Introduction

In the economy Human Resources are considered the most vital resources of an organization
as it is the man power that effectively drives the other resources like machines, materials and
even money. Employees should learn their job at a satisfactory level of proficiency in any
organization. Training and Development is a vital function or sub system of the organization,
working of which is usually propelled by the Human Resource Department.
Training and development concerns with acquisition of knowledge to perform on the job and
delivery of it in a structured manner. It is also concerned with improving upon the existing
skills of an employee, exploring the potential in an employee to upgrade him for better roles
and responsibilities and building of organizational culture through employee development
where team work, collaboration and cross functional operations serves as the organizational
wealth. Training is more about imparting knowledge and skills for a specific job and
improving present job performance whereas development is about growth of an employee in
all aspects and aims to develop skills and competence for future also.
Learning in an organization is not just about organizational growth but it should also focus
towards individual growth. It should help employees envision a personal and professional
goal for the future. Employees nowadays, especially the millennials look at the learning curve
in an organization as an important parameter while joining. Quite obviously a learning
organization will attract the best of the talents to work for it.
Learning is a continuous process and innovations are required to prevent it from becoming
obsolete. Some companies constantly renovate and design their training and development
process and set standards of best practices that other companies strive to follow in order to
train and retain their best talents. Time to time evaluation of the training and development
process and benchmarking with best practices followed in this area helps an organization to
become a learning organization.
With advent of new technologies companies are moving towards adoption of informal ways
of learning harnessing the benefits out of concepts such as virtual on-boarding, gamified
learning and social collaboration of learning.
About Bosch in India
Bosch had its presence in India to the extent of 80 years. It had established its first
representative establishment in Kolkata since 1992. From 1951 its subsidiary Bosch Limited
which was formerly Motor Industries Company Limited was present in India.

Presently, in India Bosch group has 9 companies with Bosch Limited being the flagship
entity. The largest stakeholder in Bosch Limited with 71.18 percent share is of Bosch GmbH.
Bosch has its headquarter at Bengaluru and manufacturing units of Bosch Limited is spread
across Bengaluru, Nashik, Naganathapura, Gangaikondan, Jaipur, Bidadi and Goa. Mobility
Solutions, Consumer goods, building and energy technology and industrial techno;ogy are the
various sectors across which Bosch has its presence. Bosch manufactures and trades diverse
products as diesel and gasoline fuel injection, motors, generators, power tools, automotive
aftersales products etc. Turnover of Bosch was 11,741 crores during the period ending 31 st
March, 2015.
Over the years Bosch has developed excellent R&D facilities, not restricting itself to just
large portfolio of products, which in turn has resulted in a large network of loyal customers.
Technology orientation and high quality of its products has made the company to emerge as
market leader. Also Bosch has a strong presence in the automotive sector of India with a vast
service network spanning across 1200 cities and towns and 3400 service outlets ensuring
availability of Bosch products and services. Bosch has also established a powerful training
network spanning 10 cities in India thus ensuring availability of parts, services and training
all at once.
The company employs 28,500 associates, has 7 development centres and 11 manufacturing
sites in India.
Bosch is also represented by these regional organization entities in India Robert Bosch
Engineering and Business Solutions Private Limited (RBEI), Bosch Rexroth India Limited
(DCIN), Bosch Chassis Systems India Limited (RBIC), Bosch Automotive Electronics India
Private Limited (RBAI) and Bosch Electrical Drives India Private Limited (RBDI).
Business Divisions and Products of Bosch
Business Divisions
1. Automotive Technology/Mobility Solutions
Bosch innovations have shaped cars since a long time. Its the worlds biggest
independent automotive supplier and focusses on innovations to make driving clean,
safe and economical. Automotive Technology is the largest business segment of
Bosch in India.
Products
a) Diesel Systems
b) Electrical Drives
c) Gasoline Systems
d) Chasis Control System

e) Car Multimedia
f) Automotive Aftermarket
g) Automotive Steering
h) Diesel and Gasoline ECU Systems
i) Starters and Generators
2. Industrial Technology
Products
a) Drive and Control Technology
b) Packaging Technology
3. Consumer Goods
Products
a) Power Tools
b) Heating Tools
c) Household Appliances
d) Garden Tools
4. Energy and Building Technology
Products
a) Security Systems
b) Thermo technology
c) Bosch Global Service Solutions
About RBEI
Robert Bosch Engineering and Business Solutions Limited (RBEI) is a 100 percent
subsidiary of Robert Bosch GmbH which is one of the global players dealing with supply of
technology and services, also offering end to end engineering, Information Technology and
Business

solutions.

