Project Report

On

“Navigating the Future: Strategies for Employee Skill Development for Wipro Limited,”

Submitted By

Ashutosh Panigrahi

(WNU2302607)

(Wipro Limited, Notch Up Batch XXVI)

Submitted in partial fulfillment of

Executive Post Graduate Diploma in Business

Management (EPGDBM)

Symbiosis Centre for Corporate Education, Pune

Symbiosis International (Deemed University)

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 To whomsoever it may concern

Date: (3/11/2024)

This is to certify that, the project titled (“Navigating the Future: Strategies for Employee Skill
Development for Wipro Limited.”) has been carried out by Ashutosh Panigrahi under my
guidance. The project was initiated for partial fulfillment of ‘Executive Post Graduate Diploma
in Business Management (EPGDBM)’ course under Symbiosis Centre for Corporate Education,
Pune Symbiosis International (Deemed University), Pune. Duration of this project was from
(15/08/2024) to (03/11/2024).

Yours Sincerely,

Balaji Asokan

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 ACKNOWLEDGEMENTS

It is with great pleasure that I present this project to Symbiosis International University. I would
like to take this opportunity to express my heartfelt gratitude to everyone who has motivated and
supported me throughout this endeavor.

First and foremost, I extend my deepest gratitude to my project guide, Mr. Balaji Asokan, Senior
Executive at Wipro Ltd, for his invaluable guidance, insightful suggestions, and unwavering
support throughout the preparation of this dissertation.

I am also profoundly thankful to Prof. Seema Singh of the Symbiosis Centre for Corporate
Education for providing me with the wonderful opportunity to undertake this project and share
my ideas.

My sincere thanks go to my family for their constant motivation, encouragement, and invaluable
advice throughout this project.

Lastly, I would like to express my special thanks to my friends and colleagues at Wipro for their
assistance in completing the survey by sharing their insights, and to all those who have directly
or indirectly contributed to the successful completion of this project.

Ashutosh Panigrahi

Roll no – WNU2302607

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 TABLE OF CONTENTS

NO. TOPIC PAGE NO.

1 EXECUTIVE SUMMARY 5

2 INTRODUCTION 6-7

3 COMPANY OVERVIEW 8 - 11

4 SCOPE OF WORK 12 -13

5 LITERATURE REVIEW 13 - 20

6 OBJECTIVES 20 - 21

7 DATA COLLECTION 21 - 23

8 DATA ANALYSIS AND INTERPRETATION 24 - 48

9 CONCLUSION 48 - 50

10 RECOMMENDATIONS 50 - 53

11 BIBLIOGRAPHY AND REFERENCING 53 - 54

12 APPENDICES 54 - 57

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 1. EXECUTIVE SUMMARY

In an era where technological advancements rapidly reshape market demands, Wipro Limited
recognizes the critical importance of evolving employee skills as a cornerstone for sustained
competitive advantage. The primary objective of this project is to develop actionable and
effective strategies to enhance the skill sets of Wipro’s employees, ensuring alignment with
current and future industry trends and organizational goals. The approach includes a
thorough examination of existing skill gaps, the design and implementation of customized
training programs, and the establishment of mechanisms to evaluate the effectiveness of
these skill development initiatives.

A significant emphasis is placed on upskilling and reskilling efforts. Upskilling initiatives

aim to enhance the existing capabilities of employees, improving their proficiency in current
roles. Reskilling programs are designed to equip the workforce with new competencies,
enabling them to transition into evolving or emerging roles within the organization. These
processes are crucial not only for the accelerated personal and professional growth of
employees but also for enhancing Wipro’s overall organizational performance.

The comprehensive strategy outlined in the project is based on the belief that proactive
employee skill development is essential for Wipro to maintain its leadership in innovation
and efficiency within the Information Technology and consulting sectors. This initiative
aligns with the company’s strategic objectives and sets a new industry benchmark for
leveraging human capital as a pivotal asset in navigating the challenges of a rapidly evolving
technological landscape.

In conclusion, “Navigating the Future: Strategies for Employee Skill Development for Wipro
Limited,” provides a holistic and forward-looking framework that promises to significantly
propel Wipro towards achieving unprecedented levels of success and market dominance by
fostering a workforce that is versatile, innovative, and adept at embracing the dynamics of
global market demands.

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 2. INTRODUCTION

In today’s rapidly evolving technological landscape, organizations must continuously adapt to

remain competitive. For Wipro Limited, a global leader in IT, consulting, and business process
services, developing employee skills is vital to maintaining its competitive edge. This project,
titled “Navigating the Future: Strategies for Employee Skill Development at Wipro
Limited,” aims to explore and propose effective strategies to enhance the skill sets of Wipro’s
workforces to meet modern workplace demands.

Employee skill development is essential for Wipro to address dynamic market demands, leverage
new technologies, and sustain its position at the forefront of innovation. By prioritizing skill
development, Wipro can boost productivity, foster innovation, and ensure its employees are
well-prepared for future challenges.

Employee skilling: Refers to the process of enhancing the skills and competencies of employees
to improve their performance and adapt to changing job requirements. This can include both
upskilling and reskilling:

 Upskilling: This involves training employees to improve their current skill set, making
them more proficient in their existing roles. For example, a marketing professional might
learn advanced data analytics to better understand customer behavior.

 Reskilling: This focuses on training employees in new skills so they can take on different
roles within the organization. For instance, a factory worker might be trained in digital
skills to transition into a tech-based role.

Employee skilling is crucial for both personal and professional growth, leading to higher
employee engagement, retention, and overall organizational performance.

Employee skilling offers numerous benefits for both employees and organizations. Here are
some key advantages:

1. Increased Employee Retention: When employees feel valued and see opportunities for
growth, they are more likely to stay with the company.

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2. Filling Skill Gaps: Skilling helps bridge the gap between the current skill set of
employees and the skills needed for future roles, ensuring the workforce is prepared for
upcoming challenges.

3. Cost Savings: Investing in current employees’ development is often more cost-effective

than hiring new staff, as it reduces recruitment and onboarding costs.

4. Enhanced Employee Engagement: Providing learning opportunities boosts employee

morale and job satisfaction, leading to higher engagement and productivity.

5. Competitive Advantage: A skilled workforce can adapt quickly to market changes and
technological advancements, giving the organization a competitive edge.

6. Attracting New Talent: Companies known for investing in employee development are
more attractive to potential hires, helping to draw in top talent.

7. Improved Performance: Continuous learning and development lead to better job

performance and innovation, driving overall business success.

3. COMPANY OVERVIEW

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Wipro Ltd – It is an Indian multinational corporation headquartered in Bangalore, India. It was
founded by Mr. Mohamed Premji in the year 1945. Older than independent India, it was initially
started by him as a vegetable oil manufacturer and later diversified into various business
segments like information technology, consultancy, and business process services. Wipro entered
the IT industry in the 1980s and since evolved into a major player in the global technology and
consulting space. Wipro has a global presence and operates in multiple countries with a
significant presence in North America, Europe, Asia-Pacific and Middle East. Wipro has been
actively involved in emerging technologies such as artificial intelligence, blockchain, cloud
computing, and cybersecurity to help clients stay competitive in the digital era.

Some of the notable acquisitions of Wipro ltd - It includes the acquisition of Rational
Interaction, a Seattle-based digital customer experience consultancy in 2020. The acquisition of
Capco, a global technology specializing in digital transformation of the financial industry in
2021 was highly talked about. In 2022, Wipro signed a definitive agreement to acquire
the Stamford, Connecticut-headquartered Systems Applications and Products (SAP) consulting
company, Rising Intermediate Holdings.

Wipro’s shares are listed on the Bombay Stock Exchange and the National Stock Exchange in
India, and its American Depository shares are listed on the New York Stock Exchange.

About the Leadership of Wipro:

Rishad Premji – He became the Executive Chairperson of Wipro Limited, a $11 billion global
information technology, consulting, and business process services company, with over 250,000
employees in six continents in 2009. As the Executive Chairman, Rishad works closely with
Wipro’s leadership team in providing direction and strategic insight to the business. Rishad is on

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the boards of Wipro Enterprises Limited and the Azim Premji Foundation, he believes that the
culture of an organization is its strongest asset and has worked tirelessly to ensure that every
Wipro-employee understands and upholds the values of Wipro.

