COUNSELLING –GUIDING FOR POSITIVE EMPLOYEE RELATIONS

As we have seen in the preceding sections, if the problems relating to indiscipline, grievance and job stress are not effectively resolved, they invariably tend to lead to strained employee relations which, in turn, affect the performance and satisfaction levels of the organisation members. Several strategies have been suggested for resolving these problems. One thing, however, that emerges is that ultimately the individual employee's capacity and willingness to respond positively to a problem situation will determine the effect on organisational performance and individual well-being. The effective management of these problems presupposes development of problem solving orientation and positive attitudes to work and people among the employees. Counselling is primarily used for this purpose and, thus, it requires the status of an important managerial function.


Counselling is a professional form of interpersonal communication whose purpose is to assist the employees with which eventually to question the knowledge stores. It is a planned systematic intervention in the life of an individual who is capable of choosing the goal and the direction of his own development. Counselling, therefore, is aimed at maximising human freedom by increasing one's long term control over his environment and responses which are evoked by it. It is liberating in nature, develops responsible independence, increased autonomy and assists an individual to help himself.

Nature of counselling

Non-directive counselling is being more widely used in dealing with problem-employees who exhibit maladaptive behaviour in organisations. Counselling has been described as a helping relationship between the person seeking help (client) and the person providing help (counsellor). It uses a positive approach. The underlying assumptions of counselling are as follows:

(i) People can grow; they can improve. The counsellor must believe in the worth of the individual and in that person's ability to do better.
(ii) Counselling is an investment in the individual which will result in future pay offs for both the parties.
(iii) Counselling is a learning process. The client is encouraged to diagnose his own inadequacies and to become aware of the need for initiating corrective steps. The change achieved is more lasting than any change that is imposed.
(iv) Counselling involves confrontation. The client must learn to confront his own inadequacies and problems. The problems, therefore, will have to be brought out. Confrontation can cause stress, which is a necessary condition for change.
(v) Acceptance of an individual as he is by the counsellor is important. The client must be accepted as a worthy human being capable of growth and development.
(vi) Counselling is a continuous and time-consuming process that is likely to involve several sessions.
(vii) The effectiveness of counselling is determined by specific change in behaviour taking place in the client.

BENEFITS OF EMPLOYEE TRAINING AND DEVELOPMENT

"Job quality affects worker morale, job satisfaction, and the scope workers have to apply their skills and abilities to the job - all key contributors to productivity performance."

Employee training and development programs also help with employee retention. In the book Employee Training and Development (see Links and Resources below), Noe states that:

"Studies of what factors influence employee retention suggest that working with good colleagues, challenging job assignments and opportunities for career growth and development are among the top reasons for staying with a company."

Employee training and development programs prepare staff to successfully carry out the mission of the organization.

"... nonprofits that invest in their own organizations, particularly in the area of employee development and training , find that they are stronger and better equipped to carry out their mission."

Benefits of employee training and development include:

• Employees are better prepared to help the organization achieve its goals
• Staff are more productive
• Employees are more motivated
• Well trained staff require less supervision
• A pool of employees are ready to replace others who leave
• Staff that engage in continuous learning are better able to meet the challenges of changes in the organization
• Staff are able to manage/work on new programs
• Your organization will be more successful at attracting and retaining employees

Regards

Manish Dwivedi

EFFECTIVE CONTENT WRITING

Content writing and content reading has always been a source of benefit and information for the writer and the reader respectively.

There are many websites which are providing us free content writing that is very helpful for us and usually provides the information on all the fields of the life. With the passage of time, competition among the companies is increasing and therefore, the effective content writing is more preferred than the free website contents. But there are different ways through which a writer can come up with his writing according to his writing skills but still there are different formal styles which are needed to be followed to come up with the effective piece of writings. Tips for content writing provide you a way to get all guts for effective writing and to get good reputation in the content writing.

Tips For Content Writing

There are various ways through which the websites come up with the article writing and one of them is the outsourcing of the content writing but it is riskier than the other options. The reason is that the outsourced writers need to follow the complete set of the Tips for Content Writing. There are some of the top Tips for Content Writing which will be surely useful for you in writing the website content.

