Developing Competitive Advantage Essay Example | Topics and Well Written Essays - 1500 words

Developing Competitive Advantage - Essay Example In analyzing the information sharing, this paper will look at relevant examples so as to elaborate on the inherent need of information to both the customers and the firms. Discussion The supply chain becomes more efficient with the increased coordination of activities due to automation. Consequently, the need for inventories is reduced. Proctor and Gamble (P&G) is a company that has been operational in the world for a long time. The manufacturer has a relationship with the retailer Wal-Mart (Clark & Lee 2000, p. 126). The relationship between the two companies has to be analyzed from a transactional perspective as well as from an operational and strategic one. The two companies, apart from sharing information with each other have gone ahead to share the same information with their customers. This has stemmed from the need by the companies to involve their customers in the pricing of products as well as increasing the value of these products. The basis of the relationship between the companies and the customers is based on mutual trust. P&G and Wal-Mart are not only partners but also competitors. Therefore, the trend that they have set in the sharing of information can be analyzed from the benefits that the two derive from being in a relationship with each other as well as with their customers. The sharing of information has to be approached cautiously. Naturally, many companies are skeptical that the information that they share with the customers as well as competitors would be used in a negative manner which may hurt the company’s profitability. Doctors concede that the patient they treat today have a major difference from the patients that they treated in the years gone by. Once a patient seeks out a doctor, the patient is usually armed with information regarding the treatment procedures that are available for the conditions that they may have. The doctor will start by giving the patient the preliminary information regarding the condition from where th e patient will inquire more on the treatment procedure and the condition. The patients will want to know the different risk factors that are involved in treatment as well as the benefits that are to be gotten from the procedures. This sharing of information between doctors and patients explains why the business environment is changing. The consumers of certain products require that the producers share the information that they have on the products (Seidmann & Sundararajan 1998, p. 34). There are very many chat rooms on the internet that are aimed at sharing information on a hoard of topics. The members of these chat rooms will critique as well as praise some products. At the end of it all, the consumer is armed with the necessary information in order to make a certain purchase. When Michael Dell started IBM, the cost of a computer was $3,000. This suggested that the markup from selling the machines as well as the costs were too high. He saw it prudent to reduce the costs associated with the assembly of the machines so that they would retail at lesser prices. In attempting to do this, he had to use less expensive methods of sourcing for the raw materials as well as internal ways that would cost less. The box, speakers, memory, hard disks and drives were being

Oprah Winfrey Essay Example for Free

Oprah Winfrey Essay I. Oprah Winfrey is giving, a role model and very successful person I ever seen. Oprah Winfrey revolutionized the talk show market with her unique and natural style and rose to become the host of the most watched daytime show on television, which boasts 22 million viewers daily (three-fourths of whom are women). She is the first African American to own her own TV studio. The multitalented Winfrey is also a billionaire businesswoman, a talented actress, owner of a movie production company, and committed philanthropist II. Oprah Winfrey Contributions to Society is enormous. Oprah’s private charity ‘The Oprah Winfrey Foundation’ has given thousands of grants to organizations who support education to children, empowerment of women, helping families in America and across the globe. She has donated millions of dollars for providing better education to children’s who have merits, but lack in means. The Oprah Winfrey’s Scholarship Programmed gives scholarships to students who will educate themselves and give back to their community. Her Christmas Kindness South Africa 2002 which is an extension of her pet Foundation visits orphanages and rural schools in South Africa and more than 50000 kids receive gifts in the form of toys, books, food, athletic shoes and clothing. Along with Nelson Mandela, in Dec 2000 she pledged to build a school in South Africa. Her Oprah Winfrey Leadership Academy for Girls in South Africa contributed more than $40 million towards girl’s education in Jan 2007.The vision of the Academy is to develop future women leaders of South Africa. Oprah Winfrey Contributions to Society helps to support women’s shelter, helps establish schools and scholarships, builds youth centers and homes for the poor and the needy, thus bringing in change for the future and changing the world for betterment. Because she has dedicated her whole life to improving other peoples lives, she gives her best selflessly and doesn’t expect anything in return when she does a good cause. And even though she has had a tough childhood she still treats everyone with love and care. Unlike others who could hate everyone because of the terrible things that have happened in the past. She teaches us to pick ourselves up through hard times and to forgive but most of all she teaches us to believe, to believe in ourselves and in our d reams. That is why she is now so successful and such an influential woman and a positive role model. III. In 1977, the station switched her from her news anchor job to co-hosting a morning talk show called â€Å"Baltimore Is Talking. After her first day on the job, she said: This is what I was born to do. This is like breathing. In 1984, Winfrey moved to Chicago to take over a dull morning show called A.M. Chicago that always got the worst ratings in its time slots. Her first move was to change the shows topics from lightweight womens topics† like cooking and makeup to more topical and controversial subjects. This had been Donahues successful strategy and it worked for Winfrey, too. Within one month she was even with Donahue in the ratings; by three months she was ahead of him and the show had been renamed The Oprah Winfrey Show.

Exploitation Of Conflict Minerals In The Congo Politics Essay

Exploitation Of Conflict Minerals In The Congo Politics Essay The Democratic Republic of the Congo, once a European colony relinquished for its vast amount of raw minerals, gained independence in 1960 from France and has for more than twelve years suffered from continuous civil war over the distribution and control of said resources. Moreover, violence has become so deadly in this region, from forced labor, torture, recruitment of child soldiers, extortion, and killings by armed groups to oppress and control civilians, that it has been regarded as being the .deadliest conflicts globally since World War II. (Prendergast, 2009) Scholar Michael Niemann (2007) reported that Corrupt national and local government, various rebel movements, and governments and armed forces of Rwanda, Uganda, and Zimbabwe, and, to a lesser extent, Angola, Namibia, and Chad all conspire for one thing- to profit from the mineral and other wealth in various resource enriched areas of the country (p. 25). One of these minerals includes Columbite-tantalite coltan for short one of the worlds most sought-after materials; the refinement of coltan leads to a highly heat-resistant metal powder called tantalum. This powder can sell for $100 a pound, and slowly is becoming increasingly vital to modern life. For the high-tech industry, tantalum is magic dust, a key component in everything from mobile phones made by Nokia and Ericsson and computer chips from Intel to Sony stereos and VCRs. (Essick, 2001) Mineral conflict in the Congo is not only a national concern but an international one as well, as most consumers of products that use the minerals exploited from the Congo live outside the country. Prendergast (2009) reported, Consumers in the United States, Europe, and Asia are the ultimate end-users of these conflict minerals, as they inadvertently fuel the war through purchases of these electronics products. Consequently, many people are directly connected to this issue as they are part of a group that legitimatize and unintentionally spur such conflict. Thus, it is important to appreciate the gross antiquity the consumer of the final product sanctions and endorses by virtue of the use of certain products that may contain coltan. In addition to this, this is relevant to Canadas relationship with the Third World because Canadians are a large group of this consumer population. Three important areas of discussion in regards to Congolesian conflict mineral development are: the country s struggle to establish viable states on the ruins of repressive colonial states and how this relates to internal maintenance of socio-economic hierarchy, the related role of a paltry economy, and mineral industrialization in regards to globalization and the role of national and international governments. The goal of this paper will be to outline, within the realm of these three subtopics, the national and international shortcomings/ hindrances and adverse progressions to reduce current mineral conflict in the Congo. Despite frequently promoting colonization as a key contributor to developmental regression, professional and scholarly literature on Congolesian conflict often varies in regards to what particular element of Congolesian culture is most reflective of such regression. (Economic standing, political makeup, etc.) Scholar Michael Niemanns (2007) journal War Making and State Making In Central Africa, specifically concentrates on critically analyzing the concept of the African failed state, recognizing the Western bias inherently stemming from the dominance of colonial powers. Niemann (2007) advocated for a governmental space where . alternative forms of rule and political community can be explored, forms that have a longer staying power than the mostly failed attempts to create the veneer of a liberal democracy which the palimpsest of the repressive colonial state remains visible. (p. 23). Niemann also and most importantly affirms a principle of sovereignty in Congolesian government that w as not only clearly apparent under colonial rule, but also continuously apparent in modern Congolesian government as well (p. 27). This particular issue of modern Congolesian rule as a means of mineral conflict hindrance can best be understood with reference to internal maintenance of socio-economic hierarchy as it relates to colonial legacy. Both Niemann and scholar Severine Autesserre (2009) indicated the influence of the national and local elite. Niemann presented a specific argument: the process of class formation on the continent is incomplete[and].. African states tend to be repressive, rather than hegemonic, but nevertheless fully functioning for the purposes of the class alliance in power. (p. 26) He reported that Efficiency. is not a necessary prerequisite for a functioning state..