RBEI is the largest software development center of Bosch outside Germany which means it is
the technology powerhouse of Bosch in India. RBEI has over 17000 associates as of March
2016. RBEI has its global presence in US, Europe and the Asia-Pacific region. RBEI is ISO
9001:2008 certified and is a CMMI-Level 5 certified company. It is also ISO 27001,
ASPICE- Level 3 certified. RBEI is spread across Bangalore and Coimbatore in India
headquartered at Bangalore and has seven state of the art facilities. It is also present in Ho
Chi Minh City in Vietnam and Guadalajara in Mexico.
RBEI develops embedded software for ECUs, tools and diagnostics. It handles complete
ECU projects including hardware, software and system development. It is also engaged in
providing mechanical engineering design, simulation, benchmarking and reverse engineering
services. It also provides integrated system solutions in the area of manufacturing automation
and PLC engineering support. The other additions in its service portfolio are configuration
software, smart app development and data analytics.

RBEI aims to build, nurture and sustain customer relationships that will enable strategic and
operational benefit to the customers. The company makes it possible through its qualified and
motivated associates who carry on the Bosch values through a successful journey bestowed
with innovation, quality and reliability.
Mission
We are Bosch
Vision
Smart Solutions for the Globe
Smarter by Attitude/Aptitude/Action

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Products and Services of RBEI

Product and Solutions

Automotive
Manufacturing
Healthcare
Government and public services

Enterprise

Business Applications
Application Middleware
IT Infrastructure
Software Testing

Business Services

Finance and Accounting

Supply Chain
E-Learning and Animation
Translation Services
Documentation and Technical Writing
Information Security

Text Next

Augmented Reality
Data Analytics
Internet of Things
Mobility
User Experience

About Bosch HR
Mission
Successful Together
Bosch HR sees itself as partners to the board of management, divisions and locations in
strategic and operational matters. They make a constant contribution in implementing the
companys strategies worldwide. HR lives by the Bosch values and ensures others do the
same.
Bosch 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.
The HR department lends support to all operating units in the further development of their
organization and in achieving a capability for change.

The hallmark of Bosch HR department is economy and innovation. The Bosch Human
Resource System or BHS has standardized HR tools, clear structures and efficient processes
and it undergoes development on a continuous basis.

About RBEI Training and Development (HRL-TD)

HRL-TD is responsible for employee training and development to meet short term and long
term business needs with focus on technical, business and methodological competencies.
This department also takes care of global mobility of employees by managing the
international assignments. The scope of operations is in the areas of technical and methods
competence and global mobility.
HRL-TD develops technical competence for all associates including fresher employees
through on-boarding as well as qualification programs.
The foreign language and intercultural competence of the associates are developed through
in-house language school BINOCULUS.

HRL-TD is also responsible for maintaining and deploying international assignment policies
in line with the central guidelines. They partner with business in planning and managing tax,
visa and other country specific compliance topics as part of assignment support process.

RBEI/HRL-TD
Trng & Dev, Deputation
Mgmt, BINOCULUS

HRL-TD1
CptM,Trng.Mg
mt, NYT,
Qualification
Prog.,
Internship
TrainM,Cpt
M
Training
Process
Expert

HRL-TD
DeputationEMEA,
Compliance,
Payroll
Complianc
e,Payroll
Deputatio
n

TCQ,HE &
UR
FOCAS,NYT

HRL-TD
DeputationUSA,ASEAN

HRL-TD3
BINOCULUS
German
Faculty
Language
Trainings
Program Office
BINOCULUS
English
Faculty
Intercultural
Trainer

PMQ
Internship,UR,
TCQ
Training Needs and Measures
In RBEI, managers are greatly involved in analysing training needs and competency
management of the employees. Competency Management is managed by CptM department
of RBEI. Line managers and executives plan personal training needs of the employees
aligning them to match the strategic needs. They decide which training schemes are necessary
to be added or removed from the CptM in terms of the benefits they provide for the
individuals and team.

Ascertaining training needs The manger and employee examine requirements out of CptM
related to the employees role, analyse them and jointly decide based on future demands,
goals and development scheme. The important aspects are
i.
ii.
iii.
iv.
v.

What goals the employees should reach after the training.

Whether the new knowledge should be passed to other persons.
Whether all organizational needs have been analysed.
How can and by when the learning can be put into practice.
Does the employee need support from the managers in order apply the skills.

