This report is based on the Interview with S Ganesh Mani, Director Hyundai about the Human Capital Planning with effects of automation.

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A Dissertation Report
On
Effects of Automation
On
Human Capital Planning
In
Hyundai Motors India
Submitted for partial fulfillment of the requirement for the Award of the
Diploma of Post-Graduation Diploma in Management
Submitted By: Submitted To:
Akshat Srivastava YN Kaushal
PGP

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EXECUTIVE SUMMARY
This report is about the human capital planning and the wise decisions taking over by
the Hyundai Motors for the effective and efficient planning that gets affected through
automation and innovation.
As per the prospectus and the records made online, the numbers of employees in the
Hyundai Motors are quite relatively same in numbers, and the planning of keeping the
existing employees to get engage for the company benefits. This leads to the making
the employees the competitive advantage of having specialization over doing the same
and repetitive work, that keeps on rotation within week, and making employees the
more and more intellectual thinking person.
For this, many theories have come up within the minds of researchers, but the report
made it clear the more and more the employees gets older within its corporate lifespan
with Hyundai, the more it will get professional, efficient and effective in their own
department. In the end of this report you will find recommendation on the basis of the
report and data gathered during the report work.

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Contents
EXECUTIVE SUMMARY.................................................................................................................2
Chapter 1: Introduction.......................................................................................................................4
Introduction about the Hyundai.......................................................................................................4
INTRODUCTION ABOUT THE TOPIC ..................................................................................................8
Chapter 2: Literature Review.............................................................................................................10
What is Automation?....................................................................................................................10
When did Automation Started? .....................................................................................................11
Advantages & Disadvantages of having Automation in any Industry:................................................13
Chapter 3: Methodology...................................................................................................................15
Chapter 4: Findings over the Research...............................................................................................16
AboutAutomation Advancement...................................................................................................16
About Suppliesfor Hyundai Motor’s India Plant..............................................................................16
About Human Capital Planning ......................................................................................................16
Hyundai Motors SKILLS DEVELOPMENT plans:................................................................................17
Regional Training Centers - 7....................................................................................................17
HTTA & HBA - 14.......................................................................................................................17
Industrial Training Institute & Polytechnic Tie-Up - 52 ..............................................................18
HMIL & ASDC Tie-Up ................................................................................................................18
Manpower Motivation – Skill Fest..............................................................................................18
Do It Yourself Program...............................................................................................................19
Chapter 5: Conclusion.......................................................................................................................20
Chapter 6: Recommendations for the Human Capital Planning............................................................21
Chapter 7: References.......................................................................................................................22

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Chapter 1: Introduction
Introduction about the Hyundai
The Hyundai Motor Company, commonly known as Hyundai Motors is a South
Korean multinational automotive manufacturer headquartered in Seoul. Hyundai Motor
Company was founded in 1967 and, along with its 32.8% owned subsidiary, Kia Motors,
and its 100% owned luxury subsidiary Genesis Motor, altogether comprise the Hyundai
Motor Group.
Hyundai operates the world's largest integrated automobile manufacturing facility
in Ulsan, South Korea which has an annual production capacity of 1.6 million units. The
company employs about 75,000 people worldwide. Hyundai vehicles are sold in 193
countries through some 5,000 dealerships and showrooms.
History:
Chung Ju-Yung founded the Hyundai Engineering and Construction Company in 1947.
Hyundai Motor Company was later established in 1967, and the company's first model,
the Cortina, was released in cooperation with Ford Motor Company in 1968. When
Hyundai wanted to develop their own car, they hired George Turnbull in February 1974,
the former Managing Director of Austin Morris at British Leyland. He in turn hired five
other top British car engineers. They were Kenneth Barnett body design, engineers
John Simpson and Edward Chapman, John Crosthwaite ex-BRM as chassis engineer
and Peter Slater as chief development engineer. In 1975, the Pony, the first South
Korean car, was released, with styling by Giorgio Giugiaro of Ital Design and powertrain
technology provided by Japan's Mitsubishi Motors. Exports began in the following year
to Ecuador and soon thereafter to the Benelux countries. Hyundai entered the British
market in 1982, selling 2993 cars in their first year there.
In 1984, Hyundai began exporting the Pony to Canada, but not to the United States, as
the Pony would not pass emissions standards there. Canadian sales greatly exceeded
expectations, and it was at one point the top-selling car on the Canadian market. In
1985, the one millionth Hyundai car was built.
In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated
as "Best Product #10" by Fortune magazine, largely because of its affordability. The
company began to produce models with its own technology in 1988, beginning with the

