Embed Size (px)
Citation preview
A STUDY ON IMPACT OF EMPLOYEE REFERRAL PROGRAM IN HCL
By
A.SURYA
29MNMBO53
A PROJECT REPORT
Submitted to the
Faculty of Management Studies
In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
MAAMALLAN INSTITUTE OF TECHNOLOGYSRIPERUMBUDUR-602105
ANNA UNIVERSITY: CHENNAI-600025
OCTOBER 2010
MAAMALLAN INSTITUTE OF TECHNOLOGY
MAAMALLAN NAGAR, SRIPREMPUDUR-602105
BONAFIDE CERTIFICATE
Certified that this project report titled “IMPACT ON STUDY OF EMPLOYEE
REFERRAL PROGRAM IN HCL” Is the bonafide work of Mrs. SURYA.A
REG NO 29MNMB053 who carried out the research under my supervision.
Certified further, that to the best of my knowledge the work reported herein does
not form part of any other project report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other
candidate.
SIGNATURE SIGNATURE
Dr.E.NALINI, Ms. W.PORSELVI,
HEAD OF THE DEPARTMENT Project Guide
Department of Management Studies Department of Management Studies
Maamallan Institute of Technology Maamallan Institute of Technology
Maamallan Nagar, Vadamangalam, Maamallan Nagar, Vadamangalam,
Sriperumbudur-602105 Sriperumbudur-602105
Submitted for viva voce held on….....…. at Maamallan Institute of Technology.
INTERNAL EXAMINER EXTERNAL EXAMINER
ABSTRACT
A study on impact of Employee Referral Program in HCL infosystems Chennai. Employee
Referral Program- the employees who are working in the organization, go for referring the
candidates. Recruiting candidates using employee referral is widely acknowledged as being the
most cost effective and efficient recruitment method to recruit candidates and as such, employers
of all sizes, across all industries are trying to increases the volumes they recruit through this
channel.
Employee referral program gives skilled employees to the organization. It contributes growth of
the organization. The survey is conducted in HCL infosystems Chennai. The sample size to study
impact of employee referral program is 120 samples. HCL infosystem have a business presence
with computing & storage. Networking, security, telecom, imaging solutions, printing & coping
video conferencing, digital signal, managed networks.
HCL infosystem have distribution and retail business models also Nokia mobile phones and
digital cameras, I pods and solar chargers and all coming under distribution model.
The increasingly complex nature of the business and government has focused attention on the use
of Research in solving operational problems. Through research we are able to read accurately the
characteristics of a particular individual situation or group descriptive.
Being knowledgeable about research and research methods helps professional managers to
identify the critical issues, gathering relevant information, analyzing the data in the ways that
help in decision making, implementing the right course of action, to take decisions and to
generate better alternative for effective decision making. In this report, chi-square test,
percentage analyses are followed.
120 samples will be taken for the study.
ACKNOWLEDGEMENT
I would like to express my sincere thanks to our Honourable Chairman Dr.Thiru . JEPPIAAR
M.A., B.L., Ph. D., and our principal Dr. ABBAS MOHIDEEN, M.Tech., Ph.D., for providing
me an opportunity to do this project work.
I would also like to thank Dr. E.Nalini, Head of the Department, for providing me with the
required support and guidance through out the project.
I express my deep sense of gratitude to my guide W.Porselvi
for her constant encouragement and unfailing guidance at every stage during the course of this
project work.
I take this opportunity to acknowledge the help, guidance and co-operation I received from the
management of HCL INFOSYSTEMS, CHENNAI. My special thanks to The HR
EXECUTIVE Ms.Charu virmanie who in spite of her busy schedule took keen interest in
enabling me to finish the project successfully.
My heart felt thanks to all the respondents who have cooperated in completing this project
successfully.
Finally it is my foremost duty to express my gratitude to my parents and friends for their support
and encouragement without which I would not have been able to complete this project.
TABLE OF CONTENTS
CHAPTER NO
HEADING PAGE NO
I. Introduction
Need for study
Objectives of the study
Scope of the study
II. Review of literature
Industry profile
Company profile
III. Research methodology
Limitations of the study
IV. Analysis and interpretation
V. Findings of the study
Suggestions
Conclusion
Bibliography
VI. Appendix
LIST OF TABLES
TABLE
NO.
PARTICULARS PAGE
NO.
4.1 Table showing the number of years the employees
working in the organization
4.2 Table showing whether the employees would
make a referral
4.3 Table showing the level of motivation by the
employer to make the referral
4.4 Table showing the extent of giving skilled
employees to the organization through employee
referral program
4.5 Table showing the awareness of working
conditions because of employee referral program
4.6 Table showing the level of comfortableness in the
working conditions because of employee referral
program
4.7 Table showing the level of the performance and
commitment of the employees to the organization
because of employee referral program
4.8 Table showing the percentage of employees leave
from the organization when they come through
employee referrals
4.9 Table showing the guidance given to the referred
candidates by their friends
4.10 Table showing the level of increase in morale,
loyalty, retention towards the organization
4.11 Table showing whether the employees make
referral of any unknown candidates because of
incentives and cash bonuses
4.12 Table showing the level of satisfaction with the
rewards for the referrals
4.13 Table showing whether the employees contribute
to the growth of the organization
4.14 Table showing Table showing whether the
favoritism would be there because of employee
referral program
4.15 Table showing whether the employees made any
referral for their friends
LIST OF FIGURES
CHART
NO.
PARTICULARS PAGE
NO.
4.1.1 Chart showing the number of years employees
working in the organization
4.1.2 Chart showing whether the employees would
make a referral
4.1.3 Chart showing the level of motivation by the
employer to make the referral
4.1.4 Chart showing the extent of giving skilled
employees to the organization through employee
referral program
4.1.5 Chart showing the awareness of working
conditions because of employee referral program
4.1.6 Chart showing the level of comfortableness in the
working conditions because of employee referral
program
4.1.7 Chart showing the level of the performance and
commitment of the employees to the organization
because of employee referral program
4.1.8 Chart showing the percentage of employees leave
from the organization when they come through
employee referrals
4.1.9 Chart showing the guidance given to the referred
candidates by their friends
4.1.10 Chart showing the level of increase in morale,
loyalty, retention towards the organization
4.1.11 Chart showing whether the employees make
referral of any unknown candidates because of
incentives and cash bonuses
4.1.12 Chart showing the level of satisfaction with the
rewards for the referrals
4.1.13 Chart showing whether the employees contribute
to the growth of the organization
4.1.14 Chart showing Table showing whether the
favoritism would be there because of employee
referral program
4.1.15 Chart showing whether the employees made any
referral for their friends
CHAPTER 1
INTRODUCTION
Employee referral is an internal recruitment method employed by organizations to identify
potential candidates from their existing employees’ social networks. An employee referral
scheme encourages a company's existing employees to select and recruit the suitable candidates
from their social networks. As a reward, the employer typically pays the referring employee a
referral bonus. Recruiting candidates using employee referral is widely acknowledged as being
the most cost effective and efficient recruitment method to recruit candidates and as such,
employers of all sizes, across all industries are trying to increases the volumes they recruit
through this channel.
