Training and Performance Apprisal in Wipro

1. 1 TRAINING AND DEVELOPMENT IN WIPRO
Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading global information technology,
consulting and business process services company. Wipro harness the power of cognitive computing,
hyper-automation, robotics, cloud, analytics and emerging technologies to help the clients adapt to
the digital world and make them successful. A company recognized globally for its comprehensive
portfolio of services, strong commitment to sustainability and good corporate citizenship, Wipro have
over 170,000 dedicated employees serving clients across six continents. Together, Wipro discover
ideas and connect the dots to build a better and a bold new future.
Wipro began their business as a vegetable oil manufacturer in 1945 at Amalner, a small town in
Western India and thereafter, forayed into soaps and other consumer care products. During the early
1980s, Wipro entered the Indian IT industry by manufacturing and selling mini computers. In the
1990s, Wipro leveraged their hardware R&D design and software development expertise and began
offering software services to global clients. In 2013, they demerged the non-IT Diversified Businesses.
With a track record of nearly 30 years in IT Services, they are, today, focused entirely on the global
Information Technology business. Wipro is listed on National Stock Exchange and Bombay Stock
Exchange in India and New York Stock Exchange in the US.
YEAR 2018-19 2017-18 2016-17 2015-16
REVENUE 589,060 546,359 554,179 516,307
NET WORTH 570,753 485,346 522,695 467,384
MARKET PRICE/SHARE 254.8 210.9 193.4 211.6
• Rupees in millions
• Market price of shares is based on closing price in NSE as on March 31st of respective years
and has been adjusted for bonus issue in 2019
As a large technology company which employs 170,000+ people, Wipro have the responsibility to drive
an inclusive growth. Technologies like digital and AI are disrupting the way services are rendered and
the ability to learn becomes vital for the employees. At Wipro, they have made significant investments
in re-skilling our employees in digital technologies. There are three levels of training that start from
awareness programs, extensive learning programs through virtual labs and immersive programs that
provide opportunities to build deep expertise. They are also using TopGear, their social learning and
crowdsourcing platform as a workforce transformation tool as it has 2000+ learning assignments
across 200+ skills. Today, Wipro already have 55,000+ employees on TopGear. Localization is an
important initiative they are driving to create a global, diverse and distributed talent base. In the last
few years of running this program Wipro have successfully localized all their major markets like USA,
UK, Australia, Canada, Singapore, Africa and Middle East.
Wipro is investing in re-skilling of their employees into pi and X shaped talent and taking affirmative
actions to create a global, diverse, local and distributed talent. Their endeavour to localize has been
successful in all their major markets, in US, we have reached new high of 64%+ up from 55% in FY
2018. Campus hiring from the universities is playing a crucial role across the markets along with
training programs specially designed to get the University graduates move successfully into customer
projects. As of March 31, 2019, they have trained over 133,000 professionals in digital technologies.
Through the last year, they remained steadfast in our efforts to execute on our strategy and made
good progress. This was possible because of the passion and commitment of Wiproites across the
world, who are the Spirit of Wipro.