RBEI training and development design the scheme in consultation with trainers so that
quality and relevance is ensured. There is a concept of Training Needs Requisition Form
(TNRF) where the individual employees can raise request for their training. The utility, price,
time involvement is considered and training provided in consultation with the line managers
and department heads.
FOCAS
FOCAS training program of RBEI stands for Fundamental On-boarding Course for
Associates. This program is only for the fresher campus recruits. The basic requirement for
an On-boarding program is, it must be a qualification program ending with a certification and
must be a full time program. The purpose for this program is to maintain a common
competency standard in all the recruits and bridging the gap between university learning and
industry practices before assigning them projects. The program runs in batches not less than
10 and must start within 1 month from the date of joining. The duration of the program varies
between 4 to 8 weeks. If waiver from FOCAS has to be given it can be done only with
approval from Business Unit Head. HRL-BP and not delivery department initiates request for
the program. HRL-TD receives the list of recruits from HRL-BP and a 4 weeks notice to
plan a batch.

Application of
Learning

Assessment
&
Qualification

Week 7 to 8

Learn your
Work
Know your
Domain

Domain
Specific
Training

Week 3 to 6

Essential
Trainings

Generic
Training

Week 1 to 2

Know your
Company

FOCAS Framework
Some of the generic trainings that all employees have to undergo are
i.
ii.
iii.
iv.
v.

Introduction to Bosch
Mandatory trainings such as ISP awareness
Essential trainings such as oral and written communication
Campus to corporate that trains on corporate etiquette, cultural sensitivity etc.
Training about organizational methods and tools.

Domain 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. They develop the topics and
contents to be covered.
At the end of the program an assessment for qualification is conducted by HRL-TD. There is
a formal assessment structure that focusses on the application of learning. Assessments are
designed and evaluated by the trainers be it generic or domain specific. If a trainee doesnt
clear the assessment in the first attempt, then he gets a second attempt if HRL-TD approves.
If he fails the second attempt the Department Head of the business unit and HRL is informed
that the trainee requires improvement and they will plan for the development or decision on
employment of the trainee. The attendance and DE holiday data is sent by HRL-TD to payroll
for procedural works such as utilization and capacity calculation. If an associate leaves the
company within 1 year of completion of the program a fixed amount is recoverable from him.
NYT
The NYT or Nurturing Young Talent is a program conducted in RBEI for fresher campus
recruits with less than I year experience which happens after the FOCAS trainings. A NYT
manager who is more like a buddy or mentor to a group of 10-15 new associates plan and
organize engagement and learning activities for mentees. The primary objective of this
program is to enable quicker 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. NYT manager is a RBEI associate who has 5-6 years of experience in the
organization with good communication and soft skills and one who has interest in mentoring
and motivating young engineers. NYT coordinators of HRL-TD allocate the mentees to the
mentors based on their departments. Some activities conducted in this program are
i.

Meetings with new associates.

ii.
iii.
iv.

Presentations and knowledge sharing events pertaining to their domain.

IP awareness workshops and patent holders address to new engineers.
Plant visits and product demos.

TrainM Tool
TrainM is the Training Management System at RBEI. All training measures available at
Bosch such as e-learning, classroom training, documents are found in TrainM. Assignments,
Add to do list, request, schedule, price of the training, date, time, venue, available seats,
option to register, search, filter, prerequisites, training providers and related documents are
the prominent features of this tool. Associates can book trainings and search for trainings at
any time. All the trainings undertaken by employees are documented throughout the year.
Associates can view all details of their trainings in learning history. Reports of the trainings
undergone can be run and certificates can be print if necessary.
Key Performance Indicators of Training Management
Four KPI for Training Management are
1) Participants Statistics:
a) Participants Per Year
Description
Formula
Purpose

Number of participants per year.

Amount of participants of all actions with status completed.
Comparative indicator to measure the development of the
participant

number over

the time

and across

the

Possible Target

organization.
Fulfil requirements of Annual report. Assess organization

Interpretation

qualification.
The higher the number of participants, the better the
importance of organizational qualification.

b) Completed Courses Per Associate

Description
Formula

Number of completed courses per associate.

Amount of participants of all measures with status

Purpose

completed/Total number of associates.

Comparative indicator to measure the development of the
measure rate per associate over the time and across the

Possible Target

organization.
Fulfil requirements of Annual report. Assess company

Interpretation

continuing.
The higher the number of completed measures, the better

the quality and the requirement matching of offered training

measure.
c) Participation-Days Per Associate
Description
Formula

Participation days per associate.

