A Project Report

ON
A STUDY ON TRAINING AND DEVELOPMENT
PROCESS
AT HCL.
With Reference to

BY
Amit Kumar
Mishra.
Hall ticket no. - 217009672057

(2009 – 2011)

Project submitted in partial fulfilment for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION.

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 DEPARTMENT OF BUSINESS MANAGEMENT

OSMANIA UNIVERSITY.
HYDERABAD - 500007

PREFACE

The MBA programme is well structured and integrated course of business studies.

The main objective of practical training at MBA level is to develop skill in student by

supplement to the theoretical study of business management in general. Industrial training

helps to gain real life knowledge about the industrial environment and business practices.

The MBA programme provides student with a fundamental knowledge of business and

organizational functions and activities, as well as an exposure to strategic thinking of

management.

In every professional course, training is an important factor. Professors give us

theoretical knowledge of various subjects in the college but we are practically exposed of

such subjects when we get the training in the organization. It is only the training through

which I come to know that what an industry is and how it works. Training is an integral part

of MBA and each and every student has to undergo the training for 2 months in a company

and then prepare a project report on the same after the completion of training.

During this whole training I got a lot of experience and came to know about the

management practices in real that how it differs from those of theoretical knowledge and the

practically in the real life.

In today’s globalize world, where cutthroat competition is prevailing in the market,

theoretical knowledge is not sufficient. Beside this one need to have practical knowledge,

which would help an individual in his/her carrier activities and it is true that-

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“Experience is the best teacher”.

ANNEXURE – I

DECLARATION

I hereby declare that this Project Report titled

TRAINING AND DEVELOPMENT submitted by me to the

Department of Business Management, O.U., Hyderabad, is a bonafide

work undertaken by me and it is not submitted to any other

University or Institution for the award of any degree diploma /

certificate or published any time before.

Name and Address of the Student Signature of the Student

Amit Kumar Mishra.

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 ANNEXURE – II

CERTIFICATION

This is to certify that the Project Report title

TRAINING AND DEVELOPMENT submitted in partial fulfilment for the

award of MBA Programme of Department of Business Management, O.U.

Hyderabad, was carried out by Amit kumar mishra under my guidance. This

has not been submitted to any other University or Institution for the award of

any degree/diploma/certificate.

Name and address of the Guide

Proff R. Jabez.

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 ACKNOWLEDGEMENT

With immense pleasure, I would like to present this project report for
Hcl Infinet Ltd. It has been an enriching experience for me to undergo my
summer training at HCL, which would not have possible without the goodwill
and support of the people around. As a student of Vishwa vishwani institute
of system and management I would like to express my sincere thanks to all
those who helped me during my practical training program.

Words are insufficient to express my gratitude toward Mr. Sumeet

chibber the HR head, Ms. Nisha bajaj the Sr. HR Executive, Ms. Deepti
Mishra and company Guide and Associate professor R .Jabez

And It gives me a great pleasure to express my sincere thanks to my

principal Mr. Mohan Rao for giving me an opportunity to complete my
Executive Training successfully in HCL INFINET LTD.

My heartfelt thanks go to all who helped me to gain knowledge about the actual
working and the processes involved in various departments.

However, I accept the sole responsibility for any possible error of

omission and would be extremely grateful to the readers of this project report if
they bring such mistakes to my notice.

Thanking You

Amit Kumar Mishra

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 R-No. 217009672057

TABLE OF CONTENTS

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CHAPTER No. CONTENTS PAGE No.

1. ( I ) Introduction
(ii) Scope & Objectives
(iii) Purpose and Nature of the study
(iv) Traditional & modern approaches

2. (i) Research Methodology

(ii) Data collection

3. (i) Company Overview

(ii) Industry overview
(iii) Literature review

4. (i) Data Analysis

(ii) Graphs and figures

(iii) Limitations & Conclusion

5. (i) Findings
(ii) questioners
(iii) References

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 CHAPTER -1

INTRODUCTION

INTRODUCTION.

Employee training tries to improve skills, or add to the existing level

of knowledge so that employee is better equipped to do his present
job, or to prepare him for a higher position with increased
responsibilities. However individual growth is not and ends in itself.
Organizational growth need to be measured along with individual

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growth. Training refers to the teaching /learning activities done for
the primary purpose of helping members of an organization to acquire
and apply the knowledge skills, abilities, and attitude needed by that
organization to acquire and apply the same. Broadly speaking training
is the act of increasing the knowledge and skill of an employee for
doing a particular job. In today’s scenario change is the order of the
day and the only way to deal with it is to learn and grow. Employees
have become central to success or failure of an organization they are
the cornucopia of ideas. So it high time the organization realize that
“train and retain is the mantra of new millennium.”

TRAINING AND DEVELOPMENT.

Q) Meaning and Definition

Training and development refer to the imparting to specific skills’ ability and
knowledge to an employee.
A formal definition of training and development is:
“It is any attempt to improve current or future employee performance by
increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitudes or increasing his or her skills and
knowledge.”
Development refers “to those learning opportunities designed to help
employees grow. Development is not primarily skill-oriented. Instead, it
provides general knowledge and attitudes, which will be helpful to employees
in higher positions. Efforts towards development often depend on personal

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drive and ambition. Development activities, such as those supplied by
management development programmes, are generally voluntary.”

SCOPE OF THE STUDY.

The scope of the study covers in depth, the various training practices, modules,
formats being followed and is limited to the company Reliance Money and its
employees. The different training programmes incorporated/facilitated in
Reliance Money through its faculties, outside agencies or professional groups.
It also judges the enhancement of the knowledge & skills of employees and
feedback on its effectiveness.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose
by adding value to its key resource – the people it employs. Training means
investing in the people to enable them to perform better and to empower them
to make the best use of their natural abilities.

The objectives of training are:

• Personal growth: Training programmes also deal with personality

development of the employees (through goal setting, motivation,
leadership skills, etc.) thus they personally gain through exposure to
training programmes.

• Develop the competences of employees and improve their performance;

• Help people to grow within the organization in order that, as far as

possible, its future needs for human resource can be met from within;

• Reduce the learning time for employees starting in new jobs on

appointment, transfers or promotion, and ensure that they become fully
competent as quickly and economically as possible.