[and] stresses that the African role in the global system is not one of marginalization or dependence, but one of extraversion, through which elites have long constructed external relations to strengthen their power within their own spheres. (p. 26) Consequently, Niemann concluded that although these relations have proven asym metrical, it does not detract from the fact that they worked well for Congolesian elites. Complimentary to this notion, Jackson (2002) also indicated the prominence of the elite minority in the form of corrupt government when he reported the government of the Democratic Republic of the Congo.exploit minerals and other resources through stealing stockpiles, entering into agreements with transnational corporations to produce, procure and sell these resources in a global market (p 519). Thus, colonial legacy which is reflective and extended in socio-economic hierarchy according to Niemann and Jackson, proves to be an integral part in both understanding and unpacking the issue of mineral conflict in the Congo. Moreover, in order to begin to understand the upkeep and maintenance of such conflict, it would appear critical to first understand the legacy colonial rule has left on the make-up of national and local Congolesian elites. Furthermore, as Niemann points out, it is difficult not on ly to apply liberal democracy to Congolesian government and recognize it either as a veneer or perhaps even a solution, without first considering the impact and legacy colonialism has left on the political makeup of the country. Similar to Niemanns point on colonial rule, Stephen Jacksons (2002) journal Making a Killing: Criminality Coping in Kivu War Economy spoke of the Congos lucrative economy based on artisanal mining of tantalum ore, highlighting a radical mutation of livelihood strategies responding to an economy profoundly destroyed by colonial and post-colonial neglect and greed. (p. 517) Both scholars articulate the legacy of colonial rule , so to speak, but also focus their research on separate cohesive hindrances on conflict reduction. While Niemann highlighted the importance and withstanding failure of developing political rule separate from Western idealized liberal democracy, Jackson focused his research on the recurring danger of the paltry and dependent Congolesian economy. Noteworthy scholar Carol B. Thompsons journal US Trade with Africa: African Growth Opportunity also provides sufficient economic reasoning in cohesion with colonial legacy. Thompson (2004) reported that the Congos expor ts are non-processed minerals and agricultural products. Although the countries are now independent, their exports remain colonial products. (p. 458) In his writing, Thompson also provided a remark by President Joquim Chissano of Mozambique that, although not specific to the Congo, articulates the role colonialism has had and continues to have in various African countries economy: .circumstances have confined us to act as producers of raw materials and unprocessed goods for export to the rich countries of the North. While we are passed to open upon countries and streamline our methods of doing international business, so that the global economy may sink roots, invisible barriers are still making it difficult for us to access resources. (Thompson, 458) Both Thompson and Jackson do an effective job of explaining the impact that colonial rule has had both implicitly and explicitly on the economy of the Congo. This is further proven in the United Nations Human Development Report (2003) that stated that Africas share in the world fell from about 6 percent in 1980 to 2 percent in 2002, and its share of world imports from about 4.6 percent in 1980 to 2.1 percent in 2002. (p.ii) The report also went on to state that subsequently Africas heavy dependence on primary commodities as a source of export earnings has meant that the continent remains vulnerable to the vagaries of the market and weather conditions. (Economic Development in Africa: Issues on Africas Trade Performance, 2003, p.ii). Similarly, the Congo, once officially a colony of France, was exploited primarily for its raw mineral wealth. Today, although technically an independent country, the Congo remains highly dependent on raw minerals, coltan in particular. It is this heavy re liance that enables not only economic instability but also related conflict (Jackson, 2002). Furthermore, it is also important to contextualize the financial situation of the Congo in order to better understand, in detail, any economic hindrance on reducing mineral conflict. In recent years, because of the pressure of declining oil prices, the depreciation of the dollar, and burdensome debt service, the Government of the Congo has been forced to adopt austere financial measures. After slashing its 1986 budget by 40 percent, the government entered into a Stand-By Agreement with the IMF which made possible the rescheduling of Congos then $1 billion in foreign debt. (Congo: U.S. goods are extremely competitive here right now,1998) A subsequent Paris Club rescheduling, debt relief granted by commercial banks, and World Bank structural adjustment also helped avert what would have otherwise been a large capital-account deficit. (Congo: U.S. goods are extremely competitive here right now,1998) Production in the forestry sector has gradually increased due to improvements in the tran sportation system and the opening up of new concessions in the north. (Congo: U.S. goods are extremely competitive here right now,1998) Consequently, such information is, although brief, critical in establishing sound understanding of further encumbrance on the reduction of Congolesian mineral conflict with respect to economic instability. Closely related to discussions of the implication of colonization on the Congolesian economy, are ones involving the exploitive effects of mineral industrialization and globalization on African states and the role of national and international governments to curb such behavior. As the countries of the world increase their interdependence and co-relation, African states, including the Congo, are not only forced to deal with establishing themselves on the ruins of repressive colonial state, but simultaneously adapt to increasingly globalized, and thus changing markets. The success and adverse hindrances as a result of this, will be explored in the following few paragraphs. Most scholarly and professional literature recognize the direct role that exploitation of conflict mineral in the Congo has played in the onset and preservation of warfare, (Niemann; Collier, 2003; Prendergast, 2009; Global Witness Limited, 2009) though provide various explanations to suggest the role globalization has had in the conflict. P. Collier of the World Bank reported in a policy report that, in a cross-national statistical analysis of civil war onset in 161 countries since 1960, the extent of primary commodity exports is the strongest single influence on the risk of conflict (2000, p. 10). By way of explanation, he argues that primary commodity dependence creates better opportunities to finance rebel groups which in turn enable rebellion. Niemann (2007) explicitly spoke of globalization and Transnational Corporations when he stated that cell phones have revolutionized the way we communicate, but in Central Africa their biggest legacy is war. Nearly 3 million people have die d in Congoover coltan in the conflict that is really over natural resources sought by foreign corporations (p.39). Essick (2001) similarly indicates that the demand for tantalum took off with the boom of high-tech products and with it a new sinister market began flourishing in the Democratic Republic of Congo. (para. 3). Despite providing context for why globalization does in fact take place, Global Witness Limited is the only source that provided framework to explicitly suggest why corporations have not sanctioned or cut their ties from mineral conflict. Global Witness Limited (2009) reported on the trading houses based in Goma and Bukavu that buy, sell and export minerals produced by or benefiting the warring parties and how houses are officially censed and registered with the Congolese government act as a cover for laundering minerals which are fuelling the conflict. (p. 7) Global Witness Limited focused on how these companies sell the minerals on to a range of processing and man ufacturing companies, including firms in the electronics industry. (p. 8) Global Witness Limited also reported on the difficulty and lack of initiative from corporations and governments to regulate chain minerals. In the following few paragraphs international and subsequently national, initiative will be explored. One of the most pronounced hindrances on the reduction of mineral conflict in the Congo is the national governments failure to address the role of Rwanda as a channel and trading post for the products which benefit the warring parties of the Congo. Global Witness Limited reports indicated this point, as well as that In theory, Rwandan customs officials check the paperwork accompanying all consignments from the Congo, but the government has not been pro-active in delving deeper into the origins of the minerals transported across the border.. (p. 71) As well, Global Witness Limited also stated that neither the Rwandan government nor mineral trading companies operating in Rwanda are conducting due diligence to ensure that trade is not benefitting any Congolesian warring parties. (p. 71) Thus, from the Global Witness Limited report, it would seem that a major encumbrance on the reduction of national mineral conflict stem from the ease with which such minerals can cross the border into Rw anda; something that is helping to fuel the conflict. Adversely, progression in the reduction of mineral conflict seems to have been made with regards to national governmental initiatives within the country itself as of 2010. Although the Global Witness report indicated a lack of government corresponding action, this report was issued in 2009 and obviously does not address the most current initiatives of the government. According to the 2009 report, Neither of the two main initiatives launched in late 2007 the Nairobi communiquà © of and the Amani Programme arising from the Goma agreement-including concrete actions to stop the involvement of the warring parties in the natural resource trade. (p. 77) However according to Africa Research Bulletin: Political, Social and Cultural Series (2010) the government of the Congo has suspended all mining operations in three eastern provinces, North Kivu, South Kivu and Maniema on the border with Uganda, Rwanda and Burundiafter the United States threatened new legislation to ensure stricter contro ls to ensure DR Congos minerals were obtained legally. (para. 1). It was also reported in the article that as of September of the same year, Congos armed forces had recaptured the coltan specifically in Walikale, a town torn by over 15 years of mineral conflict. (Democratic Republic of Congo: Enyele Attack, 2010). Subsequently, national governmental initiatives by virtue of such suspensions, seem to be progressive in absolving some mineral conflict within the country. With specific respect to the countrys struggle to establish viable states on the ruins of repressive colonial states and how this relates to internal maintenance of socio-economic hierarchy, the related role of a paltry economy, and mineral industrialization in regards to globalization and the role of national and international governments, mineral conflict complexity in the Congo has been explored. Though scholars and academics vary in their research according to different enablers of such mineral conflict, from political instability to economic condition, all seem to agree to some degree the importance of historically contextualizing the conflict. For example, political instability and maintenance of socio-economic hierarchy are not merely a static political or social reality of Congo, but the by-product of over a hundred years of instilled and exploitative colonial rule. Moreover, as much as mineral conflict is harmful in itself, it is important to recognize that by virtue of colo nial legacy that has created socio-economic hierarchy, there are still those that benefit from the exploitive behavior and subsequent mineral conflict. Similarly, economic conditions of the Congo also must be understood with reference to colonial rule of the past, as well as current exploitive behavior of rich countries on developing countries primary commodified economies of the present. Again, industrialization of mineral resources in the Congo and national and international government initiatives, or lack of, must be understood with reference to historical power relations. There is a high demand for coltan as the consumer population of technologies that use this precise metal grows. However as this demand grows, it would appear that companies have capitalized on historical power relations to exploit countries like the Congo with little regard to things like labor conditions and rebel control. Although there has been some progression in the way of conflict mineral reduction, it wo uld appear that there are still many hindrances that need to be first addressed in order to continue this progression. Canadian consumers must recognize not only the existence of mineral conflict, but also appreciate how their purchases fuel directly such conflict and endorse exploitive behavior. The next step in reduction of mineral conflict in the Congo after this recognition is to recognize the historically relevant legacy of colonialism that continues to be reflective in elements such as national financial condition and political stability. Once this occurs, it is then important to start asking questions. Is it possible to reconfigure socio-economic hierarchy in the Congo that has prevailed with the help of paternal countries for over a hundred years? Is it possible to screen mineral trade and purchase without greatly stalling and bruising the mineral dependent economy of the Congo? There are many enabling factors that contribute to mineral conflict in the Congo and there are a number of related issues that much be recognized and absolved before real progression can take place. The most important element however remains the same, this is not merely an international conflict that is the by-product of something inherently Congolesian, but the result of international exploitive and historical behavior.