Amount of participants of all measures with status

Purpose

completed/Whole number of associates.

Participant day=8Hours
Comparative indicator to measure the development of the
measure rate per associate over the time and across the

Possible Target

organization.
Fulfil requirements of Annual report. Assess company

Interpretation

continuing.
The greater the number of participation-days, the better the
quality and acceptance of the offered measures.

d) Participation-days per associate per portfolio/competence field

Description

Participation-days per associate per portfolio/competence

Formula

field.
Number of participation-days from measure with status
completed/Whole number associates/Portfolio/Competence

Purpose

field.
Comparative indicator to measure the distribution of the

Possible Target

measures over topics and subjects.

Fulfil requirements of Annual report. Identification of

Interpretation

priorities and weaknesses in the continuing education.

The greater the number of the participation-days per
portfolio, the higher the need of these measures.

2) Trainer Pool (Proportion of scheduled offerings with internal trainers)

Description

Proportion of events (classroom, webinars) which were

carried out with internal trainers (Bosch employee), in total

Formula

number of the carried out events.

(Number of scheduled offerings

Purpose

trainers/Whole number of scheduled offerings)*100

Comparative indicator to measure the achievement of the

Possible Target

target size.
Cost reduction, quality assurance and nearness to the target
group.

with

internal

Interpretation

The higher the result, the greater the nearness to the target

group, the more slightly the costs for continuing education.

3) Feedback Evaluation (Customer Satisfaction Evaluation)
Description
Formula

Average of all assessment in the area per each domain.

Statistical average of all assessments in the area question, 8

Purpose
Possible Target
Interpretation

per domain.
Comparative indicator training quality.
Improving training quality.
The smaller the number the better the quality.

4) Quality of Items
Description

This KPI tracks the TrainM item data quality improvement

Formula

per domain and overall.

(Summary of domain items with minimum error/Total

Purpose

amount of domain items)*100

Improvement of TrainM item data quality for smooth

Possible Target
Interpretation

training conducting processes.

0 percent error rate.
Error rate interpretation
= 0% target green
<5% interpretation is new items are not set up properly yet
yellow
>5% interpretation is that admins need further training,
tracking red
>50% interpretation is domain administration needs to be
done by other admins, escalations red.

About JKL
RBEI is enabling Informal Ways of Learning through Journey of Knowledge and Learning or
JKL program. There are three aspects of JKL that will be rolled out in phases

Virtual Onboarding

JKL Event

Informal
Learning
for All
Associates

Some of the main focus areas of JKL are:

i.
ii.
iii.
iv.
v.
vi.
vii.

Engaging the millennial workforce to a greater extent.

Moving towards development of hybrid skill-sets.
Designing a Mix & Match learning curriculum.
Gamification of learning contents.
Matching competence and learning to a broader extent.
Cross competence development.
Community learning through Bosch Connect platform, peer learning and learning

viii.

collaboration.
Learning that will lead to innovations.

The purpose of JKL is to keep up the hunger for learning and not look towards training as a
one-time undergo and forget activity. Through JKL the aim is to make learning and
competency development dynamic to match the dynamic business requirements.
It will be an organization wide activity with the stakeholders being

RBEI top management.

Present and to be joining associates.
Managers, technical experts and Subject Matter Experts.
HRL-TD, trainers both internal and external.

Phases of JKL Launch:

Phases
1st
2nd

Description
In this phase the concept was defined with broad overviews. This
concept was then presented to the top management for validation.
i.
Decision about the stakeholders were taken.
ii.
A detailed model was designed.
iii.
Discussion on the technology requirements and feasibility.
iv. Estimation of budget was done.

3rd

4th
5th

Pilot launch of Gamified learning of JKL.

i.

Virtual on-boarding platform launch for fresher about to

ii.
i.
ii.
iii.
i.
ii.
iii.

join in June.
Towards JKL event in September.
Feedback to be taken after the pilot launch.
Improvements and refinements based on feedback analysis.
Preparation for next upgrade launch.
Contiguous launches in phases for all stakeholders.
Feedbacks on each launch.
Continuous cycles.