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midsize Sonata. In the spring of 1990, aggregate production of Hyundai automobiles
reached the four million mark. In 1991, the company succeeded in developing its first
proprietary gasoline engine, the four-cylinder Alpha, and also its own transmission, thus
paving the way for technological independence.
In 1996, Hyundai Motor India Limited was established with a production plant in
Irungattukottai near Chennai, India.
In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a
world-class brand. Chung Ju Yung transferred leadership of Hyundai Motor to his
son, Chung Mong Koo, in 1999. Hyundai's parent company, Hyundai Motor Group,
invested heavily in the quality, design, manufacturing, and long-term research of its
vehicles. It added a 10-year or 100,000-mile (160,000 km) warranty to cars sold in the
United States and launched an aggressive marketing campaign.
In 2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power
and Associates. Hyundai is now one of the top 100 most valuable brands
worldwide.[according to whom?] Since 2002, Hyundai has also been one of the
worldwide official sponsors of the FIFA World Cup.
In 2006, the South Korean government initiated an investigation of Chung Mong Koo's
practices as head of Hyundai, suspecting him of corruption. On 28 April 2006, Chung
was arrested, and charged for embezzlement of 100 billion South Korean
won (US$106 million). As a result, Hyundai vice chairman and CEO, Kim Dong-jin,
replaced him as head of the company. On 30 September 2011, Yang Seung Suk
announced his retirement as CEO of Hyundai Motor Co. In the interim replacement
period, Chung Mong-koo and Kim Eok-jo will divide the duties of the CEO position.
In 2014, Hyundai started an initiative to focus on improving vehicle dynamics in its
vehicles and hired Albert Biermann, former Vice President of Engineering at BMW M to
direct chassis development for Hyundai vehicles; stating "The company intends to
become a technical leader in ride and handling, producing vehicles that lead their
respective segments for driver engagement."
Research and development
Hyundai has six research and development centers, located in South Korea (three
offices), Germany, Japan and India. Additionally, a center in California develops designs
for the United States.
Hyundai has made an app with augmented reality, showing users how to operate and
maintain vehicles.
Business
In 1998, after a shake-up in the South Korean auto industry caused by overambitious
expansion and the Asian financial crisis, Hyundai acquired the majority of rival Kia
Motors. Hyundai owns 33.88% of Kia.
In 2000, the company established a strategic alliance with DaimlerChrysler and severed
its partnership with the Hyundai Group. In 2001, the Daimler-Hyundai Truck

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Corporation was formed. In 2004, however, DaimlerChrysler divested its interest in the
company by selling its 10.5% stake for $900 million.
Hyundai has invested in manufacturing plants in North America, India, the Czech
Republic, Russia, China and Turkey as well as research and development centers in
Europe, Asia, North America and the Pacific Rim. In 2004, Hyundai Motor Company
had $57.2 billion in sales in South Korea making it the country's second largest
corporation, or chaebol. Worldwide sales in 2005 reached 2,533,695 units, an 11
percent increase over the previous year. In 2011, Hyundai sold 4.05 million cars
worldwide and the Hyundai Motor Group was the world's fourth largest automaker
behind GM, Volkswagen and Toyota. Hyundai vehicles are sold in 193 countries
through some 5,000 dealerships.
Design emphasis
In 2006, Hyundai hired Thomas Bürkle as head of the company's design center
in Russelsheim, Germany. Bürkle had previously worked for BMW, having designed
the BMW 3 Series (E46), and the BMW 6 Series (E63). Hyundai's current design
philosophy is known as Fluidic Sculpture, which is heavily inspired by nature.
List of Vehicles produced by Hyudai Motors:

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Currently in India, as seems to be available on their website, the following cars from
different classes are available:
S.No. Model Name Car Type
1. SANTRO HATCHBACK
2. GRAND i10 HATCHBACK
3. GRAND i10 NIOS HATCHBACK
4. ELITE i20 HATCHBACK
5. XCENT SEDAN
6. ELANTRA SEDAN
7. VENUE SUV
8. TUCSON SUV
9. KONA Electric ELECTRIC
10. AURA SEDAN
11. CRETA SUV
12. VERNA SEDAN

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INTRODUCTION ABOUT THE TOPIC
Human Capital Planning or Human Resource Planning is a process that identifies
current and future human resources needs for an organization to achieve its goals.
Human resource planning should serve as a link between human resource
management and the overall strategic plan of an organization. Ageing workers
population in most western countries and growing demands for qualified workers in
developing economies have underscored the importance of effective human resource
planning.
As defined by Bulla and Scott, human resource planning is 'the process for ensuring
that the human resource requirements of an organization are identified and plans are
made for satisfying those requirements'.
Reilly defined (workforce planning) as: 'A process in which an organization attempts to
estimate the demand for labour and evaluate the size, nature and sources of supply
which will be required to meet the demand. ‘Human resource planning includes creating
an employer brand, retention strategy, absence management strategy, flexibility
strategy, (talent management) strategy, (recruitment) and selection strategy.
ImplementationStages:
1. Assessingthe currentHR capacity
 Develop a skills catalog for your employees so that you have a clear understanding
of what your staff currently holds. This employee catalog should include everything
from volunteer activities to certifications, of all degrees not just topics pertaining to
their particular position. These catalogs can be assessed to deem whether or not an
employee is ready to add more responsibility, or to forecast the employee's future
development plans...
2. Forecasting HR requirements
 This step includes projecting what the HR needs for the future will be based on the
strategic goals of the organization. Keep in mind you will need to also accommodate
for external challenges that can affect your organization.
 Some questions to ask during this stage include:
o Which jobs will need to be filled in the upcoming period?
o What skill sets will people need?
o How many staff will be required to meet the strategic goals of our organization?
o Is the economy affecting our work and ability to appeal to new employees?
o How is our community evolving or expected to change in the upcoming period?

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3. Gap Analysis
 During this step you will observe where your organization is currently, and where
you want to be in the future. You will identify things such as, the employee count,
and the skills evaluation and compare it to what will be needed to achieve your
future goal. During this phase you should also review your current HR practices and
identify what you are doing that is useful and what you can add, that will help you
achieve your goal.
 Questions to answer in this stage include:
 What new jobs will we need?
 What new skills will we need?
 Do our present employees have the necessary skills?
 Are employees currently aligned to their strengths?
 Are current HR practices adequate to meet our future goal?
4. Developing HR strategies to support the strategies of the
organization.
 There are 5 HR strategies that you can follow to meet your organizational goals.
o Restructuring strategies
 This includes reducing staff, regrouping tasks to create well-designed jobs,
and reorganizing work groups to perform more efficiently.
o Training and development strategies
 This includes providing the current staff with training and development
opportunities to encompass new roles in the organization
o Recruitment strategies
 This includes recruiting new hires that already have the skills the
organization will need in the future.
o Outsourcing strategies
 This includes outreaching to external individuals or organizations to complete
certain tasks.
o Collaboration strategies
 This includes collaborating with other organizations to learn from how others
do things, allow employees to gain skills and knowledge not previously
available in their own organization.