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 • Improves quality: Better-informed workers are likely to make less
operational mistakes. Quality of products or services will definitely
increase. This can be well measured through the reduction in rejections.

Designer

Beneficiaries
Trainer Trainee
of training
objectives

Evaluator

Fig1. Training Objectives

In addition to that, there are four other objectives:

1. Individual,
2. Organizational,
3. Functional,
4. Societal.

• Individual Objectives:

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 help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

• Organizational Objectives :
Assist the organization with its primary objective by bringing individual
effectiveness.

• Functional Objectives :
Maintain the department’s contribution at a level suitable to the
organization’s needs.

• Societal Objectives:
Ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.

Purpose of Training and Development in an organization.

Reasons for emphasizing the growth and development of personnel include

Creating pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.

• Enhancing the company's ability to adopt and use advances in technology

because of a sufficiently knowledgeable staff.

• Building a more efficient, effective and highly motivated team, which

enhances the company's competitive position and improves employee morale.

• Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from
training and developing its workers, including: Increased productivity.

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• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of specific

skills, abilities and knowledge to an employee. A formal definition of training
& development is… it is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the
employee’s performance deficiency, computed as follows:
Training & Development need = Standard performance – Actual performance.
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the
terms. Training, as was stated earlier, refers to the process of imparting specific
skills. Education, on the other hand, is confined to theoretical learning in
classrooms.

PLACE OF THE STUDY.

The study was conducted in Twin City.
(a) Noida
(b) New delhi

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TRADITIONAL AND MODERN APPROACH OF TRAINING
ANDDEVLOPMENT.
Traditional Approach – Most of the organizations before never used to
believe in training. They were holding the traditional view that managers are
born and not made. There were also some views that training is a very costly
affair and not worth. Organizations used to believe more in executive pinching.
But now the scenario seems to be changing.

Modern approach of training and development is that Indian Organizations

have realized the importance of corporate training. Training is now considered
as more of retention tool than a cost. The training system in Indian Industry has
been changed to create a smarter workforce and yield the best results.

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 Fig 2. Training Process.

THE TRAINING PROCESS.

(1) ORGANIZATIONAL OBJECTIVES AND STRATEGIES:

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The first step in the training process in an organization is the assessment of its
objectives and strategies. What business are we in? At what level of quality do
we wish to provide this product or service? Where do we want to be in the
future? It is only after answering these and other related questions that the
organization must assess the strengths and weaknesses of its human resources.

(2) ASSESSMENT OF TRAINING NEEDS:

Organizations spend vast sums of money on training and development. Before

committing such huge resources, organizations would do well to assess the
training needs of the employees. Organizations that implement training
programmes without conducting needs assessment may be making errors.

Needs assessment occurs at two levels:

a) Individual
b) Group

Individual:

An individual obviously needs training when his or her training falls short of
standards, that is, when there is performance deficiency. Inadequacy in
performance may be due to lack of skill or knowledge or any other problem.
The problem of performance deficiency is caused by absence of skills or
knowledge can be remedied by training. Faulty selection, poor job design,
uninspiring supervision or some personal problem may also result in poor
performance. Transfer, job redesign, improving quality of supervision, or
discharge will solve the problem.

Group:

Assessment of training needs occurs at group level too. Any change in the
organization’s strategy necessitates training groups of employees. For example,
when the organization decides to introduce a new line of products, sales
personnel and production workers have to be trained to produce, sell and
service the new products. Training can also be used when high scrap or

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accident rates, low morale and motivation, or other problems are diagnosed.

Needs Assessment Methods:

Several assessment methods for are available for assessing training needs.
Some are useful for organizational level needs assessment and others for
individual needs assessment.

Methods Used in Training Needs Assessment.

Group or organizational Analysis Individual Analysis

1. Organizational goals and 1.Performance appraisal

objective

2. Personnel/skill invention 2.Work sampling

3. Organizational climate indices 3.Interviews

4. Efficiency indices 4.Questionnaires

5. Exit interviews 5.Attitude survey

6. MBO or work planning systems 6.Training progress

7. Customer survey/satisfaction 7.Rating scales

data

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Benefits of Needs Assessment:
Needs assessment helps diagnose the cause of performance deficiency of
employees. Causes require remedial actions. There are specific benefits of
needs assessment.
♣ Trainers may be informed about the broader needs of the training group and
their sponsoring organizations.
♣ The sponsoring organizations are able to reduce the perception gap between
the participant and his or her boss about their needs and expectations from the
training programme.
♣ Trainers are able to pitch their course inputs closer to the specific needs of
the participants.

TRAINING METHODS are categorized into two groups – on-the-job

methods and off-the-job methods. The most commonly used techniques are
shown in the table given below.

♣ On-the-Job Method (OJT):

Majority of industrial training is on the job training type. OJT method is mainly
adopted while orienting new employees, introducing innovations in products &
services and in special skills training. OJT is conducted at the work site and in
the context of the job. Often, it is informal, as when an experienced worker
shows a trainee how to perform the job tasks.

♣ Off-the-Job Training Method:

Off-the-job training is mainly adopted for orienting new employees,

introducing innovations in products and services, special skills training, safety
education, creative, technical & professional education and sales,
administrative, supervisory and managerial education. The advantages and
disadvantages of some of the important techniques of off-the-job methods are
listed below:

a) Lectures:
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Lecture is a verbal presentation of information by an instructor to a large
audience. This method can be made effective when combined with other means
of training.

b) Audio-Visuals:

These include television slides, overheads, video-types, films and LCD

Projectors.

c) Programmed Instruction (PI):

Training is offered without the intervention of the trainer. Information is

provided to the trainee in blocks, either in a book form or through a teaching
machine. PI involves:
1. Presenting questions, facts, or problems to the learner.
2. Allowing the person to respond.
3. Providing feedback on the accuracy of his or her answers.
4. If the answers are correct, the learner proceeds to the next block.

d) Simulations:

A simulator is any kind of equipment or technique that duplicates as nearly as

possible the actual conditions encountered on the job. It is an attempt to create a
realistic decision – making environment for the trainee. The advantage of
simulation is the opportunity to ‘create an environment’ similar to real
situations the managers incur, but without the high costs involved should the
actions prove undesirable.

The other techniques of training are:

♣ Leadership games: exercises to teach different styles of leadership.