Virtual On-boarding
This program is aimed at engaging the would be employees (fresher campus recruits) and
providing them the fundamental trainings in a virtual environment, a month before joining.
These courses will be provided in a gamified platform. Vital details about the program is
given in this tableTarget Audience
Timeframe
Mode
Content

Engineering Freshers
1 month
Virtual, Gamified
Internal + MOOCs(Coursera,Udemy) + 3rd

Platform
Vendor
Assessment

party(e,g, Mentor Labs)

AktivLearn
Knolscape
MCQ

The virtual on-boarding training completion is mandatory for all freshers. They have to
submit the course completion certificate on the date of joining. There will be a refresher
course of the virtual on-boarding topics for not more than three days after they are inducted to
FOCAS training. Previously these generic trainings would be conducted for two weeks
duration in classroom format.
Feedbacks from the freshers after the FOCAS trainings suggested that they are aware of these
subject matters from their engineering curriculum and it was repetitive for them. Now with
virtual on-boarding the duration of generic trainings will be considerably reduced.
About AktivLearn
The platform AktivLearn for gamified learning is from Knolskape a gamification and
simulation company based in Bangalore. They deal in products providing experiential
learning to increase engagement levels.

AktivLearn is a cutting-edge gamified LMS platform that focuses on bringing experience

back to learning. It packs in content that is immersively gamified and provides a launch pad
for learners to acquire skills and competencies in a manner like never before.
Benefits

Features
Gamification
Learners navigate through a game-like interface with challenges, roadblocks and earn
rewards for completing levels.
Social
Chat, socialize and learn together on the platform without having to switch applications.
Learning outcomes
Connect each outcome to specific goals and map to learners individual development plans
(IDP).
Cloud-based
Hosted on AWS, the LMS is comes by default with an unmatched, ultra-dependable, scalable
infrastructure.
Analytics
Analytics helps you understand your learners, follow their progress and benchmark their
performance.
Design

Clean, beautiful, minimalistic. Learners focus on learning and competing with each other on
this awesomely designed LMS.
Flexibility
Change colors, add your logo and change the branding among a host of other customization
options.
Modules
Manage syllabuses, create custom rubrics and add/delete business simulations and other
activities to create rich modules for learners.
Assignment annotations
Preview student submissions and provide feedback all in one frame.
Standards supported
CAS, LDAP and SAML standards are supported. For content, SCORM and LTI modules can
be uploaded onto the LMS.
Security
Industry standard security protocols like SSL are supported off-the-shelf.
https://www.knolskape.com/platforms/aktivlearn/

JKL Event

1st Level of Competition

MCQs for All Associates
Themes for MCQ
Programming
Languages
Binoculus
Project
Management
Domain Case

2nd Level of Competition

Code Detective upto 3
levels
Themes for MCQ
Programming
Languages
Case Studies

Final Level of Competition

Code Detective upto 7
levels
Themes for MCQ
Programming
Languages
Cross
The first level of JKL competition event will
consist of Gamified MCQs rolled out to all
Competency
associates to solve. The points gained willCase
be added
to teams from their project. Also
Studies

individual virtual rewards such as badges, trophies with gift cards attached to them can be
won. The time frame will be around 2 weeks for this.
In the second level of the competition project team members will form a team to participate
in the coding challenges. The team should have members with cross-functional competency
in order to win. The codility competitions will have 3 levels. This will be a filtering round. 7
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. This round will have 7 barriers to cross. The scores
obtained by individuals from the projects will get added up to the final score. The winners
will occupy top position in Virtual Leaderboards of the platform. The live scores of the
competition will be shown on LED screens in canteens of all Bosch Bangalore offices.
This event will be mark the official launch of Journey of Knowledge and Learning.

Planning and Responsibilities

Event
Layout
Design

Buzz
Creation

Core
Activities

Ensuring
Allround
participatio
n

Ensuring
support
from all
BUs

Creating a
community

Moderating
discussions
,comments
,queries

Using
Bosch
Connect

Ensuring
reach of
the event
individually

Advertising
using
Bosch
Connect

Connecting
with
internal
technical
associates
Connecting
with
external
gamified
learning
vendors

Content
Creation

Ensuring
problem
statements
and MCQs
availability

Connecting
the vendor
& Purchase
departmen
t

Coordinatin
g with com
team for
information
mails
rollout for
associates
Connecting
with OD/LD
and
Binoculus

Commun
ication

Designing/
Modifying
content to
reach out
to
associates

Rollout of
event
menu card

Contacting
Event
manageme
nt vendors

Coordinatin
g with the
agency for
smooth
operations

Event
Manage
ment

Managing
Infrastruct
ure

Procuring
the prizes
and gift
cards