Beruflich Dokumente
Kultur Dokumente
BANGALORE
EXECUTIVE SUMMARY:
Managing change is the single most important issue today for all those who
have undertaken the difficult task of managing organizations. Technological changes
and increased global competition caused by liberation and deregulation have placed
greater demands on organizations to be flexible, responsive and efficient. Around the
world, organizations big and small face the inevitable prospect of change.
In this project an attempt is made to suggest the areas requiring change for
better growth. Thus by studying the attributes affecting change, suitable suggestions
have been recommended in order to help Bosch Ltd, Bangalore to work more
effectively.
CHAPTER 1
INDUSTRY PROFILE:
The Indian auto component industry is one of the few sectors in the economy
that has a distinct global competitive advantage in terms of cost and quality. The
Indian auto component industry is extensive and highly fragmented. Estimates by the
Department of Heavy Industries, Government of India, indicate there are over 400
large firms who are part of the organized sector and another 10,000 firms exist in the
unorganized sector.
The Indian auto component industry has been navigating through a period of
rapid changes driven by global competition and the recent shift in focus of Global
automobile manufacturers.The automotive industry designs, develops, manufactures,
markets, and sells the world's motor vehicles. In 2008, more than 70 million motor
vehicles, including cars and commercial vehicles were produced worldwide. In 2008,
with rapidly rising oil prices, industries such as the automotive industry are
experiencing a combination of pricing pressures from raw material costs and changes
in consumer buying habits. The industry is also facing increasing external competition
from the public transport sector, as consumers re-evaluate their private vehicle usage.
As per an Automotive Component Manufacturers Association of India (ACMA)
report, the turnover of the auto component industry was estimated at over US$ 18
billion in 2007-08, an increase of 27.2 per cent since 2002. It is likely to touch US$ 40
billion by 2015-16.
The value in sourcing auto components from India includes low labour cost,
raw material availability, technically skilled manpower and quality assurance. An
average cost reduction of nearly 25-30% has attracted several global automobile
manufacturers to set base since 1991. Indias process engineering skills, applied to re-
designing of production processes, have enabled reduction in manufacturing costs of
components. Today, India has become the outsourcing hub for several global
automobile manufacturers.
Limited, Bharat Forge, Sundaram Fasteners, Wheels India, Amtek Auto, Motherson
Sumi, Rico Auto and Subros. India's Top 500 Companies, published by Dun &
Bradstreet in 2006, listed 22 auto component manufacturers as top companies in India
with a total turnover of US$ 3 billion
The auto parts industry has emerged as one of India's fastest growing
manufacturing sectors and a globally competitive one. The auto components Industry
in India is dominated by around 500 key players, which contribute more than 85
percent of India's production. The industry has linkages with almost.
To encourage the smooth growth of the industry, the Government of India has
allowed automatic approval for foreign equity investment up to 100 percent of
manufacture of auto components. Further, the engineering export promotion council
under the aegis of Ministry of Commerce and Industry, Government of India, over the
years has been engaged in promoting exports of engineering goods including auto
parts
The auto component sector generated sales of about US$ 15 billion in fiscal
year 2007-08, including US$ 2.8 billion worth of exports. India is estimated to have
the potential to become one of the top five auto component economies by 2025. The
industry has been experiencing a high growth rate of 20 per cent over the period
2000-05 and is expected to grow at a rate of 17 per cent over the period 2006-14.
Similarly, while growth rate of exports has been 25 per cent during 2000-05, the
growth rate is expected to grow by 34 per cent during 2006-14. This Growth in
exports if sustained for another five years will see Indias auto Components exports
will touch US$ 5 bn by 2011 from the US$ 2 bn at present.
Chapter 2
COMPANY PROFILE:
The Bosch slogan Invented for Life is part of its long tradition, through
which it communicates the groups core competencies and vision, that include
technological leadership, modernity, dynamics, quality and customer orientation.
Bosch has been present in India for more than 80 years first via a
representative office in Calcutta and then from 1951 via its subsidiary Bosch limited
(then Motor Industries Company Limited).
Vision:
Our vision is our shared image of the future. It states where we want to go, and
what drives our actions. It points the way forward for a strong and meaningful
development of the Bosch Group.
Mission:
BeQIK stands for greater speed in everything that we do, and it stands for
quality, innovation, and customer orientation. Our objective is to continuously
improve our internal processes.
Values:
The Bosch values are the foundation upon which the successes of the past
were built, and upon which we will build our future. We guide our actions and tell us
what is important to us and we are committed to.
RESPONSIBILITY: -
We accept that our actions must accord with the interests of society. Above all
else, we place our products and services in the interest of the safety of people, the
economic use of resources, and environment sustainability.
FAIRNESS: -
They promise only what they can deliver, accept agreements as a binding and
respect and observe the law in all our business transactions.
Bosch Ltd.
Bosch Chassis Systems India Ltd.
Bosch Rexroth India Ltd.
Robert Bosch Engineering and Business Solutions Ltd.
Bosch Automotive Electronics India Private Ltd.
Bosch Electrical Drives India Private Ltd.
MHB Filter India Private Ltd
Board of Directors:
B. Muthuraman: Director
RBIN/P RBIN/RP-AP
V.K. Vishwanathan J Joergenrud
AA/SA-IN
K. Ravi
India & SAARC
AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI- AA/SAI-
MKT MKT 1 MKT 2 MKT 3 DLP TSS Bala SAN SAE SAW SAS SDG SOI COR IN
N.N Abhijit Srinivas Sujit Vijay Rajiv Phadke Rawal Ramesh Sundar Yeshwant Natarajan Rao
* GM, * DGM * GM, * Sr. Mgr * DGM, * DGM * DGM * Sr. * DGM, * Sr. * Sr. Mgr * Sr. Mgr * Sr. Mgr * sr. Mgr
Marketin productio Channel Marketin Demand After Sales, Mgr, Marketin Mgr Diagnotic OES Sales Diagnostic Exports
g n Marketin g Planning Sales Marketin sales g& Sales Business Business IAM
Marketin g Commun & Service g& Marketin Service Marketin
g ications Logistics Service g& *East g& *OE
service India, Service Sales
* North * North Banglade Spark
India India sh, *South Plugs
Bhutan, India, Sri
Nepal Lanka
PRODUCT PROFILE
Bosch Limited manufactures and trades in all the major business sectors of Bosch. Details
below
Automotive technology
Bosch innovations have shaped cars from the start and will keep doing so in future. As
the worlds biggest independent automotive supplier, Bosch focuses on innovations to make
driving safer, cleaner and economical. Automotive Technology is the largest business
segment of Bosch in India, supplying to the local automotive industry, and exporting
components overseas.
