Case Study: Human Resource Management Professor: Dr M Srimannarayana Batch: PGCBM-20 Center: Koramangala - Bangalore Student Name Minal

Naik Sudhanshu Kumar Singh S.M.Senthamizh Selvan Anshuman Sinha SMS ID DB11014/2221388 DB11056/2221538 DB11020/2221364 DB11015/2221374

Wipro Talent Management and Retention strategy

Maintain an organizationwide view of talent management in order to maximize strategic impact
Wipro considers talent management a core business process, visibly articulated through a talent management framework or leadership brand and supported by common tools, sub-processes, and systems. For example, Wipro has developed very visible architectures or frameworks for talent management within their organizations. They have created a framework for talent development strategy, with four pieces of the integrated frameworkselect/assess, manage and reward performance, build capabilities, and develop careersall surrounding the talent development component, which is viewed as the key to getting results from talent management processes. Wipro has designed a talent management architecture that portrays the key elements of talent management within the organization, from talent identification and review to talent development. The various elements of the integrated talent management framework or architecture are often held together by competency models, including leadership competencies that provide consistent expectations and a common language for talent management processes enterprisewide. For example, Wipro uses an overall competency model for talent management, comprised of 26 key competencies, to guide its talent management activities. Leadership competencies are a subset of the overall competency model. Wipro takes great care to integrate talent management with the needs of the business and with organizational strategy to ensure that talent processes are relevant. This integration helps provide the business case for talent management from the getgo. In addition, the leading practitioners, where possible, quantify the results of talent management processes in rupees or dollars in order to speak the language of the business and secure buyin. For example, Wipro quantified the savings generated by its work force mobility program in terms of increased retention. Finally, it is clear that, despite the current recessionary economy, Wipro has maintained their core investments in key talent management processes, and several of them, as in the case of Wipros succession planning program, are actually reporting increased activity. Instead of cutting back on key talent management programs during the recession, Wipro looked for operational efficiencies, made smart use of technology such as elearning platforms, and leveraged centralized organizational structures to get more done with less in HR. They viewed the current recessionary environment as the perfect opportunity to turn the lens inward and focus on talent activities such as work force and retention planning. Wipro also has modified talent management processes, or created new processes, to support employees during the recession. For example, Wipros transition assistance program was created to assist affected locations with staff reductions and to maintain relationships with these employees in the postrecessionary economy.

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.