D.Y.PATIL INSTITUTE OF MANAGEMENT AND RESEARCH, PIMPRI, PUNE

2010-2011

PROJECT REPORT ON

THE RECRUITMENT AND SELECTION PROCESSS IN

KUKA AUTOMATION EQUIPMENT (INDIA) Pvt. Ltd. PUNE

SUBMITED BY

Rahul Giri

Shyam Dethe

Tushar Satadeve

Akshaya Shinde

Rahul Phunage

Sagar Garud

GUIDED BY

Prof. Anuradha Phadnis

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CONTENTS

Page No.

1. INTRODUCTION ....3

2. BRIEF INTRODUCTION OF HR FUNCTIONS .…7

3. DETAILED FUNCTIONING OF THE TOPIC ....11

4. OBSERVATIONS AND FINDINGS ….15

5. CONCLUDING REMARKS ….17

6. QUESTIONNAIR ….19

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INTRODUCTION

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KUKA concentrates on advanced solutions for the automation of industrial production

processes. Ever since the company was founded over 100 years ago, it has stood for

innovation in mechanical and systems engineering; it is one of the world's leading suppliers

in the field of robot technology as well as in plant and systems engineering. Having come of

age in the cutting-edge technology of the European automotive industry, KUKA is now

increasingly supplying state-of-the-art technology in other sectors and regions.

With their ideas, concepts and solutions for the automation of industrial production processes,

more than 5,700 employees generate a business volume of around EUR 900 million.

Corporate Profile

KUKA automates manufacturing processes and presents as a global technology company

with more than 5,700 employees business and accelerate the expansion into innovative

automations solutions. To secure the core automotive industry, the cooperation between the

Robotics and Systems divisions is very intensive.

eAutomation is the key to tomorrow’s markets. KUKA is already tapping these markets

today. As a global technology company, whose innovative automation solutions make

industrial production processes even more efficient and future-oriented, with more than 5,700

employees, their creativity and innovative drive. With core competencies that constantly set

new standards worldwide in the areas of robotics and systems.

 

Executive Board

Dr. Till Reuter (CEO)

Stephan Schulak (CFO Finance and Controlling)

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 KUKA HISTORY

 

THE EARLY DAYS

In Augsburg in 1898, Johann Josef Keller and Jakob Knappich found the Augsburg

Acetylene Factory for the production of cost-effective domestic and municipal lighting. In

view of the development of a succession of new sources of light, however, combined with a

drastic fall in prices, production was extended to include the new invention of oxyacetylene

welding just seven years after the company was founded. KUKA later turns to electrical

resistance welding and constructs the first electric spot-welding gun in Germany.

The name KUKA is derived from the initial letters of the company name “Keller und

Knappich Augsburg”.

 

TRANSITION

Supported by the expertise gained from welding and cutting, both for craftsmen within small

trade and on an industrial scale, KUKA sees itself as ideally equipped for the manufacture of

large containers. Vehicle superstructures are built, and with such success that KUKA

becomes European market leader for municipal vehicles in 1966. KUKA vehicles are also

well-known throughout the world, not only in municipal disposal and cleaning applications,

but also in commerce and industry.

The welding systems sector grows simultaneously. In 1956, KUKA builds the first automatic

welding systems for refrigerators and washing machines and delivers the first multi-spot

welding line to Volkswagen AG. For Daimler-Benz, KUKA builds Europe’s first welding

transfer line with robots in 1971. And in 1973, KUKA writes history as a robotics pioneer by

developing FAMULUS - the world’s first industrial robot with six electromechanically

driven axes.