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Chapter 2: Literature Review
What is Automation?
Automation is the technology by which a process or procedure is performed with
minimal human assistance. Automation or automatic control is the use of various control
systems for operating equipment such as machinery, processes in factories, boilers and
heat treating ovens, switching on telephone networks, steering and stabilization of
ships, aircraft and other applications and vehicles with minimal or reduced human
intervention.
Automation covers applications ranging from a household thermostat controlling a
boiler, to a large industrial control system with tens of thousands of input measurements
and output control signals. In control complexity, it can range from simple on-off control
to multi-variable high-level algorithms.
In the simplest type of an automatic control loop, a controller compares a measured
value of a process with a desired set value, and processes the resulting error signal to
change some input to the process, in such a way that the process stays at its set point
despite disturbances. This closed-loop control is an application of negative feedback to
a system. The mathematical basis of control theory was begun in the 18th century and
advanced rapidly in the 20th.
Automation has been achieved by various means including
mechanical, hydraulic, pneumatic, electrical, electronic devices and computers, usually
in combination. Complicated systems, such as modern
factories, airplanes and ships typically use all these combined techniques. The benefit
of automation includes labor savings, savings in electricity costs, savings in material
costs, and improvements to quality, accuracy, and precision.
The World Bank's World Development Report 2019 shows evidence that the new
industries and jobs in the technology sector outweigh the economic effects of workers
being displaced by automation.
Job losses and downward mobility blamed on Automation has been cited as one of
many factors in the resurgence of nationalist and protectionist politics in the US, UK and
France, among other countries since 2010s.
The term automation, inspired by the earlier word automatic (coming from automaton),
was not widely used before 1947, when Ford established an automation department. It
was during this time that industry was rapidly adopting feedback controllers, which were
introduced in the 1930s.

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When did Automation Started?
Early History:
It was a preoccupation of the Greeks and Arabs (in the period between about 300 BC
and about 1200 AD) to keep accurate track of time. In Ptolemaic Egypt, about 270
BC, Ctesibius described a float regulator for a water clock, a device not unlike the ball
and cock in a modern flush toilet. This was the earliest feedback controlled
mechanism. The appearance of the mechanical clock in the 14th century made the
water clock and its feedback control system obsolete.
IndustrialRevolution in Western Europe
The introduction of prime movers, or self-driven machines advanced grain mills,
furnaces, boilers, and the steam engine created a new requirement for automatic
control systems including temperature regulators (invented in 1624; see Cornelius
Drebbel), pressure regulators (1681), float regulators (1700) and speed control devices.
Another control mechanism was used to tent the sails of windmills. It was patented by
Edmund Lee in 1745. Also in 1745, Jacques de Vaucanson invented the first automated
loom. The design of feedback control systems up through the Industrial Revolution was
by trial-and-error, together with a great deal of engineering intuition. Thus, it was more
of an art than a science.
In the mid-19th century mathematics was first used to analyze the stability of feedback
control systems. Since mathematics is the formal language of automatic control theory,
we could call the period before this time the prehistory of control theory.
20th Century
Relay logic was introduced with factory electrification, which underwent rapid adaption
from 1900 through the 1920s. Central electric power stations were also undergoing
rapid growth and operation of new high-pressure boilers, steam turbines and electrical
substations created a large demand for instruments and controls. Central control rooms
became common in the 1920s, but as late as the early 1930s, most process control was
on-off. Operators typically monitored charts drawn by recorders that plotted data from
instruments. To make corrections, operators manually opened or closed valves or
turned switches on or off. Control rooms also used color-coded lights to send signals to
workers in the plant to manually make certain changes.
The First and Second World Wars saw major advancements in the field of mass
communication and signal processing. Other key advances in automatic controls

