HCL but 25% and 20% said that Direct Recruitment and
Placement agency.
 Maximum respondent i.e. 60% is Internal Recruitment in HCL but 25% External
Recruitment and 15% both

64
Conclusion

65
 Conclusion

Human resource management is a continuously practicing issue so it plays a significant

role on organizations overall performance. If an organization wants to gain full benefit
from human resource management it should follow all the sections of HRM. As a MNC
large employees are recruited for its operations and performances. But it will expand
soon or later and then the number of HR employee may not be enough to run the
company. Committed and trustworthy employees are the most significant factors to
becoming an employer of choice, it is no surprise that companies and organizations face
significant challenges in developing energized and engaged workforces. However, there
is abundance of research to demonstrate that increased employee commitment and trust in
leadership can positively impact the company’s bottom line. In fact, the true potential of
an organization can only be realized when the productivity level of all individuals and
teams are fully aligned, committed and energized to successfully accomplish the goals of
the organization. Thus, the objective of every company should be to improve the desire of
employees to stay in the relationship they have with the company.

Other than just recruiting the employees, It is also the responsibility of the organization to
look after and fulfill their basic need such as refreshment and lunch facilities. The food
items provided to the employees should be of good quality and in proper quantity as well.

66
Recommendations

67
 Recommendations

• To get effective and efficient employee, the organization should arrange proper
training and development programs.

• The entire HR department should be well informed regarding the employment

personal.

• The organization should provide well direct compensation as well as direct to its
staffs.

• The management should have job evaluated salary structure and bonus structure,
which is most competitive than other organizations in the country.

• To evaluate employee’s performance; the management should follow promotion

policy properly.

• In order to get competitive advantage and to deliver quality service, top

management should try to modify the services.

• Try increasing network both online and offline means

• Try to be more digital

• Proper training needed for ensuring efficient performance of the employees.

• Increasing breakfast quality and quantity.

68
 BIBLIOGRAPHY

Books

 C.R Kothari Research methodology,2000, Himalaya publishing

house, New Delhi

 Prof P.C Tripathi ,Human Recourse Development , Himalaya

publishing house, New Delhi

 P.SUBA RAO Essentials Of Human Recourse Management

And Industrial Relations

 R.S. DWIVEDI Managing Human Recourse

 Human Recourse week Magazine

Websites :-

 www.google.com

 Information Brochure of hcl.com

 Product Manuals of hcl.com

69
Annexure

70
 QUESTIONNAIRE

Q. 1:-Are you happy with the Recruitment process in HCL:-

Yes
No

Q. 2:- Are you satisfied with Interpersonal relationships with HCL?

Yes
No

Q. 3:- How do you feel about interview panel of in HCL?

Yes
No

71
Q. 4:- How do you come to know about openings in HCL?

Yes
No

Q. 5:-
What should be the best recruitment sources according to your preference in HCL

Yes
No

Q. 6:- What should be the best recruitment sources according to your preference in HCL :-
Yes
No

72