♣ Skill Games: Tests to develop analytical skills.

♣ Communication Games: exercises to build bias – free listening and talking.

♣ Strategic Planners: Games to test ability to plan ahead.

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♣ Team: building games: Exercises requiring collaborative efforts.

♣ Lateral Thinking: thinking randomly to come up with new ideas.

♣ Cross: cultural training: Programmes to teach specifics of varied cultures.

♣Role playing: In role playing, students assume a role outside of themselves

and play out that role within a group. This training method is cost effective and
is often applied to marketing and management training.
♣ JOB ROTATION: Another type of experience-based training is job
rotation, in which employees move through a series of jobs in order to gain a
broad understanding of the requirements of each. Job rotation may be
particularly useful in small businesses, which may feature less role
specialization than is typically seen in larger organizations.
Applications of Training Programs
While the applications of training and development are as various as the
functions and skills required by an organization, several common training
applications can be distinguished, including
[technical training, sales training, clerical training, computer training,
communications training, organizational development etc.]
Technical training: describes a broad range of training programs varying
greatly in application and difficulty. Technical training utilizes common
training methods for instruction of technical concepts, factual information, and
procedures, as well as technical processes and principles.
Sales training: concentrates on the education and training of individuals to
communicate with customers in a persuasive manner. Sales training can
enhance the employee's knowledge of the organization's products, improve his
or her selling skills, instill positive attitudes, and increase the employee's self-
confidence. Employees are taught to distinguish the needs and wants of the
customer, and to persuasively communicate the message that the company's
products or services can effectively satisfy them.
Clerical training: concentrates on the training of clerical and administrative
support staffs, which have taken on an expanded role in recent years. With the
increasing reliance on computers and computer applications, clerical training
must be careful to distinguish basic skills from the ever-changing computer
applications used to support these skills. Clerical training increasingly must
instill improved decision-making skills in these employees as they take on
expanded roles and responsibilities.
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Computer training: teaches the effective use of the computer and its software
applications, and often must address the basic fear of technology that most
employees face and identify and minimize any resistance to change that might
emerge. Furthermore, computer training must anticipate and overcome the long
and steep learning curves that many employees will experience. To do so, such
training is usually offered in longer, uninterrupted modules to allow for greater
concentration, and structured training is supplemented by hands-on practice.
This area of training is commonly cited as vital to the fortunes of most
companies, large and small, operating in today's technologically advanced
economy.
Communications training: concentrates on the improvement of interpersonal
communication skills, including writing, oral presentation, listening, and
reading. In order to be successful, any form of communications training should
be focused on the basic improvement of skills and not just on stylistic
considerations. Furthermore, the training should serve to build on present skills
rather than rebuilding from the ground up. Communications training can be
taught separately or can be effectively integrated into other types of training,
since it is fundamentally related to other disciplines.
Organizational development (OD): refers to the use of knowledge and
techniques from the behavioral sciences to analyze an existing organizational
structure and implement changes in order to improve organizational
effectiveness. OD is useful in such varied areas as the alignment of employee
goals with those of the organization,

Importance of Training and Development

Training and development programmes help remove performance deficiencies

in employees.
(1) The deficiency is caused by a lack of ability rather than a lack of motivation
to perform
(2) The individual have the aptitude and motivation needed to learn to do the
job better, and
(3) Supervisors and peers are supportive of the desired behaviors.

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 Deliver
Plan
Identify
Evaluate
&
Training
Training
Design
Training
Training
Outcomes
Needs

Fig 2. Training System and its Elements-A Systematic Training Cycle

The Benefits of Employee Training

• Leads to improved profitability and/or more positive attitudes towards profit

orientation. Improves the job knowledge and skills at all levels of the
organization

• Improves the morale of the workforce.

• Helps people identify with organizational goals.

• Helps create a better corporate image.

• Fosters authenticity, openness and trust.

• Improves relationship between boss and subordinate.

• Aids in organizational development.

• learns from the trainee.

•Helps prepare guidelines for work.

•Aids in understanding and carrying out organizational policies.

•Provides information for future needs in all areas of the organization.

•Organization gets more effective decision-making and problem-solving skills

•Aids in development for promotion from within.
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•Aids in increasing productivity and/or quality of work
•Develops a sense of responsibility to the organization for being competent and
Knowledgeable

•Improves Labour-management relations

•Reduces outside consulting costs by utilizing competent internal consultation

Why Training Fails?

♣ The benefits of training are not clear to the top management.

♣ The top management hardly rewards the supervisors for carrying out
effective training.
♣ The top management rarely plans and budgets systematically for training
♣ The middle management, without proper incentives from top management
does not account for training in production scheduling
♣ Without proper scheduling from above, first line supervisors have difficulty
in production norms if employees are attending training programmes.
♣ Trainers provide limited counseling and consulting services to the rest of the
organization.

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 CHAPTER -2
RESEARCH METHODOLOGY

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Every research methodology includes a research design which may be defined
as the arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to the research process with economy in
procedure.

The sampling method that I am being using is the stratified sampling method,

the reason behind using this method even though the time consumption when

taken into consideration is more is to divide the whole set of retailer shop I am

considering for my work in to different group according to type of information

gathered from each set and by that a perfect co- relation could also done. My

data arch collection process would consist of series of procedures which would

be further divided into primary and secondary data collection. The secondary

data are those studies made by other for their own purposes. The secondary data

for my research would be collected from companies own data, archives and

their annual financial reports. Also the findings of prior research studies on

outsourcing of accounting process would give an ample amount of historical

data or decision making patterns. Also I would use internet to get some more

information about the industry and use journals for getting guidance from the

past researches in this topic.

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Data Collection Methods:

A) Primary Data

Interview will be collected with Senior HR Executives, investors and company

professionals and questionnaires will be collected from targeted candidates.
And it is collected through questionnaire, search and research through place
where today’s computer has been mostly used.

B) Secondary Data
• Company records and reports
• Magazines, journals, pamphlets, advertisements.
• Standard reference textbooks
• Websites like hclinfinetltd.com, naukri.com.com and timesjoc.com
The purpose of using the secondary data is to increase the accuracy of analysis.

Data Source

The researcher took the help of both primary as well as secondary sources.
Secondary sources being interaction with various IT people of the selected and
has been chosen for the research by the researcher. Secondary sources being the
internet as the medium and the official sites of the companies of IT sectors and
corporate selling and feedback of HCL.