Azim Premji – He has been with Wipro since 1960s and he turned the then $2 million cooking
fat oil company into an IT, BPO, and R&D services organization generating over $10 billion in
revenue, with a presence in 66 countries. In 2001, Azim established the Azim Premji Foundation,
a not-for-profit organization focused on enhancing quality and equity in India’s public school
system. The Foundation works with over 350,000 schools across seven Indian states. He has
received numerous honors and Financial Times, Time, Fortune, and Forbes have all named him
as of one the most influential people in the world, citing his leadership in business and
philanthropy, and contributions to improving public education.

Srinivas Pallia – He joined the IT services major in 1992 and according to the company, he
"strengthened Wipro's business performance" during his tenure. He was the CEO of Wipro's
Americas 1 unit of Wipro before his current role. He also served as the president of Wipro's
consumer business unit and the global head of business application services.

Sanjeev Jain – He is a member of the Wipro Executive Board and Chief Operating Officer
based in Bangalore, India. Sanjeev is responsible for improving organizational and operational
efficiency to drive sustainable, profitable, and delivery-led growth with client-centricity.

He leads the functions of global business operations, delivery excellence, IT, information
security, and enterprise risk management, working closely with all Business Units. Most
recently, he led Wipro’s Global Business Operations team, which is responsible for the Talent
Supply Chain, Talent Skilling, Global Mobility, Talent Acquisition, Topgear (Wipro’s gig work
platform), and Business Resilience functions.

Achievements and recognitions of Wipro:

Pioneers: Wipro is the first Indian IT Service Provider to be awarded Gold-Level Status in
Microsoft's Windows Embedded Partner Program, and it was also the world’s first IT services
company to use Six Sigma. It was the world’s 1st PCMM level 5 software company.

Recent achievements in 2024:

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 Wipro Earns 2024 Intel Partner Award for Outstanding Growth - Global Service
Integrator - October 08, 2024, Wipro Limited was honoured with the prestigious 2024
Intel Partner Award in the category of Outstanding Growth - Global Service Integrator.
 Wipro Wins 2024 Singapore Airlines (SIA) CEO Service Excellence Award for the
Eighth Consecutive Year - September 12, 2024, Wipro is honored to receive the
‘Outstanding Partner’ award at the Singapore Airlines CEO Service Excellence Awards
2024 for the eighth consecutive year.
 Wipro Wins the 2024 Oracle Global Partner Award in Innovation for Cloud/Tech-
The announcement was declared during the Oracle Cloud World event in Las Vegas on
September 11th, 2024.
 Wipro Celebrates Prestigious Recognition at NASSCOM AI Confluence 2024 -
August 29, 2024
 AWS Awards Generative AI Services Partner Competency to Wipro - August 22,
2024
 Wipro Recognized as an Innovator at the AI Gamechangers Awards, NASSCOM AI
Confluence 2024 - August 14, 2024
 Wipro Earns AWS Microsoft Workload Modernization Competency - July 29, 2024
 Wipro Achieves Modernize Endpoint Advanced Specialization from Microsoft -
June 28, 2024
 Wipro named as Databricks Innovation Partner of the Year 2024 - June 06, 2024
 Zscaler names Wipro a 2024 Partner of the Year - April 22, 2024
 Wipro has been named Global GSI Partner of the Year (growth) by Netskope for
FY24 - March 26, 2024
 Wipro Achieves Prestigious Recognition from Germany’s National Cybersecurity
Authority - March 07, 2024

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The spirit values and Five Habits of Wipro:

4. SCOPE OF WORK

This scope of work outlines the key activities and deliverables for a project focused on
developing a comprehensive strategy for employee skill development at Wipro Limited. The
project will aim to future-proof Wipro's workforce by equipping employees with the necessary
skills to thrive in an evolving technological landscape.

 Identify Critical Skills Gaps: Analyze current and future industry trends to determine
the most in-demand skills required for Wipro's success.

 Develop a Comprehensive Skill Development Framework: Create a robust framework

for addressing identified skill gaps, encompassing various learning modalities and
development pathways.

 Design Engaging Learning Programs: Develop tailored learning programs and

initiatives that cater to different learning styles and career aspirations.

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  Foster a Culture of Continuous Learning: Cultivate an environment that encourages
ongoing skill development and promotes a growth mindset among employees.

 Measure Impact and Optimize Programs: Establish clear metrics for evaluating the
effectiveness of skill development initiatives and implement continuous improvement
measures.

The research will employ a mixed-methods approach, incorporating both quantitative and
qualitative data collection techniques, to garner comprehensive insights into the state of skill
development at Wipro. This will include:

 Surveys and questionnaires targeting a diverse cross-section of Wipro employees across

various departments and hierarchies to understand their perspectives on existing skill
development initiatives and perceived gaps.

 Analysis of secondary data, including industry reports, case studies, and academic
literature, to benchmark Wipro’s practices against best practices in the industry and
identify emergent trends in skill development.

5. Limitations

 Selection bias: The representativeness of the survey may be affected by participant

selection bias.

 Confidentiality constraints: Limited access to detailed internal data on current skill

development programs and outcomes at Wipro due to confidentiality restrictions.

 Technological and strategic changes: Rapid advancements in technology and shifts in

business strategies may require continuous updates to the findings to maintain relevance.

 Sample limitation: The results are based solely on employees at Wipro, which may limit
their generalizability to other contexts.

5. LITERATURE REVIEW

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1. WORKFORCE SKILLING MANAGEMENT AND WORK BEHAVIOUR IN THE
NIGERIAN PUBLIC SECTOR: (Author- APUEGA R. ARIKAWEI, June 2021)
 The research paper addresses significant concerns regarding the
underperformance and unproductive work habits of employees in the Nigerian
public sector, highlighting a critical gap between the expectations of workplace
performance and the actual output of employees.

 The paper highlights a persistent gap in the effectiveness of integrating

entrepreneurial, technical, and practical education to enhance employability and
job performance. It emphasizes the need for continuous skill development and the
crucial role of managers in this process. The paper advocates for a transformative
learning approach to address these challenges and calls for further investigation
into effective managerial strategies and educational reforms to bridge the gap
between current workforce capabilities and the demands of modern workplaces.

2. Rebooting employees: upskilling for artificial intelligence in multinational

corporations: (Author- Akanksha Jaiswal, C. Joe Arun & Arup Varma, March 2021.)
 This investigates the evolving landscape of workforce skills in the era of artificial
intelligence (AI) and big data, particularly focusing on the IT sector. It identifies
critical technological skills like data analysis and digital literacy, as well as
cognitive and interpersonal skills necessary for employee upskilling.
 Despite its comprehensive analysis, the study presents knowledge gaps in
understanding how these skills specifically interact with AI technologies and
contribute to organizational adaptation. Moreover, it highlights the need for future
research on methodological frameworks that can effectively assess the impact of
AI on skill requirements and workforce development strategies. The rise of
technology and impact on skills.

3. The rise of technology and impact on skills: (Author: Sungsup Ra, Unika Shrestha,
Sameer Khatiwada, Seung Won Yoon & Kibum Kwon, September 2019)
 This research emphasizes the critical importance of learnability—defined as the
willingness and ability to learn, unlearn, and relearn—in meeting the skill

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 demands of the fourth industrial revolution. It notes the ongoing shift towards
nonroutine and cognitive tasks in the job market and advocates for a learning
society that promotes continuous skill development.
 However, it identifies significant gaps in integrating learning opportunities across
diverse stakeholders and embedding learnability within the current educational
infrastructure. The paper calls for further exploration to ensure these adaptations
are inclusive and accessible to the entire workforce, highlighting the need for
coherent strategies that bridge formal education and workplace learning.

4. Significance of effective HRM practices in organized retail sector: (Author: Dr. Atul
Kumar, Dr. Vinay deep Brar, Mr. Vishal Wadajkar, February 2019)
 This research highlights the critical importance of effective Human Resource
Management (HRM) practices in India’s rapidly growing organized retail sector,
which is grappling with high attrition rates (30-35%) and challenges in employee
retention and talent management. Despite the sector’s expansion, driven by digital
commerce, there are significant concerns about aligning HR strategies with
business objectives and the need for specialized HR practices tailored to the
unique demands of retail.
 The document identifies knowledge gaps in understanding the full impact of
HRM on retention and performance, suggesting areas for further research, such as
exploring customized HR interventions for the retail sector and strategies to
reduce high turnover costs.

