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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 tomorrows 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 Europes first welding
transfer line with robots in 1971. And in 1973, KUKA writes history as a robotics pioneer by
developing FAMULUS - the worlds 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




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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 havent 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







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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
gemeinntzige 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





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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.