The employee referral program is open to all full time and part time employees. Supervisory staff
members are not eligible when hiring in their department. The hiring department pays a cash
award if a person referred is hired for a designated open position and complex six months of
employeement.
The human resource department notes in the appropriate job postings or sends a memorandum to
the staff that a position is to be included in the employee referral program. The hiring department
reserves the right to determine whether or not referred applicants are qualified for a designated
open position. If a referred applicant is hired for a non-designated position, no award will be
paid.
Proponents of employee referral schemes claim the benefits to be an improved candidate quality,
‘fit’, and retention levels, while at the same time delivering a significant reduction in recruitment
expenditure. However, there are a number of potential drawbacks. One of the greatest concerns
tends to be that relying too heavily on employee referrals could limit diversity in the workplace,
with new staff recruited in the likeness of existing employees. But, provided that there is already
a diverse workforce in place this ceases to be such an issue.
NEED OF THE STUDY
To find the impact of employee referral program among the employees and if
effectiveness is there in this program then it is applied further strongly to reduce the
recruitment cost of the organization and to hire the man power at less time.
Employee referrals help in cutting costs which are associated with hiring. Companies
work on reducing the average cost per hire.
Recruiting candidates through the referral system results in huge savings as large
amounts on advertisements and placement agencies costs are saved.
Companies reveal that the cost of hiring a referral candidate works out to be 60 percent
to 70 percent cheaper than that of going through an external agency and recruitment
advertisement.
Recruiting through referral programs help in finding the right person with right skills and
that too at a nominal cost.
It is the most cheapest but effective mode of recruitment. It also helps foster a stronger
commitment with employees.
The referrals lead to shorter recruitment cycles as compared to those hired otherwise.
OBJECTIVES
PRIMARY OBJECTIVES:
To find the impact of Employee Referral Program among the employees.
SECONDARY OBJECTIVES:
To give skilled employees to the organization.
To find out how we get motivated through employee referral program.
To contribute growth of the organization.
To find out candidate’s awareness about organizations working condition.
To make working condition more comfortable.
To find percentage of employees leave from the organization if they come through
employee referrals.
CHAPTER 2
DEVELOPMENT OF MAIN THEME
REVIEW OF LITERATURE
ATTRACTING TALENT THROUGH EMPLOYEE REFERRAL:
At this time when the labor markets are facing severe shortage of skilled manpower and when
companies experiment with wide range of recruitment models (job portals, newspaper ads, direct
hiring, recruitment agencies) to fill their vacant positions with quality talent and combat attrition,
‘Employee Referrals’ is the new buzz that is catching up too fast. The concept is not novel
though, however, of late it has increasingly become the favorite option for every other
organization for hiring best talent. In most companies 30 to 40 per cent (or even more) of the new
hires come through the channels of internal referrals, i.e., those candidates recommended by the
company’s own employees. The HR managers assert that employee referrals give them the best
results and are highly cost effective.
There are a number of reasons why employee referrals are becoming preferred model of hiring.
Firstly, companies believe that their employees are clearer of what skills are required for a
particular profile. Therefore, chances that the referral candidate belongs to the best-fit-lot are
high.
Secondly, employee referrals help in cutting costs which are associated with hiring. Companies
work on reducing the average cost per hire. Recruiting candidates through the referral system
results in huge savings as large amounts on advertisements and placement agencies costs are
saved. Companies reveal that the cost of hiring a referral candidate works out to be 60 percent to
70 percent cheaper than that of going through an external agency and recruitment advertisement.
Recruiting through referral programs help in finding the right person with right skills and that too
at a nominal cost. It is the most cheapest but effective mode of recruitment.
The referrers also supply quality candidates who are expected to perform better. This is because
they want to make an impact on the organization by showing their commitment to the
organization. Moreover, the candidates referred are well versed with information about for the
company’s culture and goals as provided by their friends. They informed about company well .
Also, the candidates hired through referrals are expected to stay for long with the company than
those hired through recruitment agencies. Thus, infant mortality (that is the percentage of people
who leave within one year) is low when employees come through internal referrals.
The referrals lead to shorter recruitment cycles as compared to those hired otherwise. Moreover,
employee turnover is also lesser in case of referrals. This is because most referred candidates
prefer to work in an organization where he is known to someone, where he has a buddy by guide
him through. It also helps them to settle down easily in case they are from different cities.
EMPLOYEE ADVANTAGE:
The referral programs are made tempting by the employers so that employees are motivated
enough to refer their known ones to their organization. The companies, now-a-days, are giving
up huge rewards to the employees who bring in candidates, especially for hard-to-fill positions,
and award them when the candidate is inducted.
The rewards range from cash bonuses to gift coupons and even luxury items. For instance, Adobe
India runs a referral scheme where all employees who have successfully referred a candidate are
eligible for a lucky draw where they can win a luxury car.
Companies are encouraging their employees to refer candidates whom they know. It also helps in
team-building, as it gives employees a reason to feel that they are contributing to the growth of
the company.
WHAT GOES WRONG?
Hiring potential recruits through referrals seems to be most advantageous than other options,
however, there are always flips sides to it.
Enticed by lucrative bonuses, employees may recommend candidates left, right and centre. It is
also believed that this process has diminishing returns to scale for rather than referring quality
candidates, employees refer tom, dick and harries. Tempted by the referring incentives, employee
recommend candidates who even are unknown to them. Statistics also reveal that most of the
employees refer candidates only to help the person instead of helping the company.
One of the concerns that need to be given a serious thought is where referrers are yet to realize
that they are accountable for the quality of recommendations they make. A bad recommendation
from them affects their goodwill and the commitment towards the organization.
Some argue that referrals give encouragement to Groupies. Organizations should ensure that
favoritism does not happen and it does not act as a roadblock in recruitment process. It is also
seen that employees refer candidates with same backgrounds as theirs which results in
building up of a uniform workforce and it helps to reduces diversity.
CONCLUSION:
To ensure a successful referral system, it has to be designed and implemented well. it is
important to suitably award those employees who are bringing suitable candidates to the
organization. Apart from this, the recruiting firms are getting affected by this trend. For senior
level positions, companies are relying on recruitment agencies-so that area remains unaffected.
However, for junior and middle levels, companies are trying their luck with referrals, which is
impacting agencies and consultants significantly.
INDUSTRIAL PROFILE
HCL VISION :
A global corporation enriching lives and enabling business transformation for our customers,
with leadership in chosen technologies and markets. Be the first choice for employees and
partners, with commitment to sustainability.
HCL MISSION:
We enable business transformation and enrichment of lives by delivering sustainable world class
technology Products, Solutions & Services in our chosen markets thereby creating superior
shareholder value.
BUSINESS INTELLIGENCE:
HCL has a strategic Business Intelligence Unit (BIU) to address the business intelligence
requirements of its clients.
DATA WARE HOUSING:
HCL’s BIU has data warehouse specialists who have the expertise in handling most Data
warehouse platforms and ETL tools to build dependable data warehouses on the above of
methodology.
DATA MINING:
Once the Data warehouse is built, Data Mining Techniques like (OLAP) are performed using
Data Mining to fetch data intelligently or in other words demonstrate Business Intelligence.