5. Review on Strategies for Bridging the Employability Skill Gaping Higher

Education: (Author: Yasmeen Bano, S. Vasantha, January 2020)

 This research highlights the challenge of recognizing and evaluating employability,

defined as the ability to secure and sustain employment based on skills. It emphasizes
the importance of workforce navigation and potential realization. The study stresses
the need for effective communication between employers and educational institutions

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 to enhance employability, suggesting that closing the skill gap could position India as
a global hub for skilled labor.
 However, it also points out a knowledge gap in understanding the specific strategies
that effectively bridge the employability skill gap and their direct impact on the
Indian economy, highlighting the need for further research in this area.

Significance:

1. Adapting to Technological Advances: The importance of integrating cutting-edge

technologies like AI, machine learning, and data analytics into HR practices to automate
routine tasks and employ predictive analytics for talent management. This is crucial for
Wipro Limited to maintain a competitive edge in the rapidly evolving tech industry.
2. Remote Work and Flexible Arrangements: The COVID-19 pandemic has significantly
shifted business models towards remote work and flexible work arrangements.
Addressing the challenges and opportunities in managing virtual teams and fostering
employee engagement in a distributed workforce is essential for Wipro Limited, a global
IT services company.
3. Enhancing Employee Experience: The increasing focus on improving the overall
employee experience, including personalized learning and development initiatives and
cultivating positive workplace cultures that promote diversity, equity, and inclusion, is
critical for attracting and retaining top talent at Wipro Limited.

Gaps:

1. Skill Gaps and Upskilling: Despite advancements in technology and HR practices,

identifying and effectively addressing skill gaps within the organization remains a
challenge. Implementing targeted upskilling and reskilling programs to keep employees
competitive is a vital gap that Wipro Limited needs to address for future-proofing its
workforce.
2. Globalization and Cultural Differences: Managing HR practices in a global context
with diverse cultural norms presents a challenge. Wipro Limited, with its global

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 workforce, needs to ensure compliance with international labor laws and regulations and
adapt HR policies to respect cultural norms in different regions.
3. Succession Planning: Developing and implementing effective succession plans to ensure
a smooth transition of leadership and identifying and nurturing potential leaders within
the organization is a gap that needs more focus. This is essential for sustaining leadership
continuity at Wipro Limited.

6. Skills Development in the Multinational Corporate Sector: Building Employee Capacity

Beyond the Factory Gate: (Author - Joseph O. Jiboku & Wilson Akpan, April 2023)

Significance:

1. Addressing Skill Disparities: The document highlights the skill level differences
between local and expatriate employees in MNCs. For Wipro Limited, addressing these
disparities is crucial for optimizing employee skills, promoting inclusivity, and ensuring a
level playing field, leading to enhanced productivity and innovation.
2. Holistic Skill Development: Emphasizing skills with broader economic and societal
relevance is essential. For Wipro, this means creating skill development initiatives that
not only meet current job requirements but also prepare employees for future challenges,
supporting their personal and professional growth.
3. Government and MNC Synergy: Aligning MNC skills development programs with
national objectives is important. For Wipro, collaborating with governmental and
educational institutions can help create comprehensive and strategically aligned
employee development programs.

Gaps:

1. Strategic vs. High-Level Skills: The document notes that nearly a century of MNC
operations in Nigeria has not resulted in significant strategic skill acquisition by local
employees. There is a lack of detailed analysis on why certain skills development
initiatives have not achieved expected outcomes and how companies like Wipro can
overcome these challenges.
2. Effectiveness of Certification: While certifications are highlighted as important, there is
limited discussion on their real-world impact, especially in dynamic sectors. For Wipro,

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 exploring how certifications can be made more relevant and truly reflect an employee’s
competency in a fast-changing tech industry is crucial.
3. Protectionism in Skills Development: The document mentions MNCs’ potential
protectionist attitudes towards their strategic skills to safeguard investments. However, it
lacks an in-depth analysis of how these attitudes can be shifted towards a more open and
beneficial framework for skill sharing. Overcoming these attitudes is critical for Wipro in
fostering innovation and cross-pollination of ideas.

7. Upskilling and Reskilling for the Future of Work: A Typology of Digital Skills Initiatives
(Guido Lang, Tamilla Triantoro, September 2022)

Significance:

1. Typology Development: The document’s key contribution is its creation of a typology

for digital skills initiatives, categorized by target group, digital skills, learning format,
and sponsoring organization. This structured approach can guide Wipro Limited in
categorizing and developing its employee skill development strategies.
2. Focus on Digital Transformation: Emphasizing the need for digital skills due to digital
transformation, accelerated by the COVID-19 pandemic, highlights their critical
importance for employee development. For Wipro, understanding the role of digital skills
at both organizational and societal levels provides insights into essential skills for future
readiness.
3. Archetype Examination: By presenting specific archetypes of digital skills initiatives,
the document offers examples of effective formats and sponsorship models. Wipro can
draw inspiration from these archetypes to design initiatives tailored to specific targets
within the organization, such as targeting adults with specialized skills or leveraging
vendor-affiliated models for external expertise.

Gaps:

1. Industry-Specific Needs: The document provides a broad overview but lacks an in-
depth exploration of digital skills needs specific to the IT and tech industry, where Wipro
operates. Customizing insights to address unique challenges and opportunities in IT and
tech may require further investigation.

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 2. Advanced Digital Skills: While the document categorizes digital skills into general and
specialized, there is a need for more detailed exploration of advanced digital skills crucial
in tech industries, such as AI, machine learning, and advanced data analytics.
3. Impact Measurement: There is a gap in the document regarding specific metrics or
KPIs used to evaluate the success of digital skills initiatives. For Wipro, identifying and
implementing effective measurement tools is critical for assessing the ROI of skill
development programs.

8. Enhancing Organizational Performance through Employee Training and Development

using k-Means Cluster Analysis: (Caryl Charlene Escolar-Jimenez, Kichie Matsuzaki, Koji
Okada, Reggie C. Gustilo, August 2019)

Significance:

1. Evidence-Based Training Needs Assessment: Utilizing the k-Means clustering

algorithm as an HR analytic tool offers a strategic approach to understanding employees’
needs by objectively evaluating their knowledge, skills, attitudes, and other
characteristics. This model minimizes human biases, providing a more accurate
identification of training needs.
2. Strategic Focus on Skill Gaps: The methodology pinpoints specific skill gaps among
employees in Achievement, Leadership, and Behavior categories. This targeted approach
allows for efficient and effective training interventions.
3. AI-Driven HR Interventions: Highlighting an AI approach to managing and improving
employee performance, the document underscores the evolving strategic role of HR. AI
and machine learning tools provide adaptability and foresight, essential for Wipro
Limited in a rapidly changing technological environment.

Gaps:

1. Sector-Specific Applications: The document explores the generic application of k-

Means clustering in employee training and development. There is an opportunity to tailor
this approach specifically to the IT sector or services industry, where Wipro operates,
considering the unique skill demands and rapid innovation cycles.

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 2. Integration with Continuous Learning Platforms: The study focuses on identifying
training needs rather than delivery methods. There’s a gap in exploring how modern
continuous learning platforms and e-learning tools can integrate with AI-driven analytics
for a seamless employee development experience.
3. Longitudinal Impact Analysis: The document discusses immediate strategic benefits
but lacks insight into the long-term impacts on employee performance and organizational
competitiveness. Future research could focus on the sustainability and evolution of skill
development strategies over time.