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include differential equations, stability theory and system theory (1938), frequency
domain analysis (1940), ship control (1950), and stochastic analysis (1941).
Starting in 1958, various systems based on solid-state digital logic modules for hard-
wired programmed logic controllers (the predecessors of programmable logic
controllers (PLC)) emerged to replace electro-mechanical relay logic in industrial control
systems for process control and automation, including
early Telefunken/AEG Logistat, Siemens Simatic, Philips/Mullard/Valvo [de] Norbit, BBC
Sigmatronic, ACEC Logacec, Akkord [de] Estacord, Krone Mibakron, Bistat, Datapac,
Norlog, SSR, or Procontic systems.
In 1959 Texaco's Port Arthur refinery became the first chemical plant to use digital
control. Conversion of factories to digital control began to spread rapidly in the 1970s as
the price of computer hardware fell.
SignificantApplication
The automatic telephone switchboard was introduced in 1892 along with dial
telephones. By 1929, 31.9% of the Bell system was automatic. Automatic telephone
switching originally used vacuum tube amplifiers and electro-mechanical switches,
which consumed a large amount of electricity. Call volume eventually grew so fast that it
was feared the telephone system would consume all electricity production,
prompting Bell Labs to begin research on the transistor.
The logic performed by telephone switching relays was the inspiration for the digital
computer. The first commercially successful glass bottle blowing machine was an
automatic model introduced in 1905. The machine, operated by a two-man crew
working 12-hour shifts, could produce 17,280 bottles in 24 hours, compared to 2,880
bottles made by a crew of six men and boys working in a shop for a day. The cost of
making bottles by machine was 10 to 12 cents per gross compared to $1.80 per gross
by the manual glassblowers and helpers.
Today extensive automation is practiced in practically every type of manufacturing and
assembly process. Some of the larger processes include electrical power generation, oil
refining, chemicals, steel mills, plastics, cement plants, fertilizer plants, pulp and paper
mills, automobile and truck assembly, aircraft production, glass manufacturing, natural
gas separation plants, food and beverage processing, canning and bottling and
manufacture of various kinds of parts. Robots are especially useful in hazardous
applications like automobile spray painting. Robots are also used to assemble electronic
circuit boards. Automotive welding is done with robots and automatic welders are used
in applications like pipelines.

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Space or ComputerAge
With the advent of the space age in 1957, controls design, particularly in the United
States, turned away from the frequency-domain techniques of classical control theory
and backed into the differential equation techniques of the late 19th century, which were
couched in the time domain. During the 1940s and 1950s, German
mathematician Irmgard Flugge-Lotz developed the theory of discontinuous automatic
control, which became widely used in hysteresis control systems such as navigation
systems, fire-control systems, and electronics. Through Flugge-Lotz and others, the
modern era saw time-domain design for nonlinear
systems (1961), navigation (1960), optimal control and estimation
theory (1962), nonlinear control theory (1969), digital control and filtering theory (1974),
and the personal computer (1983).
Advantages & Disadvantages of having Automation in any Industry:
Advantages:
 Increased throughput or productivity.
 Improved quality or increased predictability of quality.
 Improved robustness (consistency), of processes or product.
 Increased consistency of output.
 Reduced direct human labor costs and expenses.
 Installation in operations reduces cycle time.
 Can complete tasks where a high degree of accuracy is required.
 Replaces human operators in tasks that involve hard physical or monotonous work
(e.g., using one forklift with a single driver instead of a team of multiple workers to lift
a heavy object)
 Reduces some occupational injuries (e.g., fewer strained backs from lifting heavy
objects)
 Replaces humans in tasks done in dangerous environments (i.e. fire, space,
volcanoes, nuclear facilities, underwater, etc.)
 Performs tasks that are beyond human capabilities of size, weight, speed,
endurance, etc.
 Reduces operation time and work handling time significantly.
 Frees up workers to take on other roles.
 Provides higher level jobs in the development, deployment, maintenance and
running of the automated processes.

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Disadvantages:
 Possible security threats/vulnerability due to increased relative susceptibility for
committing errors.
 Unpredictable or excessive development costs.
 High initial cost.
 Displaces workers due to job replacement.

