1

INTRODUCTION OF THE COMPANY

Wipro Li mited (formerl y Western Indi a Products Li mi ted is an
Indi an mul tinational information t echnology (IT), consulti ng and outsourci ng
servi ce company headquart ered i n Bangal ore, Karnat aka, Indi a. As of
Sept ember 2013, the company has 147, 000 employees serving over 900
cli ents wi th a presence in 57 count ri es. Wipro is t he thi rd largest IT servi ces
company i n Indi a. On 31 March 2013, its market capit alization was 1. 07
trilli on ($19. 8 bil lion), making it Indi a' s 13th largest publi cl y traded
company. Azim Premji is a maj or shareholder in Wipro wi th over 50% of
sharehol ding.
To focus on core IT Business, it demerged its non-IT businesses i nto a
separate company named Wipro Ent erpri ses Limit ed wit h effect from 31
March 2013. The demerged company offers consumer ca re, li ghting,
healthcare and i nfrastructure engi neering and cont ribut ed t o approx. 10% of
the revenues of Wipro Limi ted in previous fi nancial year.
Wipro Limit ed (formerl y West ern Indi a Product s Limit ed) is an IT
servi ces and consulti ng company headquartered in Karnat aka, Indi a.
As of 2012, Wipro i s the second l argest IT servi ces company by turnover
in Indi a, employi ng about 120, 000 peopl e worldwide as of December
2011.
2

provides outsourced research and development , infrastructure outsourci ng,
business process out sourci ng (BPO) and business consulti ng servi ces.
Ent ered the BPO business in 2002
Established in 1945 as Western India Vegetable Products Limited in Amalner,
Maharashtra.
Azi m Premji Chai rman, Wipro has led Wipro si nce 1966. Wipro Limited
is today a $5 bi llion revenue IT, BPO and R&D Servi ces organization wi th
presence in over 50 countries.
Giri sh Paranjpe Joint CEO & Member of the board Wipro Technologies ,
he is the new Jt. Chi ef Executi ve Offi cer of Wipros IT Busi ness
alongsi de Suresh Vaswani and is an Executive Director i n the board of
wipro l imit ed.

HISTORY OF THE COMPANY
Wipro st art ed as a veget abl e oil company in 1947 from an ol d mill
founded by Azim Premji ' s father. When hi s father died in 1966, Azim, a
graduat e i n Elect ri cal Engineeri ng from Stanford Uni versit y, t ook on t he
leadership of the company at t he age 21. He reposit ioned it and t ransformed
Wipro (Western India Vegetabl e Products Ltd) int o a consumer goods
company t hat produced hydrogenated cooking oils/ fat company, l aundry
soap, wax and ti n contai ners and l at er set up Wi pro Flui d Power to
manufacture hydraul ic and pneumatic cyl inders in 1975. At that ti me, it was
val ued at $2 mil lion.
With over 25 years i n the Information Technology busi ness, Wipro
Technologi es is the l argest outsourced R & D Servi ces provider and one of
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the pioneers i n t he remote delivery of IT servi ces. Being a global provider of
consulti ng, IT Servi ces, out sourced R&D, infrast ructure outsourcing and
business process services, we deliver t echnology-driven busi ness soluti ons
that meet the strat egi c obj ect ives of our Global 2000 customers. Wipro t oday
empl oys 96, 000 people i n over 50 count ri es. A career at Wipro means t o
learn and grow conti nuousl y, opportuniti es t o work on t he l at est technologi es
alongsi de the finest minds in t he indust ry, competiti ve sal ari es, st ock options
and excell ent benefit s.
Wipro Technol ogi es has over 300 customers across U. S. , Europe and
Japan including 50 of the Fortune 500 companies. Some of it s customers are
Nortel , Boei ng, BP, Cisco, Eri csson, IBM, Mi crosoft , Prudential , Seagate,
Sony, Win dri ver and ToshibaIt i s listed on the New York Stock Exchange
and is part of its TMT (technology media tel ecom) i ndex testi ng. Wit h
revenue i n the excess of US $3 bill ion, Wipro is one of Indi a' s major IT
companies. It has dedicat ed development cent ers and offi ces across Indi a,
Europe, North Ameri ca, Lati n Ameri ca and Asia Paci fi c.


1945 - Incorporat i on as West ern Indi a Product s Li mi t ed
1947 - Est abl i shment of an oi l mi l l at Amal ner, Maharasht ra, Indi a
1960 - Manufact ure of l aundr y soap 787 at Amal ner
1970 - Manufact ure of Bakery Short eni ng Vanaspat i at Amal ner
1975 - Di versi fi cat i on i nt o engi neeri ng and manufact ur e of hydraul i c
cyl i nders as WINTROL (now cal l ed Wi pro Fl ui d Power) di vi si on i n
Bangal ore.
1977 - Name of t he Company changed t o Wi pro Product s Li mi t ed
4

1980 - Di versi fi cat i on i nt o Informat i on Technol ogy.
Thi s i s t he t i me t he t op IT Managers Sri dhar Mi t t a , Dr. Laxman Rao,
Venkat esh, Sadasi vam qui t i n one st oke from t he IT di vi si on of gi ant publ i c
sect or ECIL, Hyderabad t o j oi n Wi pro.
1988 - Crossed t he $10 mi l l i on mark i n annual i zed revenues.
1990 - Incorporat i on of Wi pro-GE medi cal syst ems
1992 - Goi ng gl obal wi t h gl obal IT servi ces di vi si on
1993 - Busny t o achi eve t he "TL9000 cert i fi cat i on" for i ndust ry speci fi c
qual i t y st andards. Becomes worl d' s fi rst PCMM Level 5 company.
. 1995 - Est abl i shed Wi pro Academy of Soft ware Excel l ence
2002 Ranked t he 7t h soft ware servi ces company i n t he worl d by Busi ness
Week (Infot ech 100, November 2002)
2003 Wi pro acqui res Nerve wi re. Wi pro wi ns t he 2003 Asi an Most
Admi red Knowl edge Ent erpri se Award.
2004 Crossed t he $1 Bi l l i on m
2007 - Wi pro acqui res US' s Info crossi ng for 600mn
2009 - Wi pro acqui res Gal l agher Fi nanci al Syst ems t o ent er mort gage l oan
ori gi nat i on space.