Oedipus and Tiresias :: Essays Papers

Oedipus and Tiresias Oedipus and Tiresias, characters of Sophocles' play "Oedipus Tyrannus," are propelled to their individual destinies by their peculiar relationships with truth. Paranoid and quick to anger Oedipus, is markedly different from the confident and self-assured Tiresias. In the dialogue between the two men, Oedipus rapidly progresses from praise of Tiresias as a champion and protector of Thebes in line 304, to blatantly accusing the blind prophet of betraying the city in line 331, to angrily insulting him in line 334. Rather than be intimidated by the protagonist's title and temperament, Tiresias draws strength from what he knows is true and is able to stand his ground. In this play, power and strength come from the knowledge of truth. Ironically, blind Tiresias, who has the ability to see the truth, becomes enslaved to his own knowledge. Knowing the truth about Oedipus enlists him in the designs of fate as the catalyst of Oedipus' destructive revelation. The prophet takes strength in knowing what he knows is true but, as he says in line 316, he is not able to profit from the knowledge. Forced into dispute with the king of Thebes, by playing off of the anxieties of the main character, the simple power of knowing what another does not know protects Tiresias. Gradually Tiresias' and Oedipus' relationships with the truth are revealed as that of knowledge and ignorance, respectively. The anxieties that plague Oedipus, making him weak and prone to paranoia, are rooted in the obscurity of his origins. In response to accusations made by Oedipus, Tiresias declares that he is neither a conspirator in a scheme concocted by Oedipus' paranoid mind, nor his supplicant. Rather, Tiresias states that he is a slave of Loxias: the ambiguous one. In whatever manner the mechanics of Tiresias' prophetic sight function, to understand the nature of truth, they must include deciphering the ambiguous. As a true slave of Loxias, he is incapable of directly telling Oedipus the truth but always speaks enigmatically. An extreme annoyance to Oedipus, such seemingly vague speech may be the only way that the truth may be expressed. Tiresias is thus fluent in the language of truth and is speaking to Oedipus, who claims to excel in deciphering riddles, in the clearest manner. Tiresias knows who Oedipus' parents are, and he knows that the revelation of Oedipus' genealogy will cause the foundations of Oedipus' identity to crumble, simultaneously destroying one man and causing another man to come into being.

Recruitment Practices at Hcl

PROJECT REPORT on RECRUITMENT and selection PROCESS in an it organization w. s. r. t. to HCL By A project report submitted in partial fulfillment of the requirements for the degree of master of Business Administration of ___________ University, INDIA CONTENTS INTRODUCTION CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS PROFILE OF HISTORICAL DEVELOPMENT AND STATUS QUO OF HCL RECRUITMENT PROCEDURE IN HCL DATA ANALYSIS INCLUDING OPINION SURVEY OF EXECUTIVES AND EMPLOYEES /WORKERS REGARDING RECRUITMENT PROCEDURE IN HCL. CONCLUSION FINDINGS AND SUGGESTIONSANNEXURES BIBLIOGRAPHY DECLARATON Synopsis on â€Å"Recruitment & Selection Processin in an it organization w. s. r. t. HCL† submitted in partial fulfillment of the requirement for the degree of Masters of Business Administration to Sikkim – Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes. Place: Noida Date: _________ (Noopur sood) Registration No. 520851050 Certificate Project Report of Noopur Sood (Registration No. 520851050).Project Report on â€Å"Recruitment & Selection Processin in an it organization w. s. r. t. HCL† is approved and is acceptable in quality and form. Internal ExaminerExternal Examiners (Mr. _________________) ACKNOWLEDGEMENT I am highly thankful to Mr. Israr Alam, Faculty Guide, Insoft, Sec-10, Noida for the scholastic & kind advice and the valuable time that he gave during my Report. I shall be failing in my duty if I do not acknowledge my thanks to Staff members of my institute, without their guidance and cooperation this project would haven’t been successfully accomplished.I also express my gratitude to all those people who has provided me all the necessary information providing me throughout this infrastructure to carry out the project and people who were directly and indirectly instrument in enabling me to stay committed for the project noopur sood PREFAC E The success of any business entity solely depends on how effectively does it utilizes its optimum resources and how soon does it make arrangements for the removal of the customer’s grievances.Moreover, the company should always be ready to make necessary changes according to the requirement in order to attract more customers so as to maintain a substantial growth in the market. The topic given to me was: â€Å"Recruitment & Selection Process† I have tried to put my best efforts to complete this task on the basis of skill that I have achieved during my studies in the institute. I have tried to put my maximum effort to get the accurate statistical data. If there is any error or any mistake in collecting the data, please ignore it.INTRODUCTION HCL Infosystems HCL Infosystems(â€Å"HCL†) is one of India’s leading global IT Services Company, providing software- led IT solutions, BPO and Remote Infrastructure Management services. Making a foray into the servi ces domain in 1997-98, HCL Infosystems focuses on technology and R&D outsourcing, working with clients in areas at the core of their business. Partnerships and risk-sharing have been integral to company’s growth. Relationships have been cemented with partners in diverse areas such as investment banking and telecom.Keeping pace with the industry trend, HCL has applied itself to gaining momentum in emerging business segments such as Infrastructure Management Services & BPO, optimizing its business portfolio. About 25% of revenues now coming from these high growth segments of tomorrow. Product Engineering and Technology services along with Applications & Enterprise Consulting services contribute equally to the revenues. HCL also has a rapidly diversifying geographic mix with Europe and Rest of the World yielding 25% and 15% revenue, respectively. North America revenues continue to dominate with a share of about 60%.The company leverages an extensive offshore infrastructure and i ts global network in 15 countries to deliver solutions across select verticals including Banking, Insurance, Retail & Consumer, Aerospace, Automotive, Semiconductors, Telecom and Life Sciences. For the twelve month period ended 30th June 2005, HCL Infosystemsalong with its subsidiaries had revenues of $ 764 million and employed 24,000 professionals. For more information, please visit www. hcltech. com WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT An organization is nothing without human resources. What is IBM without its employees?Same is in a hotel industry. It is totally based on managing people or manpower in an efficient way. When we think about the million of organization that provide us with goods and services, any one of more of which will employ us during our lifetime, often do we explicitly consider that these organization depend on people to make them operate? It is only under unusual circumstances, such as when clerks go on strike at our local supermarket, or the teachers wa lkout from our schools, colleges or employees working in an hotel industry, that we recognize the important role play in making organization work.There are some question which are listed down in order to know how important HRM is are : How did these people come to be employees in an organization? How were they found and selected? Why do they come to work on a regular basis? How do they know what to do on their jobs? How does management know if the employees are performing adequately? If they are not, what can be done about it? Will today’s employees be prepared for the work the organization will require of them in ten, twenty – thirty years? Management : It is the process of efficiently getting activities completed with and through other people.The management process includes the planning, organizing, leading, and controlling activities that take place to accomplish objectives. With reference to our definition, Goals are the â€Å"activities completed†. Limited resources are implied in â€Å"efficiently†. People are those in â€Å"through other people†. First goals are necessary because activities must be directed toward some end. There is a considerable truth in the observation that â€Å"if you don’t know where you are going, any road will take you there†. The established goals may not so explicit, but where there are no goals, there may be a need for a new managers or no need for managers at all.Second, there are limited sources. Economic resources are scarce therefore, the manager is responsible for their allocation. This requires not only that managers be effective in achieving goals that are established but they be efficient in relating output to input. They must seek a given output with a lower input that is now being used or, for a given input, strive for a greater output. It again depends how much the manager knows about his capacity and how he designs his planning structure and how efficiently he gives a better picture and utilizes it accordingly.Managers , then are concerned with the attainment of goals, which makes them effective, and with the best allocation of scarce resources, which makes them efficient. The need for two or more people is third and last requisite for management. It is with and through people that managers perform their work. Managers are those who work with and through other people, allocating scarce resources, to achieve goals. HRM AND ITS FUNCTIONS Human resource management is concerned with the â€Å"people† dimensions in management.Since every organization is made up of people, acquiring their services developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational goals. To look HRM more specifically we suggest that it is a process consisting of four function :- Accusation, Development, Motivation and Maintenance â₠¬â€œ of Human Resource. ACQUISITION FUNCTION The acquisition function being with planning. Relative to human resource requirements, we new to know where we are giving and how we are giving to get these.This includes the estimating demands and supplies of labour. Acquisition also includes the recruitment, selection and socialization of employees. DEVELOPMENT FUNCTION It can be seen along three dimensions. The first is employee training which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executives conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs. It also has a major unction, it prepares the employees to adopt change at any point of time. Since the scenario of the market changes day by day it is very important for an organization to keep his emplo yees ready to face the change, and accordingly change in order to adapt the change in order to sustain in this competitive market scenario. MANAGEMENT FUNCTION The final function is maintenance. In contrast to the motivation function, which attempts to stimulate performance, the maintenance function is concerned with providing those working conditions that employees believe are necessary in order to maintain their commitment to the organization.MOTIVATION FUNCTION The motivation function begins with the recognition that individuals are unique and that motivation techniques must reflect the needs of each individual. Within the motivation function alienation, job satisfaction, performance appraisal behavioral and structural techniques for stimulating worker performance, the importance of linking regards to performance, compensation and