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Chapter 3: Methodology
This Project is about showing the effects of automation on the human capital planning of
Hyundai Motors, India. As for the conclusion to reach, the data needs to be collected
through the various sources and through various modes with constant updates and
analysis. The two types of data are:
1. Primary data
In this report, the primary data is actually can’t be collected through
the Hyundai Motors employees, because it is against their policy to
reveal the number of employees laid-off during the technological
advancement every year.
2. Secondary data
This report, is quietly depends more on secondary data and it
gathers through the various modes of information, which has
already recorded the data but to use as per your convenience, is
mostly required.
The methodology is quite simple for this research work, as the different kinds of update
in auto industry is quite relatively a recurring process, and the people skills get
outdated, else otherwise they don’t develop more of it. Methodology is based on the
approach of gathering information without any kind of disturbance for creating worries to
the readers about the unemployment situation during the technological advancement
and many more things. The gathering of historical data, through Hyundai Motors India’s,
various previous years prospectus helps us to creating harmony among our research.

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Chapter 4: Findings over the Research
About Automation Advancement
“Automotive industry is buoyant, so automakers have to be on fast-track. We work at
what we call Hyundai-speed—leading the industry in terms of bringing out advanced
products. We’ve had many innovations at the Chennai plant; for example, we adopted
the internal vibration analysis at the press shop itself, thereby improving the quality of
our products manifold. Similarly, at the body shop, we have built in such flexibility that
whenever we want to increase the production of a particular variant or model, we can
quickly do it. These innovations have meant we are future-ready—we were ready for
BS-4 norms before they came into force, and we already are making BS-6 engines for
the export market. The plant works 294 days in a year—24 hours per day and six days
per week. Sunday is the time to upkeep the equipment, so that we can ensure it keeps
running efficiently for years to come. We are running at 98% capacity utilization.” Said
by S Ganesh Mani – Director Production.
About Supplies for Hyundai Motor’s India Plant
Hyundai India is using fourth-generation robots to increase productivity in welding,
material handling, machine tending etc. This has been taking into the one of the press-
meeting happened earlier with financial express.
About Human Capital Planning
As the Hyundai is the one of the leading car seller of for so many reasons and stayed at
the position for so many years, the Human Capital Planning for either for its plant,
showrooms or distribution is quite a very well lesser in number, but with the proper
training and developing skills for them, it keeps employees loving working for them. In
the press-meeting done by S Ganesh Mani (Director – Production), has proudly told
everyone about how automation it their plant or any other office, haven’t led to people
loss his/her job.

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Even they have several developing and self-motivation plans like “My Place My Pride”
for the employees and workers, which aim at focusing on making the people, feel proud
of what they are doing. They also take the responsibility of their job. When the lines are
running at a car plant, there are a few major parameters that get measured—safety,
quality, productivity. The workers are given the responsibility of recognizing what can go
wrong, which earlier a higher level guy would do. This process has been a notable
success—the Chennai plant has being declared the safest amongst all Hyundai
manufacturing plants across the world.
The automation as we can say makes changes in planning of human capital, but it
creates the more harmony, to not to fire or rehire, but the decision about the Hyundai
Motor’s regarding automation is to train and develop their employees and try to
handhold them for lifetime period as family.
Hyundai Motors SKILLS DEVELOPMENT plans:
Regional Training Centers - 7
 The auto industry is evolving at a fast pace and to match the advanced technology we
need to constantly upgrade the skills of our manpower through continuous training
modules. Hyundai Motor India Limited operates 7 State-of-Art Regional Training
Centers which ensure the overall technical and soft skill development of entire service
profile of dealership manpower ensuring unmatched customer Service experience.
HTTA & HBA - 14
 In our constant endeavor to reach the maximum possible dealer staff and enhance their
skills, we have exclusive dealer operated Training Academies in addition to our
Regional Training Centers
1. Hyundai Technical Training Academies (10) – Technical Training
2. Hyundai Body Academies (4) – Body shop Training