5

VISION & MISSION OF WIPRO


VISION

Having already achieved the pinnacl es of process and qualit y
credentials (through SEI CMM, PCMM and Six Si gma), Wipro' s Vi sion is
focused on attai ning leadership in the areas of business, cust omer and peopl e.
Business Leadership: Among t he top 10 Information Technology
Services companies gl oball y and the No. 1 Informati on Technology company
in Indi a.
Customer Leadershi p: The No. 1 choice of customers t hrough i nnovati ve
soluti ons and Six Si gma processes.
Peopl e Leadership: Among the top 10 most preferred employers
gl oball y by creating an envi ronment of empowerment, int ell ectual chall enge
and wealth sharing.
Brand Leadership: Wipro to be among t he 5 most admi red brand in Indi a.

MISSION
To hel p cust omers achieve thei r business activiti es, by providi ng
innovati ve best -in-cl ass consulting, i nformation t echnology solutions and
servi ces. To make it a j oy for all st akehol ders, workers to work wit h t he
company.




6

MAJOR DIVISION OF WIPRO


IT Servi ces: Wipro provides compl et e range of IT Servi ces t o the
organizati on. The range of servi ces extends from Ent erpri se Appli cat ion
Services (CRM, ERP, e-Procurement and SCM) t o e-Business soluti ons.
Wipro' s ent erprise solutions serve a host of i ndust ries such as Energy and
Utiliti es, Finance, Tel ecom, and Media and Ent ert ai nment.
Product Engineering Solutions: Wipro i s the l argest i ndependent
provider of R&D services in t he worl d. Using "Extended Engi neering"
model for l everaging R&D investment and accessi ng new knowledge and
experi ence across the globe, peopl e and t echni cal i nfrast ructure, Wipro
enabl es fi rms to int roduce new products rapidl y.
Technology Infrastructure Servi ce: Wi pro' s Technology Infrast ructure
Services (TIS) is t he largest Indi an I T infrastructure service provi der in
terms of revenue, peopl e and customers with more than 200 customers i n
US, Europe, Japan and over 650 cust omers i n Indi a.
Business Process Outsourcing: Wipro provi des business process
outsourci ng servi ces in areas Fi nance & Accounting, Procurement , HR
Services, Loyalt y Servi ces and Knowledge Servi ces. In 2002, Wipro
acqui ring Spect ra mi nd and became one of the largest BPO service
players.
Consul ting Servi ces: Wipro offers servi ces i n Business Consulting,
Process Consul ting, Qualit y Consulti ng, and Technology Consulting.
7

OBJECTIVES OF THE STYUDY


To know the int roduction of t he company.
To know the hist ory of t he company.
To underst and the t raini ng met hods of t he company.
To know the product s of the company.
To know the services of the company.

RESEARCH METHODOLOGY

Research is a syst emati c quest for knowl edge. That means
techni ques & frames of references by whi ch a researcher approaches &
carri es out enquiry is known as met hodology. Dat a is an input for
my project likewise the data has been coll ected from the following
sources.
The i nput of my proj ect i s accumul at ed through the pri mary
research & t he secondary informat ion.
The primary information was gathered through int eractions &
discussi ons with subject t eacher, fri ends & my famil y members.
The sources of secondary informat ion were vari ous books,
magazines, articles and web.


8

PRODUCTS OF WIPRO





PRODUCT
NAME
UNITS INSTALLED
CAPACITY
PRODUCTION
QUANTITY
SALES
QUANTITY
SALES
VALUE
(Rs Cr. )
Software
Servi ces
N. A. 0. 00 0. 00 0. 00 19413. 9000
Mini and
micro
computers
Numbers 691200. 00 217016. 00 217431. 00 2858. 1000
I T Enabl ed
Servi ces
N. A. 0. 00 0. 00 0. 00 1802. 1000
Soap Toi let Metri c
Tonnes
134026. 00 71471. 00 71668. 00 840. 4000
Equipment
(Hydrauli c &
Pneumati c)
Numbers 831140. 00 454602. 00 455152. 00 618. 6000
Others N. A. 0. 00 0. 00 0. 00 565. 9000
Lighting
Products
N. A. 0. 00 0. 00 0. 00 207. 5000
Oil
Hydrogenated
(Vanaspati )
Metri c
Tonnes
45000. 00 5909. 00 5981. 00 35. 0000
Other
Products
N. A. 0. 00 26. 00 0. 00 34. 4000
Gears
Tipping
Numbers 50000. 00 23276. 00 23276. 00 12. 2000
9

TRAINNING & DEVELOPMENT IN WIPRO
At Wipro BPO, trainings are conducted in phases and each phase aims at
developing a particular competency. The various training phases comprise of:
New Hire Training

Induction
Pre-Process Training
Process Training

On- the Job Training
Off the Job Training

Trai ning is one of the import ant aspects of manpower development. It
has gained si gnificance since 1960s and continues to be of growing
importance for organizations today. Training i s a process of developing or
imparti ng skill s, knowl edge and changi ng at titudes so as to increase
indivi dual and organizational effecti veness.
Devel opment i s a syst emati c process of learni ng and growth of the
managerial personnel. Devel opment incl udes the process by whi ch managers
and executive acquire not onl y skills and compet ency in thei r present jobs but
also capabilit ies for future manageri al t ask of increasi ng di fficult y and scope.
Thus development is any pl anned effort to improve current and fut ure
managerial performance.
Traini ng & Devel opment of indivi duals is a key focus area at Wipro.
Our Tal ent Transformation Division handles thi s. For those with less t han
one year of experience a well -st ruct ured induction t raining program
is conducted. This will cover all aspects of software development skil ls
10

that are requi red.
As a PCMM Level 5 organizati on, there is also hi gh focus on
Competency Development . Tal ent Transformation has a mandate t o
provide t echnical & business skill t raini ng based on the department al
and di visional need. All empl oyees are el igibl e t o t ake t raini ng based
on the compet ency gap identi fi ed or Proj ect need.
In addition to cl ass room t raini ng one can t ake e -Learning with out
wai ting for cl ass room training.
Compliance and Regulat ory t raining is an import ant aspect i n todays
regul at ed envi ronment and is oft en impl ement ed as part of corporat e
initi atives. Al l l arge companies have mandat ory t rai nings be it in t he fi eld of
Envi ronment, Health & Safet y, Ethi cs, Ri sk-Management, Fi nance, Law, et c.
WIPRO TRAINING MODEL