9. A Descriptive study of Talent Management Practices followed by Wipro Ltd (K. M.

Chethana & Sonia Delrose Noronha, December 2022)

Significance:

1. Alignment with Wipro’s Talent Strategies: Your project aligns with Wipro Ltd.'s
efforts in talent acquisition, performance management, learning and development, and
retention. By focusing on employee skill development, your research can provide
actionable insights that support Wipro’s vision of creating a resilient company with
accessible and relevant learning opportunities for all.
2. Contributing to Learning and Development: Given Wipro’s strategic focus on learning
and development, your project could offer critical evaluations and fresh perspectives on
existing practices. This can help refine and introduce innovative, cost-effective, and
scalable methodologies for skill development across the organization.
3. Filling the Research and Practice Gap: The document highlights the importance of
talent management in achieving organizational goals but notes that many efforts fail due
to a lack of research, analysis, and forecasting. Your project could bridge this gap by
providing evidence-based research on skill development strategies, contributing to higher
success rates in talent management initiatives.

Gaps Addressed:

1. Detailed Analysis of Skill Development Needs: While the document outlines general
talent management practices at Wipro, there is an opportunity for a more detailed analysis
of specific skill development needs aligned with future technology trends and business

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 directions. Your project can identify these specific skills and develop targeted strategies
for their acquisition and enhancement.
2. Customization and Personalization of Learning: The case study lacks detailed insights
into how Wipro personalizes its learning and development initiatives to address the
varying needs of employees across different roles and career stages. Your research could
explore models for personalized learning paths that leverage technology and data
analytics for more effective skill development.

6. OBJECTIVES

The main goal of this project is to thoroughly assess and recommend effective strategies for
enhancing employee skills at Wipro Limited, in line with emerging industry trends and
organizational objectives. This involves a comprehensive analysis of the current employee skill
sets, the effectiveness of existing development programs, and the evolving demands within the
technology sector. The project aims to close the gap between current skill levels and future
requirements, ensuring that Wipro continues to lead in innovation and efficiency.

SPECIFICALLY, THE OBJECTIVES OF THE STUDY ARE:

1. Assessing the current skill gaps within the organization to identify areas for
improvement.
2. Designing and implementing tailored training programs to address specific skill
deficiencies among employees.
3. Measuring the effectiveness of skill development initiatives through key performance
indicators and feedback mechanisms.
4. Cultivating a culture of continuous learning and professional development to foster
employee engagement and retention.
5. By aligning the Employee skill development efforts with organizational goals and future
workforce needs.

By concentrating on these objectives, the project seeks to equip Wipro Limited with a
progressive strategy for employee skill development. This approach ensures that the organization

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not only adheres to current industry standards but also establishes new benchmarks for
excellence and innovation. The initiative is grounded in the belief that employees are an asset of
an organization, and investing in their development directly enhances organizational
performance.

7. DATA COLLECTION

Data collection is the systematic process of gathering and measuring information from various
sources to obtain a comprehensive and accurate understanding of a specific area of interest. This
process involves using established methods and tools to ensure the data collected is reliable,
valid, and relevant to the research or analysis objectives. Effective data collection is crucial for
making informed decisions, conducting research, and driving strategic initiatives.

Your project aims to explore the strategies Wipro Limited can employ to enhance employee skill
development, understanding the current landscape, identifying gaps, and proposing avenues for
improvement.

Methodology Overview

Adopt a mixed-methodology approach to gather comprehensive insights, including both

quantitative and qualitative data about employee experiences, needs, and perspectives on skill
development initiatives at Wipro Limited.

Quantitative Data Collection

1. Survey Design

As with the reference project, your survey should capture demographic details and specifics
related to skill development. Tailor the questions to gauge:

 Employees’ current expertise in their skill levels across various domains vital to Wipro’s
operations.

 Awareness and utilization of existing skill development programs.

 Effectiveness of current skill development strategies from the employee perspective.

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  Preferred modes of learning and skill development (online, in-person workshops,
seminars, etc.).

 Challenges faced in skill enhancement within the organizational framework.

2. Sampling Strategy

Target a diverse sample within Wipro, including employees of different ages, genders, job roles,
and tenure at the company. While the project is focused on employees under various work
arrangements & should encompass individuals across different departments and levels of
seniority to understand the skill development needs comprehensively.

Data Analysis

Quantitative Analysis: Utilize statistical tools to analyze survey data, identifying trends,
patterns, and correlations between demographic variables and perceptions of skill development
initiatives.

Qualitative Analysis: Employ thematic analysis to focus on group transcripts, highlighting

recurring themes around skill development needs, preferences, and suggestions for improvement.

Limitations

Anticipate potential limitations akin to those in the reference project, such as:

 The response bias in surveys and interviews.

 The representativeness of the sample.

 The disparity between self-assessed and actual skill levels.

Ethical Considerations

Ensure confidentiality and anonymity for all participants, reassuring them that data collected will
be used solely for academic purposes.

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 8. DATA ANALYSIS AND INTERPRETATION

Introduction:

Data analysis involves the systematic examination, cleansing, transformation, and modeling of
data to uncover valuable information, draw conclusions, and aid in decision-making. Data
interpretation, on the other hand, is the process of making sense of the results from data analysis.
It entails deriving meaningful insights and conclusions to inform decision-making in various
research areas.

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To classify and tabulate data, I administered a questionnaire to Wipro employees to collect
information on their current performance and upskilling preferences. This method enabled me to
draw meaningful inferences and provide well-founded recommendations. The responses were
categorized according to various criteria and systematically tabulated.

TABLE 1

How would you rate your current skill No of respondents Percentage

level in your primary job function?
Advanced 37 39%

Beginner 7 7%
Expert 13 14%
Intermediate 38 40%
Grand Total 95 100%

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 Total

40% 39%
Advanced
Beginner
Expert
Intermediate

7%
14%

1. Major Findings:

o Most of respondents classify their skills as either Intermediate

(40%) or Advanced (39%). This indicates a strong foundation within the
workforce, with a significant portion of employees having a good level of
proficiency in their primary job functions.

o A smaller segment of the workforce considers themselves at the Expert level

(14%), suggesting that there is a notable group with a high degree of
specialization and mastery in their roles.

o Only a minimal fraction of the workforce identifies as Beginners (7%),

indicating that most employees have moved beyond the initial learning phase in
their job functions.

Interpretation: The data reveals a strong skill base within the organization, with most
employees possessing intermediate to advanced skills, indicating their capability to meet current
job demands effectively. Although the presence of expert-level employees is promising, the
relatively lower percentage (14%) compared to intermediate and advanced levels suggests an
opportunity for targeted skill development programs. Enhancing the number of expert-level
employees could boost innovation, efficiency, and competitiveness.

25
Additionally, the small percentage of beginners reflects an effective onboarding or initial training
process. However, it also highlights the need for continuous learning and development programs
to ensure these employees quickly acquire the necessary skills to make significant contributions.

Table 2

What roles do managers and leaders play in the skill No of respondents Percentage
development of their teams at Wipro Limited?

All the above 60 63%

Encouraging continuous learning 9 9%

Identifying training needs 14 15%

Providing mentorship and guidance 12 13%

Grand Total 95 100%

Total

All the above

13% Encouraging continuous
learning
15% Identifying training needs
Providing mentorship and
9% 63% guidance

1. Encouraging Continuous Learning (9 instances): This indicates that managers and

leaders actively promote a culture of ongoing learning within the team. Encouraging
continuous learning is crucial for keeping the team updated with the latest technologies,

26
 methodologies, and industry practices. This relatively low count suggests that while
continuous learning is promoted, it might not be the primary focus or there might be
room to increase emphasis on this area.

2. Identifying Training Needs (14 instances): Identifying the specific training needs of
team members is a more targeted approach towards skill development. This involves
understanding the current skill levels of employees, the skills required for their current
roles and future growth, and organizing training programs to bridge these gaps. The
higher count compared to encouraging continuous learning suggests a more proactive
role in assessing and addressing the specific skill development needs of employees.

3. Providing Mentorship and Guidance (12 instances): This shows a significant

emphasis on one-on-one support for personal and professional development. Mentorship
and guidance are crucial for helping employees navigate their career paths, solve work-
related challenges, and develop new skills. The count indicates that this approach is
relatively well-adopted, highlighting the importance of direct involvement by managers
and leaders in the growth of their team members.

Grand Total (95 instances):

The grand total of 95 instances across all categories underscores the active involvement of
managers and leaders in the skill development of their teams at Wipro Limited. This total
suggests a comprehensive approach to skill development, incorporating a mix of encouraging
self-driven learning, identifying specific training needs, and providing personalized
mentorship and guidance.

