CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION OF THE STUDY

No matter how big or small an organization is, hiring a new employee is an

important inflection point. Most hiring decisions are not made lightly, and involve a
significant investment in time and resources, from money spent on job advertising, time
spent by recruiters and hiring managers, investments in assessments, screening and
on-boarding – in addition to the energy spent by the candidates in the process. The
investment is justified when we look at the new employee contributing to the organization,
watch them interacting with and inspiring colleagues, and helping the company grow. Not
all hiring decisions are equal, there might be an expectation mismatch in the process of
finding a rock star contributor.

Wipro fully recognizes and assimilates the fact that they are what they are because
of who they have –the right people. For Wipro, employees form the most critical part of the
organization because as much as they emphasize the importance of their brand, clientele,
and expertise for them to survive, they do place higher importance on the inevitable need to
have the right human resources. In simple words, they directly attribute their success and
growth to their employees. Hence, they go to great lengths in reaching out to the talent that
they want to hire. Wipro’s talent acquisition team puts in a lot of effort to acquire the right
talent.

Talent Acquisition is the ongoing cycle of processes related to attracting, finding,

sourcing, selecting and onboarding of new employees into appropriate positions within the
organization. It includes elements of employment branding, outreach, networking, and
relationship building with potential candidate communities to continually build and
enhance the talent pool for an organization.

These hiring decisions are taken by the talent acquisition team in order to minimize
the cost of bad hire. Talent Acquisition takes a long-term view of not only filling positions

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today, but also using the candidates that come out of a recruiting campaign as a means to
fill similar positions in the future.

Talent sourcing has always been a key challenge for business. Increased
competition makes it more challenging to locate the right talent. Organizations that crack
the talent puzzle gain a competitive edge. Thus, the organization is getting smarter about
how to acquire talent. They are using social media and internet sites where jobs are posted.

Talent acquisition has undergone a significant transformation in the last five years.
With ​76% of the online population​ now on social media, it has never been easier to find and
source candidates online. However, the social web has also made recruiting more complex
as candidates are becoming more segmented across the web. So, while it’s easier than ever
to find talent, the challenge is in the outreach. With so many organizations jumping on the
social recruiting, it’s becoming harder to get a response from top candidates since it’s likely
they are not actively looking or are being contacted by other companies too.

Key trends to win a top candidate’s attention and hire the best talent out there.

● Positive Candidate Experience & Engagement

● Data-Driven Talent Acquisition Technology & Strategy
● Targeted Employer Branding & Talent Attraction

Talent acquisition as a unique function and department is a relatively new

development. In many companies, recruiting itself is still an indistinct function of an HR
generalist. Within many corporations, however, recruiting as a designation did not
encompass enough of the duties that fell to the corporate recruiter. A separate designation
of talent acquisition was required to meet the advanced and unique functions. Modern talent
acquisition is a strategic function of an organization, encompassing talent procurement, but
also workforce planning functions such as organizational talent forecasting, talent
pipelining, and strategic talent assessment and development.

Talent acquisition is quickly becoming a unique profession, perhaps even distinct

from the practice of general recruitment. Talent acquisition professionals are usually skilled

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not only in sourcing tactics, candidate assessment, and compliance and hiring standards, but
also in employment branding practices and corporate hiring initiatives. Talent acquisition as
a function has become closely aligned with marketing and PR as well as Human Resources.
As global organizations need to recruit globally with disparate needs and requirements,
effective recruiting requires a well thought out corporate messaging around hiring and
talent development.

Talent acquisition professionals often craft the unique company message around
the approach the company takes to hiring and the ongoing development of employees. The
employment brand therefore encompasses not only the procurement of human capital, but
the approach to corporate employee development. The unique needs of large companies
especially to recruit and hire as well as attract top talent led to the development of a unique
talent acquisition practice and career.

Talent Acquisition has graduated from a simple candidate filling function to a strategic arm
that has a direct correlation to an organization’s bottom line.
This year, Talent Acquisition has experienced strategic growth and is now a critical part of
the conversation that shapes an organization’s direction and vision.​Attracting and retaining
top talent remains a significant recruiting challenge for many organizations.

Recruiting professionals often move between agency recruiting and corporate

recruitment positions. In most organizations, the recruitment roles are not dissimilar: the
recruitment role is responsible for sourcing talent and bringing qualified candidates to the
company. However, modern talent acquisition is becoming a unique skill-set. Because
talent acquisition professionals many times also handle post-hire talent issues, such as
employee retention and career progression, the talent acquisition role is quickly becoming a
distinct craft. Some recruitment industry advisors even advocate for a talent department
unique from the HR department, because talent acquisition and development is so
intertwined with a company’s ultimate success and effectiveness.

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1.2 ​NEED OF THE STUDY

Organizations have recognized the need for maintaining reserve talent to fill a vacancy as
and when it arises. But the whole process of talent acquisition, i.e. how to fix and select
talent for the organization remains largely undefined and is often left to the discretion of the
individual managers hiring them. If the strategies are well-defined, the whole process will
be a success. Employee retention refers to the ability of an organization to retain its
employees. Retention plays an important role in the success of the organization which can
be controlled by effective acquisition. This study helps to find out the best channel utilized
by Wipro for acquiring the talent and minimize the cost by identifying the bad hire.

1.3 ​SCOPE OF THE STUDY

● The scope of the project is extended from planning till on-boarding candidates
● Candidates of Wipro BPO’s Hyderabad campus

1.4 ​OBJECTIVES
● The main objective is to study the acquisition of appropriate talent through different
channels
● To understand various HR tools used in Wipro
● To study the responsibilities involved in attracting, interacting with and hiring talent
in Wipro
● To understand and analyse the perception of employees on the talent acquisition
process.

1.5 RESEARCH METHODOLOGY

Both primary and secondary data is taken for the study.

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1.5.1 RESEARCH DESIGN
This study is the descriptive research study.

1.5.2 DATA SOURCES

Primary Data
Primary data is collected from the company in the form of a structured questionnaire for
about 20 closed ended questions and also through interviews and observation.
Secondary Data
Secondary data is collected from the company’s websites, e-journals and other internet
sources.

1.5.3 SAMPLE DESIGN

1.5.3.1 SAMPLE SIZE
Sample size taken for the survey was from 50 customer feedbacks in the organization.
Close ended questions and 5 point scale is used in the questionnaire which is given to the
on-boarded candidates.

1.5.3.2 SAMPLING TECHNIQUES

Random sampling technique.

1.5.4 STATISTICAL TOOLS & TECHNIQUES USED FOR DATA ANALYSIS

For analyzing the collected data sample, mathematical tools i.e. percentage and average are
used.

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 CHAPTER 2

LITERATURE REVIEW

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2 LITERATURE REVIEW

2.1 Theoretical Background

The outlook towards talent acquisition is changing. What once called ‘workforce’
evolved into ‘human capital’ and is now known as ‘talent’ – a more comprehensive
description of individuals with attributes they possess. These attributes include skills,
experience and aptitude, competence and organizational cultural fit.

