BOSCH report

8/16/2019 BOSCH report

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5resently, in India *osch group has / companies with *osch $imited being the flagship

entity. he largest stakeholder in *osch $imited with 6 . + percent share is of *osch 7mbH.

*osch has its head"uarter at *engaluru and manufacturing units of *osch $imited is spread

across *engaluru, 8ashik, 8aganathapura, 7angaikondan, 9aipur, *idadi and 7oa. 3obility

&olutions, 4onsumer goods, building and energy technology and industrial techno:ogy are the

various sectors across which *osch has its presence. *osch manufactures and trades diverse

products as diesel and gasoline fuel injection, motors, generators, power tools, automotive

aftersales products etc. urnover of *osch was ,6; crores during the period ending < st

3arch, 0 2.

=ver the years *osch has developed e#cellent R>! facilities, not restricting itself to just

large portfolio of products, which in turn has resulted in a large network of loyal customers.

echnology orientation and high "uality of its products has made the company to emerge as

market leader. )lso *osch has a strong presence in the automotive sector of India with a vast

service network spanning across 0 cities and towns and


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eA 4ar 3ultimediafA )utomotive )ftermarketgA )utomotive &teeringhA !iesel and 7asoline E4D &ystemsiA &tarters and 7enerators

0. Industrial echnology5roductsaA !rive and 4ontrol echnology

bA 5ackaging echnology


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5roducts and &ervices of R*EI

5roduct and &olutions

• )utomotive• 3anufacturing• Healthcare• 7overnment and public services

Enterprise

• *usiness )pplications• )pplication 3iddleware• I Infrastructure• &oftware esting

*usiness &ervices

• 1inance and )ccounting• &upply 4hain• E($earning and )nimation• ranslation &ervices• !ocumentation and echnical 'riting• Information &ecurity

e#t 8e#t

• )ugmented Reality•

!ata )nalytics• Internet of hings• 3obility• Dser E#perience

)bout *osch ? HR

3ission

&uccessful ogether

*osch HR sees itself as partners to the board of management, divisions and locations in

strategic and operational matters. hey make a constant contribution in implementing thecompanyCs strategies worldwide. HR lives by the *osch values and ensures others do the

same.

*osch HR works towards maintaining the reputation of the company as an attractive

employer whose competitive edge is the competence and motivation of its associates and

managers.

he HR department lends support to all operating units in the further development of their

organization and in achieving a capability for change.


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)scertaining training needs ? he manger and employee e#amine re"uirements out of 4pt3

related to the employeeCs role, analyse them and jointly decide based on future demands,

goals and development scheme. he important aspects are ?

i. 'hat goals the employees should reach after the training.ii. 'hether the new knowledge should be passed to other persons.

iii. 'hether all organizational needs have been analysed.iv. How can and by when the learning can be put into practice.v. !oes the employee need support from the managers in order apply the skills.

R*EI training and development design the scheme in consultation with trainers so that

"uality and relevance is ensured. here is a concept of raining 8eeds Re"uisition 1orm

@ 8R1A where the individual employees can raise re"uest for their training. he utility, price,

time involvement is considered and training provided in consultation with the line managers

and department heads.

1=4)&

1=4)& training program of R*EI stands for 1undamental =n(boarding 4ourse for

)ssociates. his program is only for the fresher campus recruits. he basic re"uirement for

an =n(boarding program is, it must be a "ualification program ending with a certification and

must be a full time program. he purpose for this program is to maintain a common

competency standard in all the recruits and bridging the gap between university learning andindustry practices before assigning them projects. he program runs in batches not less than

and must start within month from the date of joining. he duration of the program varies

between ; to + weeks. If waiver from 1=4)& has to be given it can be done only with

approval from *usiness Dnit Head. HR$(*5 and not delivery department initiates re"uest for

the program. HR$( ! receives the list of recruits from HR$(*5 and a ; weeksC notice to

plan a batch.

&ee3 1 to

&ee3 - to ;

&ee3 < to =

Generic Training

Do#ainS/eci8c

Training

Assess#ent%

>now "ourCo# an

Essential

Trainin s

>now "ourDo#ain

(earn "our

A//lication o* (earning


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1=4)& 1ramework

&ome of the generic trainings that all employees have to undergo are ?

i. Introduction to *oschii. 3andatory trainings such as I&5 awareness

iii. Essential trainings such as oral and written communicationiv. 4ampus to corporate that trains on corporate eti"uette, cultural sensitivity etc.v. raining about organizational methods and tools.

!omain specific modules vary in structure as per the domain. Each of these consists of a core

team approved by the senior management of the specific domain. hey develop the topics and

contents to be covered.

)t the end of the program an assessment for "ualification is conducted by HR$( !. here is

a formal assessment structure that focusses on the application of learning. )ssessments are

designed and evaluated by the trainers be it generic or domain specific. If a trainee doesnCt

clear the assessment in the first attempt, then he gets a second attempt if HR$( ! approves.