ENTERPRISE MANAGEMENT:
HCL provides solutions for entire management of information that includes creation, processing,
storing, retrieving and archiving the data.
COMPLIANCE SOLUTIONS:
AML, RISK MANAGEMENT
HCL brings you a comprehensive AML Solution keeping in mind the above and including
features like scalability and business intelligence.
HCL’s “Risk Management Solution” is based on Risk Identification, Measurement and Risk
Mitigation. It collates & analyzes the data and reports the inference. Specific tools are available
for regulators for risk calculation, monitoring and helping to develop methodologies and the
sophisticated models to estimate operation risk and minimize the undertaken credit risk to profits.
INFRASTRUCTURE SOLUTIONS:
DATA CENTRE DESIGN AND IMPLEMENTATION:
Our team of specialist engineers and our global associates helps you build world-class
datacenters including all the infrastructure requirements (Civil, Electrical, Air-conditioning, Fire
Systems and IT Set up) confirming to compliances and safety guidelines.
Infrastructure solutions:
• Enterprises class Servers
• Data Centre in a Box and blade servers
• Branch Servers
• Storage Solutions
• Back Up solutions
• Racks
• Notebooks
• Kiosks
• Business PC’s & Workstations
• POS & Handheld solutions
• Rural PC’s and Power Backup solutions
• Software Licenses and Services
SERVICES:
We design, deploy, operate and manage IT/IS Infrastructure and IT Solutions as a Strategic
Outsourcing partner for a variety of enterprises.
HCL Services Include:
• Strategic Outsourcing.
• Branch / Centre Rollout.
• Business Continuity.
• Unified Threat Management
• Facility Management Services.
• Data Centre / Disaster Recovery Implementation.
HEALTH CARING OFFERING @ HCL:
We at HCL offer end-to-end turnkey solutions to our customers in the 'Healthcare' domain.
Listed below are the areas on which we provide our services as a System Integrator.
Hospital Management Information Software (HMIS) Application:
Design, Development & Customization of HMIS application as per approved SRS &
BPR document.
Deployment of Integrated HIS with Data mining tool.
Data Migration/Porting from Existing/Legacy Application (HIS)
Support during Warranty
HIS – AN OVERVIEW:
Hospital Information System (HIS) is a major step towards realizing this dream. It has the
features to fulfill the objective of streamlining the treatment flow of a patient in the hospital,
while providing doctors and other staff to perform to their peak ability, in an optimized and
efficient manner.
The state-of-the-art HIS system is modular, thus ensuring sustained benefits through changes in
technology, protecting and providing optimal returns on investment. It is modeled on a unique
combination of a ‘patient centric and medical staff centric’ paradigm.
The aim of HIS is to use a network of computers to collect, process and retrieve patient care and
administrative information for all hospital activities to satisfy the functional requirement of the
users. It also helps as a decision support system for the hospital authorities for developing
comprehensive health care policies.
One of the major objectives of the HIS is to enhance quality of life through an ‘integrated’
computerized clinical information system for improved hospital administration and patient health
care. HIS also provides for an accurate, electronically stored medical record of the patient. A data
warehouse of such records can be utilized for statistical purposes and for Research.
We at HCL offer end-to-end Turnkey solution to our Customer in Healthcare space. Listed below
are the areas on which we provide our services as a system Integrator.
Compliance and Standards followed in Our HMIS offering:
• ASTM - Interfaces for Lab Equipments that comply with ASTM.
• DICOM - Viewer for DICOM images.
• HL7 - Capable of messaging and communication with HL7 compliant systems.
• ICD – 10 - Smart Controls for ICD coding of diagnosis details in Clinical Informatics
• BCH - Smart Controls for BCH coding of diagnosis details of Pediatric and cardiology patients.
• CPT - Support for coding the services - Used to describe services in electronic transactions.
A web enabled application that supports Open Source platform with fully-redundant N -tier
architecture.
• Browser Based
• Scalable
• Modular
• Central management of business rules
• Platform independent
• GUI Based Interface.
PACS & TELEMEDICINE:
The PACS solution is built on open system architecture. PACS solution is top of the line and
independent of vendor or modality. The solution offers facility to seamlessly connect all the
present and future imaging equipments in the hospital. The solution is completely modular &
scaleable in nature. The PACS network is scaleable to all departments.
The proposed PACS solution includes solution for DICOM acquisition module to acquire &
archive all images from DICOM modalities such as CR, CT, MRI, DSA in the Radiology dept.
The Scanner Archive Station is connected with the film scanner to scan and archive all films up
to A3 size to the PACS server in DICOM format. And regular document/film scanners are
included wherever necessary to scan and archive all images such as documents, pressure
recorders, ECG etc.
TELEMEDICINE:
The objective of implementing Telemedicine Solution is to connect the Peripheral Hospitals.
The various components to establish a basic infrastructure would require a scanner, capable of
digitizing celluloid films and a Video-conferencing kit. The hospitals would be connected
through ISDN connectivity and necessary supportive equipment is to be provided. All the
Clinical equipment (e.g. ECG, Microscopes, etc) may integrated to enhance the functionality and
capability of the system.
The Telemedicine Solution will enable the Doctors for the tele-consultation and Interaction
between Doctor-Doctor and Doctor-Patient. The software will allow acquisition of the patients’
Electronic Medical Record (EMR) directly from scanners. Data can also be entered from existing
files, by typing in or by recording audio. In case of pathological reports, data can be entered
using interface forms provided for the same. The EMR can be sent across to the Specialist who
can browse the data and can create his/ her Expert Opinions. These can be sent back to the
Patient-end for appropriate action.
HOMELAND SECURITY:
The focus on improved homeland security initiatives has never been greater.
More attention are paid to protecting our borders, tracking the freight that travels our nation’s
highways and railways, and securing our airports and critical facilities, as well as the people in
them. As the defense of our nation becomes more complex, so must our methods for ensuring its
safety.
SECURITY:
While nothing can take the place of the individuals responsible for ensuring public safety,
advanced technologies can augment their efforts by automating the process of identifying known
and trusted individuals and vehicles, freeing agents to focus on higher-risk contacts.
Intelligent transportation system: This solution allows for a network of hundreds, or even
thousands of cameras to be installed throughout a city. The unified and effective management of
such a large number of cameras surveying the transportation infrastructure permits transportation
officials to effectively respond to any event occurring throughout a city or region. For example,
in the event of a road accident, accessibility to a wealth of real-time information enables the
speedy response of emergency services and traffic management officials, allowing for the
minimization of traffic congestion. Actions taken on the part of traffic management personnel
include changing roadway signalization (i.e. traffic lights), adjusting dynamic message signs, as
well as sending information updates to the public via the media and internet.
Dial 100 Epcr: Epcr Suite is a secure electronic reporting system that improves the speed and
accuracy with which police can record information. Designed for use in PCR en route to affected
person, the ePCR software and complementary hardware employ an easy-to-use screen interface
to provide police with more efficient data capture tools. With the system, affected person data is
recorded quicker and more accurately than with pencil and paper.