2. All employees and contractors working for Wipro undergo the necessary Health, Safety & Environment
(HSE) training to ensure they meet with the standard of competence required by law in performing
their duties.
Employee Perception Survey and Employee Insights – EPS is the formal mechanism to capture
employee feedback, annually. EPS Pulse 2018-19 results have already been analysed and action areas
based on employee feedback are being finalized for the coming year. Based on feedback, Wipro have
simplified several of our systems and processes including revamping their Employee Helpdesk,
introduced policies that allow greater flexibility at work (the Work from Home policy was introduced
in FY 2019), and made trainings and job rotations more flexible. Supplementing the annual EPS, we
have also introduced Employee Insights, a platform to seek real-time, continuous and targeted
feedback from employees, besides communicating actions taken on feedback. This is done through a
combination of pop-polls and enterprise level surveys with built-in analytics.
Inclusivity trainings: Wipro continue to nurture a more inclusive work environment by conducting
sensitization programs on breaking unconscious bias, working with a culturally diverse workforce and
creating focused development programs for women employees. Over 7,000 employees have been
covered through the cross-cultural sensitization and women’s training programs. Over 9000
employees have undertaken the Unconscious Bias module since its launch in Q3’FY19. Over 625
Wiproites have been sensitized on disability. 1,600+ Wiproites across the globe pledged their support
for inclusivity by participating in an Inclusive Walkathon and other allied activities. 112,000 employees
have completed the PSH online assessment. At Wipro, they believe in the power of conversations and
role models. this is enabled through our mentoring programs, I&D speaker series/panel
discussions/Women in Business customer sessions.
The Company has an orientation process/ familiarization programme for its Independent Directors
that includes:
a. Briefing on their role, responsibilities, duties, and obligations as a member of the Board.
b. Nature of business and business model of the Company, Company’s strategic and operating plans.
c. Matters relating to Corporate Governance, Code of Business Conduct, Risk Management,
Compliance Programs, Internal Audit, etc.
As part of ongoing training, the Company schedules quarterly meetings of business heads and
functional heads with the Independent Directors. During these meetings, comprehensive
presentations are made on the various aspects such as business models, new business strategies and
initiatives by business leaders, risk minimization procedures, recent trends in technology, changes in
domestic/overseas industry scenario, digital transformation, state of Global IT Services industry, and
regulatory regime affecting the Company globally. These meetings also facilitate Independent
Directors to provide their inputs and suggestions on various strategic and operational matters directly
to the business and functional heads.
2 TRAINING AND TRAINING NEED ASSESSMENT IN WIPRO
Wipro spends almost one per cent of its total revenue on training. The company has ten dedicated
state-of-art learning facilities across six cities where 5000 people can be trained on a given day. These
centres impart training in HR, leadership skills, behavioural skills and cross-culture training. The Talent
Transformation Team at Wipro comprises more than 110 trainers.

3. The PRP9Project Readiness Program) is a 68 day structured induction training program offered to all
campus recruits coming from varied background (Engineers + Non-engineers) to be trained on
essential behavioural and technical skills that prepare them to work in live customer projects. E-
learning has been introduced in the Induction training for engineering campus new hires. About 25%
of induction training duration has been adopted in E-Learning mode.
The SEED academic program helps employees enhance their academic capability. The program offers
a large spectrum of courses across a range of subjects in the field of Management and Information
Technology. Courses are imparted via classroom, e-learning and self-study modes and are available in
India and International Locations. A dedicated SEED online portal provides 24*7 access to employees
and program administrators. Since 2004, SEED has enabled over 6000 WBPO employees shape and
transform their careers.
The Manager Excellence Framework was launched in Oct 12 2014. The framework includes a set of
resources available to managers to boost team performance, build process capability and chart out
self-learning & developmental plan. Managers have access to a self-development feedback survey,
workshops, online courses & mentors.
Wipro Limited has introduced the Competency Mapping System as one of the vital aspects of human
resource development for all the employees of the Company to enable them to
• Clearly understand their roles in the organi3ation
• Perform effetely in the role against well-defined objectives
• develop their skills, knowledge and capabilities both to their and the organisation’s advantage
and individual growth
• Seek and achieve a growth of their career in the organization.
Competency Mapping offers an excellent opportunity - perhaps the best that will ever occur for a
supervisor and subordinate to recognize and agree upon individual training and development needs.
Competency Mapping can make the need for training more pressing and relevant by linking it clearly
to performance outcomes and future career aspirations. from the point of view of the organization as
a whole, consolidated appraisal data can form a picture of the overall demand for training. This data
may be analysed by variables such as sex, department etc. In this respect, Competency Mapping can
provide a regular and efficient training needs audit for the entire organization.
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.
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.

4. 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. Wipro 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, Wipro 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 Wipro 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 up to 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 analysed to derive feedback which enables L&D to improve training
programs. To generate interest, Wipro 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