Business divisions:
Diesel Systems,
Gasoline Systems,
Chassis Brakes,
Automotive Accessories,
Car multimedia,
Starters and Generators,
Energy and Body Systems,
Electrical Drives,
Spark Plugs and Glow Plugs.
Industrial technology
Bosch Rexroth AG is an expert for all drive, control and motion technologies. The
Bosch Packaging Machines division in India brings the global expertise to address the needs
of the local confectionary and pharmaceutical industries. The Special Purpose Machines
(SPMs) and High Precision Tooling division engineers customized equipment using cutting-
edge technologies for industries.
Business divisions:
Automation technology,
Packaging Machines,
Special Purpose Machines.
The Bosch Power Tools division in India is the market leader in the segment, offers a
complete range of power tools for construction, woodworking and metalworking industry;
cordless tools, accessories and tools for DIY (Do-It-Yourself) enthusiasts as well. The
Security Systems division in India is one of the leading security technology players with a
comprehensive portfolio.
Business divisions:
Power Tools
Security system
At Bosch, regard for environmental protection is one of the basic corporate principles.
Product quality, economic efficiency and environmental protection are equal objectives and
the company follows its unique 3S principle - sicher, sauber, sparsam - of making
automobiles safe, clean and economical.
Technologies like Reverse Osmosis and Ion Exchange processes are employed for
treatment and reuse of process waste water across all plants. About 8 lakh litres of treated
effluent is being reused for gardening and other secondary purposes. More than 10,000 trees
help maintain ambient air quality, holding soil and ground water and acting as carbon sinks in
the premises.
As part of its social responsibility, Bosch Limited is actively involved with State and
Central Pollution Control Boards, non-governmental committees such as CII, BCIC. The CII
National Awards Excellent Water Efficient Unit, Excellent Energy Efficient Unit and
Leadership and Excellence award in SHE (Safety, Health & Environment) 2004 are some
of the awards won by the company.
At many locations, Bosch are among the largest employers and contractors, and
therefore also one of the highest taxpayers. With a workforce of over 271,000 associates
worldwide, the Bosch Group bears a huge responsibility for employment and occupational
training. This applies not only to their own associates, but also to their families, suppliers,
and local communities.
Overview:
When they talk about globalization as a megatrend today, this refers to a new, sustained
development that started in the middle of the 1990s. It is associated, among other things,
with the creation of closely-networked global markets and the widespread use of the internet.
How do they plan to respond to this development?
They study the interaction between globalization and other megatrends.
They think globally, but are also aware of the different market and customer
requirements in the various regions.
They pursue a differentiated, customer-centered location policy for our
manufacturing operations, and reduce transport distances by producing and
purchasing locally.
They promote environmental protection and occupational safety across the globe.
The purchasing is organized on a global scale.
They tailor the associate development to respond to global challenges.
Growth in the future will be driven both by the growth regions Asia Pacific, the
Americas, and central and eastern Europe and by technological solutions for environmental
and climate protection. For their business, this means they shall continue to push forward
with their innovation strategy. As a company active in the field of energy conversion,
ecological globalization is something that poses a particular challenge to their innovative
strength.
Despite all the opportunities offered by the growth regions, it is crucial for them to
withstand the increasing competitive pressures originating above all in the emerging markets.
These new markets, which include the fast-growing market for low-price vehicles, are writing
new rules. We must think lean when responding to the demands of our customers. There, they
are confronted not only with ecological globalization, but also with the need to come up with
ultra cost-efficient solutions.
Green technology offers enormous potential for growth. Sustained mobility, energy
efficiency, eco-friendly power generation, recycling management, efficiency in dealing with
raw and semi-finished materials, as well as sustainable water management are only some of
the global lead markets that even today have a worldwide market volume of one trillion euro.
This figure is set to more than double by 2020, equivalent to annual growth of over five
percent. For Bosch with its numerous products that help protect the environment and
conserve resources, this growth offers enormous potential. This is why they shall continue to
invest strongly in the expansion of their environmental portfolio.
Overview
Quality management
High quality standards are a cornerstone of their corporate culture. They focus especially
on providing an integrated quality management system to meet the increasing quality
requirements arising from the growing complexity of the products and worldwide networked
operations. They place particular emphasis on early error avoidance in the product creation
process and the timely identification of non-conformances in the manufacturing process. For
this purpose, they integrate key content and processes from the Bosch product engineering
system and the Bosch production system into the quality management system.
1. The goal is to fully satisfy customer's expectations through the quality of their
products and services
2. Quality and Quality improvement is every associates responsibility and ultimate goal
from the board of directors to apprentices.
3. The directives, processes, systems and goals are based on requirements from
international standards, customer expectations, knowledge and experience. Knowledge
of and compliance with these directives and processes is the foundation of their quality.
4. Quality means doing the detail from the beginning, thus preventing failures in the end.
Continuous improvement of the quality of processes lowers costs and increases
productivity.
5. Avoiding failures is more important than eliminating defects. They apply methods and
tools for preventive quality assurance systematically, learn from mistakes and eliminate
the root causes without delay.
6. Their suppliers contribute substantially to the quality of the products and services.
Therefore their suppliers must live up to the same high quality standards they have
adopted.
