Naik Sudhanshu Kumar Singh S.M.Senthamizh Selvan Anshuman Sinha SMS ID DB11014/2221388 DB11056/2221538 DB11020/2221364 DB11015/2221374
Utilize technology and existing organizational resources to maximize the impact of employee developmental activities
Another observation common across Wipro is their smart use of technology, such as elearning platforms and employee skill banks. Such systems have enabled the organizations to do more with less in HR while continuing to invest in their employees. For example, Wipro relies on a skill bank tool to house information on employee skills and qualifications. This tool is used to identify employees with the talents needed for specific projects, to prepare bid proposals for new projects, and to pinpoint professional development needs for each functional group (e.g., training curriculums, career paths, and succession planning). Wipro also heavily leverages elearning: More than 1,200 courses on topics ranging from leadership to communication skills and project executive procedures are offered to employees.
Continually assess and integrate processes for engagement of key talent with development and retention strategies for high-performing individuals
Despite the down economy, Wipro never lost focus on employee engagement and strategic retention of key talent. Although most conduct routine employee opinion and engagement surveys, the organizations view engagement not as an end in itself, but as a key outcome of employee development programs and other strategic human capital investments. For example, while administering an engagement survey and managing the resulting actions are part of Wipros overall talent management strategy, engagement is absent from the integrated talent management strategy because the organization views engagement as the ultimate outcome of performing talent development activities well. Wipro conducted its first census employee engagement survey in 2009, followed up by a pulse survey in 2010. Although the engagement survey has been suspended in 2011 due to the economy, the business units are nonetheless still busy implementing recommendations based on the previous two years of engagement work. At Wipro, engagement is similarly considered a critical outcome of talent management: The results of the annual employee opinion survey are incorporated as one of the key exhibits presented to the CEO as part of the annual HR review process, along with plans regarding how this data will be used to drive organizational change.