benefits administration and how to handle problem employees are renewed.In recent years, more emphasis was given on manpower because of the change in t he society, attitude of an individual etc. etc. In a study ASID i. e. the AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT recognized nine are of HRM. Training and Development Organization and Development Organization/Job Design Human Resource Planning Selection and Staffing Personnel Research and Information Systems Compensation/Benefits Employee Assistance Union/Labour Relations The outputs of this model are : Quality of Work Life Productivity Readiness to Change HRM MODEL | |Training and Development | | | | | |- Focus is on identifying and | | | | | |assessing | | | | | | | | | |Union/labour Relation | | | |Organization Development | |Focus : Assessing healthy | | | |Focus : assessing healthy inter | |union/organization relationship. | |? | |relationship as bell as intra | | | | | | | | |? | |? | | |Employee Assistance Focus : | |- Quality of work life | |Organization/Job Design. | |Providing personal problem | |- Productivity | |Focus : defining how tasks, | |solving, canceling to individual |? |- Readiness to change |? authority and system will be | |employees | | | |organized | | |? | |? | | |Compensation and Benefit | | | |Human Resource Planning : | |Focus : Assessing compensation and| | | |Determining the origins major HRM | |benefits | | | |needs strategies and policies | | | |? | | | |? | | | | |Personnel research and | |Selection and Staffing : | | | |information systems | |Focus : Matching people and their | | | |Focus : assuring a personnel | |career needs and capabilities with | | | |information base | |join and career path | | |From the above introduction about Human Resource management, it has been pretty clear that how important is human resource and its allocation. Again it depends on human resource planning. So the next question which arises is what is Human Resource Planning? HUMAN RESOURCE PLANNING It is one of the most important and essential programme of Human Resource Management. Human Resource Planning is the process by which an organiza tion ensures that it has right number of people, right kind of people, at the right places, at the right time, capable of the right places, at the right time, capable of effectively and efficiently completing those tasks which will help the organization to achieve its overall objectives as well as goals.Human Resource Planning then, translation the organization’s objectives and plans into the number of workers needed to meet those objectives. Without clear-cut planning, estimation of organization's human resource need is reduced to more guesswork. Of all the â€Å"MS† in management (the management of materials, machines, methods, money, motive power), the most important is â€Å"M† for men or manpower. Manpower is a primary resource without which other resources like money, machines materials can not be put to use. Even in the age of computer and Robert it requires human resources to execute it and plan further improvement. It is the most valuable asset of an or ganisation.If people of poor caliber are hired, nothing much can be accomplished and Grasism’s law will work the bad people will drive out the good car cause them to deteriorate. Organisation of men for managing a purpose is age-old, even though, this science of management is yet in a developing stage especially in developing countries. Effective utilisation of manpower resources is the key note of manpower management. Ever since the factory system, production managers have devoted a great deal of time and effort to the physical organisations of the industry. During the nineteenth Century the average employer in their efforts to reduce costs centralised their attention upon management of men and machines.Man management is basically concerned with having right type of people available as and when required and improving the performance of the existing people to make them more productive on their job. Recruitment forms the first stage in the process which continues with selectio n and ceases with the placement of the candidates. It is the next step in the procurement function, the first being the manpower planning. Recruitment makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organisation. Recruiting is the discovering of potential applicants for actual or anticipated organisational vacancies. In other words, it is a linking activity bringing together those with jobs and those seeking jobs.It’s purpose is to pave the way for the selection procedures by producing, ideally the smallest number of candidates who appear to be capable either of performing the required tasks of the job from the outset, or of developing the ability to do so within a period of time acceptable to the employing organisation. The smallest number of potentially suitable candidates can in theory, of course, be any number. The main point that needs to be made about the recruitment task is that the employing organisation s hould not waste time and money examining the credentials of people whose qualification do not match the requirements of the job. A primary task of the recruitment phase is to help would be applicants to decide whether they are likely to be suitable to fill the job vacancy. This is clearly in the interest of both the employing organisation and the applicants. SCOPE OF THE STUDY :At this point we are nor concerned with desirability of recruitment process since it can not be avoided. Instead our concern is focussed of those questions like recruitment for what purpose. On what basis should it be written down and saved or not? If saved for ever or for a year or two? These are issue to be argued and these are the elements that make manpower planning ground or bad, effective or ineffective. SIGNIFICANCE OF STUDY : Without focussing the pattern of management, organisation philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every orga nisation, therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the ndustry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity. PURPOSE OF THE STUDY : The objective of the study is to analyse the actual recruitment process in HCL , and to evaluate how far this process confirm to the purposes underlying the operational aspects of the industry. How far the process is accepted by it ? And what are the options of the family members of the organisation?The study on recruitment highlights the need of recruitment in HCL InfosystemsLimited. METHODOLOGY : The study is carried on in a proper planned and systematic manner. This methodology includes Familiariz ation with the organisation. Observation and collection of data. Analysis of data. Conclusion and suggestion based on analysis. HYPOTHESIS The organisation follows a systematic recruitment process, which contributes towards continuous flow of production without shortage or excess of labours. SAMPLING The study covers 10 executive, 20 employees from different departments/ sections of HCL as sample in order to elicit relevant facts. Since it is not possible to approach each and every manpower of the organization.UNIT OF STUDY: An executive and a worker irrespective of their position and placements in any of the departments of the organization is considered as unit of study. SOURCES OF DATA COLLECTION: The primary as well as the secondary sources was used for collection of data. In primary source of data collection the interview schedule and questionnaire and opinion survey were used and in secondary source of data collection relevant records, books, diary and magazines were used. Thus the source of data collection were as follows: SOURCE OF DATA COLLECTION PRIMARY SECONDARY 1. interview schedule1. Diary 2. Questionnaire2. Books 3. Opinion Survey3. Other records 4.Magazines The investigator used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical, category and questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organisation. The investigator used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondents. TABULATION, ANALYSIS AND INTERPRETATION:After completion of data collection the editing of the responses go obtained was done. This edited data further codified and code book was prepared. On the basis of these tables the data were interpreted and analysed and conclusion was drawn. LIMITATIONS: Every scientific study has certain limitations and the present study is no more exception. These are: – Interviewing of the executive of top echelon position who are making recruitment is busy in the Organisation State of affair. So it is not possible to contact all of those every busy executives. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity.Confidentiality of the management is the strongest hindrance to the collection of data and scientific analysis of the study. All the secondary data are required were not available. Respondents were found hesitant in revealing opinion about supervisors and management. In spite of all these limitations, the investigator has made an humble attempt to present an analytical picture of the study with some suggestion for the long run implementation. ABOUT HCL In the early 70s, a group of young, enthus iastic and ambitious technocrats embarked upon a venture that would make their vision of IT revolution in India a reality. Shiv Nadar and five of his colleagues got together and in 1975, set up a new company called Micro comp.To start with they decided to capitalize on their marketing skills. Micro comp marketed calculators and within a few months of starting operations, company was outselling its major competitors. In 1976, Micro comp approached UPSEC (Uttar Pradesh State Electronics Corporation) for help to set up a computer company. Impressed by their technical and marketing competence, UPSEC agreed to set up a joint venture. On the 11th of August 1976 Hindustan computers Limited was incorporated as a join venture between the entrepreneurs and UPSEC and with an initial equity of Rs. 1. 83 lakhs. HCL InfosystemsLimited (HCL) has now become India’s one of the big technology integration company.Over the years, HCL Infosystemshas positioned its business operations to fulfill i ts vision statement: ‘Together we create enterprises of tomorrow’. The overarching theme for the company’s swift progression into the software and services arena, in India and globally, is evolving. Signifying a state of constant growth, the evolve theme is visible in the many ways that HCL Infosystemshas undergone a metamorphosis into becoming a complete IT solutions company. The menu of HCL Infosystemsglobal services broadly covers IT consulting and professional services in the area of vertical applications, technology integration, ERP implementation and software development. This also includes a complete portfolio of systems and network services for development.This also includes a complete portfolio of systems and network services for Facilities Management, Helpdesks, Systems Supports and network and Internet Implementation. HCL Infosystems’ global customers include Samsung, Government of Singapore, and AMAL insurance Jurong Port in Singapore and Malay sian’s BSN commercial bank, SIA, DBS bank, Maybank life assurance charted semiconductors, Asia Matsushita and Shell Malaysia. Some of its global customer in the government sector is Inland Revenue authority of Singapore, civil aviation authority of Singapore, Singapore power, ministry of education, health and national development, telecom authority of Singapore and penang state govt.HCL Infosystems’ chosen platform of total technology integration lends itself to some very significant alliances with the global leaders. Among its partner are HP for high end AISCE/UNIX services and workstation and HP Open view network management solution; Intel for PC and PC server building blocks; Microsoft,novell and SCO AG solutions; Red hat ;Linux; Samsung; Pivota for CRM solution and ORACLE Sybase and Informix for RDBMS platform. INDIAN HARDWARE INDUSTRY AND HCL INFOSYSTEMSLTD. The Indian IT and Electronics market in 2004-05 was worth US$ 32. 