1. The starting paragraph of the article has to show the introduction to the up coming paragraphs and also the behind the whole article topic. In most of the articles it will be very useful for you if you start the article with the question based on the topic of the article.



2. Organization of the article is very important and the organization includes the proper formatting and designing of writing the contents. You can write the whole article in one paragraph or you can also arrange the headings to make each of the paragraphs very distinctive and very much organized. The relevancy of the points should be carefully handled and the reader can analyze the distinction of the paragraph from the very first line.



3. The ultimate of the reader is to provide the convenience to the readers and therefore, for doing so there are many things that need to be considered. Therefore, always use the very simple words and the straight forward language so that the average of the people can be able to understand the language.



4. It will be very better for you to use the headings as the paragraphs consisting of few lines are understandable.



5. The authenticity of the text should be also considered because giving the wrong information to the readers can give the negative impact to the website. Therefore, make that sure that all of the information is very authentic.



6. Inclusion of the examples and the other tool can be very useful for making the write up more solid.



7. Tell all of the important information to the reader and in the case of the selling of the products; never forget to tell the buying process and tips.



8. Give the link websites for the further information o the readers. In this way you can save the time of the reader and can get the positive image in the market.



9. Always provide the easiness to the readers because such practices are not only beneficial for the reader but also for the writer.

CAREER DEVELOPMENT AND TRAINING

Career development is essential to implement career plan. Career development consists of personal improvements undertaken by the individual employee, training, developmental and educational programmes provided by the organisation and various institutes. The most important aspect of career development is that every employee must accept his responsibility for development. Various career development actions prove useful if an employee is committed to career development. The career development actions are:

• Job performance: Employee must prove that his performance on the job is to the level of standards established, if he wants career progress.
• Exposure: Employees’ desire for career progress should expose their skills, knowledge, qualifications, achievements, performance etc., to those who take the decisions about career progress.
• Resignations: Employees may resign the present job in the organisation, if they find that career opportunities elsewhere are better than those of the present progress.
• Change of job: Employees who put organisational loyalty above career loyalty may change the job in the same organisation if they find that career opportunities in other jobs in the same organisation are better than those in the present job.
• Career guidance: Counselling provides information, advice and encouragement to switch over to other career or organisation, where career opportunities are better.

Thus, there are two types of employee mobility in career development actions. They are internal and external mobility.

a) Internal Mobility vs External Mobility: External mobility refers to movement of an employee from one organisation to another seeking better placement based on his skills and the requirements and needs of various organisations. Employees resort to external mobility techniques and the organisation resort to external candidates when the chances of suitable placement on either side or both the sides are non-existent within an organisation. An employee prefers internal mobility as long as he is sure of getting suitable placement/employment within the organisation. Similarly, organisations may resort to internal mobility until they find suitable candidate for different jobs.

b) Need for Internal Mobility: Basically internal mobility is necessary to match the employee’ skill and requirements within the requirements of the job and those of the organisation continuously. Internal mobility is needed because of the following reasons:

1. Changes in job structure, job design, job grouping etc.

2. Changes in technology, mechanisation etc. , resulting in enhancement of job demands.

3. Expansion and diversification of production/operations.

4. Adding different lines of auxiliary and supportive activities.

5. Taking up of geographical expansion and diversification.

6. Introduction of creative and innovative ideas in all the areas of management resulting in increased job demands.

7. Chances in employee skill, knowledge, ability aptitude, values etc.

8. Changing demands of trade unions regarding protecting the interests of their members.

9. Changing government role in human resources management.

10. National economic and business trends and their impact on job design and demands.

11. Problem of maintenance of interpersonal relations and sound human relations.

12. Social and religious conditions of the employees of the region.

c) Purposes of Internal Mobility: The purpose of internal mobility are:

i) to improve the effectiveness of the organisation,

ii) to maximise the employee efficiency,

iii) to ensure discipline, and

iv) to adopt organisational changes.

i) To improve the effectiveness of the organisation: The organisational effectiveness depends largely on how well the policies, programmes and procedures are implemented in actual practice, which in turn depends on suitability of employee’s skill, knowledge, commitment etc., to the job requirements. Employees suitability to the job requirements can be mostly secured through proper placement and job reassignment to internal employees as and when vacancies occur. Employees contribution and commitment would be maximum to the organisation when they are placed in the right job. This right placement, in addition to other factors contributes much to improve the organisational effectiveness.