Lawful interception plays a crucial role in helping law enforcement agencies to combat criminal
activity. The monitoring connection are applied to the wires of the telephone line being
monitored.
FLEET MANAGEMENT:
Fleet management is an all-inclusive urban public transit management solution which enables
you to plan your operations on strategic level, model routes and schedules while providing you
with intuitive insight into the status of routes in progress – just what you need to improve the
efficiency. It is the process of monitoring the behavior of people, objects or processes within city
for conformity to expected or desired norms in trusted systems for security or social control. The
purpose of the project is to investigate and generate better public understanding of the practices,
programs and systems used to screen in order to assess the scope and depth of their concrete
impacts on civil liberties, privacy rights and mobility rights. This basically make the security
personnel to be OMNIPRESENT in places where they do not need to be physically.
RED LIGHT VIOLATION DEDUCTION:
This system includes inductive loops which are placed in a roadbed to detect vehicles as they
pass over the loop by measuring the vehicle's magnetic field. The simplest detectors simply count
the number of vehicles during a unit of time (typically 60 seconds ) that pass over the loop, while
more sophisticated sensors estimate the speed, length, and weight of vehicles and the distance
between them. As the right light is violated by the person, it will be highlighted to the control
room.
HCL ADVANTAGE:
Staying competitive in today's dynamic business environment means finding new ways to
reduce costs while maximizing the value of your technology and personal resources. More
than ever, your ability to "do more with less" determines how successful your organization
will be.
SERVICES:
Flexible range of services to Operate & Manage complete ICT & Automation Infrastructure.
ADDING VALUE TO YOUR BUSINESS:
We have aligned our ICT Infrastructure Services offerings to provide a suite of InfoStructure
"HCL WISE" (Wide & Integrated Services for your Enterprise) for the complete ICT Life cycle
Support.
InfoSupport Services for your System Support & Facilities Management needs
InfoNet Services for your network consulting, implementation & Management needs
InfoSafe Services for your Information Security Management needs
InfoStorage Services for your data storage, archival & retrieval needs
InfoDR Services to build ICT infrastructure required for Business continuity
plans/processes
InfoEducation for your training and education needs on ICT usage
InfoAutomation for your imaging & printing needs
InfoBoardRoom for your conferencing requirements
InfoTelecom for your communication infrastructure requirements
COMPETITORS:
Wipro InfoTech
Datacraft India Ltd
Tata Consultancy Services
IBM
Precision Infotech P ltd
Honeywell India Ltd
MARKET SHARE:
The Competitive world HCL Infosystems have a 30% of coporate market share in this
domain and 55% of Government domain market share.
COMPANY PROFILE
HCL INFOSYSTEMS LTD is the HCL group of organization serving the IT infrastructure
solutions to corporate and same segments. HCL INFOSYSTEM was founded at Delhi in 17 th
April 1986.
HCL believes that strong corporate governance practices should be integral to all activities of its
group companies to ensure efficient conduct of the affairs of the companies, while upholding the
core values of transparency, integrity, honesty and accountability.
MANAGEMENT OF HCL:
HCL infosystem is working under HCL group one of the founder and CEO of the organization
Mr.Ajai k Choudry is managing entire operation.
Mr.Ajay Choudry(CEO)
Mr. J V Ramamoorthy(COO)
Mr.Debadatta Mohanty(VP)
Mr.Ravi(GM)
Regional managers(4 Zones)
HCL an overview
Largest manufacturer of PCs in India.
India’s largest direct sales organization.
India’s largest ICT services organization.
India’s leading system integration organization.
HCL career development centers-Training for the real world.
India’s largest distribution & retail network.
HCL is NO. 1 employer in India & Asia - Hewitt and Dataquest.
HCL employees are allowing for their own creativeness and innovation’s. They are getting 100%
freedom from their management then only its possible, HCL groups 1st priority is their employees
then business and all.
HUMANRESOURCE DEPARTMENT:
HCL HR department is working under Mr.Vargeesh HR-head and their subordinates.
HR department is running in New Delhi all HR operations going from HO itself. They enabled
SAP so all operations monitor by HO New Delhi.
They have a systematic programs monthly salary slip and all HR related details all employees
can use their employee code they can get the details from HR portal and all queries and issues
will sorted out by online itself. So timing and manpower will be ignored also employees get
quick solutions.
HCL BUSINESS MODEL:
DIRECT BUSINESS:
HCL infosystem have a business presence with computing & storage. Networking, security,
telecom, imaging solutions, printing & coping video conferencing, digital signal, managed
networks.
DISTRIBUTION BUSINESS:
HCL infosystem have distribution and retail business models also Nokia mobile phones and
digital cameras, I pods and solar chargers and all coming under distribution model.
SERVICE FACILITIES:
1200+ support locations coverage by team of 5000+ engineers & 65+ HCL care centers for
homes or SOHO support information and communication technology.
Test and repair centers: 150+, logistics center: 360+, regional response centers: 9, enterprise
response center:
Established automated call management systems & ERP enabled logistic support systems.
Largest pool of trained manpower handling 2.5 mn support incidents per annum.
Support base of over 3million assets in 75000+ sites.
THE METHODOLOGY USED FOR BUSINESS PROMOTION:
Customer acquisition by:
Awareness
Interest
Desire
Customer retention by:
“customer first” attitude
Uninterrupted quality service
Personalized care
BEYOND BUSINESS HCL:
Committed to the creation of an equitable, meritocracy based society, and to empower
individuals to bridge the socio-economic divide. To achieve this through outstanding educational
institutions that provide meritorious students the opportunity to benefit world class
transformational education.
SHIVNADAR FOUNDATION:
www.shivnadarfoundation.com
An Indian top 10 private engineering college, envisioned to be a global knowledge
institution.
Enabling world class scientific research.
Underprivileged children, completely free proposed university with a vision to create a
center.
Deeper appreciation and promotion of modern and contemporary Indian art by making it
accessible through a world class.
NEW ACQUASITION BY HCL:
HCL acquired Axon group plc, a leading UK-based SAP consulting firm. The acquisition is
one of the biggest acquisitions an Indian IT company in recent times.
HCL acquired capital stream, inc., a US-based industry leader in lending automation
solutions in February 2008.
HCL acquired Liberata financial services (LFS), a leading UK based PO provider in july
2008.
HCL acquired Control Point Solutions, a leading provider of voice, data, and wireless
Telecommunications Expense Management (TEM) services in August 2008.
CHAPTER 3
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the investigation of
matter. The primary aim for applied research is discovering, interpreting, and the development of
methods and systems for the advancement of human knowledge on a wide variety of scientific
matters of our world and the universe. Research can use the scientific method, but need not do so.
Scientific research relies on the application of the scientific method, a harnessing of curiosity.
This research provides scientific information and theories for the explanation of the nature and
the properties of the world around us. It makes practical applications possible. Scientific research
is funded by public authorities, by charitable organizations and by private groups, including
many companies. Scientific research can be subdivided into different classifications according to
their academic and application disciplines.
Historical research is embodied in the historical method.
The term research is also used to describe an entire collection of information about a particular
subject.