 

EXPANSION

Two firms in the Quandt group, KUKA GmbH and Industrie-Werke Karlsruhe AG, merge to

become Industrie-Werke Karlsruhe Augsburg Aktiengesellschaft, or IWKA AG for short,

with its headquarters in Karlsruhe. KUKA contributes its market leadership in municipal

vehicle construction and in the development and production of welding systems. On the basis

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of the existing skills and capacities, three divisions are formed in Augsburg: environmental

technology, welding technology and defence technology. The new IWKA AG is also

involved in the areas of packaging machinery, textile engineering, control technology,

forming, and machine tools. In 1979, the different activities of IWKA AG are transformed

into legally independent companies and the stock corporation becomes a holding company

for international mechanical and systems engineering. Following the withdrawal of the

Quandt family, a public corporation is formed in 1980, with all shares freely floated. In 1995,

the robot technology business is hived off from KUKA Schweissanlagen + Roboter GmbH.

Today, KUKA Roboter GmbH is the lead company in the Robotics Division, while KUKA

Systems (formerly Schweissanlagen) GmbH is the lead company in the Systems Division.

 

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BRIEF

INTRODUCTION

OF

HR FUNCTIONS

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The functions of HRM can be broadly classified as –

1. Managerial Functions

2. Operating Functions

Managerial Functions

1. Planning : It is a pre-determined course of action.

2. Organising : An organisation is a means to an end. It is essential to carry out the

determined course of action.

3. Directing : The next logical function after completing planning and organising is the

execution of the plan.

4. Co-ordinating : Organisational objectives will be achieved only if group activities in

the enterprise are coordinated effectively.

5. Controlling : After planning, organising and directing the various activities of the

personnel management, the performance is to be verified in order to know that the

personnel functions are performed in conformity with the plans and directions.

Operating Functions

The operative functions of personnel management are related to specific activities of

personnel management viz.

1. Employment : It is the first operative functions of the Human Resources Management

(HRM).Employment is concerned with securing and employing the people possessing

required kind and level of human resources necessary to achieve the organisational

objectives. It covers the functions such as

-Job Analysis

-Human Resources Planning

-Recruitment

-Selection

-Placement

-Induction and Orientation

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2. Human Resources Development : It is the process of improving moulding and

changing the skills, knowledge, creative ability, aptitude, attitude, values,

commitment etc., based on present and future job and organisational requirements.

This function includes-

-Performance appraisal

-Training

-Management development

-Career planning and development

a) Internal mobility

Transfer

Promotion

Demotion

b) External Mobility

Accessions

Separations

i. Voluntary Quit

ii. Lay-off or Lack of Work

iii. Disciplinary Lay-off or Discharge

iv. Retirement and

v. Death

-Organisation Development

3. Compensation : It is process of providing adequate, equitable and fair remuneration to

the employees. It includes

a) Job Evaluation

b) Wage and salary administration

c) Incentives

d) Bonus

e) Fringe benefit

f) Social Security Measures

4. Human Relations : It is process of interaction among human being. Human relations is

an area of management in integrating people into work situation in a way that

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motivates them to work together productively, co-operatively and with economic,

psychological and social satisfaction. It includes

i. Motivating the employees.

ii. Boosting employee morale.

iii. Developing the communication skills.

iv. Developing the leadership skills.

v. Redressing employee grievances properly and in time by means of a well

formulated grievance procedure.

vi. Understanding and applying the models of perception, personality, learning,

intra and inter personal relations, intra and inter group relations.

vii. Improving quality of work life of employees through participation and other

means.

viii. Counselling the employees in solving their personnel, family, and work

problems and releasing their stress, strain and tension.

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DETAILED

FUNCTIONING

OF THE

TOPIC

11

Plant Information

KUKA Automation Equipment (India) Pvt. Ltd. plant is situated in Pimpri Chinchwad MIDC

area. It was established in April 2007.It has wide range of clients in India. The range includes

some esteemed names like TATA, DAIMLER and VOLKSWAGEN.

Human Resource at the plant

Presently there are 76 employees in this plant including all the hierarchical positions. The

hierarchy in the organisation is such that it starts from Technician at the shop floor and ends

with Director at the top.