The journey of talent acquisition from traditional hiring at the gates of a factory to today’s
sophisticated recruitment has been slow yet steady. Today, recruitment has become a
snazzy, strategic and competence-driven business function.

Challenges of Talent Acquisition:

The ‘war for talent’ is on; and various phenomena across the globe are only making it
difficult to acquire the ‘right’ talent:

● Globalization, heightened competition and an excessively mobile talent pool

● Technological evolution and constant innovation – personnel now exhibit diverse
skills. This makes replacement for outgoing employees even more difficult
● Emerging markets
● Demographic changes

With the shrinking of available talent pool, acquiring and retaining high quality talent has
become critical to an organization’s success. The resourcing team is under mounting
pressure to identify, attract and onboard best suited candidates.

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How is talent acquisition meeting these challenges?

Talent acquisition has evolved into a more holistic process and has touch points across
planning, budgeting, employer branding, staffing, on-boarding and market intelligence
where staffing becomes the core function. This also means many more stakeholders and a
larger financial impact.

Therefore, new strategies are being adopted in staffing which are described below:

1 Sourcing creatively
● Online recruiting(job boards/advertisement) – Focusing on internet based
recruitment to reduce costs
● Passive versus active candidates - It is said that 75% of the population is looking out
for a job, yet the organizations want that elusive 25%. Networking, coaching and
constant dialogue with target candidates are the main focus for recruiters to build a
strong pipeline
● Overlooked and underused talent pools - such as veterans, women only
organizations
● Professional associations and organizations – Collaborate with associations,
colleges, and local governments to reach out to local talent
● Global Market – Willingness to migrate talented professionals across locations and
countries has opened up newer career paths for those who are keen to explore

2 Leveraging the internal workforce smartly

The existing workforce is more ambitious than ever and is willing to take risks, to
relocate or to take up new challenges. They are aware of the external job market as well
as recruitment happening within the organization. Employers want to leverage

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 investment on the workforce and retain high performing employees. Consequently
strong focus is on internal promotions and growth for existing employees.

3 Employees as Ambassadors
Employees are brand ambassadors to the external world. A positive and encouraging
feedback by a current employee is a powerful mechanism of advertising and attracting.
Therefore, employee referral has always been an effective medium of sourcing. Internal
branding has become the keystone of all employer initiatives. Especially in a recession
hit world, a good word spoken by an employee through a socially connected network
holds far more power than multiple PR activities.

4 Social Media
Social networking has stretched boundaries and brought people closer than the physical
world. Social media is a powerful advertising medium where a message can instantly
reach millions. In a world where revolutions are being conducted via social networks, it
is hard to ignore the power and reach of social media. Gone are the days when
newspaper and TV advertising was the sacrosanct word. Today, a candidate is more
aware as he consumes all resources – Facebook, LinkedIn to name a few – before
considering a position with an organization. This trend is here to stay and certain to
evolve further. So, it is very important for an organization to build its overall branding
strategy around social media in order to reach the right audience.

1. Providing for great candidate experience

To entice a candidate into a role, it is imperative that she/he walks away feeling excited
about the organization. The entire application process is extremely influential in
swinging the applicant's decision one way or the other.

2. Leveraging technology to manage costs and enhance candidate experience

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With the hiring teams and the candidates located in different continents, the cost of a face to
face interview is prohibitive. Phone based interviews do not still offer a complete
experience. Recruiters are leveraging technology successfully to solve the interview
experience.
Technology platforms like “Hirevue”, “gotomeeting” and “meeting place” are popular.
Being closest to in-person talk, video interviewing is more widely accepted and is
helping reduce costs. Although chances of impersonation are reduced, risks around
prompting or unfair assistance may still need to be considered.
The interview itself is no longer subjective. Hiring managers are trained to evaluate
candidates in accordance with the fact that they may still need to be considered.
The interview itself is no longer subjective. Hiring managers are trained to evaluate
candidates in accordance with skills and competencies that are appropriate for the
role.

3. Engaging the candidate post hire

In the earlier era, a recruiter’s responsibility ceased once an offer was made. But time has
changed. To ensure that the ultimate result is achieved, recruiters go that extra mile
by following up with candidates after the offer letter has been provided, guiding
them through pre-joining formalities right through to the on-boarding process.

Wipro BPO: A great place to work!

In tune with the Wipro philosophy of growing leaders, the culture and environment
at Wipro BPO is one that promotes self-development in perpetuity. There are career
opportunities available to suit every individual. Opportunities exist across diverse business
and service lines ranging from Banking & Capital Markets, Insurance, Travel &
Hospitality, Retail & Consumer Products, Energy and Utility, Technology, Manufacturing,
Telecom & Healthcare sectors. We have built deep expertise in processes like Finance &

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Accounting, Procurement, Marketing, Legal, HR Services, Tech Support, Customer
Services and Analytics.
At Wipro BPO, we will get an in-depth understanding about the best way to service
the customer requirements by leveraging Quality, Innovation, a self-sustaining Process
Framework, IT expertise and Domain knowledge.
Wipro is globally recognized for its innovative approach towards delivering
business value and its commitment to sustainability. Wipro champions optimized utilization
of natural resources, capital and talent. Today we are a trusted partner of choice for global
businesses looking to ‘differentiate at the front’ and ‘standardize at the core’ through
technology interventions.
In today’s world, organizations will have to rapidly reengineer themselves and be more
responsive to changing customer needs.
Wipro is well positioned to be a partner and co-innovator to businesses in their
transformation journey, identify new growth opportunities and facilitate their foray into
new sectors and markets.
In addition to their intensive new-hire training program and scheduled
development-oriented programs, they provide Learn and Earn options to fast track your
career by offering a variety of paid education programs (SEED) affiliated with various
reputed universities – these programs include both graduate and post-graduate options.
While best-of-breed facilities and infrastructure is a given, they believe that their iconic
brand, industry leading position and the exciting career opportunities differentiate them
from the rest of the industry.
Wipro BPO is India's leading third party offshore BPO (Business Process
Outsourcing) provider with a full spectrum of BPO services. The company is headquartered
in Bangalore, with nine state-of-the-art facilities in Mumbai, Pune, Chennai, Hyderabad,
Kolkata, New Delhi and Greater Noida and global offices in the Americas, Europe and Asia
Pacific.

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 Wipro provides candidates with an unmatched opportunity for a career in the BPO
sector. Wipro fully recognizes and assimilates the fact that they are what they are because
of who they have –the right people. For Wipro, employees form the most critical part of the
organization because as much as they emphasize the importance of their brand, clientele,
and expertise for them to survive, they do place higher importance on the inevitable need to
have the right human resources. In simple words, they directly attribute their success and
growth to their employees. Hence, they go to great lengths in reaching out to the talent that
they want to hire. Wipro’s talent acquisition team puts in a lot of effort to acquire the right
talent.

Responsibilities involved in Attracting, Interacting with and hiring talent.