ii) To maximise employee efficiency: The employees existing skill, knowledge etc. , can be aptly utilised when a proper job is assigned to him besides other factors. Upward job assignment to an employee certainly helps in motivating the employee, boosting his morale and improving his commitment to the job and organisation in addition to utilising the skills of higher order which were highly to unutilised. Even horizontal mobility of employee helps in reassigning the job were employees skill can be better utilised. Thus the internal mobility helps for optimum utilisation of employee skills and in turn maximise employee efficiency through motivation.

iii) To ensure discipline: Discipline is highly essential to implement the programmes in right time and in correct manner. Demotions can be used to ensure discipline and to correct the wrong placements and job assignments.

iv) To adopt to organisational changes: Organisational changes include operational changes like changes in production levels and schedules, market levels, share, schedule and direction, economic changes like inflation and deflation, changes in technology, expansion, diversification, geographical spread etc. All these organisational changes should be met by proper job reassignment to the existing employees. Promotions meet the demand for higher order skills, transfers meet the demand for any adjustment in the same or similar level of skills, knowledge etc., whilst demotions meet the demand of the depression.

Regards

Manish Dwivedi

Training and Development

India is passing through convulsive changes due to advancement in science and technology but, at the same time, over 1,100 million people of this country are caught in the twilight zone of development and under-development. Despite the fact of viewing human resource as an asset, there is a gloomy side to this issue. An element which has surfaced in the warning signal of the World Bank as related to India is that by the turn of this century, India has nearly three-fourths of the world’s illiterate population. On one side we have an abundance of human resource, the brain trust of a nation, and on the other side, we are in a state of emergency to convert the human recycling of human resource through formal, informal and non-formal education involving training and retraining.

Training- Meaning and Scope

Training is an organised procedure which brings about a semi-permanent change in behaviour, for a definite purpose. The three main areas involved are skills, knowledge and attitudes (sometimes called social skills) but always with a definite purpose in mind. It differs from education in many ways, for all practical purposes training is aimed at specific, job-based objectives rather than the broader society-based aims of education. Historically, trainees were expected to learn their jobs by ‘exposure’, i.e. by picking up what they could from experienced fellow employees. They were not termed trainees since they were not systematically trained, but, they enjoyed such titles as helpers, apprentices, in industrial circles. But this method of learning was haphazard, learning time was lengthy, motivational needs often neglected with the possibility of many incorrect procedures being passed on. There was also a certain fear from experienced members of the workforce that passing on their skills would ultimately lead to their own exit. Planned economy and economic growth in the country has given emphasis to the need for a more systematic means of training for jobs skills. Thus, was born a more analytical approach of training.

Caution: It is important that due attention is paid to training right from the time when one first starts doing a job.

If not, as is the unfortunate experience of many, it attempts at learning games and sports, it will be extremely difficult, if not almost impossible to unlearn what has once been learnt wrongly on one’s own during the initial stages.

A job is not learnt merely by instructions. By telling and showing step by step the way it ought to be done, the job is perhaps presently learnt but not done well when left on one’s own. By showing and making the trainee do the job step by step along with instruction, the chances are, that the job will be learnt and yet there is no guarantee that the job will be done well for long. The job will be really learnt satisfactorily by making an individual repeat and demonstrated step by step during instruction. By keeping a watchful eye at close intervals in the initial stages and by checking progress periodically later on, one can ensure that the job will be well done for all time to come.

The essential elements in any commercial enterprise are materials, equipment and human resource. Training, allied to the other human resource specialisations within management, ensures a pool of manpower of the required levels of expertise at the right time. But, firstly, consider the attention given by an average organisation to the provision of materials, machinery and equipment. Then compare the commitment to the third essential factor in the production cycle, viz human resources. One of the most important factors in this regard is the traditional view of training and trainers. They are seen as an expense, a service, as second rate to production or as a necessary evil. Training has tended to fall behind other management activities, especially in the planning phase. It is often carried out as a reaction to immediate needs, a patch up operation in many cases, instead of an ordered activity.