BASIC RESEARCH:
Basic research (also called fundamental or pure research) has as its primary objective the
advancement of knowledge and the theoretical understanding of the relations among variables. It
is exploratory and often driven by the researcher’s curiosity, interest, and intuition. It is
conducted without any practical end in mind, although it may have unexpected results pointing to
practical applications. The terms “basic” or “fundamental” indicate that, through theory
generation, basic research provides the foundation for further, sometimes applied research. As
there is no guarantee of short-term practical gain, researchers may find it difficult to obtain
funding for basic research.
RESEARCH PROCESS:
SCIENTIFIC RESEARCH:
Generally, research is understood to follow a certain structural process. Though step order may
vary depending on the subject matter and researcher, the following steps are usually part of most
formal research, both basic and applied:
Formation of the topic
Hypothesis
Conceptual definitions
Operational definitions
Gathering of data
Analysis of data
Test, revising of hypothesis
Conclusion, iteration if necessary
A common misunderstanding is that by this method a hypothesis can be proven or tested.
Generally a hypothesis is used to make predictions that can be tested by observing the outcome
of an experiment. If the outcome is inconsistent with the hypothesis, then the hypothesis is
rejected. However, if the outcome is consistent with the hypothesis, the experiment is said to
support the hypothesis. This careful language is used because researchers recognize that
alternative hypotheses may also be consistent with the observations. In this sense, a hypothesis
can never be proven, but rather only supported by surviving rounds of scientific testing and,
eventually, becoming widely thought of as true (or better, predictive), but this is not the same as
it having been proven.
A useful hypothesis allows prediction and within the accuracy of observation of the time, the
prediction will be verified. As the accuracy of observation improves with time, the hypothesis
may no longer provide an accurate prediction. In this case a new hypothesis will arise to
challenge the old, and to the extent that the new hypothesis makes more accurate predictions than
the old, the new will supplant it.
RESEARCH METHODS:
The goal of the research process is to produce new knowledge, which takes three main forms:
EXPLORATORY RESEARCH:
Exploratory research is a type of research conducted because a problem has not been clearly
defined. Exploratory research helps determine the best research design, data collection method
and selection of subjects. Given its fundamental nature, exploratory research often concludes that
a perceived problem does not actually exist.
Exploratory research often relies on secondary research such as reviewing available literature
and/or data, or qualitative approaches such as informal discussions with consumers, employees,
management or competitors, and more formal approaches through in-depth interviews, focus
groups, projective methods, case studies or pilot studies
The results of exploratory research are not usually useful for decision-making by themselves, but
they can provide significant insight into a given situation. Although the results of qualitative
research can give some indication as to the "why", "how" and "when" something occurs, it
cannot tell us "how often" or "how many."
Exploratory research is not typically generalizable to the population at large.
CONSTRUCTIVE RESEARCH:
Constructive research is perhaps the most common computer science research method. This type
of approach demands a form of validation that doesn’t need to be quite as empirically based as in
other types of research like exploratory research.
Nevertheless the conclusions have to be objectively argued and defined. This may involve
evaluating the “construct” being developed analytically against some predefined criteria or
performing some benchmark tests with the prototype. The term “construct” is often used in this
context to refer to the new contribution being developed. Construct can be a new theory,
algorithm, model, software, or a framework.
EMPRICAL RESEARCH:
Empirical research is any research that bases its inference on direct or indirect observation as its
test of reality. Such research may also be conducted according to hypothetico-deductive
procedures, such as those developed from the work of R.A.Fisher.
The researcher attempts to describe accurately the interaction between the instrument (or the
human senses) and the entity being observed. If instrumentation is involved, the researcher is
expected to calibrate her/his instrument by applying it to known standard objects and
documenting the results before applying it to unknown objects.
In practice, the accumulation of evidence for or against any particular theory involves planned
research designs for the collection of empirical data, and academic rigor plays a large part of
judging the merits of research design. Several typographies for such designs have been
suggested, one of the most popular of which comes from Campbell and Stanley (1963). They are
responsible for popularizing the widely cited distinction among pre-experimental, experimental,
and quasi-experimental designs and are staunch advocates of the central role of randomized
experiments in educational research.
Research can also fall into two distinct types:
PRIMARY RESEARCH:
Primary research (also called field research) involves the collection of data that does not already
exist. This can be through numerous forms, including questionnaires and telephone interviews
amongst others.
The term is widely used in market research and competitive intelligence.
May be very expensive because many people need to be confronted.
By the time the research is complete it may be out of date.
People may have to be employed or avoid their primary duties for the duration of the
research.
People may not reply if emails or letters are used.
SECONDARY RESEARCH:
Secondary research (also known as desk research) involves the summary, collation and/or
synthesis of existing research rather than primary research where data is collected from, for
example, research subjects or experiments.
The term is widely used in market research and in medical research. The principle
methodology in medical secondary research is the systematic review commonly using
meta-analytic statistical techniques, although other methods of synthesis, like realist
reviews and meta-narrative reviews, have been developed in recent years.
Secondary research can come from either internal or external sources.
SAMPLING:
Sample selection is critical to the validity of the information that represents the populations that
are being studied. The approach of the sampling helps to determine the focus of the study and
allows better acceptance of the generalizations that are being made. Careful use of biased
sampling can be used if it is justified and as long as it is noted that the resulting sample may not
be a true representation of the population of the study. There are two different approaches to
sampling in survey research:
There is non probability sampling approach. With this approach it does not guarantee the
chance that all the elements involved in the research will be included in the sample. We
can not calculate the probability that each element will be represented. The most
commonly used non probability sampling method is the convenience sampling approach.
With this method, it only samples those who are available and willing to participate in the
survey. The use of this approach allows for convenience for the researcher and a possible
small sample while possibly losing data validity due to the lack of representation.
The probability sampling approach for research methods gives each element an equal
chance of being included in the sample. This method is closer to a true representation of
the population. It can be difficult to use due to size of the sample and cost to obtain, but
the generalizations that come from it are more likely to be closer to the a true
representation of the population. Probability sampling includes specific sampling
procedures such as simple random sampling and stratified random sampling that allow the
sample to represent the population more than the non probability approach.
o Simple random sampling approach, each element of the population has an equal
chance of being included in the sample.
o Stratified random sampling approach, the population is divided into
subpopulations (called strata) and the random samples are then drawn from the
strata. This approach increases the representation of the population.
METHOD OF DATA COLLECTION:
PERCENTAGE METHOD:
Percentage method refers to a special kind of ratio percentages are used in making comparison
between two or more series of data. Percentage can also be used to compare relative terms,the
distribution of two or more series of data.
FORMULA:
Percentage of respondent = (No of respondent /total no of respondents} * 100
CHI-SQUARE ANALISIS:
The independence between various attributes when the sample data if presented in the form of a
contingency table with any numbers of rows ‘r’, and columns ‘c’ the null hypothesis and the
alternative hypothesis are set as follow.
Null hypothesis H0: The attributes are independent
Alternative hypothesis H1: The attributes are not independent
TEST OF INDEPENDENCE:
A statistical test involving the chi square statistics which verifies whether the two attributes of a
populations are related or not.