9 billion of which US$ 19. 7 billion cons isted of software. Electronics and IT hardware production stood at US$ 13. 2 billion.Some 4,100 units are engaged in electronics production manufacturing goods as diverse as TV tubes, test and measuring instruments, medical electronics equipment, analytical and special application instruments, process control equipment, power electronics equipment, office equipment, components etc. Market researcher IDC estimates that the market-value estimate over next 3 years for hardware products is Rs. 79,000 crores The Indian electronics and hardware industry has been lagging behind the impressive performance of the software sector. Most of the hardware requirements of the burgeoning software and telecom sectors are met by imports which are about 25%. The Ministry of Information Technology, Govt. f India has estimated that the total requirement of hardware and components by 2008 would be in range of US$ 160 billion and the investment required in the manufacturing facilities would be US$ 16 bill ion. NASSCOM, the leading IT industry body estimates that to achieve a software export target of US$ 87 billion in 2008, the hardware requirement would be US$ 50 billion. By far the most comprehensive study was carried out by Ernst & Young in association with MAIT, the hardware industry body in 2002. It estimates that given the right incentives, India's electronic hardware industry has the potential to reach US$ 62 billion by 2010, twelve times its existing size with the domestic market accounting for US$ 37 billion and exports of US$ 25 billion.The major export opportunities would be in the area of innovative new products, contract manufacturing and design services. This shows that there are large opportunities for Indian companies to increase their strength and grave these opportunities for future growth. HCL InfosystemsLtd is one of those companies which are working to increase their network and making innovative new products. HCL InfosystemsLtd. is currently engaged in selling m anufactured hardware (like PCs, servers, monitors and peripherals) and traded hardware (like notebooks, peripherals) to institutional clients as well as retail channel partners. Besides, it offers hardware support services to existing clients through annual maintenance contracts, net work consulting and facilities management.In 2002-03, HCL’s total hardware turnover was Rs. 10. 97 billion, higher by around 24% over the corresponding figure for 2001-02. Of this, manufactured hardware constituted 60%, traded hardware 32% and hardware support services 9%. The company’s reported operating margins in 2002-03 (including six months of OA, telecommunication and software businesses) increased to 6. 7% from 5. 9% in 2001-02, primarily because of better margins in hardware. While average material costs declined in 2002-03, the company was able to retain a part of the margins in its product realizations. Better margins in hardware resulted in the return on capital employed (ROCE) from hardware increasing from 11. % in 2001-02 to 25. 6% in 2002-03. In the domestic home PC organized sector, HCL Infosystemsis the market leader. Other players include Zenith Computers, IBM, Sun Microsystems, Wipro, Hewlett Packard. Assembled personal computers have a large presence in the domestic home PC market, accounting for a chunk of the total sales. The overall market for desktop personal computers registered a 28. 2 percent growth during calendar year 2004 as compared to the previous year. What is significant is that branded PCs continue to make impressive gains against the gray market. According to IDC, the share of branded PCs grew from 36. 2 percent in 2003 to 49. percent in 2004, registering an impressive growth rate of 74. 3 percent. Interestingly, the gray market remained flat, registering a growth of 2. 2 percent, while the total desktop PC market registered a growth of 28. 2 percent. According to IDC, the recent re-surfacing of finance-based purchase options had an accelerating effect on the consumer desktop market, which is already witnessing a consistent drop in end-user prices for both the branded and unbranded PC segments. Among the vendors, HCL Infosystemsemerged as the market leader with a share of 13. 7 percent. The company registered a 91. 4 percent growth during 2004 as compared to the previous year. HP followed HCL with a market share of 11. percent. HP too grew at a blistering pace registering a growth rate of 73. 03 percent. IBM is in the third place with a market share of 6. 2 percent. IDC is not the only research firm confirming the signs of robust growth. Gartner, in a recent report, states that the Indian desktop market grew by 31. 5 percent in 2004. Says Vinod Nair, Analyst, Computing Systems, Gartner India, â€Å"Peaking business confidence based on strong economic growth catalyzed PC purchases in both consumer and corporate segments throughout 2004. † While every research firm has given different figures, one thing i s common—the PC market is booming at double-digit growth rates.MAIT (Manufacturers Association of Information Technology) estimates that the desktop PC market grossed 17. 1 lakhs units in the first half of fiscal 2004-05, registering a growth of 37 percent over the same period of the previous fiscal. With the Indian economy booming, MAIT estimates that PC sales will touch the 40 lakhs mark in fiscal 2004-05. The buoyancy in PC sales can be attributed to increased consumption by traditional industry verticals such as telecom, banking, financial services and insurance, BPO, manufacturing and government. Consumption also increased in non-traditional sectors such as education, retail outlets and self-employed professionals.In future, HCL’s hardware sales to the institutional segment are likely to remain stable, with sustained hardware spending by all the verticals, especially the banking and financial services sector. Besides, in retail hardware sales, a continued reductio n of price points, facilitated in part by the recent reduction in excise duties on PCs, is likely to reduce the price advantage of the small assemblers, and augur well for branded PC manufacturers like HCL. In the medium term, HCL’s margins, despite its sales tax advantages, may be affected by the likely removal of duty protection on manufactured PCs from the year 2005. Current Market Share of various IT players in over all Desktop Market in 2004   Vendors |Units |Market share(percent) |Units (2004) |Percentage of Units Shipped |Year-on-Year Growth (percent) | | |(2003) | | | | | | | | | | | | |HCL |232,169 |9. 2 |4,43,535 |13. 7 |91. 04 | |HP |221,964 |8. 8 |3,84,058 |11. 9 |73. 03 | |IBM |132,582 |5. 3 |1,98,973 |6. 2 |50. 8 | |Source : IDC India | Total desktop market | |   |Units (2003) |Percentage of Units Shipped |Units (2004) |Percentage of Units Shipped |Year-on-Year Growth(percent) | |Branded |911,403 |36. 2 |1,589,016 |49. 2 |74. 3 | |Grey |1,608,752 |63. 8 |1 ,643,694 |50. 8 |2. 2 | |Total |2,520,155 |100 |3,232,710 |100 |28. | | Source : IDC India | [pic] From the above figure we can clearly see that HCL emerged as the clear winner among the branded PC companies with 34% or 13. 7% of market share followed by 30% or 11. 9 % of market share by HP. IBM was third in the race with only 15% or 6. 2% of market share of branded PC computers. Along with becoming the market leader in branded PC HCL Infosystemsalso became 1. 3 Billion Dollar company in April 2006. SUCCESS STORY Vision, bravado and grit have seen HCL evolve from a dream of eight youngsters in 1977 to the country's top IT group today, with revenues closing in on Rs 5,000 crore 975: Six young men get together over a cup of coffee and snacks. The conversation veers from cars and travel to jobs, career and the future. Since they all work together, its only natural that they talk shop. They also explore the possibility of starting a company of their own-one rooted in values, directed at creating a market for its products in a segment hitherto unexplored, hardware. Microcomp is born. The initial investment-all their savings, making up seed capital of Rs 1. 87 lakh. â€Å"Six of us, all with DCM, wanted to start a computer company. But we didn't have enough funds. We decided, therefore, to settle for a close second-we set up a calculator company, Microcomp.We were, of course, working our way upward, towards creating a computer company, till someone informed us that we would need a license for the same. The Uttar Pradesh government was offering an open license of this nature around that time. We acquired it and created Hindustan Computers Ltd (HCL). The name itself had a reason behind it-it denoted largeness, it was Indian, it was patriotic, it was perfect†¦ Two more of our friends joined us later to set up Hindustan Computers in August 1976-that took the number of people who started HCL up to eight,† remembers Ajai Chowdhry, one of that original group of eight and now President and Managing Director of HCL Infosystems. We dreamt of working in an industry that would revolutionize businesses, an industry that gave everyone an equal chance to succeed†¦ We also knew we wanted to dominate it. Through these years, we have retained our number one position and sustained our growth. The one business strategy that has dominated and been at the core of our business is constant adaptation and renovation. We have also developed new paradigms for new opportunities,† adds Shiv Nadar, Chairman of HCL Infosystems. A teething problem faced by the company-getting imports through. The regulations and laws of the time did not allow the import of technology. Components and sub-assemblies, however, could be imported. â€Å"The latter was a very expensive affair. This led to a sharp focus on in-house design.The first product we came out with was targeted at the engineering research market-Micro 2200, based on a 4-bit microprocessor from Rockwe ll,† says Chowdhry. With Micro 2200, orders poured in for HCL. â€Å"We had no products, and we couldn't simulate them, so we had to create a bread-board model. We actually had people coming to us and looking at these models and placing orders-they believed in us! † The deadlines were tough, but they had to be met, or the orders would fall through. The first deadline was March 31, and everyone worked night and day for weeks. The final delivery date-March 27. â€Å"I remember a particular instance. After setting up of HCL (Chennai), we were flooded with orders, especially from IIT Chennai.I personally went to the airport in my old Fiat and delivered the units personally to the IIT professors,† recalls Chowdhry. When MNCs weren't popular If we tabulate the history of Indian business, 1977 will go down as a â€Å"funny† year. It was in 1977 that the Janata Party government came to power. Among their first actions on the commerce front-asking IBM and Coke, amo ng other multinational companies, to either increase the component of Indian holdings or move out. They moved out. â€Å"That was a stroke of luck for us,† says Chowdhry. â€Å"We created an eight-bit computer, our first usage of Intel architecture. We went and sold that to lots and lots of companies, among them a cement company that used four floppies to manage the payroll of all its 3,000 companies. â€Å"Three years later, in 1980, HCL became a Rs 2-crore company. â€Å"We decided to expand overseas and entered the Singapore market, armed with some expertise in hardware and targeting the SME market. However, once there, we realized that the demand was more for solutions, not so much for boxes. We set up a software factory in Chennai-we would go to customers and tell them we would do everything-make the box, write the software, train the staff, maintain the equipment, the works†¦ And we had to do $1 million in orders out of Singapore between August 1 and December 31 , 1980. That was the make or break point-less than that and we wouldn't have the cash flow to run the company. In the nick of time is how things worked out-HCL Singapore managed that figure on the morning of December 31. HCL Group: How the Dream has Evolved 1975 Shiv Nadar and five colleagues start Microcomp 1976 HCL promoted with startup capital of Rs 1. 