Talent Acquisition Team is responsible for:

● Acquisition of appropriate talent through different channels in a timely manner

● Complete responsibility of attracting, interacting with and hiring talent
● Ensuring that talent acquired is of appropriate quality through reference/background
checks
● Utilizing sources to attract and hire talent at optimal cost
● Hand over chosen talent to the organization

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TA Engagement Model:

Figure 2.1.1: TA Engagement Model in Wipro

Source: Wipro’s Manual

Internal Resources:

● Unallocated Resources
● Wings Within

External Resources:

● Fresh graduates recruitment

● Lateral Recruitment
● Temporary Staffing

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Resource Allocation:

Figure 2.1.2: Resource Allocation in Wipro

Source: Wipro’s Manual

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Talent Acquisition at the ground level:

Figure 2.1.3: Talent Acquisition at the ground level in Wipro

Source: Wipro’s Manual

Procedure followed by talent acquisition team at the ground level:

1. Managing Director and Supply Market

Resource request is made by the top management based on supply market or the client
requirement. When the numbers are received, the talent acquisition team starts
sourcing CV’s.

2. Process Scanning
All the CV’s are scanned and the appropriate talent is selected.

3. Process Control
Offer letters are given to the selected candidates, documentation and BGV (background
verification) is done.

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 4. Managing Output
Once the BGV is done candidates are inducted into the organization.

Fresher Hiring Process in Wipro:

Figure 2.1.4: Fresher Hiring process at Wipro

Source: Wipro’s Manu

Campus Institute Identification and Empanelment Process:

● To identify institutes for Campus Recruitment

● Have a formal evaluation process of empanelling institutes
● To hire right mix of profiles across regions for cultural diversity

Campus Relationship Management:

● To build a nurturing and fruitful relationship with identified institution

● To position single face of Wipro at institutions
● To derive ROI leverage output of relationship interventions

Campus Recruitment Process:

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 ● To define a standard process of conducting campus recruitment process
● To ensure that process is standardized and repeatable across campus regions
● To ensure Wipro experience is shared with all stakeholders-students, Wipro
employees and institute representatives

Offer letter and candidate On-Boarding:

● To distribute Offer letters to selected candidates on time

● To maintain relationship with all our selected candidates till they join Wipro
● To send out timely communication on joining dates and other related formalities
● To manage candidate on-boarding to Wipro

Talent Acquisition Process Flow:

Talent Acquisition process at Wipro follows five steps as shown in the below diagram:

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 Figure 2.1.5: Talent Acquisition Process Flow at Wipro

Source: Wipro’s Manual

Planning and Indenting:

● Annual plan made at the start of the financial year

● Plan specific to each account, division and location
● Plan also specifies the mode of hiring (contract/permanent/campus)
● DRM/LRM will give specific targets based on this plan

Source Selection:

● Follow defined source mix –for respective division/locations

● Select the right sources
● Process resumes through SYNERGY for screening and interview process
● Screening and Interview Process
● Assigning candidates to appropriate panels for screening through Synergy

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 ● If found relevant candidate needs to be assigned to technical panelist for tech
interview through SYNERGY
● HR interview

Fitment, Offer and TQG:

● Based on the negotiation with candidates and our internal salary guidelines, propose
a valid salary point through SYNERGY
● The proposed salary gets approved by DRM/LRM/BURM
● Based on a defined TQG norm they will sample and audit certain number of cases
● Outline offer is triggered to the candidate

Background Verification:

● After the hard copy release the candidate documents will be validated by 3​rd party
verification agencies through SYNERGY
● In case of any issues with respect to the documents the BGV team will ask recruiters
to CLEAR/FAIL the cases through SYNERGY

On-Boarding:
● If the verification status of the candidate is clear and he/she has requisite documents
for joining the candidate will be inducted into Wipro
● On-Boarding team will take care of other formalities including induction

Acquisition of Talent through different channels:

There are different channels or sources through which Wipro acquires its talent. They are

● Staffing partners/Vendors
● Employee Referral
● Walk-Ins

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 ● Campus
● Web
● Advertisement and
● Job Fairs

Staffing partners/Vendors:

Wipro BPO actively utilizes the services of Staffing Partners for sourcing talent.
Wipro BPO works only with registered and empanelled partners and does not entertain
unsolicited profiles sent by agencies/firms. Wipro BPO uses separate groups of staffing
partners for Permanent and Contract hiring. The hiring processes and databases for
Permanent and Contract hiring are also separate so applying for one type of job does not
automatically allow your profile to be considered for the other. Our Partner engagement
model is built around developing long and mutually beneficial business relationships
through a regular and sustained operational engagement. All partner engagement is through
the Talent Acquisition Team. Partners empanelled with us get access to our recruitment
system and are able to view jobs, post profiles, track status and raise invoices.

Empanelled Partners gain access to the Wipro BPO recruitment guidelines and
guidance process. In addition, Wipro BPO provides necessary branding and training
support to ensure delivery as per our quality framework. Wipro BPO does not charge any
fee at any stage of the recruitment process. Wipro BPO has not authorized any
agency/partner to collect a fee for recruitment. Candidates are welcome to apply through an
empanelled staffing partner or through any of the other channels. One can be assured of
equal opportunity, regardless of the channel one chooses.

Web:

Web is also a source to hire candidates. Job openings at Wipro are posted and filled
on an ongoing basis. Candidates can respond directly to a job posting by searching for a Job

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Code (Current Opportunity) or could also submit their profile for consideration against
future opportunities. However, submitting their resume against a specific requirement helps
the talent acquisition to understand candidates preferences better and route them to the
right recruiting officer.

Candidates can search Wipro’s jobs database to select a job that best suits their profile and
apply against it. They need to choose the options in the respective fields that best describe
their preferences to view all matching jobs.

Figure 2.1.6: E-Recruitment

Source: Wipro’s Website

Employee-Referral:

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 At Wipro BPO, there is an innovative Employee Referral Program called
‘WipLinks’ – the aim of the program is to allow all Wipro-ites to refer candidates who fit
the specifications given in job descriptions for vacant positions. In turn, employees earn
regular incentives ranging from Rs.1,000 to Rs.10,000 for every successful referral that
joins us (depending on the Level referred for).

Employees can refer online by posting their referral’s CV on the intranet portal or
have their candidate’s walk-in directly for an interview if there is an ongoing ask.

There is a dedicated team of Employee Referral SPOCs in each location that works
round the clock to meet the working in shifts, encouraging them to refer and create
awareness about the Referral program, employee’s latest hiring requirement, and incentive
query handling – basically acting as referral buddies for the employees.

At Wipro, they believe that employees are the best source for identifying and
attracting competent employees like themselves and they greatly value their employee’s
contribution towards the success.