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 CHAPTER- 3

COMPANY OVERVIEW

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Company Overview

HCL Infinet an Internet Infrastructure initiative of the HCL group caters to the
networking requirements of domestic enterprise market. Partnering with world
leaders we provide state-of-the-art products and solutions for network
requirements of organizations of all sizes.

Fig 4. Main office of HCL infosystem.

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Ajay
CHOWDHRY
Chairman

An engineer by training, Ajai Chowdhry is one of the six founder

members of HCL and took over the reins of HCL Infosystems, the
flagship company of the group, as President and CEO in 1994. He
was appointed the Chairman of HCL Infosystems in November
1999. In recognition of his contribution in championing the cause
of the domestic Indian IT industry, Ajai has been conferred the
DATAQUEST ‘IT Man of the Year 2007’ Award amongst other
awards.

HARSH
CHITALE
CEO

Harsh Chitale joined HCL Infosystems as Chief Executive Officer

in 2010 and heads the overall business strategy and operations of
HCL Infosystems. He brings a wealth of experience as a senior
business leader with rich business management experience in both
Indian and global companies. Harsh is a recipient of the Director’s
Gold Medal at IIT Delhi, from where he completed his Electrical
Engineering.

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J.V
RAMAMURTHY

President and Chief Operating Officer

J V Ramamurthy is President and Chief Operating Officer, HCL

Infosystems Ltd. He brings 3 decades of diverse Industry experience
and leadership to the company. A technocrat and a man of broad
vision, he has spearheaded company’s entry into number of new
verticals and partnerships

SANDEEP
KANWAR

CFO & EVP

Sandeep Kanwar joined HCL in 1988 and in a span of eight years

progressed to the position of Chief Financial Officer at the young
age of 35. He is well respected amongst colleagues & customers
for his financial acumen and management skills

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 Mr. D.Mohanty

Vice President (Operations)

D. Mohanty, an engineering graduate in Electrical & Electronics

from BITS Pilani joined HCL in 1987. With over two decades of
industry experience in sales, support & marketing, currently heads
the Networking Business of HCL.

HCL Infinet offers a complete range of networking services &

solutions like:

• Internet Bandwidth Services

• Internet Telephony
• Managed Data Centre
• Co-location Services

a) Managed Data Centre Services

b) Managed Network Services

• Corporate Messaging Solution

• Virtual Private Network Services (VPN)
• MPLS Networking Services
• Wireless Broadband Services

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Company history

HCL Infosystems, India's premier information enabling and integration

company , has received the ISO 9001:2000 certification specifies requirements
for a quality management system where an organization needs to demonstrate
its ability to consistently provide product and services that meets customer and
applicable regulatory requirements. ISO9001:2000 also aims to enhance
customer satisfaction through the effective application of the system, including
processes for continual improvement of the system and the assurance of
conformity to customer and applicable regulatory requirement.

1999 : The Board of Directors unanimously appointed Mr. Ajai

Chowdhary as Chairman and Chief Executive Officer with effect

from 5th November.

2000: HCL has launched a new range of PCs (Ultima and Elite
models) under its Beanstalk range of PC's at its Pondicherry plant. The
Company entered into an agreement with US-based In focus for distribution
and technological support of the latter's data and video projection products in
the country.

HCL Infinet, the Internet start-up of HCL Infosystems, and media group, Asian
Age, have set up a joint venture called Asian Age Infinet. HCL Infosystems Ltd
has launched in India the Swedish major Ericsson's Generation X Business
communication too, "Next Call Centre". HCL Infinet Ltd., the Internet services
subsidiary of HCL Infosystems, has tied upwith UBS Publishers' Distributors
Ltd., one of the largest distributors of books in the country, to sell books online
through its soon-to-be-launched portal. - HCL Infosystem has entered into a tie-

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up with Broad Vision for providing personalized e-business applications to is
clients.

2001: HCL Infosystems and Intel have jointly launched an e-

Business solutions program, targeting new Market opportunities in

segments such as Internet service providers, application service

providers, banking and finance.

HCL InfiNet Ld., the Internet services subsidiary of HCL Infosystems, has
launched an authenticated payment gate way for its portal,
www.hclinfinet.com, in association with Citibank to enable customers to carry
out secure transactions online including buying Internet access.

2002: HCL Infosystem joins hands with Sun Microsystems India

to provide end-to-end solutions to business. HCL Infosystem

says it is the No.1 PC Co in India in 2001.

2003: HCL Infosystem receives the project to completely

automate the Value Added Services (VAT) of Andhra Pradesh.

2004: HCL Infosystem forays into digital entertainment sector

HCL touches one lakh milestone in desktop sales

HCL Infosystem ties up with Union Bank

2005: HCL Launches Micro Balanced Technology Extended

(BTX) Form Factor for desktops in India on February 10, 2005.

HCL Infosystem unveils PC for Rs.12, 99

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Company profile.

HCL Infinet is an Internet Infrastructure initiative of the HCL group. The

company started its ISP/NLD operations in the year 2000 and has been catering
to the networking requirements of the domestic enterprise market since then. It
has an all India license to operate as an Internet Service Provider (ISP), NLD
(VPN), ITSP and Call Centre (OSP) Services Provider. HCL Infinet offers
state-of-the-art Managed Network Services to enterprises across the country.
HCL Infinet operates through a Pan India POP footprint with direct presence in
300+ locations expanding to 850+ locations. It has proved to be a Leader in
providing fully converged network platform (Data, Voice and Video
application support) on VPN network to Enterprises across India.

Partnering with world leaders we provide state-of-the-art products and solutions

for network requirements of organizations. Be it a small, small to medium or a
large enterprise spread across multiple locations in the country or worldwide
we have proven solution for each and every need. HCL's national presence and
experience in the field of telecom & IT combined with direct support across the
country and abroad brings offers our esteemed clients a high degree of
satisfaction.

HCL operates through a network which is built on world class technology and
unparallel infrastructure. The fully redundant, carrier agnostic backbone
architecture enables us to deliver high network uptimes and network
availability to our customers. Each of the HCL Infinet POPs are equipped to
provide all the latest WAN protocols.