11

TYPES OF TRAINING AT WIPRO



Rapi d Learning : -
At Wipro, we know how cri tical time is for ful filling t raini ng needs and
hence we have devel oped compet ency in the area of Rapi d Learning. An
emerging form of content devel opment , Rapi d Learning helps to develop
content in a short span of time using vari ous t ools; the cont ent delivery can
be bot h synchronous as well as asynchronous. Wipro has st rategi c
partnershi ps with leading technol ogy providers to hel p you choose the t ool
that suit s your requi rement best. Based on research conduct ed i n thi s area,
Rapi d Content Devel opment can be used for any of t he followi ng content
areas:
Cri ti cal Training when t he t rai ning requi rement i s crit ical
and must be addressed immedi at el y
Minor change when t he di fference bet ween what is known
and what is new is minimal
Short shelf life when t he cont ent in question has a very
short shel f life
Frequent updates when the content needs to be updated
frequentl y.




12


Process Training : -
Large ent erprises keep updating thei r processes to improve t he
effi caci es of thei r systems. Business process trai ning is t ypi call y a part of
any organizat i ons overall change management pl an. Wipro provides Process
Traini ng i n several fields incl uding HR, Qualit y, Operati on, Payroll ,
Recruitment, and more. For a meani ngful transiti on of the process, qual it y
training is ext remel y criti cal. Underst anding t he compl exities invol ved in
rolli ng out these process t raini ngs, we bring you qui ck sol utions that help
deli ver effective trai ning for your organi zation.
The components of process training are:
Anal yze
Inform
Involve
Support

DEVELOPMENT PROCESS AT WIPRO

Wipro Leaders Qual ities Survey, which started in 1992, is one of our
oldest l eadershi p development i niti atives. It has successful l y contribut ed in
our endeavor t o nurt ure top cl ass business leaders in Wipro. We have 8 Wipro
Leadershi p Qualiti es, which are based on Wipro visi on, values and business
strat egy. In order t o identify and help leaders develop these competencies
we adopt a 360-degree survey process. This is an end-t o-end program, whi ch
starts wit h the obt aining of feedback from rel evant respondent s and ends
with each l eader drawing up a Personal Devel opment Pl an (PDP) based on
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the feedback recei ved. The PDP is developed through Winds of Change
whi ch is a seven-step program t hat helps in i denti fying st rengths and
improvement areas, and det ermining the action st eps.

THE LEADERSHIP DEVELOPMENT FRAMEWORK




LEADERSHIP LIFECYCLE PROGRAMS

Wipro has devel oped an approach for Life Cycle Stage Devel opment
Plan. Traini ng and development programs at various st ages have been
desi gned by mapping the compet enci es to speci fi c rol es. Compet encies
speci fy the speci fi c success behaviors at every rol e.
Entry-l evel program (ELP) - The program covers the j unior
management employees with the obj ecti ve of developi ng managerial
qualiti es i n the empl oyee. The target group is campus hi res and l at eral
hires at juni or l evel.
New Leaders Program (NLP) - It is popul arl y known as NLP and
aims at developing potential peopl e managers, who have taken such
rol es or are li kel y t o get into those rol es i n the near future.
14


Wipro Leaders Program (WLP) - This program is for mi ddl e l evel
leader wit h peopl e, process, business development and proj ect
management responsibiliti es. These leaders are like t he flag bearers of
Wipro values and Wi pro way of doing business.
Business Leaders Program (BLP) - This is for senior l eaders with
business responsibi li t y. At t his l evel , people are t rained up for revenue
generation; and Profi t & Loss responsibili ties. The program covers
commercial ori ent ati on, cli ent rel ati onshi p development, and t eam
buildi ng and performance management responsi biliti es among other
things.
Strategi c Leaders Program (SLP) - This program covers top
management employees. The focus is on Vision, Values, Strat egy,
Global Thi nki ng and Acting, Customer Focus and Buil ding St ar
Performers. Wi pro ti es up with l eading business schools of international
reput e t o conduct t hi s program for Wipro leaders.














15

NEED AND OBJECTIVES OF TRANING AND

DEVELOPMENT IN WIPRO


To improve qualit y of work force
To devel op and maintain good l abour relations.
To enhance employee growth.
To motivat e personnel.
To assi st new comers.
To i ncrease product i vit y.
To improve health and safet y.
To meet t he challenges posed by changes in t echnol ogy.
To bri dge t he ever i ncreasing gap between pl anning & i mpl ement ati on
of project s.
To facili tat e exchange of vi ews and i deas between superiors and
subordi nates.



It is cl ear that traini ng is needed in Wipro and also i n every company
because peopl e, j obs, and company do change over a peri od of time. Trai ning
and development begi ns at t he time empl oyees join t he company and
continues throughout their careers.

16


IMPORTANCE OF TRANING IN WIPRO

Wipro spend vast sums of money on t rai ning and devel opment ,
training is a productive investment in HR that promises bett er ret urns in
future. Trai ning is import ant not onl y to t he employee but also t o the
company.
To the company:-
Increased effici ency and productivit y
Reduced supervi sion.
Reduced accident s and wastages.
Reduced absenteei sm and t urnover.
Assist new comers.
Information about companys poli ci es and programs.
Competent and capable employees.
Good l abour management , intra depart mental rel ations.
Reduced costs.
Companys overall development.
Devel ops employees loyalt y towards company.
To t he employee: -

Confi dence in employees.
Positive attit ude.
Chances for promoti on.
Devel op communicat ion, deci sion making and probl em solvi ng skill s.
Hi gh rewards.
17

PROFILE OF A TRAINER IN WIPRO

In Wipro, and also in any other company a trainer should have the following qualities:-


Experienced.
Expertise knowledge.
Good personali t y.
Self confident .
Good Communi cation ski lls
Bett er admini strati ve skill s.
Good int er-personal skills.
. Disciplined person.
Act as a coach and as a gui de.
He should have pati ence.