83 lacs (US$ 3826. 85) 1980 HCL's first transnational venture, Far east Computers, established in Singapore 1981 Set up NIIT, India's first private sector IT education institution. 1985 HCL America established with headquarters at Sunnyvale, California 1991 HCL and HP, USA agree to enter into a partnership to form HCL HP 1994 HCL Tech formed as separate software company 1996 Joint venture with James Martin & Co. nd Perot Systems Corporation 1997 HCL Tech incorporated in UK, Germany, France, Sweden, Belgium, Italy and Switzerland 1998 Operations started in Japan, Hong Kong, Australia, and New Zealand 1999 Initial Public Offering mad e by HCL Tech Formation of Global Board of Directors and Advisory Board. Audit, Compensation and Related Party Transaction Committees set up Implementation of ‘Glocal' Management Concept 2000 Large deals with Bankers Trust, KLA and GTech 2001 Acquisition of Deutsche Software Acquires Ireland-based BPO firm, Apollo Contact Centre HCL Enterprise Solutions formed as a joint venture with Computech Corporation, Inc, USA The Singapore experience taught the founders a lesson-designing and manufacturing products in India and selling them overseas was akin to walking a tough and profit-less path. This was when we decided to walk the software integration road. We created the integration database, much before Intel†¦ but we killed it! We were so naive, we killed a product line like that,† says Chowdhry. In 1984, the new computer policy was coined and standards were put in place. This saw a major move by banks toward the Unix platform. â€Å"A few companies approached us and w e decided to launch the personal computer in India. We had three weeks to do this. Our people flew all over the place, including Taiwan and Bangkok, and brought back PCs. We took them apart, studied them and got into manufacturing mode. We launched our PC in three weeks. And that, incidentally, how Busybee was born,† says Chowdhry.A turning point came in 1989, just when the PC and software integration business was chugging along smoothly. McKenzie & Company approached HCL and offered to carry out a study for HCL, entitled HCL's Entry Into America. â€Å"We told them we were too small and couldn't afford them. They did a project for us anyway, and refused to charge us any money,† says Chowdhry. When the findings of the study were presented to the top brass at HCL, the company moved into the US market-HCL America was born. â€Å"We marked the entry into the US market with hardware. We had no environmental clearances and fell back. We could not deliver as promised. Our en try strategy was right, but the product wasn't.We were in big trouble-our overheads were high, we had no revenues†¦Ã¢â‚¬  Unix to the rescue It was the US reversal that made HCL look at newer avenues, and a path that would lead to more revenues. â€Å"That is how our software strategy was born, and we capitalized on our Unix strengths. Around this time, we were in talks with Hewlett-Packard for a joint venture. We were also working on Apollo, and HP bought out the product. About the same time as out foray into the US, we tied up with HP. At that time, HP was smaller than the behemoth it is today, but it still boasted global expertise. And that was something we wanted,† says Chowdhry. However, HP asked HCL to close down its RISC and Unix R&D setup.Unwilling to down shutters on a going and profitable effort, HCL created a new opportunity out of the situation-HCL Consulting was set up and the said works were moved in to this new company. â€Å"We had our people working at the HP research centers, taking in all of the technologies. This was a great learning period and had a mushroom effect subsequently, when HCL Consulting turned into HCL Technologies,† says Chowdhry. And along the line, HCL Infosystemswas also set up. Chowdhry remains upbeat on the company he runs on a day-to-day basis, HCL Infosystems-despite the predicted flat growth in the current year. HCL Insys focuses on the domestic products and software businesses and its main areas of operations are: -Products & System Integration: PCs, Phones, EPABXs, SI. HCL’S OFFERINGS IN INFO-PROCESSING PRODUCTSHCL Advantage HCL Infosystemsdraws it's strength from 27 years of experience in handling the ever changing IT scenario , strong customer relationships , ability to provide the cutting edge technology at best-value-for-money and on top of it , an excellent service & support infrastructure. Today HCL is country's premier information enabling company . It offers one-stop-shop convenienc e to its diverse customers having an equally diverse set of requirements, be it a large multi-location enterprise, or a small/medium enterprise, or a small office or a home, HCLI has a product range, sales and support capability to service the needs of the customers.The last 27 years apart from knowledge and experience have also given continuity in relationship with the customers, thereby increasing the customer confidence in HCL. Our strengths can be summarized as: – Ability to understand customer's business and offer right technology – Long standing relationship with customers – Pan India support & service infrastructure – Best-vale-for-money offerings Technology Leadership HCL Infosystemsis known to be the harbinger of technology in the country. Right from our inception we have attempted to pioneer the technology introductions in the country either through our R or through partnerships with the world technology leaders. Using own R HCL has: Created own UNIX & RDBMS capability (in 80s). – developed firewalls for enterprise & personal system security. – launched our own range of enterprise storage products. – launched our own range of networking products. HCLI strive to understand the technology from the view of supporting it post installation as well. This is one of the key ingredients that go into strategic advantage. HCL Infosystemshas to its claim several technology pioneering initiatives. Some of them are: – Country's first DeskTop PC – BusyBee in 1985 – Country's first branded home PC – Beanstalk in 1995 – Country's first Pentium 4 based PC at sub 40k price point – Country's first Media Center PC MANUFACTURINGHCL's computer hardware manufacturing plant is strategicaly located in the Union territory of Pondicherry. Situated 165 kms south of Chennai on the coast of the Bay of Bengal with proximity to Chennai Air/Sea port, special policies for Industises of local Gov t, , Inland Container Depots, attractive power and labour rates – makes Pondicherry an ideal place for business. Started in 1996 – with only Unit 1 – it now has 3 Units (Unit 1,2,& 3) with a built up area of 3,23,000 sq. ft. , PMO has a monthly capacity to make 50,000 desktops and 2000 servers. The infrastructure is state of the art , one of the best & largest in India. |[pic] |[pic] |All 3 factories are ISO 9001:2000 and ISO 14001 certified. PMO was also Awarded MAIT Level 2 – by European Foundation for Quality Management in the year 2001 . HCL was also awarded ELCINA's (Electronic Component Industries Association) Quality Award for the year 2002- 2003 PMO also has Product Engg Group (PEG) and R teams constantly engaged in developing new products and solutions. Driven by a strong Manufacturing Objective â€Å"WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE FIRST TIME, E VERY TIME. † All processes in the manufacturing are aligned to this guiding objective .A strong emphasis of â€Å"Quality by Process† is ensured across all processes. The products manufactured here undergo stringent tests that ensures their ruggedness & durability , which may be deployed anywhere in India and may have to face severe conditions like – heat , humidity , rough transportation & handling . Our products undergo drop tests , hot & cold temperature chamber , client-site simulation tests , reliability tests et al . Computers are shipped to locations all over India with an extensive network of professional logistic support partners. There is also a Customer satisfaction cell, in plant, to take care of problems reported from field.Customers, sales & marketing, support personnel, dealers & distributors are encouraged to visit the plant to see, for themselves, what all goes in making a quality computer system. Philosophy of Quality â€Å"We deliver defect-fr ee products, services and solutions to meet the requirements of our external and internal customers, the first time, and every time. † To exist as a market leader in a globally competitive marketplace, organizations need to adopt and implement a continuous improvement-based quality policy. One of the key elements to HCL's success is its never-ending pursuit of superior quality in all its endeavors. HCL INFOSYSTEMSbelieves in the Total Quality Management philosophy as a means for continuous improvement, total employee participation in quality improvement and customer satisfaction.Its concept of quality addresses people, processes and products. Over the last 20 years,HCL has adapted to newer and better Quality standards that helped us effectively tie Quality with Business Goals, leading to customer and employee satisfaction. QUALITY AT HCL INFOSYSTEMSLTD. The history of structured quality implementation in HCL Infosystemsbegan in the late 1980s with the focus on improving qualit y of its products by using basis QC tools and Failure Reporting and Corrective Active Systems (FRACAS). And also employed concurrent engineering practices including design reviews, and rigorous reliability tests to uncover latent design defects.In the early 90s, the focus was not merely on the quality of products but also the process quality systems. We were certified for ISO 9002 by BVQI in 1994 and re-certified in 1997 to ISO 9001-2000 (for Design & Manufacture of Personal Computers, Business Servers, Work Stations and their Associated Sub-Assemblies). In early 1995, a major quality initiative was launched across the company based on Philip B. Crosby's methodology of QIPM (Quality Improvement Process Management). This model was selected to because it considered the need and commitment by an organization to improve but more importantly, the individual's need towards better quality in his personal life.Under our Quality Education System program, we train our employees on the basic c oncepts and tools of quality. A number of improvement projects have been undertaken by employees, whereby process deficiencies and bottlenecks are identified, and Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and improves cycle times in various processes, including personal quality. HCL has received MAIT's ‘Level II recognition for Business Excellence' for initiatives in the Information Technology Industry, adding another commendation to progress. MAIT's Level II recognition is based on the ‘European Foundation for Quality Management' (EFQM), for gaining quality leadership and business competitiveness.Our certifications / awards in 2003 include ISO 9001-2000 certification by BVQI for Infostructure Services (for Consultancy, Implementation, Support, Audit & Management Services for Information Technology Solutions in the domain of Networking, Security, Facilities Management and System Integration) and award of First Prize by ELCINA (Electronic Component Industries Association) for Quality, 2002-03. The ELCINA award criteria considers two aspects. (1) Enablers (Leadership & Management commitment, Resource Management, Product Realisation, Measurement Analysis & Improvement) and Results (Product Quality, Customer / Stake holder satisfaction , Business results). The tryst for continuous quality improvement is never-ending in HCL. HCL always strive to maintain high quality standards, which help us fulfill mission to provide world-class information technology solutions and services, to enable customers to serve their customers better. CUSTOMER SATISFACTIONOne of the cornerstones of strategy has been a very strong customer focus. 