As globalization gathers pace, the suppliers are also faced with new challenges. In
2007, the purchasing volume amounted to 24 billion euros, with Europe accounting for 69
percent of this sum. In 2015, they expect this proportion to be only around 55 percent. By this
time, they are looking to make 25 percent of our purchases in Asia Pacific and 20 percent in
America. The presentation of the Bosch Supplier Award, which recognizes the top suppliers,
confirms this increasing internationalization. In 2007, 19 of the 47 award winners were
located outside Germany.
Quality Policy:
1. Customer satisfaction:
The objectives in Purchasing and Logistics are geared towards satisfying customer
requirements and ensuring customer satisfaction. In implementing these objectives, they work
with all parties concerned, across business divisions and in partnerships, in order to ensure
the best combination of function, delivery and costs. The achievement of quality targets is a
prerequisite.
They are responsible for the quality of purchased production materials, consumable
and capital items, as well as services, and pursue a zero defect implementation (strategy) of
their targets. The quality of logistic services meets international standards and is geared
towards meeting the customers requirements. They use transparent and standardized
measurements of performance.
3. Supplier development:
For the procurement of goods and services they need strong innovative suppliers with
whom they can interact in an open, fair and long term working relationship. They actively
support their suppliers in continuously improving their expertise and respect them as
independent businesses.
They make purchasing decisions only on the basis of objective and comprehensible
criteria. The objective is the total benefit to Bosch contributed by all parties involved (Total
cost). In choice of suppliers and service providers, and when implementing targets and
evaluating supplier performance, they take into account pricing, logistic and qualitative
perspectives. They employ a unified approach for this process.
5. Environmental awareness:
Environmental issues are important to them. They are taken into account when
selecting materials with respect to recycling, disposal, packaging, and transport and supplier
selection. They value environmentally sustainable solutions.
6. Internationalization:
logistics network. This enables them to fulfill their customers and suppliers globalization
requirements.
7. Information network:
They place an equal value on developing the purchasing market and cooperating in
product and/or customer projects. They take an active role in developing and cost-optimizing
products and services. It is essential that innovative and technically competent suppliers of
development services and series products are involved early and systematically in the product
development.
Core processes and structures within the Supply Chain are orientated towards the
principles of the BOSCH Business Systems. They are committed to continuous improvement.
To this end they ensure short throughput times and strive for economy. The capabilities of the
purchasing and logistics processes are rendered transparent by a standardized controlling
system.
To achieve their aims in purchasing and logistics they consciously develop the employees
in the fields of entrepreneurial thinking, leadership, social and methodological competence,
as well as intercultural skills.
Since 2007, they have been implementing a new occupational safety management system
based on the globally recognized OHSAS 18001 standard. This new system is intended to
simplify occupational safety and reduce the number of accidents at all the manufacturing and
development sites around the world. One of the systems main functions is to detect
Potential accident and health risks for associates in order to take appropriate preventive
measures in good time. The new system is to be implemented at all manufacturing sites in no
more than four years. This makes Bosch one of the forerunners in the global implementation
of the OHSAS 18001 standard.
Sustainability:
They accept that their actions must accord with the economy, the ecology, and the
responsibility they take for the community at large, also with a view to future generations.
For this reason respect for peoples health and safety, for an economic use of resources, and
for a natural and clean environment are basic principles of business policy.
Responsibility:
It is the task of all associates to help prevent the endangering of people and the
environment, as well as to maintain strict compliance with all laws and regulations pertaining
to work safety and the protection of peoples health and the environment. It is a leadership
task to recognize such dangers, to evaluate them, and to undertake appropriate actions.
Products:
They develop and manufacture products that are safe, eco friendly and economical.
Their products enhance peoples safety and reduce burdens to the environment, also during
their subsequent recycling and disposal.
Processes:
They design processes to ensure that where ever economically feasible peoples
health and safety have priority and that effects on the environment are kept to a minimum.
They are prepared to cope with emergencies. This is also the spirit in which they cooperate
with suppliers of goods and services.
Continuous Improvement:
They review the processes and behavior on a regular basis, just as to measure the
effects on people and on the environment. This is how they identify weak points and potential
for work safety and protection of peoples health and the environment.
Core competencies:
For well over a century our company has built upon a unique mix of interrelated core
competencies a mix from which they derive competitive advantage, and which also forms
the basis for the future development of company.
The HR organization uses its human resources strategy to support the divisions in the
pursuit of their objectives. This involves the consistent application of the balanced scorecard.
This method is used by executives and associates alike to define strategic objectives and to
evaluate their achievement with regard to processes, finance, and clients (both internal and
external).
The HR organizations mission contains globally applicable guidelines for its work.
These are based on the House of Orientation and contribute to closer alignment with the
strategic objectives of the company. It has thus become one of the core tasks of the HR
organization to provide support for the organizational development of divisions and regional
companies and to make them aware of necessary changes.
They use the Bosch Human Resources System to develop and disseminate worldwide
standards for effective HR management. Bosch has some 330 HR departments around the
world, and wherever they are located, they must apply the same quality standards.
They will structure processes in all the central HR areas planning, resourcing,
leadership, rewarding, development, and reorganization according to the same rules and
standards. In this way, associates across the globe particularly those on international
assignments can be sure that they are treated and, above all, supported in their development
and career advancement on the basis of established and standardized principles. To this end,
they have initiated and systematically prepared 15 sub-projects. Sub-projects on executive
planning, personnel marketing, and associate development, for example, have already been
concluded and implemented successfully.
According to the Bosch HR Model, it is the main task to design a strategic framework
for personnel policy (Human Resource Policy) at Bosch and to ensure that also in future they
are able to develop suitably competent and motivated associates and executives worldwide.
In line with the Bosch HR mission statement, the main task is to shape the strategic
framework to ensure that associates worldwide are motivated to help develop the group
professionally and that this remains the case in the future, too.
They work hand in hand with the divisions, subsidiaries, regional organizations, and locations
to create attractive, demand-based terms of employment for our associates in the non-exempt
band. They develop frameworks and standards for the corporate benefit systems of the Bosch
Group and help with their implementation. They use innovative tools, such as the associate
survey, to ensure that associates worldwide play a part in shaping corporate culture. As a
customer-focused service provider that satisfies the highest quality standards, they ensure the
efficient management of social benefits in Germany.