HR Executives

Miss Deepa (HR, KUKA Automation Equipment (India) Pvt. Ltd. Pune)

Mr Amay Deshmukh (Asst. HR)

Selection and Recruitment Process

The process of selection implemented here is standard. First the manpower requirement in

each of the department is evaluated. The budget is allotted for the recruitment process and

then task is forwarded to human resource department. Vacancies are disclosed at company

recruitment portal and the applications are invited. The criteria for vacant positions vary

according to the KRA (Key Role Activity) of the post. However, candidates having

completed the BE/B Tech in Mechanical engineering, Instrumentation Engineering, Electrical

engineering, Electronics engineering at the project handling level and Candidates having

completed ITI at shop floor are invited for vacancies. All received applications are screened

and shortlisted candidates are subjected to next stage. The very first step in the recruitment

process is Technical interview. No aptitude test is conducted.

The whole process of recruitment is carried out by KUKA itself. No consultancy or outside

agency is appointed for recruitment. And KUKA haven’t visited any college campus till date.

Training

Selected candidates are provided training according to the job appointed. They may be

trained at the plant itself or sent at some outside agency. The technical experts are sent abroad

for technological acquaintance.

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KUKA IS A MEMBER OF

FAIR COMPANIES…

Do not replace full-time jobs with interns, supposedly voluntary interns, guest students or

similar.

Do not console graduates who have applied for a permanent position with an internship.

Do not lure trainees with vague hints of subsequent full-time employment.

Offer internships primarily for career orientation purposes during the training phase.

Offer interns adequate remuneration.

Induction and Orientation

Selected candidates are made familiar with the working culture of the firm. They are

introduced with each and every department, top executives etc.in a comparatively friendly

manner.

Performance Appraisal

The performance of the employees is evaluated every year with the help of laid down

standard procedure. Consequently, deserving candidates are given the opportunity of

enjoying higher authority and responsibility. Subordinates are appraised by their respective

superiors. But the superiors are not appraised by their subordinates at KUKA.

Employee Engagement Practises

At KUKA all necessary steps are being taken to make sure that the employees are engaged.

The rate of attrition at KUKA is very low as 2-3% because of the employee retention

policies adopted here. The employees are provided with good working environment and

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facilities. Some practises of employee engagement at KUKA are

1. Birthday celebration of every employee.

2. Rewards and bonus

3. Opportunity to work abroad etc.

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OBSERVATIONS

AND

FINDINGS

15

KUKA AS EMPLOYER

1. With more than 5,800 employees in five continents, and a business volume of

around 900 million Euros, KUKA ranks among the world's leading providers of

robotics, as well as plant and systems technology.

2. Enthusiasm, motivation and commitment are the essential requirements for

KUKA employees. KUKA employees embody its knowhow and its potential. So

that its employees are able to perform their best at work, KUKA operates a

family-friendly personnel policy.

3. Since 17 May 2010 KUKA has been certified in this respect by berufundfamilie

gemeinnützige GmbH. In the course of this audit, the opportunities for combining

work and family were assessed, and the future objectives for a personnel policy

compatible with family life were defined.

4. Among other initiatives, KUKA offers flexible, family-friendly work and meeting

times, part-time work, home office, and assistance with childcare and caring for

relatives.

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CONCLUDING

REMARKS

17

KUKA Automation Equipment (India) Pvt. Ltd. is a good organisation to work with for a

fresher as well as experienced person. One will have ample opportunities to grow and prosper

with his career.

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QUESTIONNAIR

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1. Give the brief introduction of KUKA (India) Pvt. Ltd.

2. Is this the only plant in India?

3. How many employees are here at Pune presently?

4. What exactly the hierarchy of employees at KUKA?

5. Explain briefly the selection and recruitment procedure at KUKA.

6. What employee engagement practices are used AT KUKA?

7. What are the methods of performance appraisal adopted?

8. What is the rate of attrition?

9. How the selected employees are trained?

10. Do you take the help of any consultancy for recruitment process?

11. Do you go for campus selections?

12. Opinion on the conflicting situation in the organisation.

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