Walk-Ins:

Walk-In is arriving without an appointment. Candidates with excellent communication

skills, basic knowledge of computers, ability to analyze and solve technical problems,
knowledge of desktops and client applications/ on-line tools, ability to use the phone
system, customer service skills, knowledge of products and processes and willingness
to work in night shifts can attend the interview without an appointment. Wipro looks for
undergraduates/graduates/PGs/diploma holders. Candidates with 0 - 3 years of prior
experience are welcome.

Venue: Wipro BPO (A Division of Wipro Limited)

Tower S5, Survey NO. 203/1-Phase 2,

Gate No 3, SEZ Manikonda(village),

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Gachibowli, Ranga Reddy District

Hyderabad-500032

Contact No: 040-30793350/040-30793352

Time: 11 AM to 2 PM

Job Fair:

Job fair is a fair for ​employer​s, ​recruiters​, and ​schools to meet with prospective job seekers.
Expos usually include company or ​organization tables or booths where ​resumes can be
collected and ​business cards can be exchanged. In the college setting, job fairs are
commonly used for entry level job recruiting. Often sponsored by career centers, job fairs
provide a convenient location for students to meet employers and perform first interviews.

Campus:

Wipro fully recognizes and assimilates the fact that they are what they are because
of who they have –the right people. For Wipro employees form the most critical part of the
organization because as much as they emphasize the importance of their brand, clientele,
and expertise for them to survive, they do place higher importance on the inevitable need to
have the right human resources. In simple words, they directly attribute their success and
growth to their employees. Hence, they go to great lengths in reaching out to the talent that
they want to hire. And in this endeavor of theirs, they always believed that campus
recruitment is a channel through which they can acquire confident, bright, and young minds
who together with their seasoned professionals can build a better future for themselves and
subsequently for our country on the whole.

They visit various engineering and non-engineering colleges, leading universities,

and reputed institutes to give the students an opportunity to be hired even while they are

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pursuing their final year. After conducting the selection process, Wipro offers them an
opportunity to join once they have finished their final year exams.

Advertisement:

Advertising is also a source used by Wipro to hire people and spread awareness
about the job openings. Some of Wipro’s requirements are announced using advertisements
and web banners in leading publications and portals across the globe. Their advertisement
will be unique with our logo, a Wipro email ID for response and the URL of the career site
carried in it.

At Wipro, Integrity is of utmost importance and there is no compromise made on

the quality of talent employed. Keeping in line with the overall virtue of gathering the best
of human resources for the functioning of this organization, Wipro does not entertain
payment of any kind from candidates for employment. Candidates should be careful with
the fake offers by the imposters who allegedly ask for money.

HR Tools:

HR tools used by Wipro to acquire talent is:

1) Synergy
2) K-net

Wipro’s Synergy:

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 Figure 2.1.7: Synergy

Source: Wipro’s Website

Talent Acquisition-Marketing:

Talent acquisition as a function has become closely aligned with marketing and PR
as well as Human Resources. As global organizations need to recruit globally with disparate
needs and requirements, effective recruiting requires a well thought out corporate
messaging around hiring and talent development.

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 Figure 2.1.8: Talent Acquisition Marketing

Source: Wipro’s Manual

2.2 Articles/Journals

1. Title:​ “The Talent Acquisition Lifecycle from sourcing to onboarding”,

Author​: Aberdeen
Journal:​Scribd journal,Issue:13 Volume :3
September, 2011.

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 Abstract: ​The report covers a wide variety of useful research findings and
recommendations. It outlines the importance of the hiring process and how a strategic
hiring process can lead to great successes including becoming and/or staying a
‘Best-in-Class’ organization.
Laggard steps to success:
a. Define competencies: Just over half (59%) of Laggard organizations indicate that
they define job role competencies at the start of the hiring process, and they are 25%
less likely than Best-in-Class organizations to do so. Competencies are critical to
communicating business needs to the recruiter and serve as a foundation for assessing
talent. Defining the characteristics of top performers is a good first step in laying the
foundation for talent acquisition success.
b​. ​Ensure talent acquisition never stops: Currently nearly half (48%) of Laggards define
their talent acquisition efforts as reactive, waiting for a requisition and then filling it.
Laggards are 33% more likely than Best-in-Class companies to operate reactively. But
given the critical shortages of key skills, many fields are experiencing the highly
competitive nature of the talent marketplace and hoping top talent will be there when
you have an open requisition is not an optimal strategy. At least for key roles, make
hiring a more ongoing process.
c. Use assessments to filter: ​Companies need to improve both efficiency and effectiveness
of hiring efforts. Assessments provide data to help with this, and are used by 59% of the
BIC companies for hiring. Aberdeen’s previous research has shown proven increases in
hiring manager satisfaction, time to performance and new hire engagement as a result of
pre-hire assessment use. Efficient tools to ensure better talent fit make a real business
impact.

2. Title:​“Talent Technology makes talent acquisition social telemetry suite

helps companies use internet to make hiring faster and more effective”
Author:​ Mark Smith

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Journal:​ IOSR,Issue:10,Volume: 1
25/05/2011.

Abstract: ​One key trend today in talent management software is to bring together
processes and applications for hiring, onboarding, performance assessment,
compensation, succession planning and analytics. As vendors compete to attract
customers and users by presenting the most integrated suite of applications, a new
market segment is evolving, which Talent Technology, a vendor in this space, calls
talent generation; its function is to help companies interact with prospective employees
through social media and Internet sites where jobs are posted. Talent Technology’s
Telemetry Suite offers a unified and consistent method for recruiters and hiring
managers to seek talent for any opening. It includes applications to broadcast openings
and match, profile, apply and connect talent to an organization’s hiring and applicant
tracking process. Each of the modules in this suite uses a simple, familiar social
networking approach that provides greater effectiveness than doing talent sourcing and
broadcasting separately. Talent Technology has integrated its technology with the
applicant tracking system (ATS) and human resource management system (HRMS)
products of Lawson, Oracle, SAP, Taleo and others. Its products complement the
offerings of its partners by extending talent management to the Internet.

3. Title:​“A study on talent acquisition in Sierra Atlantic”

Author:​ Kumar S.R
Journal​:Worldwide journals,Issue:5 Volume:1
March 2013.

Abstract: ​Today, business leaders understand the strategic significance of talent

acquisition. They are carefully looking at how they are going to fill the gap in skills and
company knowledge left by retired persons. They are adopting advanced strategies and

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 tactics to evolve their talent acquisition operations and they are embracing a range of
emerging best practices, from workforce planning to employment branding. In short,
they are recognizing the need to continue to advance their abilities not only in talent
acquisition, but also to support retention and employee development.

4. Title:​Talent Acquisition process

Author:​Areiqat, A. Y., Abdelhadi, T., & Al-Tarawneh, H.
Journal:​Emerald insight, Issue: 14 Volume: 2
March 2010

Abstract: ​Talent acquisition is the process for planning, sourcing, assessing, hiring
and on-boarding of new or existing employees into appropriate positions within the
organization. Talent Acquisition allows us access to a pool of competitive talent that
would otherwise have been missed or even worse ignored. The focus of the process is
on attracting talented workers to the organization. The process stages were typically
performed as disconnected steps that made the process inefficient and ineffective.