18

New Hire Training

New Hire Traini ng i s carri ed out in four different phases Induction,
Pre-Process Trai ning, Process Traini ng and On-Job Traini ng. Training is
t ypi cal l y instructor led (in most of the business processes) and focuses on
cl assroom sessions, group act iviti es, role plays, demonst rations and hands -on
practice. The image bel ow hi ghli ghts the sali ent features of each phase of
training.
Induct ion = Introduction of Wipro, qualit y awareness
Pre-process t raini ng = Customer services, keyboard ski ll s, effective
communi cation skill s, cli ent ori ent ation
Process t raining = Process speci fic knowl edge & skills, process
certi fi cation
On the job t raining = buddy syst em, calibrat ions, focused one t o one
feedback &coaching et c.

In Wi pro, t here are two methods of t raini ng and development , call ed as
On-the-j ob methods and Off -t he-job methods. On-the-job training met hod
incl udes j ob rotat i on, pl aned progression, understudi es, coachi ng and
counseling and also junior boards etc. Off-the-j ob trai ning method includes
cl assroom methods, simul ation, committ ees, conferences, readings et c.



19


Job rot ati on: -

Job rot ati on i nvolves the transfer of trainees from one j ob to anot her
and someti mes from one offi ce to another offi ce. Job assi gnment under
rot ation syst em may last for a period of 3 months to 2 years. The t rai nee is
gi ven full duties and responsi biliti es of t he rot at ed position.
Planned Progressi on: -
It is simil ar t o job rot ati on, except t hat every moment from one j ob to
another i nvolves hi gher pay, positi on and duti es. In job rot ation, every
moment i nvol ves more or l ess same pay and position. Planned progressi on is
more li kel y t o occur at hi gher manageri al level s, whereas job rot ati on occurs
mainl y at l ower l evel posi tion.
Coachi ng & counseli ng: -
In coaching t he superior plays an acti ve rol e i n training the
subordi nate. The superi or may assi gn challenging t ask to the subordi nate for
the purpose of trai ning. The superior may assi gn chal lenging t ask to t he
subordi nate for the purpose of training. The superior may assist and advice
the subordinat e t o complet e the assi gned t ask.
In counseling the superi or pl ays a passive role in t rai ning the
subordi nate. The superi or may assi gn chall engi ng t ask to t he subordinat e for
the purpose of traini ng. The superi or may provide advi ce to the subordi nate
in the compl etion of task.

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Understudies: -

The trainee is gi ven an understudy position. In thi s case the t rainee at
a future dat e is li kel y t o assume the dut ies and responsi biliti es of the position
currentl y held by his immedi ate superi or. The understudy technique ensures a
company that ful l y qualifi ed person wil l be avail abl e to t ake over a present
managers position whenever he leaves the positi on t hrough promoti on,
transfer, reti rement.

Classroom methods: -
Classroom methods for t raini ng personnel include l ectures, di scussion,
rol e pl ayi ng et c. Lecture i s a common method to i mpart facts, concepts,
princi ples etc. to a l arge group at one ti me. The main advant age of l ecture is
that it can be used for very l arge group and there is low cost per t raine e.
Combini ng l ecture with di scussi on eli minat es t he l imit ati on of one way
communi cation. In t his method t he trainees interact wit h the lecturer and any
doubt s or misunderstandings of the concepts and principl es are cl eared. In
rol e pl aying each parti cipant pl ays t he rol e of someone in a simulated
situation. It is an excellent technique for t eachi ng human skills through
practice and devel oping i nsi ghts i nto ones behavior.



21


Simulat ion: -
It i s a t echnique wherei n the t rainee is t rai ned in an environment , that
closel y refl ects and represents act ual work pl ace. It is a very expensive
training t echnique, but it is useful or even necessary where actual on -the-job
practice could result in a serious i njury, a cost l y error, or t he destruction of
val uable company mat eri als or resources.


ADVANTAGES OF ON THE JOB TRAINING (OJT)
1. Si mpl ici ty
OJT is useful and simpl e to learn the jobs that can be l earned by
wat ching and doing. Under it , the t rainer need not expl ain and anal yze the
job detail , as employees can l earn i t by observing and doing it in the actual
work stat ion.
2. Economy
OJT is economical in the sense that it does not requi re extra cost
burden for arrangi ng training needs. Moreover, it does not requi re separat e
training space t o provide t rai ning.
3. Actual Work Station
OJT is conduct ed at the actual work st ati on; hence, employees can get
firsthand experience from t he job as t hey learn it through actual equipments
and materi als.

22



4. Immedi ate Producti vi ty
Since trainees are involved in act ual work process, quick learning and
immediat e product ivit y will be obt ained from the work performed by the
trainees.
5. Qui ck Learning
OJT provi des a favorabl e environment for qui ck l earning. Thi s is
because t rainees are invol ved in act ual work process.
6. Multi -skill
As i t i s a practi cal approach, it develops multi -skill in t rai nees. The
empl oyees can get quick feedback about correctness of t hei r performance.



DISADVANGES OF ON THE JOB TRAINING
1. Low Productivity
The t rainees are t aken at the act ual work stati on for t ra i ning; hence,
they are i n the process of learni ng ski lls. AS a result, the organizational
productivi t y will be lower.
2. Errors On Producti on
Since t he t rainees are not involved wit h production activiti es, the will
be t he possibilit y of errors on production activi ties. The goods produced by
trainees will be quali tative.