They value trustful collaboration with associate representatives in order to use the
statutory regulations and collective bargaining agreements as a basis for developing optimum
and future focused solutions for their associates.
In both strategic and operational affairs, they see themselves as partners to the board
of management, to the divisions, and to their locations. With their work they make a
sustained contribution to implementing the companys strategies worldwide. They live by the
Bosch values and take care that others do the same.
They strive to ensure that Bosch is seen as an attractive employer, one who gains a
decisive competitive edge by building on the motivation and competence of its managers and
associates. We support all operating units in the further development of their organization and
in achieving a capability for change.
Economy and innovation are the hallmarks of our work. Clear structures, efficient
processes, and high-performance HR tools have been standardized in the Bosch Human
Resources System (BHS), and are subjected to further development on an ongoing basis.
Three years ago, they formulated their vision. They want to take advantage of the
global opportunities and drive forward towards companys development. Thus they have
formulated three main strategies objectives accordingly.
Internationalization we shall continue to press ahead with expanding our business
worldwide, thereby further strengthening our international presence.
Diversification we shall continue to balance out our sectoral sales structure. This
means taking full advantage of our opportunities for growth in automotive technology,
but at the same time growing by above-average rates in consumer goods, building
technology, and industrial technology. In doing so, we shall concentrate on areas of
business that fit our technological competence this is what we call focused
diversification.
Bosch already benefit from a broad-based international presence. Asia Pacific was
once again the growth driver in 2007, with sales there up 17 percent in local currency. Since
1995, the sales in this region have increased fivefold, and in the Americas more than
threefold. By 2015, they want these two regions together to account for half of their global
business volume and will, therefore, push ahead with the expansion of manufacturing
locations in these regions.
At the same time, they also want to secure the existing locations, since the strategy of
an international development and production network like the one at Bosch cannot be based
solely on locations that offer special cost advantages. So it will be important to remain in
close physical proximity to the engineering centers of their major customers, as well as to
scientific research institutes in Europe.
Megatrends present a challenge for their innovative strength, while at the same time
offering a wealth of opportunities. Environmental protection, globalization, and dwindling
resources all open up opportunities for profitable growth worldwide. When it comes to
climate protection, they can score points with their technical expertise and generate real
added value for customers through their products.
Having said that, the emerging markets particularly in Asia are a source of
increasing competitive pressure, and are not alone feeling the crunch in established markets.
Demographic changes confront the HR management with new challenges. They are faced
with the task of encouraging a sufficient number of young people to take an interest in
technical or scientific jobs, of attracting this upcoming talent to the company, and of ensuring
that associates of all ages have access to ongoing training programs.
AN OVERVIEW
HRM is concerned with the effective and efficient use of the organizations Human
Resources. Any organization needs human resources to run their operations. Hence, they need
to attract and hire the best employees possible. One of the functions of Human Resource
Management Department is to attract potential employees. Having attracted potential
employees, they need to be able to choose the best of these applicants. After having hired
employees, they need to train them if they are to function effectively. Furthermore, to ensure
that the employees continue to function effectively, they need to be motivated with a good
compensation.
To develop a talent pool with the competence to take the challenges of the present
and future.
To facilitate improvements in quality and quantity of individual and provide a
congenial work environment.
Priorities
HR-PLAN:
HR Initiatives
Hr PLAN -- FOCUS
COMMUNICATION
MICO/HRM page on Intranet
MIS on HRM activities
Meeting new employees
Exit surveys
KNOWLEDGE MANAGEMENT
ORGANISATIONAL DEVELOPMENT
MANPOWER INVENTORY
PERFORMANCE MANAGEMENT
HR INITIATIVES
Training and Development.
PRED(Performance Review &Employee Development Discussion)
FOERDERKREIS
E HR
International Assignments
Job Rotations
Employees Satisfaction.
HRM
Corporate HR Administration of M&SS
Corporate HR Administration of M&SS
Management development & Training
Compensation & Benefits
Career Plan, Succession Plan, Job Rotation
Human Resource Information System
Selection and Recruitment
HR Policies and Procedures
HR administration of MA
HRM -1
Training & Development programmes
Training & Development programmes
Training database on HRIS from PRED inputs
Internal / External Training Audits
Management development Center
Education Expenses, Subscription to Professional Institutions, Project Trainees,
Magazine Subscription
HRM -2
Compensation & Benefits Administration
HR Policies and procedures, HRIS
Deputation to RB(MA) , Company Loans
Career Plan , Job Rotation , Succession Plan
CGT Scheme
HRM -3
Selection & Recruitment, up gradations
MT/TGT/ET Schmes administration
HRM -11
Co-ordination with faculty and participants
Internal / External Correspondence, Maintenance of training records , Project Trainees
HRM -12
Administration & Upkeep of Seminar Hall , Resources for Programmes
HRM -21
Annual Compensation review, HRIS
Compensation & Benefits Administration
Salary Fitments
Career Plan, Job Rotation, Succession Plan
HR page on Intranet
HR reports / studies (Employee Satisfaction Surveys etc.)