5. Title:​“Talent Acquisition: The new frontier”

Author:​Vikram Choudhury.
Journal:​ People matters Issue:2 ,Volume : 3
10/07/2013.

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 Abstract: ​Talent acquisition professionals in India are facing challenging times as the
role of a recruiter in driving business outcomes has continued to increase over the
years. Many factors have contributed to the increasing importance of the talent
acquisition role. Recruiters have a greater pressure to hire high quality talent to fill
fewer but more critical job positions.
Talent acquisition professionals in India are facing challenging times as the role
of a recruiter in driving business outcomes has continued to increase over the years.
Many factors have contributed to the increasing importance of the talent acquisition
role. Recruiters have a greater pressure to hire high quality talent to fill fewer but more
critical job positions.
The recruiter’s role has evolved a long way since the days when he was required
to shortlist candidates from a few CVs, interview even fewer candidates, and ultimately
make an offer to one. What makes a recruiter’s job more difficult is the fact that with
the growing number of professionally qualified talent, the number of applications that a
recruiter has to sift through everyday has steadily increased over the years.
At the same time, recruiters in India are also experiencing a very unique
paradox— plenty to choose from but very few that qualify! Experienced industry
professionals remark that although recruiters are seeing an increase in the number of
candidates who have the academic credentials to be eligible for job positions, very few
candidates meet the bar on quality to qualify for shortlisting.

6. ​Title:​“The talent growth dynamic”

Author:​Doman, Mourice A Glucksman, Nhuoc-Lan, Tu and Kim Warren

Journal:​ Indian Research journal, Issue :12, Volume: 5
February, 2000.

Abstract: ​In today‘s hyper-competitive environment, although the issue of attrition is

considered as a major crisis in one organization, it could be perceived as ―talent

29
 acquisition‖ in the other organization where the employee joins. Therefore, taking the
positive impacts of job-hopping into consideration, any HR intervention from an
organizational point of view should be focused on decreasing the negative effects of
attrition.
According to Branham, 75 percent of the senior executives admit that employee
retention is a major concern today, the obvious reason being the ‘increasing rate of
turnover’. This dynamically changing and volatile demand-supply equation with such
erratic attrition trends and cut throat competition has led organizations to focus on
mechanisms pertaining to attracting and retaining talent. It is an accepted truth that
turnover will happen and companies need to devise a strategy to curb unprecedented
turnover from affecting organizational success. Any Organization needs to have a
vision and a well-defined strategy on hiring for the future.

7. Title:​“Talent Acquisition and Retention”

Author:​Lalitha Nithyanandan.
Journal:​ Training journal, Issue: 5, Volume: 2
August,2012

Abstract: ​Technology, social and economic changes across the world are placing
challenging new demands on organizations. Competitive talent acquisition and
retention pressures have never been greater. The human resource recruitment function
has come under increasing pressure with a focus on its effectiveness and return on
investments.
With the labor market ‘flooded’ with jobseekers, one would mistakenly think
there is an abundance of talent available in the market. However, for the first time in
our history we face an acute shortage of talent with an oversupply of unskilled workers
within the same markets. There is a severe shortage for skills related to technical,

30
 engineering and scientific areas and employers are still willing to pay top dollars for
qualified talent.

Attracting Talent:

Organizations these days recognize that their talent gives them the competitive
edge and employ various ways to attract the right ones. Especially in today’s market,
good talents are reluctant to move and need to be swayed with more than an attractive
monetary package. They seek out companies with values and missions that are aligned
to their beliefs. In response to this, organizations that are astute are involving their
senior leadership team to share their vision and the values of the company to potential
employees. Talented people want to be part of an organization they can believe in; one
that excites them.

8. Title:​“Hiring the Best-A key to Organization Success”

Author:​Bhaskar Bhattacharya
Journal:​ biz journals, Issue: 13, Volume: 6
March 2010.

Abstract: ​In an age of fierce competition and constant transmogrification of business

models the single most important resource that drives value for any organization talent.
Due to the shortage of skilled manpower, organizations are facing an acute
shortage of talent and are struggling to find the right talent to ensure organization and
individual success. Today, the organization understood that smart hiring will impact the
business as the poor hiring will impact the bottom line, workplace morale and
productivity.

To end up with a Smart Hire, organization should follow the below mentioned steps:

31
a. Understanding of the job
b. Preparing the position profile
c. Screening the CVs
d. Preliminary interview
e. Interviewing
f. Reference check – competencies

32
 CHAPTER 3

COMPANY AND INDUSTRY PROFILE

32
3.COMPANY AND INDUSTRY PROFILE

3.1 INDUSTRY PROFILE:

The IT & ITES sector includes IT services, engineering design and R&D services, BPO
(business process outsourcing) and hardware. Today IT and ITES sectors lead the
economic growth in terms of employment, export promotion, revenue generation and
standards of living. As per NASSCOM estimates, IT ITES sector (excluding hardware)
revenues are estimated at USD 87.6 billion in financial year 2011-12; and the industry is
expected to grow by 19 per cent during financial year 2012-13.

THE ITES/IT sector has led to employment opportunities, both direct and indirect, of
nearly 2.8 million and around 8.9 million respectively. This growth is expected to increase
to more than 14 million (direct and indirect) by 2015 and to around 30 million by 2030.

The market size of the industry is expected to rise to USD 225 billion by 2020 considering
India's competitive position, growing demand for exports, Government policy support, and
increasing global footprint.IT/ ITES industry has led India's economic growth and this
sector's contribution to the national GDP has risen from 1.2 per cent in 1997-98 to an
estimated 7.5 per cent in 2011-12.

IT/ITES industries are highly localized and clustered in seven cities as of today. These are:
Bangalore, Hyderabad, Chennai, Gurgaon/Noida/New Delhi, Kolkata, Mumbai and Pune.
Infrastructure limits and scarcity of land has recently led to expansion to newer places like
Ahmedabad, Bhubaneswar, Chandigarh, Coimbatore, Jaipur, Kochi, Madurai, Mangalore,
Mysore and Trivandrum.

Information Technology/Information Technology Enabled Services:

Information Technology (IT) is defined as the design, development, implementation and

management of computer-based information systems, particularly software applications

31
and computer hardware. Today, it has grown to cover most aspects of computing and
technology. The largest firms globally include IBM, HP, Dell and Microsoft.

The Information Technology-Enabled Services (ITES) industry provides services that are
delivered over telecom or data network to a range of external business areas. Examples of
such business process outsourcing (BPO) include customer service, web-content
development, back office management and network consultancy etc.

Factors leading to growth in the IT/ ITES sector are:

● Low operating costs and tax advantage.