23

3. Costly
OJT method is costl y in t he sense that the workers are di st urbed by
training activiti es; t he goods produced by the t rainees will have l ess qualit y
and t here will be chances of damage of goods. These all result in hi gher cost
of producti on.
4. Disturbance
Disturbance may arise during t he work process as t rainees are in
learning phase. The existing workers may feel disturbed due to the t rainees
and the supervisors.
5. Possibi lity Of Accidents
Under OJT, t he l earners are di rectl y i nvolved i n product ion process
who do not have adequat e knowl edge and skill of working with the given
equipments and mat eri al s. Hence, t he possibi lit y of acci dents exists i n the
work stat ion.

ADVANTAGES OF OFF THE JOB TRAINING

1. Hi gh Productivi ty
The t rained employees are pl aced in the actual work st ati on; hence,
hi gh producti vit y is maint ai ned

2. No Production Error
In off-the-j ob t raini ng, t he employees are t rained outside the work
environment. Therefore, t hey are not involved in production process as in
OJT. As a result , error i n production can be minimized.
24


3. Economy
Off-the-j ob t rai ning will be economi cal in the sense that a large groups
of t rainees are trai ned simultaneousl y at a time .

4. Free On Producti on
When the trai nees are not invol ved in production process, the
production activit ies can be carri ed out without any int erruption. Hence, it
runs freel y, . Moreover, cost l y errors and injuries can be avoided.
5. Large Peopl e
In off-the-job t raini ng, a l arge number of peopl e can be trained at a
time.
6. Less Ti me Of Training
Under off-t he-job t rai ning, a l arge amount of informati on can be
recovered withi n a short span of time. During t rai ning phase, no production
will t ake pl ace; hence, traini ng requires l ess time.

DISADVANTAGES OF OFF THE JOB TRAINIG

1. Outside The Work Station
Off-the-j ob t raini ng program t akes pl ace outsi de the work st ation, so
that it may not yi el d the desired result to empl oyees as they are unknown
with actual machines and equipments.


25

2. Not Effecti ve
Off-the-j ob trai ning will not be effecti ve as the empl oyees are trained
in an arti fi cial cl assroom. They are unfamiliar with actual work envi ronment.
As a result of whi ch, it requi res long time for t hem to l earn.

3. No Production
During training peri od, no production t akes pl ace because employees
are kept away from the actual work place. The organi zation bears onl y
training cost without any physi cal output.
4. Expensi ve
Off-the-j ob t raining is expensi ve i n the sens e that t he organization has
to prepare extra place for t raining outsi de the act ual work envi ronment.
5. Lack Of Feedback
The empl oyees are trained away from the organizat ional work
environment; hence, it lacks feedback to empl oyees.








26

SUCCESSION PLANNING

Succession planning refers to the process of planni ng for filli ng up the
vacancies at hi gher l evels when they fall vacant due to reti rement ,
resi gnati ons, promot ions and t ransfers of top-level executives. The need for
successi on pl anni ng may al so arise when the organization grows creati ng new
opportuniti es at the t op l evel.
Succession planning may be from withi n t he organizat ion or peopl e
from outsi de can be recruit ed and select ed to fill up the vacanci es at t he top
level. It is advant ageous t o t he company also t o the employees. This is
because it builds loyalt y and generat es a sense of dedi cati on and
commi tment on t he part of t he employees as t hey get a fai r chance of being
promot ed at hi gher l evels.

The main st eps in succession pl anning are as fol lows: -

Identi fi cation of key posi tion.
Appraisal of Empl oyees pot enti aliti es.
Sel ecti on of the ri ght person.
Traini ng and devel opment .
Placement.
Performance review.



27

FACTORS CONSIDERED IN SUCCESSION PLANNING

Certai n fact ors must be consi dered i n succession planning. Such factors
are as follows: -

Age of t he candidat e.
Length of servi ce.
The skills of candidate.
Past performance of the candidat e.
Qualificati on of the candi dat e.
Duti es and responsi bilities.
Candidates career goals.
Organizati onal cul ture.

IMPORTANCE OF SUCCESSION PLANNING
Hel ps t o fill up vacanci es.
Recognitions.
Reduced executive t urnover.
Motivation and job satisfact ion.
Avail abilit y of ri ght tal ent.





28



PROBLEMS IN SUCCESSION PLANNING

Probl em of getti ng t he ri ght t al ent s.
Probl em of wrong selection.
Probl em of external candi dat e.
Probl em of t rai ning and development.
Probl em of adjustment.


MEASURES TO SOLVE PROBLEMS IN SUCCESSION PLANNING

Hel p from external agency.
Sci enti fi c sel ection.
Traini ng.
Counseli ng.
Meetings and di scussions.







29

EMPLOYEE WELFARE AND WIPRO

Employee or l abour wel fare include vari ous servi ces, benefit s and
facili ties offered by the employer t o empl oyees.
The l abour Investi gation Committ ee st at es that l abour wel fare
activiti es include anyt hing done for the i ntell ectual, physi cal, moral and
economic bett erment of the workers, whet her by empl oyers, by government or
by ot her agenci es, over and above what was l aid down by law or what was
normall y expect ed as part of the contractual benefits for which the workers
mi ght have bargained.
Welfare measures may be both stat utory and volunt ary. Labour l aws
requi re the employer to extend cert ain benefits to employees i n additi on to
wages. Vol unt ary benefits are the result of generous atti tude of employer.
The basi c purpose of employee wel fare is to enri ch t he li fe of empl oyee and
keep them happy and cont ent ed.