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 Fig 5. End to end service provider.

HCL Infinet offers a complete range of network solutions like VPN, Internet,
Network Management Services, Data Centre and Co-location Services and
Value Added Services like Internet Telephony and Enterprise Mailing
Solutions etc. With over 400 enterprise customers and with a strong presence in
BFSI and Aviation segment the company has a proven record of offering robust
network connectivity solutions for critical applications like banking, reservation
and ticketing.
With multi-homing, fully redundant, carrier agnostic backbone the company
has created a reliable network infrastructure which is trusted by customers for
supporting critical applications. HCL acts as a one stop shop for meeting end to
end IT requirements of any Enterprise customer enabling smooth ICT
management. With years of experience and a long list of satisfied customer
base, the company is set to emerge as a giant in the domestic network services
market.
Our connectivity services have been fulfilling the need to run mission critical
applications like ERP, Mailing, Web services etc across multi-location
enterprises in various verticals as Aviation, Manufacturing, Banking and
Financial Institutes, FMCG, Education etc.

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 MISSION AND VISION

• MISSION STATEMENT
"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."

• VISION STATEMENT
"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."

• QUALITY POLICY
"We shall deliver defect free products, services and solutions to meet the
requirements of our external and internal customers the first time, every time."

HCL Infinet Increases Competitive advantages and quality of

service with integrated IT management.

Business Impact Summary:

HCL Infinet provides a wide range of connectivity and IT managed services to

organizations across India. Part of the Network Services arm of HCL
Infosystems, HCL Infinet has more than 400 enterprise customers in industries
including aviation, fast-moving consumer goods (FMCG) and manufacturing
and distribution (M&D).

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Challenge:

IT is fundamental to all HCL Infinet’s customer service offerings. With

hundreds of internal and customer devices to monitor, HCL Infinet needs end-
to-end visibility to ensure it can maintain IT performance and availability. It
also needs to be able to provide customers with visibility of service
performance levels in real time.

Solution:

HCL Infinet has deployed an integrated Enterprise IT management platform

based on CA solutions. Through a combination of CA Service Desk Manager,
CA Spectrum® Infrastructure Manager, CA eHealth® Performance Manager
and CA NSM, the company can not only identify and resolve problems faster
but also provide clients with access to a unified service management portal.

Result:

Quality of service for HCL Infinet customers has increased, with the company
expecting incident volumes to reduce by 20 percent and availability SLAs to
increase from 99.5 percent to 99.9 percent. The CA solutions have also helped
HCL Infinet to contain costs, enhance efficiency and boost competitive
advantage.

Network Operations Centre (NOC).

HCL Infinet’s Network Operations Centre (NOC) in Delhi is particularly key

both to customer service delivery and maintaining the availability of more than
150 servers and more than 3,000 routers and switches “The NOC is responsible
for making sure our infrastructure is available 24/7, and resolving any problems
so that we can continue to meet our service level agreements (SLAs) with
customers,”

With a diverse infrastructure, finding the root cause of a problem was often a
difficult and therefore time-consuming process for the NOC.

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Visibility of performance levels.
In addition to the role it plays in managing HCL Infinet’s own IT infrastructure,
the NOC also monitors customer devices hosted and/or managed by the
company.

HCL Infinet’s managed services encompass all areas of the IT lifecycle,

including fault management, configuration management, server management,
application management and security management.

Providing customers with visibility of performance levels across all these

services is very complex but key to HCL Infinet’s competitive advantage.
“Customers want to be able to access all performance data in a single place and
in real time,”

HCL Infinet had implemented a number of tools to try to establish an integrated

approach to service management and customer reporting but with limited
success. “Despite making a significant investment, we were not able to create
the unified performance management portal needed to meet customer demand,”

Results

Improved quality of service boosts competitive advantage

Improved visibility of its IT infrastructure and customer services has resulted in
a number of operational and strategic benefits for HCL Infinet. For example,
the company has been able to reduce the number of NOC staff required to
monitor its network backbone by 25 percent.
As well as freeing up IT resources, HCL Infinet expects the CA solutions will
also help to:

• Reduce the volume of incidents by up to 20 percent

• Increase premium customer SLAs for availability from 99.5 percent

to 99.9 percent

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• Decrease the need for on-site visits for problem resolution.

Managed services.

A managed service provider (MSP) provides delivery and management of

network-based services, applications, and equipment to enterprises, residences,
or other service providers. Managed service providers can
be hosting companies or access providers that offer services that can include
fully outsourced network management arrangements, including advanced
features like IP telephony, messaging and call center, virtual private network
(VPNs), managed firewalls, and monitoring/reporting of network servers. Most
of these services can be performed from outside a company's internal network
with a special emphasis placed on integration and certification of Internet
security for applications and content. MSPs serve as outsourcing agents for
companies, especially other service providers like ISPs, that don't have the
resources to constantly upgrade or maintain faster and faster computer
networks.

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 Fig 6. Managed services

Business Benefits 4m managed services….

• Better control and efficiencies of scale
• Gain Insights into application performance and end user experience
• Speedy transition and reduce dependency on manpower through automation
• Access to proven expertise in BFSI domain
• Peace of Mind

HCL INFINET MPLS NETWORK

HCL Infinet provides the following MPLS [multi protocol label switching]
Services on its VPN backbone, through its Pan-India POP footprint.

• L3VPN - A layer 3 MPLS VPN, also known as L3VPN, combines enhanced

BGP signaling, MPLS traffic isolation and router support for VRFs (Virtual
Routing/Forwarding) to create a virtual network. This solution is more scalable
than classic provider-based frame relay or ATM-based networks, or IPSec-
based VPNs.
• L2VPN - A layer 2 MPLS VPN, also known as L2VPN, is a point-to-point
pseudo-wire service. It can be used to replace existing physical links. The
primary advantage of this MPLS VPN type is that it can transparently replace
an existing dedicated facility without reconfiguration, and that it is completely
agnostic to upper-layer protocols.
• Internet
• VoIP
• Quality of Service & Classes of Services
• Traffic Engineering
• L2TP Dialup Backup

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 Fig 7. MPLS Services.

Products by this company

1. Analoque photocopiers.
2. Audio conferencing units.
3. Business disaster recovery.
4. Fax machines.
5. Interactive Voice Response [IVR] systems.
6. projectors.
7. Internet development systems.
8. Vedio conferencing systems.