If he fails the second attempt the !epartment Head of the business unit and HR$ is informed

that the trainee re"uires improvement and they will plan for the development or decision on

employment of the trainee. he attendance and !E holiday data is sent by HR$( ! to payroll

for procedural works such as utilization and capacity calculation. If an associate leaves the

company within year of completion of the program a fi#ed amount is recoverable from him.

8J

he 8J or 8urturing Joung alent is a program conducted in R*EI for fresher campus

recruits with less than I year e#perience which happens after the 1=4)& trainings. ) 8J

manager who is more like a buddy or mentor to a group of ( 2 new associates plan and

organize engagement and learning activities for mentees. he primary objective of this

program is to enable "uicker integration of the freshers into the organization culture, trigger passion for engineering and provide a platform for learning and development, improve

confidence, communication skills, presentation skills by involving young engineers in

discussion forums and technical presentations and to enhance learning curve of young

associates. 8J manager is a R*EI associate who has 2( years of e#perience in the

organization with good communication and soft skills and one who has interest in mentoring

and motivating young engineers. 8J coordinators of HR$( ! allocate the mentees to the

mentors based on their departments. &ome activities conducted in this program are ?

i. 3eetings with new associates.


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ii. 5resentations and knowledge sharing events pertaining to their domain.iii. I5 awareness workshops and patent holders address to new engineers.iv. 5lant visits and product demos.

rain3 oolrain3 is the raining 3anagement &ystem at R*EI. )ll training measures available at

*osch such as e(learning, classroom training, documents are found in rain3. )ssignments,

)dd to do list, re"uest, schedule, price of the training, date, time, venue, available seats,

option to register, search, filter, prere"uisites, training providers and related documents are

the prominent features of this tool. )ssociates can book trainings and search for trainings at

any time. )ll the trainings undertaken by employees are documented throughout the year.

)ssociates can view all details of their trainings in learning history. Reports of the trainingsundergone can be run and certificates can be print if necessary.

-ey 5erformance Indicators of raining 3anagement

1our -5I for raining 3anagement are ?

A 5articipants &tatisticsFaA 5articipants 5er Jear

!escription 8umber of participants per year.

1ormula )mount of participants of all actions with status completed.5urpose 4omparative indicator to measure the development of the

participant number over the time and across the

organization.5ossible arget 1ulfil re"uirements of )nnual report. )ssess organization

"ualification.Interpretation he higher the number of participants, the better the

importance of organizational "ualification.

bA 4ompleted 4ourses 5er )ssociate

!escription 8umber of completed courses per associate.1ormula )mount of participants of all measures with status

completedB otal number of associates.5urpose 4omparative indicator to measure the development of the

measure rate per associate over the time and across the

organization.5ossible arget 1ulfil re"uirements of )nnual report. )ssess company

continuing.Interpretation he higher the number of completed measures, the better


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the "uality and the re"uirement matching of offered training

measure.

cA 5articipation(!ays 5er )ssociate

!escription 5articipation days per associate.1ormula )mount of participants of all measures with status

completedB'hole number of associates.5articipant dayK+Hours

5urpose 4omparative indicator to measure the development of the

measure rate per associate over the time and across the

organization.5ossible arget 1ulfil re"uirements of )nnual report. )ssess company

continuing.Interpretation he greater the number of participation(days, the better the

"uality and acceptance of the offered measures.

dA 5articipation(days per associate per portfolioBcompetence field

!escription 5articipation(days per associate per portfolioBcompetence

field.1ormula 8umber of participation(days f rom measure with s tatus

completedB'hole number associatesB5ortfolioB4ompetence

field.5urpose 4omparative indicator to measure the distribution of the

measures over topics and subjects.5ossible arget 1ulfil re"uirements of )nnual report. Identification of

priorities and weaknesses in the continuing education.Interpretation he greater the number of the participation(days per

portfolio, the higher the need of these measures.

0A rainer 5ool @5roportion of scheduled offerings with internal trainersA

!escription 5roportion of events @classroom, webinarsA which were

carried out with internal trainers @*osch employeeA, in total

number of the carried out events.1ormula @8umber of scheduled offerings with internal

trainersB'hole number of scheduled offeringsAL5urpose 4omparative indicator to measure the achievement of the

target size.5ossible arget 4ost reduction, "uality assurance and nearness to the target

group.


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Interpretation he higher the result, the greater the nearness to the target

group, the more slightly the costs for continuing education.


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.n*or#al(earning*or All

Associates >( E'entirtual 0n-boarding

&ome of the main focus areas of 9-$ areF

i. Engaging the millennial workforce to a greater e#tent.ii. 3oving towards development of hybrid skill(sets.

iii. !esigning a P3i# > 3atchC learning curriculum.iv. 7amification of learning contents.v. 3atching competence and learning to a broader e#tent.

vi. 4ross competence development.vii. 4ommunity learning through *osch 4onnect platform, peer learning and learning

collaboration.viii. $earning that will lead to innovations.

he purpose of 9-$ is to keep up the hunger for learning and not look towards training as a

one(time undergo and forget activity. hrough 9-$ the aim is to make learning and

competency development dynamic to match the dynamic business re"uirements.