IMPORTANCE OF EMPLOYEE WELFARE

Motivation.
Reducti on in wast age.
Reducti on in absenteeism.
Reducti on in l abour t urnover.
Good l abour-management rel ation.
Qualit y of work li fe.
Hi gh st andard of livi ng
30

WELFARE ACTIVITIES AT WIPRO


Education
Wipro has it s own institut e, where the education is gi ven to the
empl oyees chil dren absolutel y free. The school has cl asses from JR. kg
to class-XII in Engli sh medi um. Free transportation facilit y is also
provided to t hem.
Medi cal
Companys philosophy is Nobody should die wit hout fund.
Company beli eves it s responsibilit y t owards heal th servi ces t o provi de
to the employees go beyond the stat utory provision. Bei ng the
pet rochemi cal i ndust ry and some of t hei r process are considered
Hazardous. Company recognizes t he import ance of good
occupati onal healt h servi ces. Therefore, at the manufacturing sites,
they have well equipped, full y fledged medi cal cent re, whi ch are
manned round t he cl ock.
Housing
Company has its own t ownshi p at different l ocati on i n
Bangal ore. If house i s avai labl e, t he new empl oyees are all ott ed the
house otherwise the company can also hire house. Al l the mai ntenance
in houses provided t o employees by company is done by the company.
Cant een
The company gives cant een facilit y under whi ch food is provided to t he
empl oyees but it is not compulsory for them. They get t he allowance in t hei r
sal ary. The Cont ract Cell at Wipro invit es tenders and the Contract cell si gns
31

det ail ed agreement with the cont ractor. The operati on of the cant een i s gi ven
on the cont ract .
Sport s -
To motivat e t he employees of the company organizes di fferent
sports t ournaments i. e. Cri cket, Voll eybal l, Tabl e Tenni s, Badminton Et c.
Recreation acti viti es -
For t he recreati on of t he employee, company organized get s to gather
once in a year with t hei r famil y. And al so arranged short dist ance pi cni c. For
picnic they get Rs. 100/ - and free transportation once i n a year.
Club membership -
The purpose of t he club membershi p is t o meet the other
members of the i ndustri al communi t y and int eract with them for
rel ati on personnel leisure. This faci lit y is provided onl y t o t he SMC and
above.
Insurance Pol icy
Wipro provi des personal accident insurance poli cy
of Rs 100000 for employees. Premium of the company is half pay by
empl oyee and other will pay by Wipro.






32

SERVICES OFFERED BY WIPRO

IT SERVICES
Archit ecture Consult ing.
Customer rel ati onshi p management (CRM).
Ent erpri se resource planning (ERP).
Business Process Management (BPM).

PRODUCT DESIGN SERVICES
Hardware Desi gn.
System Software Devel opment.
Testing, Veri ficati on and Val idation.
Support Servi ces.

CUSTOMER INTERACTION SERVICES
Finance and accounti ng servi ces.
Payment services.
HR Processing servi ces.
Suppl y chain servi ces.



33

COPORATE SOCIAL RESPONSIBILITY
AND WIPRO

Corporate social responsibi lity (CSR, also call ed corporate
consci ence, corporate citi zenship, social performance, or sustainable
responsibl e business/ Responsibl e Busi ness ) i s a form of corporat e sel f-
regul ation i ntegrat ed into a business model . CSR poli cy functi ons as a bui lt -
in, sel f-regulat ing mechanism whereby a business monitors and ensures i ts
active compli ance wi th the spi rit of the l aw, ethical st andards, and
internati onal norms. In some models, a fi rm' s implement ation of CSR goes
beyond compl iance and engages in "acti ons that appear t o furt her some soci al
good, beyond the i nt erest s of t he firm and that whi ch is requi red by l aw. "
CSR is a process wi t h the aim to embrace responsi bilit y for the company' s
actions and encourage a positi ve impact t hrough its acti viti es on the
environment, consumers, employees, communiti es, st akeholders and all ot her
members of the publi c sphere who may al so be considered as stakeholders.
The t erm "corporate soci al respons ibilit y" became popular i n the 1960s and
has remained a t erm used indiscriminat el y by many to cover l egal and moral
responsibi lit y.
Wi pro has been activel y working t owards in the fi eld of social and
communit y development . Their primary focus is on educ ati on. It beli eves that
education is the fundament al enabl er of soci al change. To ful fill thi s mission,
it works on t hree di fferent mechanisms:
34

AZIM PREMJI FOUNDATION
Appl yi ng Thought in Schools
Wipro Cares

EDUCATION-APPLYING THOUGHTS IN SCHOOLS
Wipros initi atives i n sustai nabl e educati on are more than a decade old
and the approach is multi -st akehol der focused and long-t erm. The i niti atives
address diverse st akeholders rangi ng from colleges from whi ch Wipro
recruit s a l arge pool of i ts human resources t o t he larger societ y.
It i ncl udes l ocal educational insti tuti ons, engineeri ng colleges,
universiti es, educati onal and other civil soci et y organizations, school s,
teachers, st udents and parents.
Over time these have achi eved si gnificant scal e i n t erms of 1000s of
schools and colleges and more than a mill ion student s impact ed di rectl y or
indi rectl y. It has also bui lt partnershi p networks and thus creat ed val ue
through capacit y bui lding. Such value t hough needs to be seen at di fferent
levels:
The di rect value received by someone receivi ng school educat ion,
The indirect val ue in the long-term to societ y through the capaciti es that
are creat ed, and
The indirect busi ness value t o Wipro in working towards a more
democrati c and humane soci et y.

35


Towards the l arger objectives as described, each of t he initi ati ves below
has followed strat egi es appropri ate to their own cont ext t he context
det ermines the st rat egy.
Wipro Appl yi ng Thoughts in School s focuses on long-t erm soci etal
devel opment through school education reform and so has support ed ci vil
soci et y capabilit y devel opment, published qualit y educati onal support
mat eri al and i nfluenced i deas in educati on through public advocacy.
Mission10X focuses on maki ng t he engi neeri ng educati on syst em
responsive to evolvi ng needs and so has support ed facult y devel opment in
coll eges to increase l earning wit h underst anding and employabilit y of
graduat es.
Mission10X i s a not -for-profit t rust of Wi pro, l aunched on September 5,
2007, with an aim t o enhance the empl oyabili t y skills of engi neering
graduat es in India. It aims to achieve thi s by collaborating wit h academi ci ans
& leadi ng educat ional insti tutions across t he count ry. The Mission10X
Learning Approach empowers engineeri ng facult y wit h i nnovat ive teachi ng
techni ques using whi ch they can help l earners i n imbibi ng hi gher l evel of
understandi ng of subjects, appli cation of concept s l earned and development
of key behavioral ski lls.