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 HCL PARTNERSHIP ENGAGEMENTS.

HCL has always prided itself on its partnership engagements. Partner models
are also evolving in the technology industry. Innovation has extended into the
ecosystem and community based engagements are coming into play. HCL has
also enhanced its relationships with partners and is creating a variety of
innovative partnership models, with various approaches to risk-reward sharing.
Some of the notable partner engagements:

1977 1981
Scripting an era of computing
Leading position on office across the Microprocessor
.Automation and Laptops in
India

1985
Strategic relationship that has seen 2004
the computer evolve from a Partnering in computing and
computing device providing IT Services

1996
Dominant position in mobile handset
market in India. HCL partnered with
Nokia to distribute their mobile
phones in the burgeoning Indian
market. Nokia today has more than
70% market share and the best
service network in the country
2010
Xilinx is the world's leading
provider of programmable
platforms, with more than 50
percent market share in the
programmable logic device (PLD)
segment of the semiconductor
industry (Source: iSuppli Corp.).

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 Hcl Joint ventures with

1991 – 96 1996 - 2003

Created the HP brand for Significant IT Services with
Computers in India. billion dollar enterprise value.

2001 - 2005 2001 - 2005

First Indian BPO Global Delivery First Indian BPO Global Delivery
Centre, currently employing 2000 Centre, currently employing
UK nationals. 2000 UK nationals.

2005 2006
First Japan- India hi-tech JV for Product Industry First "End-To End"
Engineering Services. Product Lifecycle Solution for
OEMs.

HCL INFINET VENDORS.

HCL Infinet servers and networking devices encompass multiple vendors,

including

1. HP, 2. Cisco, 3. IBM, 4. Juniper,

5. Dell 6. Alcatel,

7. And a variety of operating platforms, such as Linux, Microsoft

Windows and Sun Solaris.

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 ISP MEMBERS OF HCL INFINET LTD.

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LITERATURE REVIEW

Importance of Training and Development Organisations provide training for

many reasons. They wish to orient new hires to the organisation or teach them
how to perform in their initial assignment. Some organisations also wish to
improve the current performance of employees who may not be working as
effectively as desired, or to prepare employees for future promotions, or for
upcoming changes in design, processes or technology in their present jobs
(Fisher et al. 1999). Training can help an organisation succeed in a number of
ways. Traditionally, training facilitates the implementation of strategy by
providing employees with the skills and knowledge needed to perform their
jobs. Recent changes in the environment of business have made the human
resource development function even more important in helping organisations
maintain competitiveness and prepare for the future (Goldstein & Gilliam
1990). Technological innovations require training, with employees often
needing more sophisticated skills in troubleshooting and problem-solving than
they did previously. The pressure of global competition is also changing the
way organizations.

operate and the skills that their employees need. For instance, organisations
have been increasingly providing quality management and customer service
training in an attempt to keep up with rising consumer expectations (Bellizzi &
Piontkowski 1990; Lee 1991).

Approximately 70 per cent of employers provide some formal training (Noe

1998). The larger the company, the more likely its workers were to have been
trained. In smaller companies, 75 per cent of respondents in firms with fewer

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than 500 employees received some training, compared with 82 per cent in
companies with more than 1,000 people (Schaaf 1998). Smaller to midsize
firms, employing 100 to 499 people, averaged 140,040 dollars per company for
training; these companies make up about 78 per cent of the Dun & Bradstreet
database of 146,837 US organisations.

Those employing between 500 and 999 people, about 10 per cent of the
database, planned to spend about 237,600 dollars each. The largest companies,
those with 10,000 or more employees (1 per cent of the database), had training
budgets that averaged well over 15 million dollars.

Small companies (50-99 employees) spend about one-third as much as large

employers (500+ employees)
Most training goes to managerial, supervisory, white-collar, salaried
employees. Eighty per cent of people at work today are hourly workers. Mincer
(1997) also reported that people who in the past have received training are more
apt to undergo further training in the future. Of the nearly $60 billion expended
by organisations employing one hundred or more employees, 42.1 billion
dollars was spent for HRD staff salaries, and another 14.7 billion dollars was
allocated for outside services (seminars, conferences, materials, etc.)
(Blanchard & Thacker 1998). The most recent reports estimate that employers
spend around one per cent of payroll on training. To keep up with the current
trend, this amount is expected to increase to three per cent by the year 2000
(Chance 1998). Small Business Training and Development Issues
There are three prominent issues in today’s small business training
environment. The first issue questions where small business will find qualified
employees in an economy where capable labor is going to be a relatively scarce
good. The second issue concerns how small businesses are projected to use
training to raise their productivity in order to compete in the marketplace
(Lichtenstein 1992). The third issue is that small businesses have created most
of the new jobs in recent years and will need training if they are to survive and
grow. Each issue will be discussed in turn.

A study conducted by the American Society for Training and Development

addresses the first issue. The study shows that most American workers are not
getting the training they need to keep their companies competitive. With such a
lack of training, it is expected that by the year 2000, there are likely to be too
few well-educated and well-trained workers to satisfy the nation’s economic
needs (USA Today, 1989). Other surveys illustrate the extent of the skills gap
as
perceived by American business: a recent Coopers and Lybrand business poll
posed the question:

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 CHAPTER-4

DATA ANALYSIS

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In order to conduct meaningful data analysis regarding the needs of the small
business/entrepreneurial firm, data were cross tabulated by how long the
business existed-organizational life cycle stages-against a number of training
and development variables affecting the success or survival of the small
business and/or its entrepreneur.

Q1.Your Organization considers training as a part of organizational

strategy. Do you agree with this statement?

Response No of respondants percentage

Agree 13 52
Disagree 1 4
Partly agree 4 16
Can’t say 7 28
Total 25 100

INTERPRETATION: The above graph indicates that Organization

considers training as a part of organizational strategy.
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Q 2. How many training programmes will you attend in a year?

Response No of respondants percentage

Less than 10 14 56
10-20 2 8
20-40 6 24
More than 40 3 12
Total 25 100

INTERPRETATION: The above chart indicates that less training

programmes are held in the organization.

Q 3. To whom the training is given more in your organization?