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Industrial Training Institute & Polytechnic Tie-Up - 52
 Hyundai Motor India Limited is a Responsible Corporate Citizen and advocates creating
constant resource pool of skilled Manpower for Automobile Service Industry. The first
ITI tie-up was done in 2012, to support community by enhancing education standards
in-line with latest technologies. As of now, Hyundai has tie-ups with 45 ITIs with
minimum 1 ITI tie-up in each state and 7 Polytechnic Institutes PAN India. Upon
completion of the course under Hyundai curriculum, students get a chance to be placed
at Hyundai dealerships.
HMIL & ASDC Tie-Up
 Hyundai Motor India Limited has partnered with Automotive Skills Development Council
(ASDC), which is a first in Industry initiative by an automobile manufacturer in India for
aftersales operations. This initiative further strengthens our commitment towards skilling
and employing the youth of India.
Under this agreement, we conduct trainings in courses on 3 curriculums at 6 Training
Academies Pan India & create job opportunities. After the successful completion of the
program, the students are also offered an opportunity to work in Hyundai workshops for
aftersales jobs such as Service Support Technician and Washer.
Manpower Motivation – Skill Fest
 Every year, Hyundai Motor India Limited conducts Skill Competitions to recognize &
motivate the dealer staff. This inter-dealership competition identifies skill and honors the
best talents amongst dealer technicians & service advisors nationwide. The winners of
this competition undergo further training & screening process and Top 2 candidates
represent Hyundai Motor India in the Global Skill Championship in Seoul, South Korea.
In the years 2014 & 2016, Service Advisors from India bagged the Gold Medal at the
global level, showcasing India’s talent to the world.

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Do It Yourself Program
 HMIL conducts “Do It Yourself Program” at Regional Training Centers for new car
customers with the focus to enhance their knowledge on Hyundai Products. The two
hours session conducted on a monthly basis, includes a classroom session and
practical training. In practical training, important vehicle upkeep aspects like checking
engine oil level, coolant level, topping up of wiper washer fluid, deflated tire replacement
and other related basic maintenance areas. This will help them get to know product
better and be prepared to handle any emergency situation. The training also
incorporates insight into the various usable features of customer’s car as well as useful
tips on good driving habits to derive the maximum efficiency out of their vehicles.
Roadside assistance, benefits of extended warranty and insurance options being
offered by the company are also explained to the customers as a part of the program.

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Chapter 5: Conclusion
In this research, one thing that comes out to be conclusive, that too, in one single way,
is employees of Hyundai Motors India, didn’t lose their jobs due to automation in
industry or company, but actually company focuses on developing and make people
more skilled to work for the better of society and company.
As research is about the changes and to understand the current scenario for human
capital planning in Hyundai Motors India, and it went the way, in which they believe in
constant learning and having the time with employees so that they can keeps on
developing in a way that can be possible make them worthy for the company. In this
manner, they keeps on rotating the chairs of the juniors with senior one’s and keep the
recruiting for the people at the entry level job.
The human capital planning is quite relatively well planned function for them as well as
strength to make the every human asset deployed with the sense of quite recovering
their cost to the company.

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Chapter 6: Recommendations for the HumanCapital Planning
During the research, I found out that the people are being well equipped with skills and
the regular trainings are being on their role play to make people efficient and effective
for the company, but still the number of employees throughout the various past year
haven’t increased so much, that gives me a doubt of either the sense of office politics
and the company spends less on the hiring part, because company like Hyundai
Motors, is the dream company for many people, but still they can’t expanding with the
numbers of employees.
The major recommendation about the human capital planning is for the regular job
rotations and jobs upgrading with the regular innovations in technology and creativity,
the types of machines that reduces the human efforts, are being equipped to make the
facility the best in class.

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Chapter 7: References
In context to gathering the various information’s, I have to visit the various websites,
books and many more that could have help me to take on the stand on the information
already recorded. The various sources of the references in that regard are:
1. About the Company
https://en.wikipedia.org/wiki/Hyundai_Motor_Company
2. List of Vehicles
https://www.hyundai.com/in/en/buy-a-car/request-a-brochure
3. Hyundai Motors Website
https://www.hyundai.com/worldwide/en
4. Interview with S Ganesh Mani Details
https://www.financialexpress.com/industry/automation-hasnt-led-to-job-losses-at-
hyundai-says-s-ganesh-mani-hyundai-motor-india/1262523/
5. About the Automation.
https://en.wikipedia.org/wiki/Automation
6. Search Engines like Google, Yahoo etc.