36

The 3 pill ars of Mission10X are:
Empowering Facul ty - Developing t ransformative Academi c
Empoweri ng Facult y members to use Mi ssion10X Learning Approach
(MxLA) Missi on10X has reached out to over 1, 200 engineering
coll eges across 25 St at es i n Indi a and has empowered over 23, 000
engineering facult y members.
Devel oping Transformati ve l eaders - Leaders t o build instit utions of
excellence
Leveraging Technol ogy - Deployi ng Uni fied Technology Learning
Plat forms (UTLPs) t o bridge the gap bet ween indust ry and academi a

WIPRO CARES
Wi pro Cares is a t rust which support s t he developmental needs of
communiti es in Wi pros proximat e l ocati on. Its areas of focus are education,
health and envi ronment . It s a t rust funded by employee monet ary
contri buti ons mat ched equall y by Wipro. We have four core areas of work -
education, healt h care, envi ronment and disast er rehabilit ati on. Wipro Cares
is currentl y engaged in 12 proj ects across India:
Through it s five heal th care proj ects in t hree st ates of India Wipro
Cares is provi ding more than 50000 peopl e access to primary health
care.
More t han 70000 chi ldren benefit from the six educati on projects in
five Indian citi es and one Indi an vill age.
37

Our proj ect i n soci al forest ry has hel ped plant more t han 50000 trees
and has at the same t ime provided liveli hood t o around 40 farmers.
Support ed the vi cti ms of Tamil nadu Tsunami, Karnataka & Bi har
Floods
1. EDUCATION:-
Everyone beli eve t hat educat ion is t he key which can open doors t o sel f -
hel p and change. Bearing thi s in mind, Wi pro Cares focuses on meeting t he
educational needs of the urban poor along with ot her i niti atives.
The educational needs of chil dren that bel ong t o t his group are oft en
neglect ed due t o vari ous reasons. Wipro Cares aims at helping these chil dren
by offering t hem opportuniti es for holi sti c educational and soci al
devel opment by running bri dge schools, non-formal school s and giving them
vocati onal t raini ng.
Wipro also help trai n t eachers t o engage with these chil dren, with
empathy. In additi on, Wipro support a school for hearing impaired chil dren
and encourage gi rl child educati on.
ROCK Fund, Bangalore
Towards Future, Kolkatta
Door Step School, Pune




38


2. HEALTHCARE
Company beli eve that Health i s a basic enabl er. Most of our factori es
are in underdeveloped rural areas where acces s to health care i s remote.
Through our health care proj ect s we ai m t o provi de primary health care, and
be the cat al yst i n t he overall development of the communit y. Our st rategy,
therefore, is t o do holistic work in health care for t he communities around
our factori es. The servi ces we provide include primary health care,
nutritional gui dance, personal hygi ene, communit y hygi ene, and counseling.
Company work with NGOs who work wit h the communit y t o mobilize
them, build awareness about various aspects of well -being and provide
primary healt h care.
Tumkur Health Care Project
Hindupur Health Care Project
Mysore Health Care Project

3. ENVIRONMENT
The st at e of envi ronment and ecol ogy is of concern to Wipro. We have to
work with the communit y to creat e and maint ain sustainabl e environment in
the communit y around us. Wipro has been worki ng i n different areas that
contri but e t o envi ronment al sust ai nabilit y, one such initi ati ve is:
TIST Program empowers small groups of farmers in countri es such as
Tanzani a, Kenya, Uganda, Indi a, Honduras, and Ni caragua to reverse the
39

devast ati ng effects of deforestation, drought and fami ne by i denti fyi ng local
sust ainabl e development al goals that i nclude t ree pl anting and sustai nabl e
agri culture. TIST India operat es the TIST Program in Indi a.
DETAILS
The proj ect i denti fies, encourages and i nvolves about 25 or more
subsi stence farmers t o pl ant 25, 000 t rees in thei r own land. These farmers
woul d engage in t ree pl anting activit y in thei r own l and which would resul t
in about 25-40 acres of dry/ wast e land t ransformi ng into a green space. The
newl y pl ant ed trees will gradual l y change t he cl imat e and i mprove the ai r
qualit y in addition to worki ng t owards water conservation. TIST Indi a will
also t rai n the subsist ence farmers on vari ous other acti viti es t o use t heir land
effectivel y to get additional income so t hat t he farmers wi ll continue to vi ew
thei r l and as a source of i ncome.

4. DISASTER REHABILITATION
Whenever there is a disast er, one feels a sense of urgency to help t he
affected peopl e and provide relief. Unfortunatel y most of this support is
directed t owards or rest ri cted t o reli ef. Once t he reli ef phase i s over, t he
affected peopl e need sust ained support to rebui ld t heir lives.
At Wipro Cares, we beli eve that t he affected peopl e have the best
knowledge of what t hey need t o become i ndependent . Wipro Cares, therefore,
first engages with t hem t o understand their needs and then provides support
Tsunami , Tamil Nadu, 2004
40

Bihar Fl oods, 2008
Karnat aka Fl oods, 2009












41

BENEFITS OF OUTSOURCING

Outsourci ng is an arrangement in which one company provi des servi ces
for anot her company that coul d also be or usuall y have been provi ded i n
house. Outsourcing i s a trend whi ch is more common i n i nformation
technology.
The main purpose of outsourci ng i s to reduce cost and increase profi t.
While i t is up to each company to make t he deci sion for out sourcing. India
continues to remain t he worlds favori te desti nat ion for out sourci ng. It has
gai ned gl obal confi dence with maj or pl ayers such as CISCO, ORACLE,
SHELL.
Many organizati ons t oday are making the decisi on t o outsource. In
todays global marketplace, outsourcing has become accessible to many
organizati ons on a national and int ernati onal l evel.
The following are the main benefits of outsourcing: -

Cost reduction.
Concentrati on on core business.
Changing cust omer demands.
Increase i n revenue.
Increase i n capabiliti es.