If we accept the fact that people are a company’s greatest asset, one remedy for these traditional attitudes is to convince the top management that training is a principal management function. Another remedy is for the trainers to display an increasing professionalism and so demand a chance for their voice to be heard at top level, along with other managers. The image of training in the concern is often based on concepts of cost-effectiveness. The alternate view of training as welfare activity is that it withers away in the face of depression in the trade cycles. So training must be an activity open to the analytical eye of the accountant. Yet, in some respects, it is an act of faith to pass on one’s knowledge, skills and attitudes to those who follow.

Beneficiaries

The beneficiaries of training are:

1. Organization:

• — Gets more effective in decision-making and problem-solving
• — Improve the morale of the workforce.
• — Helps people identify the organizational goal.
• — Aids in developing leadership skills, motivation, loyalty and better attitude.
• — Aids in improving productivity and quality of work.
• — Aids in understanding and carrying out organizational policies.
• — Aids in organizational development.
• — Creates an appropriate climate for growth and communication.
• — Helps employees adjust to change.

2. Employees:

• — Increases job satisfaction and recognition.
• — Moves a person towards personal goals while improving interactive skills.
• — Helps in eliminating fear of attempting new tasks.
• — Provides the trainee an avenue for growth.
• — Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalised and operationalised.
• — Provides information for improving leadership, communication skills and attitudes.
• — Helps to handle stress, tension, frustration and conflict.

3. Personnel and human relations:

• — Improve inter-personnel skills.
• — Improves morale.
• — Builds cohesiveness in groups.
• — Makes the organization a better place to work and live.
• — Provides information on other governmental laws and administrative policies.

Forces influencing working and learning

Till the sixties, training activity in most of the Indian organisations was either totally absent or partly present in a rudimentary form. Even this was limited to some well established industries in the corporate sector. However, in the seventies the Indian organisations became aware of the need for development of managers for better management of industries. Thus began the Executive Development Programmes started mostly by a few educational institutions like the Administrative Staff College of India and the Institutes of Management. Some large organisations like TISCO established their own training centres and some more started programmes with the help of outside faculty. All these programmes were limited to ExecutiveDevelopment only. Four decades ago, a fillip was given to Training Within Industry (TWI) by ILO to which many industries started TWI programmes which were mostly on-the-job training to the workers. This programme also decipated after some time as it was introduced in the industry at the instance of the government and not by the conviction of industrial organisations. Even though the importance of human resource in the industry was felt by many organisations in the seventies, the training was given mainly to the executives with a view to develop the organisation. Many organisations considered that trained managers would manage to improve production and productivity through the workforce in the industry. The worker’s training was limited to on-the-job for better production and productivity.

For quite sometime now, there has been a crying need in the country that all agencies have a role to play in influencing and developing our vast human resource. Timperly, a British authority on the subject of Manpower Planning has recommended the creation of a central agency in each nation the sole purpose of which would be to develop human capital, and ensure its investment in the development of the national economy. It is only after the former Prime Minister Rajiv Gandhi’s stress on Human Resource Development (HRD) that training has taken a front seat in the national economy. He had even established a separate Ministry for Human Resource Development in November 1985.

All the industrial organisations realised the importance of training their employees for better production and for improved productivity. But still the stress was more on management development and less on worker development. If one analyses the way the present day training and development programmes for workers take place in the country, even these half-hearted training programmes for workers neither meet the requirement of the organisation nor of the individual in the public sector approach while in the private sector it is mainly for the development of the organisation.

Most of the Public Sector Undertakings (PSUs) and many large and medium sized private sector establishments have taken up HRD in big way. However, training in industry is done on an ad hoc basis. There is no systematic approach for training. The long and short-term objectives are not identified. There is no survey of training needs. In most instances the training is either a deviation from the busy work life or respite from the tedious industrial environment.

Understanding Industrial Relations

The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen.”

The term industrial relations explain the relationship between employees and management which stem directly or indirectly from union-employer relationship.

Industrial relations are the relationships between employees and employers within the organizational settings. The field of industrial relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Industrial relations are basically the interactions between employers, employees and the government, and the institutions and associations through which such interactions are mediated.

The term industrial relations have a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labor-management relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers.