DEGREES OF FREEDOM:
The number of data that are giving in the form of a series of variables in a row or column or the
number of frequencies that are put in cells in a contingency table, which can be calculated
independently is called the degree of freedom and it is denoted by V. i.e. V=(r-1)(c-1)
EXPECTED FREQUENCY:
The frequencies for different categories of a multinomial experiment or for different cell of a
contingency table which are expected to occur on the assumption that the given hypothesis is
true.
WEIGHTED AVERAGE:
The weighted average is obtained by dividing the weighted totals by the sum of weights. Let X1,
X2, X3………Xn occur with weights W1,W2,W3…..Wn.
FORMULA:
Weighted average = ∑Wi Xi / ∑Xi
LIMITATIONS
Some of the respondents might have answered in a biased manner.
The respondents were reluctant to answer due to their busy schedule.
It was difficult to meet all the respondents in the organization.
The project report was designed namely on the belief that the information
provided by the respondents are correct.
The survey was limited to the organization and the result are obtained from the
study may not be universally applicable.
CHAPTER 4
TABLE 4.1
TABLE SHOWING NUMBER OF YEAR EMPLOYEES WORKING IN THE
ORGANISATION:
S.NO. NUMBER OF
YEARS
NUMBER OF
RESPONDENTS
PERCENTAGE
OF
RESPONDENTS
1. <2 years 27 17.5
2. 3-5 years 45 37.5
3. 6-10 years 23 19.2
4. 11-15 years 22 18.3
5. Above 15 years 9 7.5
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range
of 3-5 years and <2years and 19.2% of the respondents are between 6-10 years. 18.3%
of respondents are between 11-15 years. It is found that minority of respondent are in
the range above 15 years.
CHART 4.1.1
Chart showing number of year employees working in the organisation
17.5
37.5
19.2
18.3
7.5
0 5 10 15 20 25 30 35 40
<2 years
3-5 years
6-10 years
11-15 years
Above 15 years
Num
ber o
f yea
rs
Percentage of respondents
TABLE 4.2
TABLE SHOWING WHETHER THE EMPLOYEES WOULD MAKE A REFERRAL:
S.NO ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Yes 89 74.2
2. No 31 25.8
Total 120 100
INFERENCE:
From the above table it is inferred that the majority of the respondents said yes to make the
referral and 25.8% of the respondents said no to make the referral.
CHART 4.2.1
chart showing whether the employee would make a referral
90
10
Yes
No
TABLE 4.3
TABLE SHOWING LEVEL OF MOTIVATION BY THE EMPLOYER TO MAKE A
REFERRAL:
S.NO. LEVEL OF
MOTIVATION
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Very low 6 5
2. Low 24 20
3. Neither high nor low 31 25.8
4. High 41 34.2
5. Very high 18 15
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents said the level of motivation
is high. 25.8% of the respondents are in the range of neither high nor low and 5% of the
respondents are in the range of very low. 20% of respondents are in the range of low and 15% is
in the range of very high.
CHART 4.3.1
Chart showing the level of motivation by the employer to make the referral
5
20
25.8
34.2
15
0
5
10
15
20
25
30
35
40
Verylow
Low Neitherhigh
nor low
High Veryhigh
Level of motivation
perc
enta
ge o
f res
pond
ents
TABLE 4.4
TABLE SHOWING LEVEL OF GIVING SKILLED EMPLOYEES TO THE
ORGAANISATION THROUGH EMPLOYEE REFERRAL:
S.NO LEVEL NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Extremely high 3 2.5
2. High 5 4.2
3. Slightly high 11 9.2
4. Neither high nor low 26 21.7
5. Slightly low 38 31.7
6. Low 30 25
7. Extremely low 7 5.8
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range slightly low,
25% are in low, 2.5% are in extremely high and 4.2% are in high and 5.8% are extremely low.
21.7% of employees are neither high nor low for the level of motivation.
CHART 4.4.1
2.54.2
9.2
21.7
31.7
25
5.8
0
5
10
15
20
25
30
35
Percentage of respondents
Extremelyhigh
High Slightlyhigh
Neitherhigh nor
low
Slightlylow
Low Extremelylow
Level
Chart showing the extent of giving skilled employees to the organisation through employee referral program
TABLE 4.5
TABLE SHOWING THE AWARENESS OF WORKING CONDITION
BECAUSE OF EMPLOYEE REFERRAL PROGRAM:
S.NO. ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Yes 89 74.2
2. No 31 25.8
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents said yes and
25.8% are in no for the awareness of working conditions.
CHART 4.5.1
Chart showing the awareness of working conditions because of employee referral program
74.2
25.8
0 10 20 30 40 50 60 70 80
Yes
No
Attr
ibut
es
Percentage of respondents
TABLE 4.6
TABLE SHOWING THE LEVEL OF COMFORTABLENESS IN WORKING
CONDITION BECAUSE OF EMPLOYEE REFERRAL PROGRAM:
S.NO. LEVEL OF
COMFORTABLENESS
NUMBER OF
RESPONDENTS
PERCENTAGE
OF
RESPONDENTS
1. Very low 2 1.7
2. Low 8 6.7
3. Neither high nor low 49 40
4. High 47 39.2
5. Very high 14 11.7
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range
of neither high nor low, 39.2% of the respondents are in the range of high and 6.7%
are in low. 11.7% of the respondents are in the range of very high and 1.7% is very
low.
CHART 4.6.1
1.7
6.7
40 39.2
11.7
0
5
10
15
20
25
30
35
40
Value of respondents
Very low Low Neither highnor low
High Very high
Level
chart showing the level of comfortableness in the working conditions because of employee referral program
TABLE 4.7
TABLE SHOWING THE LEVEL OF PERFORMANCE AND COMMITMENT
TO THE ORGANISATION BECAUSE OF EMPLOYEE REFERRAL
PROGRAM:
S.NO. LEVEL OF
PERFORMANCE
AND
COMMITMENT
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Very low than before 16 13.3
2. Low than before 17 14.2
3. Same 34 28.3
4. High than before 46 38.3
5. Very high than before 7 5.8
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range of high than
before, 28.3% are in same, 5.8% are in very high than before and 14.2% are in low than before.
13.3% are very low than before.
CHART 4.7.1
Chart showing the level of the performance and commitment of the employees to the organisation
13.3
14.2
28.3
38.3
5.8
0 5 10 15 20 25 30 35 40 45
Very low than before
Low than before
Same
High than before
Very high than before
Leve
l
Percentage of respondents
TABLE 4.8
TABLE SHOWING THE PERCENTAGE OF EMPLOYEES LEAVES FROM
THE ORGANISATION WHEN THEY COME THROUH EMPLOYEE
REFERRAL PROGRAM:
S.NO.. PERCENTAGE
OF EMPLOYEES
NUMBER OF
RESPONDENTS
PERCENTAGE
OF
REPONDENTS
1. 0-20% 54 45
2. 21-40% 27 22.5
3. 41-60% 17 14.2
4. 61-80% 11 9.2
5. 81-100% 11 9.2
Total 120 100
INFERENCE:
From the above table it is inferred that the majority of the respondents are in the range of
0-20%, 22.5% are in 21-40%, 14.2% are in 41-60% and 9.2% are in 61-80% and 81-
100%.