● Favorable government policies.
● Technically qualified personnel are easily available in the country.
● Rapid adoption of IT technologies in major sectors such as Telecom,
Manufacturing and BFSI.
● Strong growth in export demand from new verticals and non-traditional sectors as
public sector, media and utilities.
● Use of new and emerging technologies such as cloud computing.
● SEZ as growth drivers; as more of SEZs are now being set up in Tier II cities and
about 43 new tier II/III cities are emerging as IT delivery locations.
● All these factors have given the IT/ITES industry in India a strong competitive
position with high market share.

IT industry can be broadly classified into 3 segments:

1) Software
2) IT services
3) Information technology enabled services

32
 Figure 3.1.1: IT Industry Segmentation

3.2 COMPANY PROFILE:

Wipro Limited (formerly Western India Products Limited) is an ​Indian

Multinational Information technology (IT), ​consulting and ​outsourcing service company
headquartered in ​Bangalore, Karnataka​, ​India​. As of June 2016, the company has 173,863
employees serving over 900 clients with a presence in 61 countries. Wipro is the ​third
largest IT services company​ in India.

Wipro Ltd was incorporated on December 29, 1945 by Mohammed HashamPremji,

father of Wipro’s chairman Azim HashimPremji.​Abidali Z. Neemuchwala is an Indian
businessman, the chief executive officer of Wipro since February 2016. Neemuchwala,

33
who had been group president and COO from April 2015, was appointed CEO with effect
from 1 February 2016.

The company operates in many segments: IT services, Product Engineering

Solutions, Technology Infrastructure Service, Business Process Outsourcing, and
Consulting Services.

The Wipro brand promise of "Applying Thought", the driving force for delivering
value for customers and the heart of its business success, has driven Wipro's pioneering
efforts in Quality, culminating in the "Wipro Way". Premji started at Wipro driven by one
basic idea - to build an organization which was deeply committed to Values, in the firm
belief that success in business would eventually but inevitably follow.

Vision of Wipro:

“To be among the Top 10 Global IT & Business Process Outsourcing Services.”

Objective Statements:

1. Be a Trusted Partner to our clients by providing Transformation and SI Services.

2. Achieve Thought Leadership in emerging Technology areas.

3. Be perceived as a leader by relevant stakeholders among Global IT Service &

BPO providers.

Wipro Group of Companies

Wipro Ltd.

Wipro Limited is a global provider of comprehensive IT solutions and services,

including Systems Integration, Consulting, Information Systems outsourcing, IT-enabled
services, and R&D services.

34
 It is also a value added reseller of desktops, servers, notebooks, storage products,
networking solutions and packaged software for international brands.Wipro entered into
the technology business in 1981 and has over 140,000 employees and clients across 54
countries today.IT revenues stood at $ 7.1 billion for the year ended 31 March 2015, with a
repeat business ratio of over 95%.

The business model at Wipro Technologies Ltd is an industry aligned customer

facing model which gives greater understanding of customers’ businesses to build industry
specific solutions.

Wipro Enterprises Ltd.

• Wipro Consumer Care & Lighting

Wipro Consumer Care and Lighting (WCCLG), a business unit of Wipro Limited operates
in the FMCG segment offering a wide range of consumable commodities. Established in
1945, the first product to be introduced by WCCLG was vegetable oil, later popularized
under the brand name "Sunflower Vanaspati". It offers personal care products, such as
Wipro Baby Soft and Wipro Safewash, toilet soaps like Santoor and Chandrika as well as
international brands like ​Yardley​. Its portfolio of lighting solutions includes products like
Smartlite CFL, LED, emergency lights and more.

Through its customer-centric products and acquisitions, Wipro Consumer Care and
Lighting has become a fast growing company in the FMCG segment.

• Wipro Infrastructure Engineering

Wipro Infrastructure Engineering is the hydraulics business division of Wipro Limited and
has been in the business of manufacturing hydraulic cylinders, truck cylinders, and their
components and solutions since 1976. This division delivers hydraulic cylinders to
international OEMs and represents the Kawasaki, Sun Hydraulics and Teijin Seiki range of

35
hydraulic products in India. It has entered into partnerships with companies like Kawasaki
and aerospace giant EADS. The commitment to quality has made Wipro Infrastructure
Engineering the second largest independent manufacturer of cylinders in the world. The
company has recently ventured into water treatment systems and solutions to cater to the
needs of various industries.

• Wipro GE Medical Systems Limited

Wipro GE Medical Systems Limited is Wipro’s joint venture with GE Healthcare South
Asia. It is engaged in the research and development of advanced solutions to cater to
patient and customer needs in healthcare. This partnership, which began in 1990, today
includes offerings like gadgets and equipment for diagnostics, healthcare IT solutions and
services to help healthcare professionals combat cancer, heart disease, and other ailments.
There is complete adherence to ​Six Sigma​ quality standards in all products.

Wipro’s assure platform redefines the healthcare industry. It simplifies the life of patients,
doctors, with remote and non-intrusive healthcare monitoring using mobile applications
that integrate medical devices, IT Infrastructure and 24/7 customer support, to deliver
highly scalable solutions.

36
 CHAPTER 4
DATA INTERPRETATION AND ANALYSIS

37
4.1 The primary data collected through the structured questionnaire consisting of 16
questions is analysed using percentages and graphs.
1. How did you get to know about the Wipro Interview?

Table No.4.1

Particulars Number of respondents % of respondents

Employee referral 4 8%
Walk in 12 24%
Job fair 7 14%
Web 11 22%
Campus recruitment 10 20%
Consultant 6 12%
Advertisement 0 0%

38
DATA ANALYSIS
From the above graph, it can be analysed that 8% of respondents found out about the
interview through employee referrals, 24% through walk in, 14% through job fair, 22%
through web, 20% through campus recruitment and 12% through consultant.

INTERPRETATION
Majority (24%) of respondents found out about the interview through walkin.

2) How long have you been associated with Wipro?

Table no 4.2 association with Wipro

Particulars Number of % of Respondents
Respondents
Less than 1 year 11 22%

2-4 years 22 44%

4-6 years 7 14%

6-10 years 9 18%

10 years and above 1 2%

39
 Graph no. 4.2

DATA ANALYSIS
From the above graph and table, it can be analysed that 44% of the respondents are
associated with Wipro from 2-4 years, 22% of the respondents from less than 1
year, 18% from 6-10 years,14% from 4-6 years and 2% of the respondents from
above 10 years
INTERPRETATION
Majority (44%) of the respondents are associated with wipro from 2-4 years.

3) Do you have any previous work experience?

Table No.4.3. Previous work experience

Particulars No. of respondents % of the respondents

Yes 41 82%

No 9 18%

40
 Graph no.4.3

​DATA ANALYSIS
From the above graph it can be analysed that 82% of the respondents have previous work
experience and 18% do not have previous work experience.

INTERPRETATION
Majority (82%) of the respondents have previous work experience.

4)The job responsibilities and job description were clearly defined by the recruiter.