The relationships which arise at and out of the workplace generally include the relationships between individual workers, the relationships between workers and their employer, the relationships between employers, the relationships employers and workers have with the organizations formed to promote their respective interests, and the relations between those organizations, at all levels. Industrial relations also includes the processes through which these relationships are expressed (such as, collective bargaining, workers’ participation in decision-making, and grievance and dispute settlement), and the management of conflict between employers, workers and trade unions, when it arises.

For better understanding of industrial relations, various terms need to be defined here:

Industry

Industrial Disputes Act 1947 defines an industry as any systematic activity carried on by co-operation between an employer and his workmen for the production, supply or distribution of goods or services with a view to satisfy human wants or wishes whether or not any capital has been invested for the purpose of carrying on such activity; or such activity is carried on with a motive to make any gain or profit. Thus, an industry is a whole gamut of activities that are carried on by an employer with the help of his employees and labors for production and distribution of goods to earn profits.

Employer

An employer can be defined from different perspectives as:

l A person or business that pays a wage or fixed payment to other person(s) in exchange for the services of such persons.

l A person who directly engages a worker/employee in employment.

l Any person who employs, whether directly or through another person or agency, one or more employees in any scheduled employment in respect of which minimum rates of wages have been fixed.

As per Industrial Disputes Act 1947 an employer means:

l in relation to an industry carried on by or under the authority of any department of [the Central Government or a State Government], the authority prescribed in this behalf, or where no authority is prescribed, the head of the department;

l in relation to an industry carried on by or on behalf of a local authority, the chief executive officer of that authority.

Employee

l Employee is a person who is hired by another person or business for a wage or fixed payment in exchange for personal services and who does not provide the services as part of an independent business.

l An employee is any individual employed by an employer.

l A person who works for a public or private employer and receives remuneration in wages or salary by his employer while working on a commission basis, piece-rates or time rate.

l Employee, as per Employee State Insurance Act 1948, is any person employed for wages in or in connection with work of a factory or establishment to which the act applies.

In order to qualify to be an employee, under ESI Act, a person should belong to any of the categories:

l Those who are directly employed for wages by the principal employer within the premises or outside in connection with work of the factory or establishment.

l Those employed for wages by or through an immediate employer in the premises of the factory or establishment in connection with the work thereof.

l Those employed for wages by or through an immediate employer in connection with the factory or establishment outside the premises of such factory or establishment under the supervision and control of the principal employer or his agent.

l Employees whose services are temporarily lent or let on hire to the principal employer by an immediate employer under a contract of service (employees of security contractors, labor contractors, house keeping contractors etc. come under this category).

Employment: The state of being employed or having a job.

Labor market: The market in which workers compete for jobs and employers compete for workers. It acts as the external source from which organizations attract employees. These markets occur because different conditions characterize different geographical areas, industries, occupations, and professions at any given time.

Regards

Manish Dwivedi

Staffing: Meaning and Features

Staffing is the process of matching the jobs with capable people. It is concerned with the selection, placement, growth and development of people in an organisation. It involves the determination of what personnel are needed, in what quantity and of what quality. It is development-oriented as it tries to maintain and develop employees through appropriate training and compensation programmes. The main features of staffing may be stated thus:

1. Staffing involves people: Staffing is difficult because it deals with people. Unlike the other managerial functions such as planning, organising and controlling that may be totally objective and performed almost mechanically, staffing function is difficult to perform. Where right kind of people are not selected, many problems may crop up later on.

2. Staffing is development-oriented: Staffing is not simply hiring people. It aims at developing people through training. It also aims at maintaining people through appropriate compensation policies.

3. Staffing is continuous: People join and leave organisations for a number of reasons. To meet the growing needs of an organisation, new hands have to be hired from time to time. Staffing, thus, is a continuous activity. It is an integral part of the management process and is performed by every manager on a continuous basis.

4. Staffing is a three-step process: Staffing, basically, involves three things:

l Hiring the right kind of people to fill vacancies.

l Developing their skills through training, and

l Maintaining them by creating favourable conditions of work.

Stated precisely, the purpose of staffing is to ensure that the right number and right type of people are working on the right jobs at the right time and place.