42

BUSINESS PROCESS OUTSOURCING
(BPO) AND WIPRO

Business process out sourci ng is a contract whereby a fi rm t ransfers its
processes al ong wi th the associ at ed operational activiti es and responsibi liti es
to a thi rd part y BPO operator, so that t he third part y BPO operator provides
the required services to t he fi rms customers, for an agreed considerati on.
The areas where BPO servi ces are utilized include ret ail banking, insurance,
travel and hospit alit y, aut omobi les, t el ecom, pharma, fi nance, accounting and
HR.
BPO incl udes t he software, the process management, and the people to
operat e the service. BPO is a part of t ar outsourci ng. It is dependent on
information t echnology, hence it is also referred to as info rmation t echnology
enabl ed services or ITES.
WIPRO BPO Founded in 2002, Wi pro BPO has operat ions in Del hi,
Pune, Kolkat a, Chennai , Mumbai, Hyderabad, Navi -Mumbai (Bel apur)
Greater Noi da, Mysore and Kochi in Indi a. It al so has offices in
Shanghai and Cebu i n Asia and Curitiba i n Brazil and Wroclaw in
Poland. It has 44 cli ents in segments such as banking & capit al
markets, insurance, t ravel & hospit alit y, hi -t ech manufacturing,
tel ecom and healthcare. Wipro BPO empl oys over 22, 000, of whom
3, 150 are at its Hyderabad campus. The majorit y of Wipro BPOs
business comes from the US, foll owed by Europe. The rest of the worl d
contri but es onl y margi nall y to it s t op li ne.
43

Wipro BPO aim to provide a del i ght ful employee experi ence by cutti ng
edge know-how HR, communi cation pract ice and technol ogy.
Wipro BPO aims at a cli ent centri c delivery model t o provide t he most
suit abl e soluti on for each of t he client .
Wipro out source payment , education, trai ning, knowl edge, t echni cal ,
finance, accounting, tel emarketi ng, i nsurance servi ces.

Wipro has a strong track record of assisti ng outsourci ng servi ce providers
with their gl obal operat ions, t echnology needs, off -shore delivery st rat egi es
and support for t heir IT systems for cli ent delivery. Our cli ent s include HR
outsourci ng providers, t ax transacti ons/servi ce providers, i nformation based
servi ces, busi ness processi ng fi rms et c. We coll aborat e with your business to
hel p develop shared servi ces models, co-sourci ng and coll aborat ing on-
shore/ off-shore del ivery models t hat can signi ficantl y optimize processes and
improve business results for end cust omers.
Why Wipro?
Wipro deliver value to cust omers across i ndust ri es through our integrat ed
soluti on approach for process st andardization, simplifi cation, and
optimization. Some of our success stori es are:
Improved cust omer experi ence with a 36% reduction in Average Hold
Time wi thin 3 weeks of Go Li ve
Cent ralized the complet e suit e of HR processes for a leading European
manufacturer. Expected producti vit y improvement of 72% over 5 Years
44

Identi fi ed 70 M USD project port foli o val ue through Wipro upstream
engagement in Forex and Trade, card ori ginati on, and business
mort gage rezoning for a l eadi ng European bank
80% increase i n avai ling suppl y chai n financing by identifyi ng criti cal
bottl enecks and re-engineeri ng Account s Payabl es process for a global
Elect ronics Manufacturer usi ng Base)))
Int egrated BVM strat egy impl ement ed for a leadi ng European bank
saved $8. 34 milli on by cost avoi dance.
WIPROS MARKET SHARE IN BPO

GENPACT = 30%
WNS SRVICE = 26%
WIPRO = 25%
HCL BPO = 10%
ICICI ONESOURCE = 7%
OTHER = 2%

COMPETITORS OF WIPRO
INFOSYS.
TCS.
HCL.
ORACLE.
MAHINDRA STYAM.
IBM

45


AWARDS WON BY WIPRO

Wipro become the fi rst Indi an it servi ce provider t o be awarded gold
level status in Microsoft s wi ndows embedded partner program.
Worlds fi rst IT service company t o use six si gma.
Wipro technol ogi es winner of Indi an MAKE (Most Admi red Knowl edge
Ent erpri se)Awards 2008.
Wipro wi ns i nternati onal institut e for software t esti ngs software
testi ng best practice award.
Ranked 23rd in the Top Compani es for Leaders global list announced
by Aon Hewitt, The RBL Group and Fort une.
ASTD BEST award for t raini ng and devel opment.
IT Out sourcing Proj ect of the Year 2011 award for innovation and
achi evement i n outsourcing indust ry.
NASSCOM Corporat e Award for Excel lence i n Diversit y and Inclusion.
Nat ional Telecom Award for Excell ence in Infrast ructure for
Appli cation Servi ces.
SAP ACE Award for Customer Excell ence.
The Outsourci ng Excell ence Award for Best IT Enablement i n BPO.
BPO Excell ence Award for Out standi ng Work i n Utiliti es Company i n
UK.
Awarded with DL Shah National Qualit y Award.

46

CONCLUSION

Wipro faced many barri ers when it fi rst st art ed, t he bi ggest as its CEO
menti oned in an int ervi ew wi th Forbes was t hat they were looked as a j oke
bei ng a consumer care company going i nt o t echnol ogy. That ' s why they
changed thei r name from West ern India Product s Limit ed to Wipro. It was
about t he credi bilit y. But t hey invest ed a lot in R&D and tal ent. Wipro put
plent y of support money int o buildi ng custom soluti ons and i nt o bui lding a
strong aft er-sal es service net work that was not very preval ent in those da ys.
Today the IT indust ry is strong and so its Wipro. Wipro has presence around
the worl d and even i n Latin Ameri ca where it has been diffi cult for them t o
acqui re the experi ence. Wipro is a company that keeps growi ng, and
expanding around the world.
Till today Wi pro has been known for being very process ori ent ed wit h
a focus on qualit y and cost savings. Wi pro long t erm st rat egy shoul d be to
creat e a brand image and be known for innovation. Wi pro should i nvest i n
R&D and Market research, so t hat It is able t o innovat e new solutions for
cli ents to cut cost s or reduce time t o market or improve reli abilit y.






47


BIBLIOGRAPHY

https:/ /www. googl e. co. in
https:/ /wi kipedi a. com
https://slideshare.com
https://wipro.com
Human resource management Michel vaz book 2013