Our Approach & Commitment
In the face of changing client expectations and the advent of rapidly changing technologies, it has become imperative to have a platform that equips the organization with futuristic skills and competencies. Anticipating and defining future needs and developing these competencies in the employees is vital to organizational sustainability. Wipro offers multiple learning & development opportunities to employees at various stages of their career. These are aimed at upskilling, cross-skilling, and reskilling through a number of training programs in technical, domain, soft skills, and leadership aspects. While dedicated teams identify learning needs at an organizational level, employees partake in identifying their individual learning needs through appraisals, feedback surveys, and career tools.
Policies & Principles:
Capability building and career development initiatives at Wipro encompass building awareness on career paths, identifying developmental areas for current & aspired role through a rigorous performance management process, mentorship, and building capability through training & assessments.
Our infrastructure supports both traditional and ‘new-gen’ ways of learning. While dedicated facilities like learning centers, training labs are used for instructor led classroom sessions, enterprise solutions like 24 x7 access to e-Learning modules, Webex, Video Based learnings, simulation based learning, etc. are being widely adopted, providing convenient and flexible learning environment.
Our performance management system is designed to achieve holistic employee development through performance differentiation, transparency, and effective evaluation. There is a structured process of formally and objectively evaluating one’s performance against defined goals & objectives. We continue to drive a high-performance culture. In FY17, we institutionalized the practice of quarterly employee appraisal. This enables employees to excel based on regular feedback. Learning modules were launched to enable managers and employees alike to embrace the new process of Performance management. We also piloted the Agile Performance Management system for those in Agile roles.
As part of the performance evaluation process, a 360-degree feedback is provided on leadership competencies for middle and senior management roles. Appropriate development plans and interventions are then charted out based on discussion between manager and employee. The Talent Review and Planning exercise is conducted at the beginning of the FY and is used to identify short-term, medium-term and long-term successors for critical, senior and executive management roles.
One of our other initiatives in this category is Talent Marketplace, which enables internal role fulfilment of senior roles. The objective of the initiative is to connect talent to opportunities within the organization so as to retain the senior skilled talent pool. In FY 17 internal redeployment as a % of total fulfilment was at 66% for senior/strategic roles
The focus in FY 17 has been on growing new businesses with existing customers, becoming strategic partner for our customers, building strong digital skills and core technical competencies
Delivery Transformation: To increase the breadth and depth of engagement with existing customers and take Delivery to next higher level, we trained 2000+ delivery leaders from strategic accounts through two programs called “WinMore - Account Mining for Growth” & ADROIT – for Behavioral Transformation . These programs are designed for delivery leaders to enable them to do delivery-led sales and next-generation delivery
Sales Transformation: In this digital enabled business environment, customers no longer look for technology services but emphasize on business outcomes. Customers are looking for a strategic partner to co-create a vision and execution strategy. Keeping this in mind, a new training program OneVoice was developed for sales transformation which trains our sales /customer facing people with more consultative selling and selling digital solutions. 2,000+ participants have been covered through the One Voice Program. We are also creating a continuum between our delivery and sales teams through a program called PRISM, which grooms delivery people to become effective sales people.
Digital Training: In line with the growing demand for Digital Services, we continue to augment our workforce with digital skills. Against our annual plan of training over 33,000 people in FY’17, we trained over 39,000 employees. Overall, now we have reached over 60,000 technical employees trained on Digital skills
Building core technical competencies: Trend.nxt Competency framework – in which employees are encouraged to build depth and width of knowledge in technical skills – has helped us to build strong skills across employees, in FY’17 over 21,000 employees acquired additional skills in upto 4 technology areas. One of the key new features of Trend.Nxt is “Competency Credit points” which can be earned by employees through a variety of channels. Every employee covered by the Trend.Nxt framework needs to accumulate the minimum threshold of credit points to become eligible for progression to the next career band
Through our crowd sourcing platform (“TopGear”), we have created 70+ customized cloud based development environments that enable our workforce to develop Proof of Concepts, Use Cases, and Assignments in high-demand technologies. 32,000+ employees have enrolled themselves through this platform. Employees have so far contributed to over 20000 assignments and case studies and over 100 IP Development/Solution projects. Many of our large accounts have started using this platform to introduce new-age skills to their teams to fulfil their upcoming client demands and create a fungible future ready team
Social Learning: For a number of our capability building programs, Yammer has been used extensively for social learning. For example, groups have been created focusing on specific technologies/roles in the organization, where employees can come together to effectively learn from each other. After classroom training, the faculty use this platform to engage with the participants for continued learning. The discussions are analyzed to derive feedback which enables L&D to improve training programs. To generate interest, we launched a competition across the various groups in Yammer on how they could use the social media platform effectively for learning. The groups were measured on the number of discussion threads and responses, as well as the quality of the posts. There was enthusiastic participation and many of the groups demonstrated creative and innovative ways of using social media for learning.
A structured governance mechanism has been established to review the progress on learning initiatives derived from talent strategy. The variances on plan versus actual learning accomplishments are discussed and appropriate support or direction is provided to make corrections
The L&D teams work with various BUs and SLs to develop an annual learning plan which addresses the competency development needs of its employees. The learning plan is further elaborated for each role in terms of technical, domain, process and behavioral skills, as required.