Interpretation

The data reveals a comprehensive approach to employee skill development at Wipro Limited,
with significant involvement from managers and leaders. While there is a balanced focus on
identifying training needs and providing mentorship, there is a slightly lesser emphasis on
promoting continuous learning. This presents an opportunity for Wipro Limited to further
cultivate a culture of continuous learning and self-improvement among its employees.

27
To effectively navigate the future, Wipro Limited could consider strategies to enhance the
emphasis on continuous learning, such as integrating it more deeply into the corporate culture
or offering more resources and opportunities for self-directed learning. Additionally, the data
highlights the effectiveness of personalized mentorship and guidance, suggesting that
expanding these efforts could further enhance employee skill development.

Table 3

How can Wipro Limited identify skill gaps among its No of Percentag
employees? respondents e
All the above; 62 65%
Employee surveys; 9 10%
Employee surveys; All the above; 1 1%
Employee surveys; Performance reviews; All the above; 2 2%
Performance reviews; 7 8%
Performance reviews; All the above; 1 1%
Performance reviews; Employee surveys; 1 1%
Performance reviews; Skills assessments; 3 3%
Skills assessments; 5 5%
Skills assessments; Employee surveys; 1 1%
Skills assessments; Performance reviews; 3 3%
Grand Total 95 100%

28
 Total

All the above; Employee surveys; Employee surveys;All the

above;
Employee Performance reviews; Performance reviews;All the
surveys;Performance above;
reviews;All the above;
Performance Performance reviews;Skills Skills assessments;
reviews;Employee surveys; assessments;
Skills assessments;Employee Skills
surveys; assessments;Performance
reviews;

Analysis:

 All the Above: The most favored approach, with 62 respondents indicating a preference
for a comprehensive method that likely includes all the options listed in the survey
(employee surveys, performance reviews, skills assessments).
 Employee Surveys: A total of 11 respondents (9 + 1 + 1) believe employee surveys are
effective in identifying skill gaps. This method allows employees to self-report their
skills, knowledge areas, and perceived gaps.
 Performance Reviews: Performance reviews were highlighted by 12 respondents (7 + 1
+ 1 + 3) as a method for identifying skill gaps. This involves evaluating employees’ work
performance to identify areas of improvement.
 Skills Assessments: Skills assessments were chosen by 12 respondents (5 + 1 + 3 + 3) as
a tool for identifying skill gaps. This method directly evaluates the skills of employees
through tests or practical assessments.

Combination of Methods

A notable number of respondents advocate for a combination of methods, including:

 Employee surveys and performance reviews (2 respondents)

 Performance reviews and skills assessments (3 respondents)

29
  Skills assessments and employee surveys (1 respondent)

This suggests that a multi-faceted approach to identifying skill gaps is valued among the
participants.

Interpretation

The overwhelming preference for “All the Above” indicates a strong consensus among the
respondents that a holistic approach, incorporating employee surveys, performance reviews, and
skills assessments, is the most effective strategy for identifying skill gaps.

The data suggests that relying on a single method may not be sufficient to fully understand or
address the skill gaps within Wipro Limited. A combination of employee self-assessment
(surveys), managerial evaluation (performance reviews), and objective testing (skills
assessments) provides a more comprehensive view of employee skill levels and areas for
development.

The interest in combining methods also underscores the complexity of accurately identifying
skill gaps and the need for multiple data points to make informed decisions about employee skill
development strategies.

Table 4

How can Wipro Limited create a culture of continuous No of

learning and development? respondents Percentage
All the above 69 73%
Encouraging mentorship programs 7 7%
Offering regular training sessions 5 5%
Others 3 3%
Providing access to online courses 11 12%
Grand Total 95 100%

30
 Total
All the above
3% 12%
Encouraging mentorship
programs
5% Offering regular training
sessions
7% Others
Providing access to online
courses
73%

Analysis:

Preference for a Comprehensive Approach: The strong preference for a combination of all
strategies (72.63%) indicates that respondents believe no single approach is sufficient on its own.
Instead, a holistic model that includes mentorship, training sessions, and online courses is seen as
the most effective way to foster a learning culture. This suggests that employees value a variety
of learning opportunities and a multifaceted strategy.

Significance of Mentorship and Online Resources: Although fewer respondents selected

mentorship programs and online courses as standalone options compared to the holistic
approach, these two strategies still emerge as significant components. The fact that 11.58% of
participants chose online courses, surpassing the preference for regular training sessions (5.26%),
may reflect a growing appreciation for the flexibility and diverse skills that online platforms can
offer.

Limited Focus on Regular Training Sessions Alone: The relatively low percentage (5.26%)
favoring only regular training sessions could imply a perception that while training is important,
it might not be as effective or desirable when not combined with other learning methods. This
suggests that traditional training sessions might be viewed as too rigid or limited in scope by
today’s workforce.

31
Openness to Other Strategies: The ‘Others’ category, although small (3.16%), is important
because it highlights that there might be additional, unexplored avenues for promoting
continuous learning that could cater to niche needs or innovative methods not yet considered in
the survey.

Interpretation:

The data clearly indicates that the organizational culture values a dynamic and inclusive
approach to skill development. It reflects a workforce that seeks not only traditional training but
also a more holistic development pathway, including mentorship, self-directed online learning,
and potentially other innovative learning mechanisms. For Wipro Limited, adopting a strategy
that integrates these elements could significantly enhance employee engagement, skill
acquisition, and overall organizational performance. Additionally, recognizing the small
percentage of respondents advocating for other solutions suggests that Wipro Limited should
maintain flexibility in its learning and development offerings. This could involve incorporating
cutting-edge methods and technologies to accommodate a wide range of preferences and learning
styles.

32
 Table 5

What are the most effective training methods for skill No of

development at Wipro Limited? respondents Percentage
Blended learning (a mix of online and offline) 37 39
Classroom training 12 13
Online courses 15 16
On-the-job training 31 32
Grand Total 95 100

Total

Blended learning (a mix of

online and offline)
33% Classroom training
39%
Online courses
On-the-job training

16%
13%

Analysis:

A survey conducted at Wipro Limited assessed the effectiveness of four training methods for
skill development, with responses from 95 participants. The methods evaluated were Blended
Learning, Classroom Training, Online Courses, and On-the-Job Training. The distribution of
preferences is as follows:

 Blended Learning (a mix of online and offline): 37 respondents

 Classroom Training: 12 respondents

33
  Online Courses: 15 respondents

 On-the-Job Training: 31 respondents

Analysis:

Blended Learning is the most favored training method, chosen by approximately 39% of
respondents. This preference highlights the benefits of combining online and offline training,
offering flexibility and direct interaction. Its ability to integrate various instructional methods
enhances learning outcomes and caters to diverse preferences.

On-the-Job Training is also highly valued, with about 33% of respondents favoring it. This
method’s popularity underscores the importance of practical, real-world experience, allowing for
immediate skill application, contextual learning, and direct mentorship.

In contrast, Online Courses and Classroom Training received lower endorsements, with 15% and
13% of the responses, respectively. The lower preference for Classroom Training suggests a shift
towards more dynamic and flexible learning solutions. While Online Courses are appreciated for
their convenience and resource availability, they may lack the interactive and practical elements
provided

Interpretation:

The survey data from Wipro Limited highlights a strong preference for training methods that
blend theoretical knowledge with practical application. Blended Learning and On-the-Job
Training are the most favored methods, indicating that employees value flexible, accessible
learning experiences that are closely aligned with their work context and offer immediate
applicability.

Key insights for future employee skill development strategies at Wipro include:

 Enhancing Blended Learning: Focus on hybrid learning models by investing in

technology platforms that integrate online and offline experiences seamlessly.

 Promoting On-the-Job Training: Emphasize experiential learning through formalized

mentorship programs, project-based learning opportunities, and rotation assignments.

34
  Reimagining Classroom Training: Incorporate more interactive, workshop-style
sessions to reflect the hands-on approach of On-the-Job Training.

 Improving Online Courses: Use analytics to personalize learning paths and add
interactive elements like webinars, forums, and virtual group projects to increase their
effectiveness and appeal.