​Table No. 4.4. Job responsibilities were clearly defined

Particulars No of respondents % of respondents

Strongly disagree 1 2%

Disagree 2 4%

Neutral 11 22%

Agree 29 58%

41
 Strongly agree 7 14%

Graph no.4.4

DATA ANALYSIS
From the above graph 58% of the respondents agreed that the job responsibilities were
clearly defined to them by recruiter, 22% of respondents have neutral opinion, 14%
of the respondents strongly agree to the statement, 4% of the respondents disagree
and 25 of the respondents strongly disagree to the statement.

INTERPRETATION
Majority (72%) of the respondents agreed that the the job responsibilities were clearly
defined to them by the recruiter.

5) Recruiter answered all my queries in timely and polite manner

​Table No. 4.5. Recruiter answered all queries in timely and polite manner

42
 Particulars Number of Respondents % of Respondents
Strongly disagree 0 0%
Disagree 0 0%
Neutral 12 24%
Agree 28 56%
Strongly agree 10 20%

Graph no.4.5

DATA ANALYSIS
From the above graph 60% of the respondents agreed that recruiter answered their queries
in timely and polite manner, 16% of the respondents strongly agreed to the statement,
14% of the respondents disagreed to the statement and 105 of the respondents have a
neutral opinion on the statement.

INTERPRETATION
Majority (76%) of the respondents agreed that recruiter answered their queries in timely
and polite manner.

43
6) The approach of management was very good on the day of interview

Table No. 4.6. Approach of management was good

Particulars Number of Respondents % of Respondents
Strongly disagree 0 0%
Disagree 0 0%
Neutral 12 24%
Agree 28 56%
Strongly agree 10 20%

Graph no.4.6

DATA ANALYSIS
From the above graph 56% of the respondents agreed that approach of management was
very good on the day of the interview, 24% of the respondents have a neutral
opinion and 20% of the respondents strongly agreed to the statement.

INTERPRETATION

44
Majority (76%) of the respondents agreed that approach of management was very good on
the day of the interview.

7) Information of all the rounds of interviews that were to be conducted was provided

Table 4.7 Information regarding rounds of interviews were provided

Particulars Number of respondents % of respondents

Strongly disagree 0 0%

Disagree 2 4%

Neutral 12 24%

Agree 32 64%

Strongly agree 4 8%

Graph no.4.7

DATA ANALYSIS
From the above graph 64% of the respondents agreed that information of all the rounds of
interview that were to be conducted was provided, 245 had a neutral opinion on the

45
 statement , 8% strongly agreed to the statement and 4% of the respondents
disagrred to the statement.

INTERPRETATION
Majority (72%) of the respondents agreed that the information of all the rounds of
interview that were to be conducted was provided.

8) How Long was the selection process?

Table no: 4.8. Time taken for selection process.

Particulars Number of respondents % of respondents
1-2 hours 0 0%
3-4 Hours 15 30%
5-6 hours 24 48%
More than 6 hours 11 22%

​Graph no.4.8

46
DATA ANALYSIS
From the above graph 48% of the respondents said that the time taken for selection process
is for 5-6 hours, for 30% of the respondents it is 3-4 years and for 22% of the
respondents it was more than 6 hours.

INTERPRETATION
Majority of the respondents opined that time taken for selection process is between 5-6
hours.

​9) The selection methods were suitable for the job

Table no. 4.9. selection methods were suitable for the job

Particulars Number of respondents % of respondents

Strongly disagree 0 0%

Disagree 1 2%
Neutral 8 16%

Agree 39 78%

Strongly agree 2 4%

Graph no.4.9

47
DATA ANALYSIS
From the above graph 78% of the respondents agreed that selection methods were suitable
for the jobs,16% of the respondents had a neutral opinion on the statement, 4% of
the respondents strongly agreed to the statement and 2% of the respondents
disagreed to the statement.

INTERPRETATION
Majority (82%) of the respondents agreed that selection methods were suitable for the
jobs.

10) The selection process was fair and unbiased

Table no. 4.10. selection process was fair and unbiased

Particulars Number of respondents % of respondents

Strongly disagree 0 0%

48
 Disagree 3 6%

Neutral 14 28%

Agree 29 58%

Strongly agree 4 8%

Graph no.4.10

49
 ​DATA ANALYSIS
From the above graph 58% of the respondents agreed that the selection process was fair
and unbiased, 28% of the respondents had a neutral opinion on the statement ,8%
strongly agreed to the statement and 6% of the respondents disagreed to the
statement.

INTERPRETATION
Majority (66%) of the respondents agreed that the selection process was fair and unbiased.

11) Did you go through any referral checks or Background checks?

Table no. 4.11. Referral checks or background checks

Particulars Number of respondents % of respondents

Yes 43 86%

50
 No 7 14%

Graph no.4.11

DATA ANALYSIS
From the above graph 86% of the respondents agreed that they had gone through referral
or background checks and 14% of the respondents did not go through referral
checks or background checks.

INTERPRETATION
Majority (86%) of the respondents agreed that they had gone through referral or
background checks.

12) The HR explained about the salary breakup and work life benefits along with
leave entitlements, work environment and training

Table no. 4.12. salary breakup, work life benefits, leave

entitlements, work environment and training details were explained by HR.

51
 Particulars Number of respondents % of respondents
Strongly disagree 0 0%

Disagree 1 2%
Neutral 10 20%

Agree 36 72%
Strongly agree 3 6%

Graph no.4.12

DATA ANALYSIS
From the above graph 72% of the respondents agreed that salary breakup, work life
benefits, leave entitlements, work environment and training details were explained
by HR, 20% had a neutral opinion on the statement, 6% strongly agreed to the
statement and 2% disagreed with the statement.

INTERPRETATION
Majority (78%) of the respondents ​agreed that salary breakup, work life benefits, leave
entitlements, work environment and training details were explained by HR.

52
13) What are your primary reasons for choosing Wipro?

Table no. 4.13. primary reasons for choosing Wipro

Particulars Number of respondents % of respondents

Nature of the job 6 12%
Remuneration 8 16%
Growth and learning 26 52%
perspective
Wipro’s image, reputation 27 54%
and work culture

Graph no.4.13

DATA ANALYSIS
From the above graph 54% of the respondents chose Wipro because of Wipro’s image,
reputation and work culture, 52% of the respondents chose because of the growth

53
 and learning perspective, 16% of the respondents chose because of remuneration
and 12% of respondents chose because of nature of the job.

INTERPRETATION
Majority (54%) of the respondents chose Wipro because of Wipro’s image, reputation and
work culture.

14) The recruiter clearly explained about Wipro BPO and its career development
programs like SEED, Wings within and training

Table no. 4.14. career development programs like SEED, Wings within and training
programs were explained.

Particulars Number of % of respondents

respondents
Strongly disagree 0 0%

Disagree 2 4%

Neutral 8 16%

Agree 35 70%

Strongly agree 5 10%

Graph no.4.14

54
DATA ANALYSIS
From the above graph 70% of the respondents agreed that career development programs
like SEED, Wings within and training programs were explained by HR, 16% had a
neutral opinion about the statement, 10% strongly agreed to the statement and 4%
disagreed with the statement.