Response No of respondants percentage

Senior staff 3 12
Junior staff 5 20
New staff 6 24
Based on requirement 13 52
Total 25 100

INTERPRETATION: Training is provided on the basis of requirement.

Q 4. What are all the important barriers to Training and Development

in your organization?

Response No of respondants percentage

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 Time 5 20
Money 4 16
Lack of interest by 6 24
staff
Non-availability of 10 40
skilled trainer
Total 25 100

INTERPRETATION :The above graph indicates that the important

barriers to Training and Development in the organization is Non-
availability of skilled trainers.

Q 5. Enough practice is given for us during training session? Do you

agree with this statement?

Response No of respondants percentage

Strong agree 14 56
Agree 2 8
Some what agree 6 24
Disagree 3 12
Total 25 100

INTERPRETATION: This graph indicates that enough practice is given

for employees during training sessions.

Q6. The training sessions conducted in your organization is useful.

Do you agree with this statement?

Response No of respondants percentage

Strong agree 15 60

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 Agree 5 20
Some what agree 5 20
Disagree 0 0
Total 25 100

INTERPRETATION: The above graph indicates that the training

sessions conducted in the organization is useful.

Q7. Employees are given appraisal in order to motivate them to

attend the training. Do u agree with this statement?

Response No of respondants percentage

Strong agree 14 56
Agree 6 24
Some what agree 3 12
Disagree 2 8
Total 25 100

INTERPRETATION: The above graph shows that Employees are given

appraisal in order to motivate them to attend the training.

Q8. What are the skills that the trainer should possess to make the
training effective?

Response No of respondants percentage

Technical skills 8 32

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 People & soft skills 6 24
Generalists makes 6 24
better
Fond of talking to 5 20
people
Total 25 100

INTERPRETATION: The above graph indicates that the trainer

should possess technical skills to make the training effective.

Q9. What are the general complaints about the training session?

Response No of respondants percentage

Take away precious time 4 25
of employees
Too many gaps b/w the 10 40
sessions
Train’g sessions are 6 15
Boring & not useful 5 20
Total 25 100

INTERPRETATION: The above graph indicates that there are two

many gaps between the training sessions.

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Table 1: Areas of Training

Table 1 provides the responses to the survey question regarding which areas of
training the entrepreneurs and their employees believed they need for the
success and survival of the small business, cross-tabulated by how lonyears,
from initial start-up to year 4, the respondents selected Marketing as the area of
training in highest demand (35.6%), followed closely by Finance (34.3%) and
HR (31.7%). In the early growth years, businesses in existence between 5-10
years, the areas of training the respondents selected were HR (30.3%) followed
closely by Finance (28.3%) and Marketing (28.3%). In the mature growth
stage, businesses in existence between 11-20 years, the same three areas were
selected as being the most desirous and all were equally in demand (Finance
13.9%, HR 13.8% and Marketing 13.3%). Finally, in the mature stage,
businesses in existence greater than 20 years, HR was highest in demand
(24.1%) followed closely by Marketing (22.8%) and Finance (22.5%).

The data displayed in Table 1 shows that as the businesses moved from their
initial start-up, organizational life cycle stage (0-4 years) to their mature stage
(20 years or older), the entrepreneurs and the employees perceived less need for
training. In fact, the trend shows that during the first three organizational life
cycle stages, the demand for training consistently dropped. In the final stage
(greater than 20 years in existence), however, demand for training
increased by approximately seventy-five per cent (75%).

The results shown in Table 1 seem to indicate that the perceived value of
training by entrepreneurs and their employees, regardless of topical area,
declines as the business moves from its initial start-up phase through its mature
growth stage but then dramatically increases in the mature stage. This may be
the result of various internal and external factors, some of which may be that
the business is about to reform or launch new products and services or
perceives a
threat to its share of the market and must recast itself to grow and prosper the
business has existed.

Table 2: Methods and Tools to Traing

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As shown in Table 2, in the early years, from initial start-up to year 4, the
methods and tools the entrepreneurs and employees selected most were: On-
the-Job Training (28.2%), Conferences (27.6%) and Training Manuals (24.8%).
In the early growth years, businesses in existence between 5-10 years, the
methods and tools the entrepreneurs and employees selected most were:
On-the-job Training (30%), Conferences (26.8%) and Training Manuals
(23.9%). In the mature growth stage, businesses in existence between 11-20
years, the methods and tools entrepreneurs and employees selected most were
similar in perceived usefulness, i.e., On-the-job Training (14.4%), Conferences
(13.8%) and Training Manuals (14.7%). Finally, in the mature stage,
businesses in existence greater than 20 years, the methods and tools
entrepreneurs and employees selected most were: Training Manuals (36.7%),
Conferences (31.7%) and On-the-job Training (27.4%).

The data as displayed in Table 2 shows that as the businesses moved from their
initial start-up, organizational life cycle stage (0-4 years) to their mature stage
(20 years or older), the entrepreneurs and the employees are less interested in
various training methods and tools. In fact, the trend shows that during the first
three organizational life cycle stages, the demand for training methods and tools
consistently dropped but in the final stage (greater than 20 years), demand for
training methods and tools increased by over one hundred per cent (100%).
The results of Table 2 seem to indicate that the perceived usefulness by
entrepreneurs and their employees of various of training methods and tools
declines as the business moves from its initial start-up phase through its mature
growth stage, but then dramatically increases in the mature stage. This again
may be due to various reasons, internal and external business factors.

Table 3: Training delivery options.

Table 3 provides the responses to the survey question regarding which training
delivery options, available to train the entrepreneurs and their employees, were
believed essential for the success and survival of the small business, cross-
tabulated by how long the business had existed. As shown in Table 3, in the
early years, from initial start-up to year 4, the preferred training delivery

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options available to train the entrepreneurs and employees were: One-on-one
(25.6%),
Mentoring (25.2%) and Group Training (18.9%). In the early growth years,
businesses in existence between 5-10 years, the preferred delivery options of
the entrepreneurs and employees were: One-on-one (32.8%), Mentoring
(25.2%) and Group Training (21.6%). In the mature growth stage, businesses
in existence between 11-20 years, the preferred delivery options of the
entrepreneurs and employees were: Group Training (19.8%), One-on-one
(13.6%) and Mentoring (12.9%).