CHART 4.8.1
45
22.5
14.2
9.2
9.2
0 5 10 15 20 25 30 35 40 45
Percentage of respondents
0-20%
21-40%
41-60%
61-80%
81-100%
Pe
rce
nta
ge
of
em
plo
ye
es
Chart showing the percentage of employees leave from the organisation when they come through employee referrals
TABLE 4.9
TABLE SHOWING THE GUIDANCE GIVEN TO THE REFERRED CANDITATES BY
THEIR FRIENDS:
S.NO. LEVEL OF
GUIDANCE
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Not at all 7 5.83
2. A little 15 12.5
3. Some 32 26.7
4. Quite a bit 47 39.2
5. Very much 19 15.8
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range of quite a
bit, 5.83% are in not at all, 12.5% are in a little and 26.7% are in some, 15.8% are in very much.
CHART 4.9.1
Chart showing the guidance given to the referred candidates by their friends
15.8
39.2
26.7
12.5
5.83
0
5
10
15
20
25
30
35
40
45
Not at all A little Some Quite abit
Verymuch
Level of guidance
Per
cen
tag
e o
f re
sp
on
den
ts
TABLE 4.10
TABLE SHOWING THE LEVEL OF INCREASE IN MORALE, LOYALY,
RETENTION TOWARDS THE ORGANISATION:
S.NO. LEVEL OF
MORALE
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Extremely high 7 5.8
2. High 4 3.3
3. Slightly high 8 6.7
4. Neither high nor low 20 16.7
5. Slightly low 50 41.7
6. Low 23 19.2
7. Extremely low 8 6.7
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the range of
slightly low, 16.7% are in neither high nor low, 5.8% are in extremely high and 3.3% are
in high. 6.7% of respondents are in the range slightly high and extremely low and 19.2%
is in low.
CHART 4.10.1
Chart showing the level of increase in morale,loyalty,retention towards the organisation
5.8
3.3
46.7
16.7
4.7
19.2
6.7
0 10 20 30 40 50
Extremely high
High
Slightly high
Neither high nor low
Slightly low
Low
Extremely low
Leve
l of m
oral
e
percentage of respondents
TABLE 4.11
TABLE SHOWING WHETHER THE EMPLOYEES MAKE REFERRAL OF ANY
UNKNOWN CANDIDATES BECAUSE OF INCENTIVES AND CASH BONUSES:
S.NO. ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Yes 84 70
2. No 36 30
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents said yes and 30% said no
for referring the unknown candidates.
CHART 4.11.1
Chart showing whether the employees make referral of any unknown canditates because of incentives and cash
bonuses
Yes, 70
,
No, 30
,
TABLE 4.12
TABLE SHOWING THE LEVEL OF SATISFACTION WITH THE REWARDS FOR
REFERRAL:
S.NO. LEVEL OF
SATISFACTION
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Very low 4 3.3
2. Low 13 10.8
3. Neither high nor low 37 30.8
4. High 47 39.2
5. Very high 19 15.8
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents are in the satisfaction
level of high for the rewards, 30.8% are in neither high nor low and 10.8% are in low.
The satisfaction level of very low for rewards are 3.3% and 15.8% are in very high.
CHART 4.12.1
Chart showing the level of satisfaction with the rewards for the referral
3.3
10.8
30.8
39.2
15.8
0 5 10 15 20 25 30 35 40 45
Very low
Low
Neither high nor low
High
Very high
Leve
l of s
atis
fact
ion
percentage of respondants
TABLE 4.13
TABLE SHOWING WHETHER THE EMPLOYEES CONTRIBUTE TO THE GROWTH
OF THE ORGANISATION:
S.NO. ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE
OF
RESPONDENTS
1. Yes 71 59.2
2. No 49 40.8
Total 120 100
INFERENCE:
From the above table it is found that majority of the respondents said yes for
the contribution and 40.8% said no for the contribution.
CHART 4.13.1
Chart showing whether the employees contribute to the growth of the organisation
Yes, 59.2
,
No, 40.8
,
TABLE 4.14
TABLE SHOWING WHETHER THE FAVORITISM WOULD BE THERE
BECAUSE OF EMPLOYEE REFERRAL PROGRAM:
S.NO. ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1. Yes 80 66.67
2. No 40 33.33
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents said there would be
favoritism and 33.33% said there would be no favoritism.
CHART 4.14.1
66.67
33.33
0 10 20 30 40 50 60 70
Precentage of respondents
Yes
No
Att
ribu
tes
Chart showing whether the favoritism would be there because of employee referral program
TABLE 4.15
TABLE SHOWING WHETHER THE EMPLOYEES MADE ANY REFERRAL
FOR THEIR FRIENDS:
S.NO. ATTRIBUTES NUMBER OF
RESPONDENTS
PERCENTAGE
OF
RESPONDENTS
1. Yes 90 75
2. No 30 25
Total 120 100
INFERENCE:
From the above table it is found that the majority of the respondents have made referrals.
CHART 4.15.1
Chart showing whether the employees made any referral for their friends
75
25
0 10 20 30 40 50 60 70 80
Yes
No
Att
rib
ute
s
Percentage of respondents
STATISTICAL TOOLS
CHI-SQUARE ANALISIS:
To find the relationship between levels of motivation get by employer through referral
and extend that employer give skilled employees to the organization.
Table name: Relation between levels of motivation get by employer through referral
and extend that employer give skilled employees to the organization.
TABLE NO 4.16
Respondents Very
low
Low Neither
low nor
high
High Very
high
Total
(Extremely
high)
7
3 _ _ _ _ 3
6 3 2 _ _ _ 5
5 _ 11 _ _ _ 11
4 _ 12 14 _ _ 26
3 _ _ 16 8 14 38
2 _ _ _ 27 3 30
(Extremely
low)
1
_ _ _ 7 _ 7
Total 6 25 30 42 17 120
Null hypothesis: H0
There is no relationship between levels of motivation get by employer through referral and
extend that employer give skilled employees to the organization.
Alternative hypothesis: H1
There is relationship between levels of motivation get by employer through referral and
extend that employer give skilled employees to the organization.
Ei – FREQUENCY TABLE:
0.15 0.625 0.75 1.05 0.425
0.25 1.047 1.25 1.75 0.71
0.55 2.3 2.75 3.85 1.56
1.3 5.42 6.5 9.1 3.68
1.9 7.92 9.5 13.3 5.38
1.5 6.25 7.5 10.5 4.25
0.35 1.46 1.75 2.45 0.99
CHI_SQUARE TEST:
Level of significance = 5%
Degrees of freedom = (r-1)(c-1)=(5-1)(7-1)
=24
Chi_square=∑(Oi-Ei)2/Ei
= 247.67
Calculated value=247.67
Table value=36.415
Calculated value > Table value
Therefore H1 is accepted.
CONCLUTION:
There is relationship between levels of motivation get by employer through referral and
extend that employer give skilled employees to the organization.
WEIGHTED AVERAGE METHOD:
Table name: The level of the performance and commitment of the employees to the
organization because of employee referral program.