27 years of experience in servicing a varied range of customer requirements has given domain knowledge of customer's business. As a result of this it is able to provide exact solution to customers' needs. During these years they have been able to cement their relationship with customers and gaining the ir trust and confidence as well. Today for desktop PC, they have more than 8 lakh units installed units. HCL enjoy considerable market share in segments like Government, Banking & Finance and Education & research. SUPPORT SERVICES HCL InfosystemsService Support infrastructure is one of the widest in the country.No matter where you are, there's an HCL Service Centre near by. Products are backed by an extensive direct support infrastructure spread across 170 locations nationwide which offer 24 x7 support offering for critical sites. Channel strength is a balanced mix of retail outlets, resellers & distributors. It was strong focus on distribution network that led HCL in devoting few brands exclusively for channel. They are – Beanstalk, BusyBee, Netmanager (servers), and recently launched EzeeBee. Today distribution network helps it take a varied product range to customers in every nook & corner of the country . The product range includes DeskTop PCs, Servers, Laptops & Pocket P Cs.CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS Human resource Management classically pertains to planning; recruitment, selection, placement, induction, compensation, maintenance, development, welfare etc. of Human Resources of any organisation to enable the organization to meet its objective while also enabling the human resources to attain their individual goals. As is evident from the definition of the concept the entire theme revolves centrally around human resource and its role in enabling simultaneous satisfaction of individual and organizational goals. The immediate conclusion that follows from this is that the prime movers of the organisation are the individuals.The process of bringing employees into the folds of organisation is termed as recruitment and can be unambiguously treated as the central pillar for foundation stone of the entire concept of human resource management. It is easy to see why recruitment has accorded such a high position out of the various facets of hu man resource management. The reason is simply that unless one has human resource in the organisation whom will the human resource managers manage or whose energy will they channalise productively and usefully. Keeping this idea into mind this Projects is an attempt to study various options that are available both theoretically as well as practically for an organisation to launch itself into the task of recruitment.The entire report is divided into various sub-sections which appear in a chronology of events that are steps in the process. DEFINITION The success of and organisation largely depends upon the Team of the skilled and qualified human resources who are chosen out of number of applicants for the job. It is the primary duty of the HRD department to procure and maintain an adequate qualified working force of various personnel necessary for manning the organisation. Procurement function of personnel Department includes three major sub-functions- (A) Recruitment; (B) Selection: a nd (C) Placement on the job. Recruitment is the positive process of employment.The process of Recruitment is to identify the prospective employees, attract, encourage and stimulate them to apply for the job, Interview the eligible and select them for a particular job in the organisation. Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting selection of an efficient working force. ————Yoder OBJECTIVES To structure the Recruitment policy of HCL InfosystemsLimited for different categories of employees. To analyse the recruitment policy of the organisation. To compare the Recruitment policy with general policy.To provide a systematic recruitment process. SCOPE OF RECRUITMENT It extends to the whole Organisation. It covers corporate office, sites and works appointments all over India. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Mana gement and Senior Management cadres. CATEGORICALLY CLASSIFICATION OF EMPLOYEES OF HCL Category IAll workmen, All Assistants (Accounts, Stores, Field), clerk, Typist, Steno-Typist, Stenographer, Computer Operator. Category IIAccountant, Store keeper, Supervisor up to the level of Officers, Designer, Jr. Engineer, P. A, Sr. P. A, EDP Programmer up to officer, Admin. / personnel / HRD officer, Inspector.CATEGORY IIISecretary, Executive Secretary, Management Trainee, Asst. Engineer, Engineer, Sr. Engineer, Sr. Programmer, Sr. Officer, Asst. Manager, Dy. Manager, Manager, Sr. Manager, Works Superintendent. CATEGORY IVAGM, DGM, GM, SR. G. M. CATEGORY VVP & above. ORGANISATION STRUCTURE OF HCL A brief introduction to Divisional / Departmental heads. CHAIRMAN AND MANAGING DIRECTOR: CMD holds to most position in the organisation. He is the owner of the Company. He guide the functional heads to smoothen their activities. It is the key position in the organisation. DIRECTOR OPERATIONS: He is t he overall incharge of P, HRD, Systems, TQM and Critical Issues.GM-PRODUCTION: He is the overall incharge of works. He is directly involved in production planning. He formulates various policies for betterment of the product. He issues guidelines to Production Department and Quality Control Department for implementation of the policies. VP-FINANCE: He is directly involved in finance matters and finance policy. He is also involved with personnel department for wages compensation, salaries and other financial benefits. AGM- PERSONNEL & ADMINISTRATION : He is the overall incharge of personnel, Administration and Industrial Relations of the group and also oversees the HRD activities. SR. MANAGER-CORPORATE HRD:HRD Department is responsible for better utilisation of manpower through Recruitment’s, Selections, Training, Development, Retention and Welfare of the group. It is involved in policy formation and its implementation. VP-MHD: He is the profit center head of the Material Hand ling Division. He is responsible for Design and Projects Execution. VP-BUSINESS DEVELOPMENT: He is the main source of Business Procurement to MHD. SR. GENERAL MANAGER He is responsible for marketing, Design, Estimation and Projects Management. RECRUITMENT PROCEDURE IN HCL Human resource is a most valuable asset in the Organisation. Profitability of the Organisation depends on its utilisation.If their utilisation is done properly Organisation will make profit otherwise it will make loss. If a good dancer appointed as a Chief Executive Officer of a Company, he may not run the business. So right man should be procured at right place in right time, otherwise their proper utilization may not be done. To procure right man at right place in right time, some information regarding job and job doer is highly essential. These information are obtained through Job analysis, job descriptions, Job Specifications. HCL procure manpower in a very scientific manner . It gets information by use of thes e important documents like Job Analysis, Job Descriptions and Job Specifications.Without these recruitment may be unsuccess. Before recruit a person all information regarding job, working conditions, duties and responsibilities of job doer, Skills experiences qualifications of an employee to do the particular job is highly essential. To obtain the pertinent information regarding job, duties, responsibilities, working conditions, skill efficiency, education and experience of the employee, HCL, gets the help of Job analysis, job description and job specifications. JOB ANALYSIS FORM OF HCL InfosystemsLtd. Job Title†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦ Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Code No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦ Location †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Departmentâ⠂¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Analyst†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Reason for the job †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ supervised.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Wage or salary range†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Relation to other jobs: promotion from†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Promotion to†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Job summary: Work performed:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Major duties :†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Other tasks:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Equipment/Machines used:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Working condition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Skill Requirements: Education: (Grade or Year) Training : Job experience : (a)type of experience†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Length of experience†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Supervision : (a) Positions supervised†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (b) Extent of supervision†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Job knowledge :(a) General †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ (b) Technical†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Special†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Responsibility :(a) For product and material †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. For equipment and machinery†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ For work of others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. For safety of others†¦Ã¢â‚¬ ¦ Physical demands : physical efforts Surroundings Hazards Resourcefulness JOB SPECIFICATIONS FORM OF HCL Job Title : Drill OperatorDepartment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Job Code †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. REQUIREMENTS 1. education : ability to read and understand production orders and to make simple calculations. Preferably high school certificate. 2. TRAINING AND EXPERIENCE: No specia l training required . Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effort is required. 4.MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION : Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others. PROCEDURE OF RECRUITMENT Following process of Recruitment has been followed in HCL . 1 REQUISITION 1) for new requirement or for replacement a manpower the given requisition format is to be filled up by Head of the Division/Department and forwarded to HRD after obtaining MD’s approval. INTERVIEW SCHEDULE Date: Venue: Position: NAME OF THE CANDIDATE |TIME |REMARKS | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Interview call letter Date —â €”———- Dear Sir, â€Å"___________________________________________________† This has reference to your application for the above mentioned position in our organisation. We are pleased to invite you for a meeting with the undersigned on†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. at†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦a. m. /p. m. please confirm this appointment. We have enclosed a blank personal Data Form.Please fill this in and bring with you along with your educational and experience certificates / testimonials in original for the meeting. No TA/DA shall be admissible for attending this interview. You will be reimbursed to and for train fare by 1st / 2nd class for attending this interview. We take this opportunity to thank for the interest you have shown in joining our organisation

