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    Amity Business School

    They cant replicate your people Leadership throughdifferentiated HR practices

    By:-BPSM Group No. - 11

    Anil Kumar YadavIndana AbhinavSumit Kumar Dinkar Gupta

    Vineet Raj Tokas

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    Case 1 : Delhi InternationalAirport Pvt. Ltd. (DIAL)

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    Amity Business SchoolouDelhi International Airport (P) Ltd (DIAL) is a joint venture company;led by Bangalore headquartered global Infrastructure major GMRGroup with a significant pan-India and International presence,

    Airports Authority of India, Fraport and Malaysian Airport Holdings.

    DIAL is working towards the modernization and restructuring of the

    Delhi Airport. The project being developed by DIAL under PublicPrivate Partnership has been given the mandate to finance, design,build, operate and maintain the Delhi Airport for 30 years with anoption to extend it by another 30 years.

    The development of IGI Airport is taking place under a phasedMaster Plan. As part of the first phase DIAL has alreadycommissioned a new runway and domestic terminal at IGIA. In July2010, DIAL commissioned a modern integrated passenger Terminal(Terminal 3).

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    Amity Business Schoolverv ew

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    Amity Business Schoolu ure

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    Amity Business Schoolrac ces

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    Various Parameters and

    Weightages

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    Case 2 : HCL Enterprise

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    Amity Business SchoolHCL EnterpriseHCL Enterprise , is one of India's largest electronics,

    computing and information technology company.

    It is a 32-year-old leading Global Technology and ITenterprise, with USD 5.0 billion revenue 60,000 professionals

    and operations spanning 23 countries.

    Its range of offerings spans Product Engineering, Custom &Package Applications, Business Process Outsourcing, ITInfrastructure Services, IT Hardware, Systems Integration etc.

    HCL Technologies is Indias 4 th largest leading global ITServices companies, providing software-led IT solutions,Remote infrastructure management services and BPO.

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    LEADING HR PRACTICES AT

    HCLTheyThey possesses possesses effectiveeffective processes processes for for hiringhiring andand career career progression progression. .

    AtAt HCLHCL theythey developdevelop effectiveeffective performance performance managementmanagementsystems,systems, compensation,compensation, andand rewardreward andand recognitionrecognitionapproachesapproaches. .

    TheyThey empower empower individualsindividuals andand teamsteams toto makemake decisionsdecisions whichwhichreducesreduces thethe process process timetime andand helpshelps inin customer customer satisfactionsatisfaction. .

    TheyThey makemake extensiveextensive investmentsinvestments inin trainingtraining andand educationeducation of of employeesemployees andand motivatemotivate themthem toto developdevelop andand useuse their their fullfull potential potential..

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    SOURCES OF RECRUITMENT IN

    HCL TECHNOLOGIES

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    PROCESS OF RECRUITMENT &

    SELECTION

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    Significant measures taken to

    manage challenges effectively

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    Amity Business Schoolest ract cesInsist on Relieving Letters.

    Ethical Hiring.Campus Hiring.Support reference checks and mandate background

    checks.Check on non-compete agreements from customer contracts.Service Notice Period with previous employer.

    Discourage frequent job-hoppers (less than 6months).Partnership with Executive Recruiters Association tofollow similar practices.

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    Amity Business School

    Case 3 : Infosys

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    Amity Business Schoolou n osys

    Established in 1981, Infosys is a NASDAQ listedglobal consulting and IT services company withmore than 105,000 employees.

    From a capital of US$ 250, it has grown to

    become a US$ 4 billion company with a marketcapitalization of approximately US$ 27 billion.

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    HR Policies of INFOSYS

    W ork at Infosys:-

    A feeling of energy and vitality, of freshness, of a place where people work in a campus like facility and culture, are unafraid to voice new ideas, of a place where there is minimal hierarchy.

    Robust people management practices enable Infosys to create thisenvironment for its employees.

    Infosys pioneered the Global Delivery Model and became the first ITCompany from India to be listed on NASDAQ.

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    Continuous learning:-

    Infosys conducts around a number of focused programs for their employees.

    These range from major initiatives such as the InfosysLeadership Institute to various ongoing managementdevelopment and personal improvement programs.

    They complement a host of technology advancement andongoing training options.

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    SOURCES ON MAN PO W ER SUPPLY

    INTERNAL:-

    Infosys upgrades from within only for managerial positions, but only to some extent.Benefited by the employee who is already familiar with the

    organization, reduces training cost, helps in building moraleand promotes loyalty.

    TYPES:-

    a) Former Employees :-They ask the retired employees who are willing to work on a

    part-time basis, individuals who left work and are willing to come

    back for higher compensations.

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    b) Retirements :-Sometimes when replacement of retired employee with new one,

    and later is not suitable they call the retired people again for better executions.

    c) Internal notification (advertisement):-Most employees know from their own experience about the

    requirement of the job.

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    EXTERNAL:-Agencies, Institutions etc.

    ONCAMPUS:-Engineering Institutes, Management Institutes, etc.

    OFF CAMPUS:-

    JOB FAIRS, Advertisement, News paper, Walk-ins,Write-ins , Talk-ins Consultants, Industries, etc.

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    THE SELECTION PROCESS OF

    INFOSYS1. Initial screening of interviews.2. Completion of application forms.3. Employment tests.

    VARIOUS TESTS:-

    Mental or intelligence tests, Mechanical aptitudetests, Intelligence test, Personality test.Medical test.

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    4 . InterviewFormal Interview.Patterned Interview. Non-directive Interview.Depth Interview.

    Stress Interview.Panel Interview.Mixed Interview.

    Second Round of Interview

    5. Background Information.6. Physical Examination.

    7. Final Employment decision.

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