CGT Scheme administration
HRM 22
Deputation to RB and return (MA), Assistance to MA, International Summer Trainees
, Club Membership
HRM -23
Appointment Letters , Trial confirmations, Trainees Absorption, HRIS Updating,
Payroll Input, Joining/Separation/Clearance formalities
Nominations to Gratuity / Super annuation Fund / Accident Benefits, Hospitalization
Insurance/ Medical Expenses Reimbursement coverage
HRM -24
Company Loans , Housing Loan Interest Subsidy
Medical benefits to retired employees
HRM -31
Selection & Recruitment, Placement, Up gradation, Trial placement , transfers,
Induction L Range
MT administration
HRM -32
Selection & Recruitment, Placement, Up gradation, Trial placement , transfers,
Induction LF and LK Ranges
TGT/ET/Other trainees administration
Documentation / Statistics / Reports
HR POLICIES IN BOSCH:
MEDICAL
HOUSE RELATED
Furniture Guidelines
Refundable House Deposit
Minor / Assets Maintenance
EDUCATIONAL
LOANS
OTHER BENEFITS
Telephone Guidelines
Holiday Homes
Timeshare Holidays
Vehicle Expense Reimbursement
MISCELLANEOUS
Rules & Regulations of Service & Conduct
PRED
Leave Rules
Transfer Rules
Reimbursement of Conveyance Expenses
Staffing:
Process of obtaining and maintaining capable and competent personnel to fill all
positions in the organization. This includes manpower planning, recruitment, selection,
placement, induction and orientation, transfer, promotion and separation.
Motivation:
Process of motivating employees so as to secure their integration with the
organization and attain the optimum level of efficiency and effectiveness towards the
achievement of organizational goals.
Employee Services:
Employee Records:
In employee records complete and up to date information is maintained about
employees, so that these records may be utilized, if need be, at the time of making transfers /
promotions, giving merit pay, or sanctioning leave and at the time of termination of service.
Such records include information relating to personal qualifications, special interests,
aptitudes, results of tests and interviews, job performance, leave promotions, rewards and
penalties.
Labour Relations:
This means maintenance of healthy and peaceful labour management relations so that
production / wok may go on undisturbed.
1. Grievance handling policy and procedures are developed, after finding the nature and
causes of grievances.
2. Rules and regulations are framed for the maintenance of discipline in the organization.
3. Efforts are made to observe and comply with the labour laws of the country.
BOSCH is known for its excellence in training and employee development having
structured training programmes for all levels of the employees. Several internal and external
training programmes aimed at development of leadership skills, improvement of managerial
effectiveness, innovative and lateral thinking for problem solving, development of customer-
centric culture etc., were conducted to enhance the performance of employees. The company
also received an award for excellence in Human Resource Practices from the HRD Congress
of India, held in January 2002.
The primary objective of BOSCH remains the same as the one Robert Bosch had
envisioned: To build an organization engaged in worthwhile activities and one which
ensures its employees a good work culture. The Human Resource of BOSCH is the
backbone of the Company and has contributed to achieve the historical success. The key
developments of Human Resource and a wonderful work culture have created a value added
potential and competitive advantage to this firm.
One of the key sources of inspiration is the planned training programmes and the
caring nature of highly skilled trainers. The training is also unique because of the multi-
directional approach. BOSCH is an highly diversified Manufacturing Company having more
than 10,000 employees.
Under BOSCH INCENTIVE SCHEME, employees boost production and their pay
packets. The SUGGESTION SCHEME seeks to channelize innovative thinking, making it
beneficial to the Company and rewarding to the employees. APPLICATION OF TIME
MEASUREMENT METHODS and the wide use of special purpose machines have greatly
contributed to the enhanced productivity.
which always questions the present system, processes and behavioral systems in all fields, at
all, levels and improves them. It is a time bound action plan that ensures effective
implementation. This helps in identifying flaws in working methods, and helps to bridge the
gap between ideal work methods and present methods. Customer orientation and satisfaction
stays at the core of CIP. This is achieved through improvements in Quality, Cost and
Delivery. CIP has no end.
LERNSTATT activities are organized by the moderators to make the group aware of
the requirements. The activities are not limited to one level in the hierarchy. It is planned to
be propagated to all levels in the organization. This is to tie up communication and improve
teamwork at all levels.
AWARDS:
2009:
Feb. 20, 2009: NDTV Car & Bike Award Auto component manufacturer of the
year 2009
Bosch was chosen as the best in the auto component industry of India for the year
2009. These awards are considered as benchmarks for auto excellence in India and
widely trusted by consumers, manufacturers and auto experts alike. The award
recognizes the best in the automobile industry of India.
Bosch and Mahindra & Mahindra won the Best Innovation of the Year UTVi
Autocar Award. The award recognizes Bosch innovation start/stop system which
contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro
Hybrid is the first vehicle in India to integrate this technology in their new car.
2008:
June 21, 2008: Business Standard Award Star MNC of the year
Bosch was noted for its cutting edge technologies, especially for designing and
delivering low cost high quality fuel injection system and for pioneering the common
rail system in India.
Jan. 10, 2008: NDTV Car & Bike Award - 'Car Technology of the year'
Bosch not only setup the common rail injector and pump manufacturing projects in
record time, but also pioneered the new application of Common Rail in low cost car
segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer
of Common Rail technology in the rest of the world as well.
2007:
Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 Automotive Technology
of the year'
Bosch Limited was chosen for the mark that it has made both in the domestic and
international markets with its superior technology and products. These awards seek to
reward exemplary performance in the industry in 2006 based on a comprehensive set
of attributes including design, technology, value, product experience and so on. The
selection process truly reflects the choices and sentiments of all stakeholders and
justifies their stature as benchmarks in auto excellence.
2006:
Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award - Top
Indian company in the Auto Components sector
The award recognizes the twin virtues of size and growth in the organizations of
corporate India, from a derived list of top 500 companies in the country. Bosch
Limited was selected as the best amongst the top 10 auto component manufacturers in
India.
Aug. 10, 2006: EEPC Award Star Performer for outstanding export
performance
The Engineering Export Promotion Council (EEPC) conferred the 'Star Performer' for
outstanding export performance in the large enterprises category on Bosch Ltd, which
garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193
crores in 2001.
Jan. 12, 2006: NDTV Profit Car India Award Safety & Technology Award
Bosch was presented with this award for its pioneering work on the new age direct
injection diesel fueling systems, with notable emphasis in the range of common rail
diesels. Also taken into account was the persistent focus on unit injector systems
which are entering the scene in the high profile high aspiration D-segment cars. The
jury considered not just the technology but its bearing on safety, and the benefits it
brought to automotive users as well as the potential it has for India.