Comparative Analysis of Islamic and Conventional Bank Risk Essay

The decline of the religion has been attributed into modern times with a materialistic culture by the popular wisdom of today, the understanding of religion has embedded this view, as nature having only spiritual limits, and the worldly well being of an individual is very detached in this relation. However, this understanding of Islam religion has been misguided by many of among us in the past, as well as in the present. A critical role has been played by every religion regarding the guidance to survive in a society communally, and in the characterization of different markets of that time. In the religious regards, equal distribution of wealth and debt annulment was preached and emphasized by every religion in the past. The enforcement of the debt bond has been strongly rejected by all the beliefs and the concept of canceling the debt have been upheld by them. In the past, in order to satisfy and fulfill the financial needs of devout and pious Muslims, a concept of money depository was introduced in the Islamic civilization, which has now become a growing phenomenon of the world, that is, around 1. 6 billion Muslims in the world. The macro-economic properties of banking institution have been studies by many economists with relation to an ideal and isolated Islamic economy framework. In modern days, the working of this pioneering financial system is going on very effectively in various parts of the world. In many developed and under-developed countries, the other conventional banking systems are having this unique financing system besides them in every sector of the economy. In this regard, the comparative analysis has been done in this study, which will try to differentiate the Islamic banking system with the Conventional ones. In this study, we will try to understand and clarify the demarcation between the Islamic and Conventional Banking and the risks that are borne by these methods of banking. A financial intermediary having the aims and objectives related to the principles of Islamic law or ‘Shariah’ may be defined as an Islamic Banking System. Consequently, the zero-interest activities and operations are the key features of this distinctive banking system. However, eliminating the transactions based on interest is not the only objective of Islamic banking. The abolishment of all kinds of exploitation is also another aspect of Islamic banking system. In result, a balanced and unbiased social order is established by the system in this regard. Only the role of financier is not played by an Islamic bank. It also works as a partner in the business of an individual. Due to this, the risk between the capital owner and the entrepreneurs is involved by this system. However, the positive result of the collective efforts is also shared by the Islamic banking. Thus, the other conventional banking and interest-based system differs from the Islamic banking, as only the entrepreneur or the owner of the capital bears the risk in the conventional banking, and vice versa. However, the individual and bank shares the abovementioned with each other, which provides the entrepreneur to develop as a whole. In other way, participatory banking name can be given to the Islamic banking in this regard. In the Islamic economics, zero return on capital is not meant by the eliminating process of the interest in this unique banking system, as the pre-determination of a fixed return is forbidden for a certain amount of production in the Islamic laws. The equity based investment principle is followed by the Islamic banks. The contraction of the resources based on deals relating to the sharing of risks, and the ventures of capital is also proposed by the Islamic banking. It has been noted by the economists that economic growth and development of an individual becomes applicable and easy with the vital role that is played by the Islamic banks around the world. We can say that a relationship between finance, commerce, and industry is tried and developed by this exclusive banking system, which differs from the other conventional banking due to these characteristics of its system. The Islamic banking plays its role as an equity-based system, where the pre-determined interest rate is excluded, and the nominal value of deposits is not guaranteed. In result, changing values of the share deposits absorbs the shock to asset position immediately. Therefore, in such system, the assets and liabilities of bank will carry the same real value at all the points. However, in the more traditional and conventional banking system, a diversion can be caused between the real assets and liabilities by such shocks in the process of fixed nominal value of deposits. Therefore, the abovementioned features of this Islamic banking differs it from the traditional and conventional banking system, and so, various levels of risks are borne by these systems. Nowadays, many countries are trying to examine the possibilities of the introduction of an interest-free banking system based on the Islamic laws and principles. It has also been argued and discussed that if the Islamic financial system will be established in the various countries, it will be feasible, but also profitable for the individuals, as well as, the companies as a whole. These days, the truth of interest as an unbearable burden is being realized by the Western countries, as well as, the developing countries around the world. In this regard, all the interests have been waived by the Canada. A similar move has been made by the Australia. The suggestion of waiving off the 30 to 35% of the present interests of the debt has been officially given by the President of France. Therefore, it may be generalized that Islamic Banking and Financing System is a unique and distinctive system, which differs from the conventional banking systems around the world. In order to make a more detailed comparative view of the working and risks borne by the Islamic and Conventional Banking Systems, we will try to analyze with the help of data that represents the comparison between these two financial systems that are applied and practiced around the world. There are some different and diverse characteristics of the abovementioned two banking systems, which should be discussed in order to clarify the comparison between them. In the Islamic Financing system, the number of customers is less than the Marketing-based financing system. The ownership of the Islamic Banking is usually taken by the local or foreign individuals. However, only the local shareholders enjoy the ownership in the conventional banking system. In the Islamic banking, the integration of different activities is very high as compared to the traditional banking system. Lastly, the Islamic financing system has the high intensity of managing and bearing the risk internally, as well as externally. However, the risk is managed and borne by the Marketing-based financing system less internally and externally. Risk sharing is closely related to the risk management; no matter it may be external or internal in its nature. Development of close ties between the customers, and other interest groups may bring the risk externalization by an organization. It has also been indicated by various economists that one contributing factor that is related to the risk management is the long-term relations, which are made on the mutual dependence in an organization. From the different studies related to the Islamic Financing System, the responsibilities are shared by the junior and the senior staff jointly in organizations. In this case, the higher and lower level of management shares the risk. However, in the Marketing-based and Conventional Banking system, the internal risk is shared on a lower basis due to the centralization of power and authority, as compared to the Islamic Banking System. Conclusively, a high degree of the sharing of internal risk is characterized during managing the risk management in the Islamic Banking system as compared to the other conventional financing systems. Therefore, there are many differentiation between the Islamic and Traditional Banking systems around the world. Regarding the risk externalization, in the Islamic Banking system, the close lender-borrower relationships are characterized during the lending activities of organizations. The borrowers are also guided by the Islamic bankers apart from lending funds to them. In result, efficient network relationships create the increment of the externalization of risks relating to the partners who exchange in this regard. Therefore, in the Islamic Financing System, the degree of external risk is observed to be high. However, the formal lenders-borrowers relationships are characterized within the Conventional and Marketing-based financing system. In the result, it is a low degree of externalization of risks in this traditional banking system. In this regard, the extent of success of a banking organization is determined by the lender-borrower relationships, where the customers are given credit in this regard. Direct contacts with the various customers are maintained within the Islamic, as well as, the Conventional Financing Systems. The differentiation is observed in the Islamic Banking System while dealing with the financial activities, as the borrowed funds are monitored closely by these bankers, which results in the higher intensity of the lender-borrower relationships. In this regard, the risks are borne on a higher extent by the Islamic Banking system as compared to the conventional ones. However, the bank gets the higher profit as we have tried to discuss it in the abovementioned matter. Conclusively, the issues of fairness and justice are concerned in the Islamic principles that are related to the interest, rather than defining the efficiency narrowly. The focus is placed on the necessity of sharing the risk in a stable condition with the help of these principles, as well as, at the time of exploitation of the markets. We have also clarified that the Islamic Financing System works on the equity-based projects. However, the conventional ones prefer the debit-based schemes for the lenders and individuals. In an Islamic financing situation, the ownership is shared by the both bank and the client, and in the Conventional banking, all the equity is owned by the client, and the property value plays as a security to the bank loan. We hope that this study will help the scholars and the economists in understanding the role and differentiation of the Islamic & Conventional Banking around the world. Works Cited Ahmad, S. (1992). Towards Interest-Free Banking. New Delhi: International Islamic Publishers. Chapra, M. (2000). The Future of Economics: An Islamic Perspective. Leicester, UK: The Islamic Foundation. Dar, A. H. , and Presley, J. R. (1999). Islamic Finance: A Western Perspective. International Journal of Islamic Financial Services. Dar, A. (2002). Islamic House Financing in the United Kingdom: Problems, Challenges, and Prospects. Ahmad, K. (1994). Elimination of Riba: Concepts and Problems, Response to the Supreme Court Questionnaire. Institute of Policy Studies, Islamabad, Pakistan.