It will be an organization wide activity with the stakeholders being

• R*EI top management.• 5resent and to be joining associates.• 3anagers, technical e#perts and &ubject 3atter E#perts.• HR$( !, trainers both internal and e#ternal.

Phases of JKL Launch:

Phases Descriptionst In this phase the concept was defined with broad overviews. his

concept was then presented to the top management for validation.0nd i. !ecision about the stakeholders were taken.

ii. ) detailed model was designed.iii. !iscussion on the technology re"uirements and feasibility.iv. Estimation of budget was done.


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)ktiv$earn is a cutting(edge gamified $3& platform that focuses on bringing e#perience

back to learning. It packs in content that is immersively gamified and provides a launch pad

for learners to ac"uire skills and competencies in a manner like never before.

*enefits

1eatures

Ga ification

$earners navigate through a game(like interface with challenges, roadblocks and earn

rewards for completing levels.

!ocial

4hat, socialize and learn together on the platform without having to switch applications.

Learning outco es

4onnect each outcome to specific goals and map to learnersC individual development plans

@I!5A.

"loud-based

Hosted on )'&, the $3& is comes by default with an unmatched, ultra(dependable, scalable

infrastructure.

Anal#tics

)nalytics helps you understand your learners, follow their progress and benchmark their

performance.

Design


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4lean, beautiful, minimalistic. $earners focus on learning and competing with each other on

this awesomely designed $3&.

$le%ibilit#

4hange colors, add your logo and change the branding among a host of other customization

options.

&odules

3anage syllabuses, create custom rubrics and addBdelete business simulations and other

activities to create rich modules for learners.

Assign ent annotations

5review student submissions and provide feedback all in one frame.

!tandards supported

4)&, $!)5 and &)3$ standards are supported. 1or content, &4=R3 and $ I modules can

be uploaded onto the $3&.

!ecurit#

Industry standard security protocols like &&$ are supported off(the(shelf.

httpsFBBwww.knolskape.comBplatformsBaktivlearnB


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JKL 'vent

he first level of 9-$ competition event will consist of 7amified 34%s rolled out to all

associates to solve. he points gained will be added to teams from their project. )lso

individual virtual rewards such as badges, trophies with gift cards attached to them can be

won. he time frame will be around 0 weeks for this.

In the second level of the competition project team members will form a team to participate

in the coding challenges. he team should have members with cross(functional competency

in order to win. he codility competitions will have < levels. his will be a filtering round. 6

teams will be selected for the final round.

In the final level case studies will be given which will test engineering skills, business

understanding and influencing capability. his round will have 6 barriers to cross. he scores

obtained by individuals from the projects will get added up to the final score. he winners

will occupy top position in Girtual $eaderboards of the platform. he live scores of the

competition will be shown on $E! screens in canteens of all *osch *angalore offices.

his event will be mark the official launch of 9ourney of -nowledge and $earning .

Planning and (esponsibilities

$inal (e'el o* Co#/etitionCode Detecti'e u/to <

le'els T+e#es *or MC7

• Progra##ing(anguages

• CrossCo#/etenc"

nd (e'el o* Co#/etitionCode Detecti'e u/to -

le'els T+e#es *or MC7

• Progra##ing(anguages

• Case Studies

1 st (e'el o* Co#/etitionMC7s *or All Associates

T+e#es *or MC7• Progra##ing

(anguages• Binoculus• Pro?ect

Manage#ent•


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CoreActi'ities

E'ent(a"out

Design

EnsuringAllround

/artici/ation

Ensuringsu//ort*ro# all

BUs

Bu@@Creation

UsingBosc+

Connect

Creating aco##unit"

Ad'ertisingusing

Bosc+Connect

Ensuringreac+ o*

t+e e'entindi'iduall"

Moderatingdiscussions,co##ents

, ueries


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ContentCreation

Connectingwit+

internaltec+nical

associates

Ensuring/roble#

state#entsand MC7s

a'ailabilit"

Connectingt+e 'endor

% Purc+asede/art#en

t

Connectingwit+

e9ternalga#i8edlearning'endors

Co##unication

Coordinating wit+ co#

tea# *orin*or#ation

#ailsrollout *or

associates

2ollout o*e'ent

#enu card

Designing5Modi*"ing

content toreac+ out

toassociates

Connecting

wit+ 0D5(DandBinoculus


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E'entManage

#ent

ContactingE'ent

#anage#ent 'endors

Procuringt+e /ri@es

and gi*tcards

Managing.n*rastruct

ure

Coordinating wit+ t+e

agenc" *ors#oot+

o/erations

BOSCH report

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