2005:
Recognized for innovations in technology and the scale and size of manufacturing
capabilities, the award also commemorated the customer satisfaction earned by Bosch
over the years, performance, quality and diverse range of products.
This Annual Award is the Oscar for the automobile industry in India and recognizes
the best in the industry in association with reputed industry bodies like CII, SIAM
& ACMA.
Corporate Sectors:
Corporate Departments:
PLANT LOCATION:-
BANGALORE, KARNATAKA
Products Manufactured: - Multi and single cylinder fuel injection pumps, common rail
pumps, elements, delivery valves and components for the VE pumps
NASHIK, MAHARASHTRA
Products Manufactured: - Classical and euro series of nozzles and injectors, common
rail injectors
NAGANATHAPURA, KARNATAKA
JAIPUR, RAJESTHAN
VERNA, GOA
BOSCH LIBRARY :-
CANTEEN : -
Technical Director, Mr. E. LANG, started BOSCH canteen in 1959. The canteen in
Bangalore is a show piece of the factory and one of the best equipped in the country and it
can accommodate 1200 persons at a time. An advisory committee on which the employees
have an equal representation with the nominee from the management guides the working of
the canteen.
MEDICAL : -
Medical center works round the clock and also provide a 24 hours ambulance service.
Most of the medicines are dispensed here. The medical also liaisons with important hospitals,
labs and senior medical consultants in the city.
Chapter 3
Meaning:
Definition of Change
In a very general sense, change can be defined as, to make or become different or
begin to have a different form. For example, post war recovery of Japan to its present state is
significant.
In other sense change also means dissatisfaction with the old and belief in the new.
Dissatisfaction can arise out of the perceived deficiency in an existing system.
Deficiency is also the ability of system to respond to environmental pressures and
technological impacts.
inevitably encounter changing conditions that they are powerless to control. The more
effectively you deal with change, the more likely you are to thrive. Adaptation might involve
establishing a structured methodology for responding to changes in the business environment
(such as a fluctuation in the economy, or a threat from a competitor) or establishing coping
mechanisms for responding to changes in the workplace (such as new policies, or
technologies).
Terry Paulson, the author of Paulson on Change, quotes an uncle's advice: "It's easiest to ride
a horse in the direction it is going." In other words, don't struggle against change; learn to use
it to your advantage.
Managing Change
It is not easy to manage change. To survive and eventually to prosper, an organisation
must monitor is external environment and align itself with changes that occur or tend to
occur. Sometimes change could be so rapid that there is no time to adjust before more change
takes place.
1. At all times involve and agree support from people within system (system =
environment, processes, culture, relationships, behaviors, etc., whether personal or
organizational).
2. Understand where you/the organization is at the moment.
3. Understand where you want to be, when, why, and what the measures will be for
having got there.
4. Plan development towards above No.3 in appropriate achievable measurable stages.
5. Communicate, involve, enable and facilitate involvement from people, as early and
openly and as fully as is possible.
1. Increase urgency - inspire people to move, make objectives real and relevant.
2. Build the guiding team - get the right people in place with the right emotional
commitment, and the right mix of skills and levels.
3. Get the vision right - get the team to establish a simple vision and strategy, focus on
emotional and creative aspects necessary to drive service and efficiency.
4. Communicate for buy-in - Involve as many people as possible, communicate the
essentials, simply, and to appeal and respond to people's needs. De-clutter
communications - make technology work for you rather than against.
5. Empowers action - Remove obstacles, enable constructive feedback and lots of
support from leaders - reward and recognize progress and achievements.
6. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks.
Manageable numbers of initiatives. Finish current stages before starting new ones.
7. Don't let up - Foster and encourage determination and persistence - ongoing change -
encourage ongoing progress reporting - highlight achieved and future milestones.
8. Make change stick - Reinforce the value of successful change via recruitment,
promotion, and new change leaders. Weave change into culture.
Types of Change:
1. Happened Changes:
This is rather unpredictable and that takes place naturally due to external
factors. It is profound and traumatic for it is out of direct control and produces a
future state that I largely unknown. This type of change occurs when an organisation
reaches a plateau in its life-cycle and falls prey to unwieldy demand from the
environment.
2. Reactive Change:
Changes that are clearly in response to an event or series of events are termed
reactive. Generally, most companies are engaged in reactive, often incremental
change. These changes are attempted when demand for a companys product/service
registers an increase or decrease, or a problem/crises occurs or develops
3. Anticipatory Change:
Change carried out in expectation of an event or series of events is called
anticipatory change. Organisations in terms of their anticipation, may tune-in reorient
4. Planned Changes:
Planned change or developmental change is undertaken to improve upon
current way of operating. It is a calculated change, initiated to achieve a desirable
output/performance and make the organisation more responsive to internal and
external demands. This type of change, where the future state is being consciously
chosen, is not a s threatening. However, it does require system / subsystem level
support to survive.
5. Incremental Change:
Changes directed at the micro level and focused on units/subunits/composed
within an organisation are termed incremental changes. Changes are brought in
generally and are usually adaptive in nature. It provides the organisation an
opportunity to learn from its own experiences. A failed incremental change will cause
less damage to total system then an unsuccessful large scale change.
6. Operational Change:
This is necessitated when an organisations goals remaining the same, intended
to change focuses on how to improve existing operations to perform better.
Operational changes include bringing in new technology, reengineering the work
processes, quality management, better distribution and delivery of products, and
enhancing interdepartmental coordination.
7. Strategic Change:
Change that is addressed to the organisation as a whole or to most of the
organisations components, including strategy, may be called strategic change. An
example could be a change in the organisations management style by reducing the
8. Directional change:
A change in direction may become imperative for organisation due to severe
competition or regulatory shifts in government policy and control. Directional change
is also critical when the organisation is developing a new strategy or incapable of
executing effectively its current strategy.
9. Fundamental Change:
This entails a redefinition of the current purpose of mission of the
organisation. It may be necessitated by drastic changes in the business environment,
the failure of the current corporate leadership, problems with the employee morale, or
a low turnover.