Finally, in the mature stage, businesses in existence greater than 20 years, the
preferred training delivery options of the entrepreneurs and employees were:
Group Training (39.6%), Mentoring (36.7%) and One-on-one (28%).
The data as displayed in Table 3 shows that as the businesses moved from their
initial start-up organizational life cycle stage (0-4 years) to their mature stage
(20 years or older), the entrepreneurs and the employees tend to use less
training delivery options. In fact, the trend shows that during the first three
organizational life cycle stages, the use of the various training delivery options
consistently dropped, but that in the final stage (greater than 20 years) use of
the
various training delivery options and tools increased by from one hundred to
three hundred per cent.

The results of Table 3 seem to indicate that the perceived usefulness by

entrepreneurs and their employees of various of training methods and tools
declines as the business moves from its initial start-up phase through its mature
growth stage, but then dramatically increases in the mature stage. This may be
because the business is about to reform or launch new products and services
or perceives a threat to its share of the market and must recast itself to grow and
prosper. Also, as the business matures, the use of group training increases as
employees and entrepreneurs possess the necessary knowledge and skill to
impart that knowledge to others in the business.

Table 4:Training Objectives.

LIMITATIONS

Every scientific study has certain limitations and the present study is
no more exception. These are:

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1. The terminology used in the subject is highly technical in nature
and creates a lot of confusion.
2. All the secondary data are required were not available.
3. Respondents were found hesitant in revealing opinion about
supervisors and management.

CONCLUSION.

A survey was developed to better understand the training and development

issues confronting small business owner/managers in the United States as their
businesses evolved from start-up phase through the maturity stage of the
business’s organizational life cycle. Among the training and development
issues examined were: what areas they and their employees believed were
needed to start, manage and grow their businesses to remain competitive, what
methods their businesses used to train, what delivery options are most often
encountered in the training process and what additional training areas they
believed were needed to stay competitive.

The literature indicates that today’s small and medium enterprises are not
getting the training they need to keep their companies competitive. The survey
results indicate that employees need training in a number of areas to better
compete in today’s market. It is clear that the entrepreneurs in the study believe
that training is particularly critical in the areas of accounting, finance, and
marketing. The entrepreneurs also believe that they need additional training in
the areas of time management, conflict management and basic business and
financial skills in order to help their organizations better compete in the
marketplace.

A major issue affecting the success and viability of small businesses to grow
and compete is the methods which are commonly used to train the
entrepreneurs and their employees. The survey results indicate that
entrepreneurs and their employees believe that the training methods most useful
are: On-the-job training, training conferences and training manuals. Finally,
training was
usually delivered on a one-to-one basis, or through mentoring and attending
conferences. Specifically, the results showed four trends. First, the outcomes
indicate that the perceived value of training by entrepreneurs and their
employees, regardless of topical area, declines as the business moves from its
initial start-up phase through its mature growth stage—but then dramatically
increases in the mature stage. This may be the result of various internal and
56 | P a g e
external factors, some of which may be that the business is about to reform or
launch new products and services or perceives a threat to its share of the market
and must recast itself to grow and prosper. Second, the research seems to
indicate that the perceived usefulness by entrepreneurs and their employees of
various of training methods and tools declines as the business moves from its
initial start-up phase through its mature growth stage, but then dramatically
increases in the mature stage. This again may be due to various reasons,
internal and external business factors.

Third, investigations seem to indicate that the perceived usefulness by

entrepreneurs and their employees of various of training methods and tools
declines as the business moves from its initial start-up phase through its mature
growth stage, but then dramatically increases in the mature stage. This may be
because the business is about to reform or launch new products and services
or perceives a threat to its share of the market and must recast itself to grow and
prosper. Last, the findings seem to indicate that the perceived need by
entrepreneurs and their employees for additional training declines as the
business moves from its initial start-up phase through its mature growth stage,
but then dramatically increases in the mature stage.

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 CHAPTER- 5

FINDINGS

QUESTIONNAIRE
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Name --------------------------------

Designation -------------------------------

Address -------------------------------

Contact no. -------------------------------

Current job --------------------------------

HR Training and Development Questionnaire.

(1) Please explain your job duties?

Ans-

(2) Your Organization considers training as a part of organizational

strategy. Do you agree with this statement?

Ans-

(3) How many training programmes will you attend in a year?

Ans-

(4) To whom the training is given more in your organization?

Ans-

(5) What are all the important barriers to Training and Development in
your organization?

Ans-

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 (6) What mode of training method is normally used in your
organization?

Ans-

(7) Enough practice is given for us during training session? Do you

agree with this statement?

Ans-

(8) The training sessions conducted in your organisation is useful. Do

you agree with this statement?

Ans-

(9) What are your goals and objectives?

Ans-

(10) What skills set you apart from your colleagues?

Ans-

(11) Do you recognize any need for further training and development in

the following areas? (Please tick where applicable)

(a) Job coaching. (b) Delegated tasks.

(c) Recruitment procedures. (d) Presentation assignments.

(e) Internal training programs

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 (12) What other means can be used for developing better skills and

knowledge?

Ans-

(13) According to you in which area u need to be trained?

Ans-

(14) How would you go about training a new employee?

Ans-

(15) What steps would you take to identify the right training

requirements?

Ans-

(16) How do you intend to measure your success or failure?

Ans-

(17) What is the impact of inadequate HR training?

Ans-

(18) What are the benefits of providing training on time?

Ans-

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 BIBLIOGRAPHY

• David A. Decenzo/Stephen P. Robins (2004) Personal and Human

Resource Management

• A. Monappa (2004), Personal Management

• Allan Pepper (1999) A Handbook on Training and Development

• Supply Chain Management in Global Enterprise, Author

(Sushil Kumar) –publication- (TATA Mc HILL)

• Place Of Publication : DELHI

• Publication : TATA MC-GRAW HILLS

PUBLISHING LTD.

MAGAZINES / JOURNALS / NEWSPAPERS

♦ Business Today ♦ The Times of India

♦ The Financial Express ♦ Company Annual Magazine

WEBSITES :

♦ www.hcl.in ♦ www.saharacomputer.com

♦ www.acer.com ♦ www.indiainfoline.com

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♦ www.google.co.in ♦ www.dell.com

♦ www.hp.com ♦ www.hclinfosystem.in

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