These strategies aim to create a holistic learning ecosystem that meets diverse employee needs
and enhances overall skill development.

Table 6

What challenges does Wipro Limited face in No of

implementing skill development strategies? respondents Percentage

Budget constraints 34 36%

Employee resistance to change 31 31%

Rapid technological advancements 30 33%

Grand Total 95 100%

Total

Budget constraints
Employee resistance to
32% 36% change
Rapid technological
advancements

33%

35
Budget Constraints: Identified by 34 respondents, budget constraints are the most frequently
cited challenge. Limited financial resources can hinder the ability to support comprehensive
training programs, acquire advanced learning tools, or hire external experts, thereby restricting
the scope and quality of skill development initiatives.

Employee Resistance to Change: Highlighted by 31 respondents, resistance to change is a

significant psychological barrier. Employees may be reluctant to adopt new technologies or
adapt to new ways of working due to fears of redundancy, discomfort with the unknown, or
perceived increases in workload.

Rapid Technological Advancements: Noted by 30 respondents, this challenge emphasizes the

difficulty of keeping pace with fast-evolving technology. Continuous learning and skill upgrades
are necessary to remain relevant, as rapid technological changes can quickly render existing
skills obsolete.

Analysis:

 Budgetary Constraints: The most significant challenge is budget constraints, indicating

a need for Wipro Limited to reassess its financial strategies. Reallocating funds to
prioritize skill development is crucial, recognizing it as an investment in the company’s
future.

 Cultural and Behavioral Challenges: Employee resistance to change is closely tied to

company culture and individual attitudes towards growth and adaptability. Addressing
this requires strategic change management practices, including effective communication,
support, and incentives for participation in skill development programs.

 Technological Pacing and Adaptation: The concern for keeping up with technological
advancements suggests that the rapid evolution of the technology sector places constant
pressure on employees and management to stay informed and competent. This
necessitates a dynamic strategy for ongoing education and flexible learning options to
accommodate new knowledge areas as they emerge.

36
Interpretation:

The data reveals a complex landscape of challenges in skill development at Wipro Limited,
encompassing operational, financial, cultural, and technological issues. Addressing these
challenges requires a multifaceted strategy:

 Reallocating or optimizing budgets to ensure adequate funding for critical skill

development initiatives.

 Implementing cultural change management programs that encourage adaptability and

frame continuous learning as a positive, career-enhancing opportunity.

 Adopting technological foresight and flexibility in training programs to swiftly

incorporate emerging skills and knowledge areas.

Table 7

7. How can Wipro Limited leverage partnerships with

educational institutions for employee skill Count of Email
development? Percentage
All the above 70 74%
Collaborating on research projects 9 9%
Offering internships and co-op programs 12 13%
Providing scholarships for further education 4 4%
Grand Total 95 100%

37
 Total

4% All of the above

Collaborating on research
13%
projects
Offering internships and co-
9% op programs
Providing scholarships for
further education
74%

Survey Respondents: The document presents data from a survey involving 95 respondents who
shared their views on how Wipro Limited can leverage partnerships with educational institutions
to enhance employee skills.

Analysis:

 All the Above: A significant majority, 70 out of 95 respondents (approximately 73.7%),

support a comprehensive approach. They believe that combining various methods—such
as collaborating on research projects, offering internships and co-op programs, and
providing scholarships for further education—would be beneficial.

 Collaborating on Research Projects: Only 9 respondents (about 9.5%) view

collaborating on research projects with educational institutions as a standalone strategy
for employee skill development.

 Offering Internships and Co-Op Programs: 12 respondents (approximately 12.6%)

think that Wipro Limited can enhance employee skills by offering internships and co-op
programs through partnerships with educational institutions.

 Providing Scholarships for Further Education: A small group, 4 respondents (about

4.2%), suggest that providing scholarships for employees for further education is an
effective strategy for skill development.

Interpretation:

38
The survey data reveals a strong preference for a holistic approach to leveraging partnerships
with educational institutions for employee skill development at Wipro Limited. This approach
includes collaboration on research projects, offering internships and co-op programs, and
providing scholarships for further education.

 Holistic Development Strategy: The significant support for a multifaceted strategy

indicates that stakeholders favor a comprehensive development approach. This
underscores the importance of creating a diverse educational ecosystem for employees,
rather than relying on a single method for skill development.

 Priority Areas: While there is a strong preference for an “All of the Above” approach,
internships and co-op programs, along with research collaborations, are the most favored
individual initiatives. This presents an opportunity for Wipro Limited to focus on these
areas, as they offer practical implementation and direct learning experiences for
employees.

 Long-Term Investment in Learning: The lower preference for providing scholarships

for further education suggests that such initiatives are viewed as longer-term investments
with delayed outcomes. However, incorporating this aspect into a forward-looking
strategy could be beneficial for developing highly specialized skills within the workforce.

Table 8

How can Wipro Limited ensure inclusivity in its skill No of

development programs? respondents Percentage

Aligning training goals with business objectives 39 42%

Involving senior leadership in training initiatives 16 17%

Regularly reviewing and updating training programs 40 41%

Grand Total 95 100%

39
 Total

Aligning training goals with

business objectives
Involving senior leadership
42% 41% in training initiatives
Regularly reviewing and
updating training programs

17%

Analysis:

The survey data highlights three key strategies for aligning skill development initiatives with
Wipro Limited’s overall business strategy:

1. Aligning Training with Business Objectives: Emphasized by 39 respondents, this

strategy highlights the importance of connecting skill development directly to the
company’s strategic goals to enhance performance and adaptability.

2. Involving Senior Leadership: Supported by 16 respondents, this strategy underscores

the need for top management’s active engagement in training programs to ensure
alignment with the company’s growth and vision.

3. Regularly Updating Training Programs: Highlighted by 40 respondents, this strategy

stresses the importance of keeping training content current with industry standards,
technological advancements, and business needs to maintain relevance and effectiveness.

Interpretation:

1. Strategic Approach: Wipro Limited’s skill development efforts should be structured and
aligned with business objectives, emphasizing regular updates to stay relevant in a fast-
paced environment.

40
 2. Leadership’s Role: Active engagement from senior leadership is crucial for the success
of skill development initiatives, ensuring they are well-supported and integrated into the
broader business strategy.

3. Dynamic and Inclusive Skill Development: Regularly reviewing and updating training
programs can support inclusivity by adapting to changes in the business and
technological landscape, ensuring diverse learning opportunities for all employees.

Table 9

How can Wipro Limited ensure inclusivity in

Percentage
its skill development programs?
No of respondents
All the above 67 71%
Encouraging participation from all employee
9 9%
groups

Offering diverse training materials 11 12%

Providing equal access to training opportunities 8 8%

Grand Total 95 100%

41
 Total
8%

All the above

12%
Encouraging participation
from all employee groups
9% Offering diverse training
materials
Providing equal access to
71% training opportunities

Analysis:

Preference for Comprehensive Inclusivity: A significant majority (70.5%) favored a holistic

approach, indicating a strong consensus that multiple strategies are needed to achieve true
inclusivity in skill development programs.

Secondary Preferences:

 Diverse Training Materials: Chosen by 11.6% of respondents, highlighting the need to

accommodate different learning styles and needs.

 Encouraging Participation: Selected by 9.5%, emphasizing the importance of engaging

all employee groups.

 Equal Access to Training: Supported by 8.4%, underscoring the need to ensure

everyone could participate in training programs.

Interpretation:

Holistic Approach to Inclusivity: The data indicates a strong preference for a comprehensive
strategy that addresses multiple facets of inclusivity simultaneously, rather than relying on
singular measures.

42
Tailored Training Materials: The interest in diverse training materials highlights the need to
accommodate the varied educational backgrounds, learning styles, and professional development
needs of the workforce.

Active Encouragement and Accessibility: While less frequently chosen, encouraging

participation and providing equal access are crucial for creating an inclusive environment where
all employees feel valued and have opportunities for growth.

Table 10

What incentives can Wipro Limited offer to encourage No of Percentag

employees to participate in skill development programs? respondents e

All the above 65 68%

Career advancement opportunities 13 14%

Financial bonuses 9 10%

Recognition and awards 8 8%

Grand Total 95 100%

Total

8%

9% All the above

Career advancement opportunities
Financial bonuses
Recognition and awards
14%

68%

43
Analysis:

 All the above: Preferred by 65 respondents, indicating a strong preference for a

comprehensive incentive package.