10. Total Change:
For total change, the organisation is constrained to denvelop a new vision and
a strong link between its stratergy , employees and business performance. The
organisation has to achieve a turnaround or perish. The total change is necessary to
extricate the organisation from the rot and a new vision and drastic surgery could be
the only way out for the organisation to do so
Envisioning: Is to articulate a clear and credible vision and a new strategy to realize the
vision.
Energising: It is mobilizing the employees, individually and collectively as well as
demonstrating and inculcating the excitement for change.
The recruitment and selection is the major function of the human resource department
and recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organizations. Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time. The elements in recruitment process are as follows:
Post to be filled
Duties to be performed
Qualifications required
Recruitment Process:
Identify vacancy
The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidate to enable the selection of best candidate for the
organization.
Determine present and future requirements of the organizations in conjunction with its
personal planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidate at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.
Meet the organizations legal and social obligations regarding composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques
and sources for all type of job applicants.
Sources of Recruitment:
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within the
organization itself (like transfer of employees from one department to other, promotions) to
fill a position are known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the external sources of
recruitment.
Internal Sources:
Transfer
Promotions
Upgrading
Demotions
Retired employees
Retrenched employees
Dependents and relatives of deceased employees.
External Sources:
Press advertisements
Educational institutes
Employment exchanges
Placement agencies/outsourcing
Labour contractors
Unsolicited applicants
Employee referrals
Recruitment at factory gate
About E-recruitment:
The buzzword and the latest trends in recruitment is the E-Recruitment. Also known
as Online recruitment, it is the use of technology or the web based tools to assist the
recruitment process. The tool can be either a job website like naukri.com, the organizations
corporate web site or its own intranet. Many big and small organizations are using Internet as
a source of recruitment. They advertise job vacancies through worldwide web. The job
seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CVs in worldwide web, which can be drawn by
prospective employees depending upon their requirements.
Job portals: i.e. posting the position with the job description and the job specification
on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organization. Creating a complete online
recruitment/application section in the companies own website. - Companies have
added an application system to its website, where the passive job seekers can submit
their resumes into the database of the organization for consideration in future, as and
when the roles become available.
Resume Scanners: Resume scanner is one major benefit provided by the job portals to
the organizations. It enables the employees to screen and filter the resumes through
pre-defined criterias and requirements of the job
Job sites provide a 24*7 access to the database of the resumes to the employees facilitating
the just-in-time hiring by the organizations. Also, the jobs can be posted on the site almost
immediately and is also cheaper than advertising in the employment newspapers. Sometimes
companies can get valuable references through the passers-by applicants. Online
recruitment helps the organizations to automate the recruitment process, save their time and
costs on recruitments.
Giving a detailed job description and job specifications in the job postings to attract
candidates with the right skill sets and qualifications at the first stage.
There are many benefits both to the employers and the job seekers but the e-recruitment is
not free from a few shortcomings. Some of the advantages and the disadvantages of e-
recruitment.
Lower costs to the organization. Also, posting jobs online is cheaper than advertising
in the newspapers.
No intermediaries.
Reduction in the time for recruitment (over 65 percent of the hiring time).
Facilitates the recruitment of right type of people with the required skills.
Online recruitment helps the organizations to weed out the unqualified candidates in
an automated way.
Recruitment websites also provide valuable data and information regarding the
compensation offered by the competitors etc. which helps the HR managers to take
various HR decisions like promotions, salary trends in industry.
Disadvantages:
Apart from the various benefits, e-recruitment has its own share of shortcomings and
disadvantages. Some of them are:
Screening and checking the skill mapping and authenticity of million of resumes
is a problem and time consuming exercise for organizations.
There is low Internet penetration and no access and lack of awareness of internet
in many locations across India.
Organizations cannot be dependant solely and totally on the online recruitment
methods.
In India, the employers and the employees still prefer a face-to-face interaction
rather than sending e-mails.
Due to the global challenges in recruiting (war for talent) within the next years
Bosch decided to start a BHS project (SP 10) to optimize the staffing process. Result of the
project Optimization Staffing Process (OSP) will be the definition of a global standard
process and the realization of a global Standard-System on the basis of SAP eRecruiting 6.0.
Benefits of the system are a global candidate pool to broaden candidate sources, an attractive
career portal and a state-of-the-art System. The system will improve the process efficiency,
the volume handling and the management reporting. BHS Steering Committee decided on
April 30,2008 that the implementation of the system is obligatory to maintain
competitiveness in recruiting.
The responsibility for the implementation is given to the countries, because of the
specific local requirements within the different local markets. It is intended to implement the
system in 32 countries. Due to technical complexity (rated by experts), countries are
classified into 3 groups: high, medium and low complexity. This will influence the number
and duration of the Rollout projects per year. The following countries are considered for the
first Rollout projects in 2009: India (Pilot), China, Germany and Benelux. For 2010 it is
planned to start the Rollout projects in USA/Canada/Mexico, Czech Republic, Turkey and
Japan. According to the first rollout experience and the available capacities the planning for
the next years will be revised and provided for the business planning 2010 in II/2009. Parallel
activities in the area of eRecruiting tools need a special approval by C/HMS4 according to
HR Central Directive Information Technology in HR Units.
Goals of OSP:
Benefits:
te es
a ti Submitapplication Submit
application Candidate
d
i vi
d ti (internal) (external) community
nc
aa
C
Chapter 4
One of the biggest challenge faced by the company throughout the world (Pilot Project)
through OSP, and to implement this effectively and efficiently and to know the employees
view towards this change and how effective it would be then the manual recruitment process.
In this competitive era, Bosch wanted to come up with a new method of recruiting
and selection, were in they could pool the candidates globally, so they have come up
with a new pilot project called OSP Optimization of Staffing Process and they
wanted to know employees attitudes to this change.
The study required data to be collected from both primary and secondary
sources. A survey was undertaken with the help of questionnaire to collect primary data and
interaction was done with HR department.