5. 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 behavioural skills, as required.
3 PERFORMANCE APPRISAL AND TRAINING IN WIPRO
Performance is what is expected to be delivered by an individual or a set of individuals within a time frame. What
is expected to be delivered could be stated in terms of results or efforts, tasks and quality, with specification of
conditions under which it is to be delivered.
Wipro’s development-focused performance management system is based on the principles of
meritocracy, fairness and transparency. Our quarterly review process, introduced in 2016, continues
to be a strong platform to encourage candid, constructive and meaningful feedforward discussions
between employees and managers. Their performance management system leverages Artificial
Intelligence to aid employees and managers in writing effective reviews. For employees working on
Agile methodology in certain projects, they have an Agile Performance Management process which
incorporates metrics-driven evaluation and feedback on competencies from self, peers and managers
in addition to the quarterly feedforward discussions.
Wipro have an annual 360-degree feedback survey where employees in middle and senior level roles
receive feedback on identified competencies from their teams, peers, internal customers, managers,
external customers, among others. The feedback report is app-based and interactive, enabling the
creation of appropriate action plans for self-development.
At Wipro, succession planning is an annual exercise. Talent is classified in terms of performance and
potential, successors are identified for critical roles and development actions are framed. Executive
coaching is provided to senior leadership to facilitate their all-round development.
Wipro’s 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.
Wipro continue to drive a high-performance culture. In FY17, Wipro 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.
In Wipro G & O i.e. Goals and Objective setting is the first step of Performance Management System. Appraisal
is done annually starting from April to March. The appraisal period in Wipro changes from year to year. There is
a reward system which is generally in monetary form. After doing Wipro leadership survey in the company, which
is done annually in the company and at high band level, star performers are recognized and groomed. Performance
appraisal which is an important part of performance management system in Wipro requires self-appraisal of
employees on both lower and higher level of hierarchy. 360-degree feedback is only done at middle and higher
level. There is a face to face meeting with the employee after self-appraisal. After this the whole process rating is
provided to the employee i.e. GP rating, then according to the rating, rewards in form of monetary hikes are
provided to employees. Various development and improvement programs are conducted for the employees on the
basis of the need after the appraisal has been taken place.
In Wipro performance appraisal is done through face to face interviews, which is done after self-appraisal. One
on one interview appraisal method is chosen by Wipro because it helps in clarity of results given and
communicated by supervisor. Communication between employee and manager is better. Wipro also has 360-
degree feedback mechanism which includes feedback from peers, clients, subordinates and immediate boss. In

6. Wipro appraisal is an online process. In Wipro, the appraisal system is total online and they use normalization
method to reduce biasness in the system.
In Wipro importance on career management is relatively more since it is considered light path for employees.
Career management and development plan of employees helps them to grow as a person and develop their hidden
potential which in turn helps the company to have more talent pool in the company which would be definitely a
positive for the growth of the company.
Wipro assess training and development needs, if it has been suggested by the boss or during the self appraisal
period appraisee feels that there is a need for training and development in certain areas. There is also a strategic
leadership development team for training and development position. There is also PCCP department for assessing
training and development needs.
Wipro uses GP rating ‘G’ stands for process/ performance of an employee over a period of time and ‘P’ stands
for personal effectiveness. Wipro follows a 5-level grid. Every employee is rated on this grid. Rating is from G1P1
to G5p5. G1P1 is the lowest rating which an employee can get and G5P5 is the highest rating. According to the
rating, employees are distributed on bell curve. The percentage of bell curve differs from year to year.
Wipro provides internal promotions twice a year to its employees. Promotion of employees is finalized with the
help of their appraisal. Anyone can be a part of promotion exercise who joins between 1st Jan to 31st march. Usually
employees with grading of G3P3 and above are eligible for promotions as the 5 level grids are followed by Wipro.
These rating helps when there are some GAPs in organization and it is required to be filled. Wipro has slide system
for it in which internal promotions are done through nomination which helps in filling the gap. It is done twice a
year. Another method of promotion which is followed by Wipro is through IJPC i.e. internal job posting. It is
done every quarterly i.e. in every 4 months and completed in 45 days before quarterly results are out. In this
method first aptitude tests are taken followed by group discussion and panel interviews. When an employee passes
all the stages, the promotion is granted to him.
Compensation to employees in Wipro is given according to the GP rating and where they fall in bell curve
distribution. Compensation is benchmarked after taking up organization wide survey. The benchmarking process
is done by third party i.e. Hewitt. Wipro outsources the benchmarking process to Hewitt and Hewitt provides them
with relevant data.
Phases of
PMS in Wipro
Performance
Appraisal
Year
Objective
Setting
Performance
Review
Period
Training and
Development
Salary
Review
1st Jan- 31st
Dec
Existing
employees:
Jan-Feb
New Joiners:
Within 30 days
of joining
April –
March
Training
calendar is
released at the
end of
performance
appraisal period
By Jan
Source:
1. https://www.wipro.com/annual-reports/
2. A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN WIPRO by Dr. Neeraj Kumari,
Manav Rachna International University.
SARATH S NAIR
18382055
MBA INTERNATONAL BUSINESS
PONDICHERRY CENTRAL UNIVERSITY