TABLE 4.17
Opinion No of
respondents
Percentage
Very low than before 16 13.3
Low than before 17 14.2
Same 34 28.3
High than before 46 38.3
Very high than before 7 5.8
Total 120 100
WEIGHTED AVERAGE FORMULA:
__
XW = ∑WX / ∑X
W= Assumed average
X= No of respondents
X W XW
16 1 16
17 2 34
34 3 102
46 4 184
7 5 35
__
XW = 3.09
From the table value 3 = 34
INFERENCE:
Based on weighted average the above table states of 40.8 % of respondents feels the level of
performance and commitment to the organization because of employee referral program is same.
WEIGHTED AVERAGE METHOD:
Table name: Extend the employer guide their buddy if they make the referral
TABLE 4.18
Opinion No of
respondents
Percentage
Not at all 7 5.83
A little 15 12.5
Some 32 26.7
Quite a bit 47 39.2
Very much 19 15.8
Total 120 100
WEIGHTED AVERAGE FORMULA:
__
XW = ∑WX / ∑X
W= Assumed average
X= No of respondents
X W XW
7 2 14
15 4 60
32 6 192
47 8 376
19 10 190
__
XW = 6
From the table value 6 = 32
INFERENCE:
Based on weighted average the above table states of 26.67 % of respondents feels extend the
employer guide their buddy if they make the referral is some.
FINDINGS
It is found that 37.5% of the employees are working in the organization for 3-5
years.
It is found that 74.2% of the employees would make a referral.
It is found that 34.2% the motivation is given by the employer is high to make the
referral.
It is found that 31.7% the extent of giving skilled employees is slightly low
through employee referral program.
It found that 74.2% there would an awareness of working conditions to the
referred candidates.
It is found that 40% the level of comfortableness would be neither high nor low in
the working conditions.
It is found that 38.3% the level of performance and commitment of the employees
would be high than before.
It is found that 45% the employees leave from the organization would be 0-20%
when they come through employee referrals.
It is found that 75% the level of guidance would be some by their friends who are
working on the organization.
It is found that 41.7% the level of increase in morale, loyalty, retention towards
the organization is slightly low.
It is found that 30% of the employees would not make the referral for any
unknown candidates for incentives and cash bonuses.
It is found that 39.2% of the employees would guide the buddy referred
candidates.
It is found that 39.2% of the employees would be satisfied because of the reward
for referrals.
It is found that 59.2% of the employees would contribute to the growth of the
organization.
It is found that 66.67% of favoritism would be there because of employee referral
program,
SUGGESTIONS
For most of the employees the number of years working in the organization is 3-5
years and the employees working 11-15 years are low than that. The organization
should make a balance between them.
The employees would make a referral. So, the organization could continue its
employee referral program.
As the level of motivation given by the employer to make the referral is high, they
could further motivate the employees.
As the extent of giving skilled employees through employee referrals is slightly
low, the organization should make a guideline for the employees to give skilled
employees.
There would be an awareness of working conditions but the organization also
could increase the awareness of the working conditions among the referred
candidates further.
The comfortableness in the working conditions is low so the organization should
take steps to improve it.
The performance and the commitment level is high than before. The organization
should take further steps to improve it.
The organization should improve the communication level between their friends
who are working in the organization. So, the employees leave from the
organization would be reduced.
The level of guidance given to the referred candidates by their friends who are
working in the organization is to some extent. So, the organization should increase
the guidance level.
As the level of increase in morale, loyalty, retention towards the organization is
slightly low; the organization should take steps to increase it.
Most of the employees referred candidates to the organization for incentives and
cash bonus. The organization should reduce it so that all the employees would not
refer candidates for incentives and cash bonus.
As the satisfaction level for the rewards for the employee referrals is neither high
nor low, the organization should raise the reward amount.
Even though most of the employees feel they would contribute to the organization
through employee referrals, the organization should increase the thought among
the employees that they are contributing.
As most of the employees said that there would be favoritism because of referral
program, the organization must try to reduce the favoritism.
As only few of the employees have made referral, the organization should
encourage the employees to make the referrals.
As most of the employees are satisfied with the referrals they have made, the
organization should take further steps to increase it.
CONCLUSION
The employees would make a referral. The organization should motivate them to
make the referrals. The organizations should increase the comfortableness in the
working conditions. The performance and the commitment level would be increased.
The morale, loyalty, retention towards the organization should improve. The
employees would guide the referred candidates. The organization must try to reduce
the favoritism. Most of the employees referred candidates to the organization for
incentives and cash bonus. The organization should reduce it.
The Employee Referral Program would be an effective one and the organization can
continue it and now the Employee Referral Program in the organization is not
followed in an effective manner. So, it has to be improved further.
BIBLIOGRAPHY
Human Resource Management by V.S.P.Rao 2nd edition, Excel books, New
Delhi
Human Resource Management 10th edition, Robert L.Mathis, John H.Jackson,
Thomson- south western
Organizational behavior 11th edition, Stephen P.Robins, PH1 learning /
pearson education, 2008.
K. Aswathapa , organizational behavior, Himalaya publishing house , 8th
edition,2008.
Website
www.google.com
www.managementparadie.com
www.mbaguys.net
www.mindfods.com
CHAPTER 6
APPENDIX
QUESTIONNAIRE
A study on impact of Employee Referral Program in HCL.
1. Name of the employee :
2. Designation :
3. How many years are you
Working in this organization:
□ <2 years
□ 3-5 years
□ 6-10 years
□ 11-15 years
□ Above 15 years
4. Do you refer employees to the organization?
□ Yes
□ No
5. What is the level of motivation do you get by your employer to make the referral?
□ Very low
□ Low
□ Neither high nor low
□ High
□ Very high
6. To what extent would you give skilled employees to the organization through employee
referral program?
Extremely high 7 6 5 4 3 2 1 Extremely low
7. Could the referred candidate be aware of the organization’s working conditions because of
employee referral program?
□ Yes
□ No
8. To what extent the employee referral program would make the working
conditions more comfortable?
□ Very low
□ Low
□ Neither low or high
□ High
□ Very high
9. What would be the level of your performance and commitment to the organization because
of employee referral program?
□ Very low than before
□ Low than before
□ Same
□ High than before
□ Very high than before
10. What would be the percentage of employees leave from the organization
if they come through employee referrals?
□ 0-20%
□ 21-40%
□ 41-60%
□ 61-80%
□ 81-100%
11. To what extent could you guide your buddy if you make the referral?
□ Not at all
□ A little
□ Some
□ Quite a bit
□ Very much
12. What is the level that it could increase your morale, loyalty, retention
towards the organization?
Extremely high 7 6 5 4 3 2 1 Extremely low
13. Could you refer any unknown candidates because of incentives and cash
bonuses?
□ Yes
□ No
14. To what extent are you satisfied with the rewards for the referrals?
□ Very low
□ Low
□ Neither high nor low
□ High
□ Very high
15. Could you feel that you would contribute to the growth of the organization
through employee referral program?
□ Yes
□ No
16. Could the favoritism would be there because of employee referral program?
□ Yes
□ No
17. Have you made any referral for your friends?
□ Yes
□ No