Why HCL Technologies is the Best Employer in India

WHEN HCL TECHNOLOGIES CEO VINEET NAYAR unveiled this concept at the company’s 2005 ‘global customer’ meet, it left everyone stunned. No one could believe that the company was putting its employees before customers. The shock was even more pronounced as HCL was struggling to find its feet when other Indian IT companies were taking leadership positions in the global IT market. (Currently employing over 73,000 employees working in more than 26 countries and having an annual turnover of over Rs. 15,000 crore)r The Employee First programme was part of HCL’s transformational blue-ocean strategy. Not only was it going aft er newer markets and segments in which other Indian IT companies had a minimal presence, it was also searching for differentiators that would put it six to eight months ahead of the competition. The focus was to consolidate business lines, invest in sales, internal IT processes and services, pursue big-ticket deals and raise bills on output-based pricing. However, all this meant a lot of pressure on the workforce, which was already dealing with high attrition rates.

“Employee First and Customer Next Policy

The service industry, from fast food to business consulting, has long lived by the mantra that serving the customer is the only thing that matters. As a result, customer need is placed above all others – often at the sacrifice of employees, managers and administrators. HCL Technologies, one of India’s fastest growing IT services companies, has embraced a new strategy – Employee First – that places the needs of employees before the needs of customers. This seemingly counterintuitive strategy has provoked a sea-change at the company, and, believe it or not, greater customer loyalty, better engagements and higher revenues At HCL, we treat people as people, not ‘human resources’. Our five fold path to enlightenment provides you with space to grow, time to think, tools to use. It gives you whatever you need to succeed – be it a virtual assistant or talent transformation sabbaticals; inner peace or fast track growth; expert guidance or democratic empowerment. The result? Over 50,000+ highly motivated individuals working for 500 satisfied customers around the globe. IT works better this way. HCL recognizes human resources as the backbone of its long-term success and has consciously focused on increasing the value-add per employee. Its unique approach has made it an employer of choice both in India and abroad. Utmost importance is attached to attract the best talent into the organization, continuously train, improve the skill set of these professionals, and help them perform in the most challenging assignments, and finally retain our biggest asset-our people. HCL boasts of its people and recognizes every mind as an engineering powerhouse. It offers a unique experience to people through technology and process innovation. It breeds leaders to work for leaders(www.hcltech.com)

The new strategy positioned employees as the biggest differentiator. The premise of employee first and customer second is that delighted employees will create delighted customers, thereby sustaining business success. The company was not chasing volume deals, but high-value deals. Nayar says value is created at the point of interface with the client, and this is done by employees. This, in turn, produces business results. “Though it was a transparent concept, it took time to sink in. But we were serious about it, we believed in it and we had the will to implement it,” says Dilip Kumar Srivastava, Global Head (HR), HCL Technologies.

HCL’s entire HR policy was revisited to bring in a qualitative shift towards employees. Exposure was increased and skills were updated to enhance knowledge. Employees were empowered to have views about the company and given opportunities to express them. This was done through 360-degree appraisals, surveys and opinion polls. The transformation of employees happened through coaching and mentoring programmes. A reward and recognition system was also put in place. The growth in the business reflects employee and customer acceptance of the programme. “Change is the only thing that is constant here. I became multi-skilled and started believing in myself. HCL helped me to grow,” says Rajani Kapani, who joined the company in 1998 as a front-office executive. Today, his designation is Deputy Manager, Employee HR Services. The initiative to put the spotlight on employees has made a huge difference. This, perhaps, is the prime reason for employees being confident about the steps being taken by the management to negotiate difficult times.

Good news or bad, employees get to hear first from the CEO or the leadership team. For instance, in September 2008, Vineet Nayar personally addressed employees across centres and explained the rationale behind the Axon acquisition, and what it meant for the company and the workforce. He also spoke about the economic situation and what it meant for HCL’s business. Employees learnt that the organisation was not looking at layoffs or salary cuts as part of its efforts to minimise costs. This reassured the employees and also made them work harder. HCL Technologies is already known as the CEO factory for India, with almost 100 of its former employees now holding chief executive posts in the corporate world. Today, it is evolving into a global company, where nationalities and region dissolve into just one thing: being an HCLite.(Anurag Prasad, www.business.outlookindia.com 14^th May 2011)

Regards

Manish Dwivedi