Secondary data was collected from company manuals to strengthen the findings
of primary data and gain a better understanding. The data collected was then
compiled, tabulated, analyzed and will be represented in the form of graphs.
LIMITATION
Graph 5.1
The data presented in table 5.1 and graph 5.1 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents strongly
agree at 62% and agree at 38%. The overall analysis shows that respondents are in favour of
automatic recruitment and selection in the organization.
Graph 5.2
The data presented in table 5.2 and graph 5.2 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
77% and disagree at 23%. The overall analysis shows that 77% respondents say that there are
chances of getting right candidate.
Table No.5.3
The data presented in table 5.3 and graph 5.3 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 23%, agree to high extent at 62% and agree to moderate extent at15%.
The overall analysis shows that 62% respondents agree to high extent say that online
recruitment system capable enough, to handle recruitment needs of high number of
candidates.
4 Strongly disagree 0 0%
Total 26 100%
Graph -5.4
The data presented in table 5.4 and graph 5.4 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents strongly
agree at 38%, agree at 54% and disagree at 8%. The overall analysis shows that 54%
respondents say that online recruitment and selection gives organization a competitive edge.
Table No.5.5
Graph -5.5
The data presented in table 5.5 and graph 5.5 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 7%, agree to high extent at 77% and agree to moderate extent at16%.
The overall analysis shows that 77% respondents agree to high extent automation of
recruitment process as cost effective.
6) Need to streamline the sourcing of resumes through an automated system for better
tracking in database.
Graph -5.6
The data presented in table 5.6 and graph 5.6 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 46%, agree to high extent at 54%.The overall analysis shows that
54% respondents agree to high extent that there is need to streamline the sourcing of resumes
through an automated system for better tracking in database.
Graph -5.7
The data presented in table 5.7 and graph 5.7 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents strongly
agree at 23%, and agree at 77% .The overall analysis shows that 77% respondents agree
online recruitment simplifies scheduling of candidates for interviews.
The data presented in table 5.8 and graph 5.8 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 8%, agree to high extent at 54% and agree to moderate extent at
38%.The overall analysis shows that 54% respondents agree to high extent online recruitment
and selection process enhances the quality of hires.
Table No.5.9
Graph -5.9
The data presented in table 5.9 and graph 5.9 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents strongly
agree at 31%, agree at 61% and disagree at 8% .The overall analysis shows that 61%
respondents agree that recruitment data standardized and easily accessible due to automation
Graph 5.10
The data presented in table 5.10 and graph 5.10 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 23%, agree to high extent at 54% and agree to moderate extent at
23%.The overall analysis shows that 54% respondents agree to high extent that automation in
the recruitment data makes updating easier.
Table No.5.11
Graph -5.11
The data presented in table 5.11 and graph 5.11 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents agree at
to a very high extent at 39%, agree to high extent at 23% and agree to moderate extent at
38%.The overall analysis shows that 39% respondents agree to very high extent that there is
need to link the recruitment and induction process.
12) Rating the global system over the local recruiting system.
4 less Satisfacrory 2 8%
Total 26 100%
Graph -5.12
Interpretation:
The data presented in table 5.12 and graph 5.12 indicates the response from the employees in
the HR department who are into recruitment and selection process. The respondents it is very
good at 15%, good at 54%, satisfactory at 23% and less satisfactory at 8%. The over all
analysis say that 54% say good for the global system over the local recruiting system
Chapter 6:
The degree of IT support in the entire recruitment process was lacking with no
standard process set.
Currently there is low level of system coverage in inspite of high effort in recruitment
and ongoing operations i.e. inability to share the information
There was no centralized applicant pool with pre-selected applications that can be
accessed across locations or where the applicants history can be stored for future
reference.
The company required worldwide process standardization and continuous
improvements compared to the present recruitment system
There was no pool of candidates globally.
High administrative effort and high amount of paper application.
It took more time and effort for recruiting
6.2 Findings:
By analysis it is clear that 62% people are in the favour of the automation in the
recruitment and selection process.
By analysis it is clear that 77% are in the favour that they would be sufficient in
getting the right candidate through automation in the recruitment.
By analysis it is clear that 62 % are in favour to high extent and 23% to very high
extent that online recruitment is capable to handle recruitment process to high extent.
By analysis it is clear that 54% are in favour and 8% are not in the favour to that
recruitment and selection process would give an organization a competitive edge.
By analysis it is clear that 77% are in favour to high extent and 16% to moderate
extent that automation process would be cost effective.
By analysis it is clear that 54% are in favour to high extent and 46% to very high
extent that automation helps in the easy tracking of the resumes through data base.
By analysis we can say that 77% are in the favour that online recruitment would
simplify the process of scheduling of candidates for interviews.
By analysis it is found that 54% are in favour to high extent and 38% to moderate
extent that automation would lead to enhance the quality of hires.
By analysis it is found that 62% strongly agree that automation would help in getting
standardized data and easily accessible.
By analysis it is found that 54% are favour to high extent and 23% to very high extent
and moderate extent that automation is helpful recruitment data updating process.
By analysis it is clear that 39% are in favour to very high extent and 23% to high
extent that there is a need to link the recruitment and selection process.
By analysis it is found that 53% say the over automation in the recruitment procress
holds good then the local system.
The type of change that was used is Planned Change.
6.3 Suggestions:
Before conducting the online test the candidate and the recruiter should have a pre
talk through a telecom.
They should streamline the resumes well to select the right candidate.
They have to reduce the involvement of consultants so that it would be cost effective.
The company should follow the same automation for recruitment and selection
process as it is clearly making the work simpler and it is also helping them to track
appropriate candidates for the job.
This automation will help the company in many aspects like screening of candidates,
cost effectiveness, better tracking of resumes, enhance the quality of hires and
simplify the process of scheduling of candidates for interviews become easier.
The final interview should be face to face interview.
Induction programme should be taken up separately after the selection process.
This automation would benefit the candidates in terms of cost as well as time.
6.4 Conclusion:
Bibliography:
Books Referred:
Websites Visited:
www.in.bosch.com.