 Career advancement opportunities: Chosen by 13 respondents, highlighting the

importance of career growth.

 Financial bonuses: Selected by 9 respondents, showing that monetary rewards are still
significant for some employees.

 Recognition and awards: Preferred by 8 respondents, indicating that recognition is

valued but less influential compared to other incentives.

Interpretation:

 Comprehensive Incentives: The preference for “All the above” suggests that employees
are most motivated by a combination of career advancement, financial bonuses, and
recognition.

 Career Growth: The second most preferred incentive, career advancement, underscores
the importance of professional growth opportunities.

 Financial Rewards: While not the top motivator, financial bonuses are still important for
a segment of the workforce.

 Recognition: Although the least chosen, recognition and awards are still valued and
should be included in the incentive strategy.

Table 11

How can Wipro Limited measure the success of its skill No of Percentag
development programs? respondents e
All the above 67 71%
Certification completion rates 8 8%
Employee feedback 8 8%
Performance metrics 12 13%

44
 Grand Total 95 100%

Total

13%
All of the above
8% Certification completion rates
Employee feedback
8% Performance metrics

71%

Analysis:

Certification Completion Rates (8 Emails): Mentioned in 8 emails, indicating that tracking

certification completions is a specific measure of success, though not the primary one.

Employee Feedback (8 Emails): Also mentioned in 8 emails, showing that Wipro values
qualitative feedback from employees about the training programs, emphasizing both qualitative
and quantitative insights.

Performance Metrics (12 Emails): Highlighted in 12 emails, suggesting a significant focus on

measurable job performance outcomes as a key indicator of training success.

All the above (67 Emails): The most mentioned, with 67 emails, indicating a preference for a
comprehensive measurement strategy that includes certification rates, employee feedback, and
performance metrics.

Interpretation:

Certification Completion Rates: Indicates the importance of formal recognition of skills,

balanced with qualitative insights from employee feedback.

45
Employee Feedback: Shows Wipro’s commitment to understanding employees’ subjective
experiences and ensuring training programs are perceived as useful and engaging.

Performance Metrics: Emphasizes Wipro’s focus on tangible outcomes, correlating skill

enhancement with job performance and productivity.

All the above: Reflects a holistic evaluation strategy, combining multiple metrics to capture the
full spectrum of benefits from skill development initiatives, aligning with both individual growth
and organizational goals.

Table 12

What role does feedback play in the skill development No of

Percentage
process at Wipro Limited? respondents

Adjusting training programs 10 11%

Identifying areas for improvement 61 64%

Motivating employees 24 25%

Grand Total 95 100%

Total

11%
25% Adjusting training programs
Identifying areas for improvement
Motivating employees

64%

46
Analysis:

Adjusting Training Programs: Feedback has led to 10 adjustments in training programs,

showing its role in refining and aligning training with employee needs.

Identifying Areas for Improvement: Feedback identified areas for improvement 61 times,
making it the most common impact. This highlights its importance in diagnosing skill gaps and
focusing training efforts.

Motivating Employees: Feedback motivated employees 24 times, indicating its role in boosting
morale and engagement, not just in correcting training efforts.

Interpretation:

Dominance of Improvement Identification: With 64.2% of instances, feedback’s primary

impact is identifying areas for improvement, reflecting a culture of continuous growth at Wipro
Limited.

Balancing Adjustment and Motivation: Although adjusting training programs is less common,
its occurrence is significant. Combined with its motivational role, feedback helps in both
addressing deficiencies and promoting positive development.

Overall Impact on Skill Development: Feedback enhances skill development by influencing

training content, identifying improvement areas, and boosting employee morale. This
underscores its importance in creating a dynamic and engaging learning environment at Wipro
Limited.

9. CONCLUSION

This project is crucial for ensuring Wipro Limited’s sustainability and competitiveness by
aligning employee skill development with the evolving technology landscape and organizational
goals. It outlines a comprehensive strategy to enhance workforce capabilities, emphasizing the
importance of measuring the effectiveness of skill development initiatives through key

47
performance indicators and feedback mechanisms. This results-oriented approach ensures that
the interventions meet their intended objectives.

The project also highlights Wipro’s commitment to fostering a culture of continuous learning
and professional development, which is essential for nurturing its human capital. By aligning
skill development efforts with organizational goals and future workforce needs, Wipro is well-
positioned to maintain its trajectory of innovation and efficiency. This not only strengthens the
company’s competitive edge but also reinforces its reputation as a leader in the technology sector
that invests deeply in employee growth and development.

Comprehensive Analysis of Employee Skill Development at Wipro Limited

The document thoroughly examines the evolving landscape of employee skill development at
Wipro Limited, set against the backdrop of rapid technological advancements and shifting
market demands. The research highlights a crucial transition towards nonroutine and cognitive
tasks, driven by the fourth industrial revolution. This transition necessitates a robust skill
development framework that not only addresses current skill gaps but also anticipates future
needs. A key focus is on learnability—the willingness and ability to learn, unlearn, and relearn
—which is essential for employees navigating this dynamic environment.

Addressing the Employability Skill Gap

The research also addresses the employability skill gap in higher education, pointing to a broader
systemic issue affecting new entrants into the workforce. This aspect of the study suggests that
Wipro should actively engage in bridging this gap, potentially through collaborations with
educational institutions or in-house training programs designed to facilitate the transition from
education to employment.

Empirical Evidence from Employee Feedback

Data collected through questionnaires from Wipro employees provide empirical evidence
supporting the need for a strategic overhaul in skill development and HR practices. Insights into
employees’ current performance metrics and upskilling preferences reveal existing gaps and
areas for improvement. This bottom-up feedback is crucial for developing a more tailored

48
approach to skill development that aligns with both the company’s objectives and employees’
career aspirations.

Conclusion and Strategic Recommendations

In conclusion, the project report, “Navigating the Future: Strategies for Employee Skill
Development for Wipro Limited,” presents a forward-thinking strategy essential for Wipro to
maintain its leadership position. By adapting to industry demands and leveraging its most asset—
its people—Wipro can achieve business objectives and sustain growth in the rapidly evolving
tech industry.

The report underscores the necessity for Wipro to adopt a forward-looking perspective on skill
development, with key recommendations focusing on continuous learning, aligning skill
development with organizational goals, and preparing for future workforce needs.

 Emphasizing Learnability: Fostering a culture where employees are encouraged to

continuously learn, unlearn, and relearn to stay relevant in a rapidly changing
technological landscape.

 Specialized HRM Practices: Implementing HR strategies that address the unique

challenges of the tech-driven market, such as high attrition rates and the need for
alignment with business objectives.

 Bridging the Employability Skill Gap: Engaging with educational institutions and
developing in-house training programs to ensure new entrants are well-prepared for the
workforce.

 Holistic Skill Development Strategy: Integrating continuous learning with the dynamic
requirements of the workforce and market, focusing not only on closing current skill gaps
but also on anticipating future skills.

By adopting these strategies, Wipro can ensure its workforce remains agile, competent, and
competitive amidst rapid technological evolution and changing industrial landscapes. This
holistic approach will help Wipro align its skill development initiatives with both individual
growth and organizational goals, fostering a resilient and future-ready workforce.

49
 10. RECOMMENDATION

In the rapidly evolving tech landscape, equipping employees with the right skills is essential for
Wipro Limited to maintain its competitive edge and drive innovation. This recommendation
outlines comprehensive strategies for employee skill development that align with Wipro’s goals
and the dynamic demands of the industry.

1. Assess Current Skills and Future Needs

 Skills Inventory: Conduct a thorough assessment of existing employee skills through

surveys and performance reviews to identify gaps and areas for improvement.

 Industry Trend Analysis: Stay informed about emerging technologies and market
demands, such as AI, machine learning, and cloud computing, to anticipate future skill
requirements and ensure the workforce is prepared.

2. Implement a Continuous Learning Culture

 Learning Management System (LMS): Invest in a robust LMS that offers a variety of
learning modules tailored to different roles and career paths, ensuring employees have
access to relevant and up-to-date training.

 Microlearning: Promote short, focused training sessions that employees can engage in
during work hours, making learning more accessible and less time-consuming.

50
  Gamification: Introduce gamified learning experiences to enhance engagement and
motivation among employees, making the learning process more enjoyable and effective.

3. Enhance Collaboration with Educational Institutions

 Partnerships: Collaborate with universities and training institutes to create tailored

programs that focus on in-demand skills, ensuring a steady pipeline of well-prepared
talent.

 Internship Programs: Develop internship opportunities for students to bring fresh ideas
into the workforce and create a talent pipeline that can be nurtured and developed over
time.

4. Foster Mentorship and Knowledge Sharing

 Mentorship Programs: Establish formal mentorship initiatives that pair seasoned

employees with less experienced ones to facilitate knowledge transfer and professional
growth.

 Knowledge Sharing Platforms: Create internal forums or platforms where employees

can share insights, experiences, and best practices, fostering a culture of continuous
learning and collaboration.

5. Focus on Soft Skills Development

 Leadership Training: Offer programs that develop leadership skills, emphasizing

emotional intelligence, communication, and collaboration, which are crucial for effective
management and teamwork.

 Workshops: Conduct regular workshops on critical thinking, adaptability, and creativity

to prepare employees for a rapidly changing environment and enhance their problem-
solving abilities.

6. Leverage Technology for Learning

 E-learning Modules: Utilize e-learning platforms to provide flexible and scalable

training options that employees can access anytime, anywhere, ensuring continuous
learning opportunities.

51
  AI and Data Analytics: Implement AI-driven analytics to track learning progress and
outcomes, enabling personalized learning paths for employees and ensuring training
effectiveness.

7. Promote a Diverse and Inclusive Learning Environment

 Diversity Training: Ensure all employees have access to training on diversity and
inclusion, fostering a culture that values different perspectives and experiences.

 Flexible Learning Options: Cater to diverse learning styles and schedules by offering
varied training formats, such as in-person, online, and self-paced options, to meet the
needs of all employees.

8. Evaluate and Iterate Training Programs

 Feedback Mechanisms: Establish regular feedback loops with participants to assess the
effectiveness of training programs and make necessary adjustments.

 KPIs and Metrics: Define clear key performance indicators (KPIs) to measure the
impact of skill development initiatives on business outcomes and employee satisfaction,
ensuring continuous improvement.

11. BIBLIOGRAPHY AND REFERENCING

ARIKAWEI. R. APUEGA (June 202) ,WORKFORCE SKILLING MANAGEMENT AND

WORK BEHAVIOUR IN THE NIGERIAN PUBLIC SECTOR, African Journal of Business
and Economic Development - https://www.ijaar.org/articles/ajbed/v1n6/ajbed-v1n6-Jun21-
p1614.pdf

Jaiswal Akanksha, Arun Joe. C & Varma Arup (March 2021), Rebooting employees:
upskilling for artificial intelligence in multinational corporations, The International Journal
of Human Resource Management
-https://www.tandfonline.com/doi/pdf/10.1080/09585192.2021.1891114

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Sungsup Ra, Unika Shrestha, Sameer Khatiwada (Sept 2019), Seung Won Yoon & Kibum
Kwon, The rise of technology and impact on skills, International Journal of Training
Research - https://www.tandfonline.com/doi/pdf/10.1080/14480220.2019.1629727

Dr. Atul Kumar, Dr. Vinay deep Brar, Mr. Vishal Wadajkar (Feb 2019), Significance of
effective HRM practices in organized retail sector, International Journal of Enhanced
Research in Educational Development (IJERED) - https://www.researchgate.net/profile/Atul-
Kumar-135/publication/352781934_Significance_of_effective_HRM_practices_in_organize
d_retail_sector_-A_literature_review/links/612a0bd42b40ec7d8bca95f5/Significance-of-
effective-HRM-practices-in-organized-retail-sector-A-literature-review.pdf

Yasmeen Bano, S.Vasantha (January 2020), Review on Strategies for Bridging the
Employability Skill Gaping Higher Education, International Journal of Recent Technology
and Engineering (IJRTE) -
https://www.researchgate.net/profile/Yasmeen-Bano-3/publication/338402317_Review_on_
Strategies_for_Bridging_the_Employability_Skill_Gap_in_Higher_Education/links/
5e12d10b299bf10bc39290cd/Review-on-Strategies-for-Bridging-the-Employability-Skill-
Gap-in-Higher-Education.pdf

Joseph O. Jiboku & Wilson Akpan (April 2023), Skills Development in the Multinational
Corporate Sector: Building Employee Capacity Beyond the Factory Gate, African
Sociological Review: file:///C:/Users/AS20421152/Downloads/Research%206.2.pdf

Guido Lang, Tamilla Triantoro, (September 2022), Upskilling and Reskilling for the Future
of Work: A Typology of Digital Skills Initiatives, Information Systems Education Journal
(ISEDJ): https://files.eric.ed.gov/fulltext/EJ1358297.pdf

Caryl Charlene Escolar-Jimenez, Kichie Matsuzaki, Koji Okada, Reggie C. Gustilo, (August
2019), Enhancing Organizational Performance through Employee Training and Development
using k-Means Cluster Analysis, International Journal of Advanced Trends in Computer
Science and Engineering: ijatcse82842019.pdf

K. M. Chethana & Sonia Delrose Noronha, (December 2022) A Descriptive study of Talent
Management Practices followed by Wipro Ltd, International Journal of Case Studies in
Business, IT, and Education: A_Descriptive_study_of_Talent_Management_Practices.pdf

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 12. APPENDICES

Hi Team,

I am Ashutosh, part of "Topgear team" pursuing my EPGDBM provided by Wipro at Symbiosis

Centre for Corporate Education (SCCE), Pune.

Please note: This survey is an integral part of my research project at Symbiosis Centre for
Corporate Education (SCCE), Pune.

Your participation in this survey would be immensely helpful to understand the gaps of
upskilling an Employee, as Employee skilling is a comprehensive part in an organization so my
project basically aims at providing organizations with effective strategies for navigating the
evolving workforce skills landscape. It includes assessing skill gaps, designing tailored training
programs, and fostering a culture of continuous learning.

1. How would you rate your current skill level in primary job function?

1. Beginner
2. Intermediate
3. Advanced
4. Expert

2. What roles do managers and leaders play in the skill development of their teams at
Wipro Limited?

1. Identifying training needs

2. Providing mentorship and guidance
3. Encouraging continuous learning
4. All the above

3. How can Wipro Limited identify skill gaps among its employees?

1. Employee surveys
2. Performance reviews
3. Skills assessments

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 4. All the above

4. How can Wipro Limited create a culture of continuous learning and development?

1. Offering regular training sessions

2. Encouraging mentorship programs
3. Providing access to online courses
4. All the above

5. What are the most effective training methods for skill development at Wipro Limited?

1. Classroom training
2. Online courses
3. On-the-job training
4. Blended learning (a mix of online and offline)

6. What challenges does Wipro Limited face in implementing skill development strategies?

1. Budget constraints
2. Employee resistance to change
3. Rapid technological advancements

7. How can Wipro Limited leverage partnerships with educational institutions for
employee skill development?

1. Offering internships and co-op programs

2. Collaborating on research projects
3. Providing scholarships for further education
4. All the above

8. How can Wipro Limited ensure that its skill development initiatives align with its overall
business strategy?

1. Regularly reviewing and updating training programs

2. Aligning training goals with business objectives
3. Involving senior leadership in training initiatives

9. How can Wipro Limited ensure inclusivity in its skill development programs?

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 1. Offering diverse training materials
2. Providing equal access to training opportunities
3. Encouraging participation from all employee groups
4. All of the above

10. What incentives can Wipro Limited offer to encourage employees to participate in skill
development programs?

1. Financial bonuses
2. Career advancement opportunities
3. Recognition and awards
4. All the above

11. How can Wipro Limited measure the success of its skill development programs?

1. Employee feedback
2. Performance metrics
3. Certification completion rates
4. All the above

12. What role does feedback play in the skill development process at Wipro Limited?

1. Identifying areas for improvement

2. Motivating employees
3. Adjusting training programs

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