INTERPRETATION
Majority (80%) of the respondents agreed that career development programs like SEED,
Wings within and training programs were explained by HR.

15)Rate your satisfaction with the salary and benefits package you receive

Table no. 4.15. satisfaction with the salary and benefits package
received

Particulars Number of respondents % of respondents

Highly satisfied 3 6%

55
 Satisfied 27 54%
Neither satisfied nor 15 30%
dissatisfied
Dissatisfied 5 10%
Highly dissatisfied 0 0%

Graph no.4.15

DATA ANALYSIS
From the above graph 54% of the respondents are satisfied with the salary and benefits
package received, 30% of the respondents are neither satisfied nor dissatisfied,
10% of the respondents are dissatisfied and 6% are highly satisfied.

INTERPRETATION
Majority (60%) of the respondents are satisfied with the salary and benefits package
received.
16) Wipro considers its employees as their brand ambassadors
Table no. 4.16. Wipro considers its employees as their brand
ambassadors

56
 Particulars Number of respondents % of respondents
Strongly disagree 0 0%
Disagree 0 0%
Neutral 5 10%
Agree 42 84%
Strongly agree 3 6%

Graph no.4.16

DATA ANALYSIS
From the above graph 84% of the respondents agreed that Wipro considers its employees
as their brand ambassadors, 10% of the respondents had a neutral opinion and 6%
of the respondents strongly agreed to the statement.

INTERPRETATION
Majority (90%) of the respondents agreed that Wipro considers its employees as their
brand ambassadors.

57
17) Wipro synergy is very effective

Table ​no.4.17 Wipro synergy is very effective​.

Particulars No. of respondents % of respondents

Strongly disagree 0 0%
Disagree 4 8%
Neutral 10 20%
Agree 31 62%
Strongly agree 5 10%

Graph no.4.17

DATA ANALYSIS
From the above graph 62% of the respondents agreed that Wipro synergy is very effective,
20% of the respondents had a neutral opinion, 10% of the respondents strongly agreed to
the statement and 8% of the respondents disagreed with the statement.

58
INTERPRETATION
Majority (72%) of the respondents agreed that Wipro synergy is very effective.

18) I am satisfied with effectiveness of the talent acquisition process

Table no.4.18 Satisfied with the effectiveness of the talent acquisition process.
Particulars No. of respondents % of respondents
Strongly disagree 0 0%
Disagree 1 2%
Neutral 3 6%
Agree 43 86%
Strongly agree 3 6%

Graph no.4.18

DATA ANALYSIS

59
From the above graph 86% of the respondents agreed that Satisfied with the effectiveness
of the talent acquisition process, 6% of the respondents strongly agreed to the
statement,6% of the statement and 2% of the respondents disagreed to the statement.

INTERPRETATION
Majority (92%) of the respondents agreed that Satisfied with the effectiveness of the talent
acquisition process.

19) I would recommend my friends and family members to apply for Wipro

Table no.4.19 would recommend my friends and family members to apply for Wipro

Particulars No. of respondents % of respondents

Strongly disagree 0 0%
Disagree 0 0%
Neutral 5 10%
Agree 41 82%
Strongly agree 4 8%

Graph no.4.19

60
DATA ANALYSIS
From the above graph 82% of the respondents agreed that they would recommend my
friends and family members to apply for Wipro, 10% of respondents have a neutral
opinion and 8% of the respondents strongly agreed with the statement.

INTERPRETATION
Majority (82%) of the respondents agreed that they would recommend my friends and
family members to apply for Wipro.

20) do you think there is need for improvement in the talent acquisition process at
Wipro?

Table no.4.20 there is need for improvement in the talent acquisition process at
Wipro

Particulars No. of the respondents % of the respondents

61
 Yes 44 88%
no 6 12%

Graph no.4.20

DATA ANALYSIS
From the above graph 88% of the respondents opined that there is need for improvement in
the talent acquisition process at Wipro and 12% opined that there is no need for
improvement in the talent acquisition process at Wipro.

INTERPRETATION
Majority (88%) of the respondents opined that there is need for improvement in the talent
acquisition process at Wipro.

62
 Chapter 5
FINDINGS, SUGGESTIONS AND
CONCLUSION

63
5.1 FINDINGS
From the study it is found that:
From the study it is found that:
● Maximum number of candidates got to know about the job through
consultancy/vendors.
● Most number of candidates wait between 1 to 6 hours for completion of the
process.
● Maximum candidates find the salary and benefit package they receive average or
below average.
● Candidates have clear understanding of Wipro BPO and its career development
programs like SEED, Wings within and training
● Candidates find Wipro as a better place to work than others.
● Candidates find the criteria for short listing of candidates used by Wipro average.
● Candidates think their job related knowledge has fetched them the job.
● Maximum no of candidates do not know have enough knowledge about the
management to whom they are responsible to.
● Majority of the candidates understand their job responsibilities and job description,
which is a good sign.

64
5.2 SUGGESTIONS
● Wipro hires majority of candidates through vendors to fill in the requirement
which is considered a bad hire due to the cost involved in it. They should attract
people using different channels to cut down the cost of hiring. Employee Referral
is the best alternative to hire employees and the employees of Wipro should be
informed time and again about the job openings.
● Talent acquisition team with proper planning can cut down the waiting time for the
process which is around 1 to 6 hours. There is every chance of losing a good
candidate due to long waiting time. A good can candidate is considered an asset for
the organization which it cannot afford to lose.
● Majority of the candidates are not happy with the salary package and benefits they
receive and their dissatisfaction may result in attrition, so the talent acquisition
team should redesign the salary package which is satisfactory enough.

5.3 CONCLUSION
Retention of employees is important for the success of the organization which is
possible through effective talent acquisition process. The process can be made effective if
the policies are well defined and easily understood by the employees. Candidates
understanding of job responsibilities and job description will have an impact on their
performance and the outcome of the organization depends on the performance of the
employees.

The main purpose of this study is to understand different channels through which the talent
can be acquired and to find out the best channel utilized by Wipro for acquiring talent. In
the study it is found that the vendors were approached more than the other sources to
acquire talent. Vendor hiring increases the cost for the organization which can be

65
controlled by concentrating on other channels available. Wipro’s talent acquisition process
should aim for mutual growth of both, employees and the organization.

Annexure

1) How did you get to know about the Wipro Interview?

Employee referral
Walk in
Job fair
Web
Campus recruitment
Consultant
Advertisement

2) How long have you been associated with Wipro?

Less than 1 year
2-4 years
4-6 years
6-10 years
10 years and above

3) Do you have any previous work experience?

Yes
No

66
4) The job responsibilities and job description were clearly defined by the recruiter.
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

5) Recruiter answered all my queries in timely and polite manner

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

6) The approach of management was very good on the day of interview

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

7) Information of all the rounds of interviews that were to be conducted was provided
Strongly disagree
Disagree
Neutral
Agree

67
Strongly agree

8) How Long was the selection process?

1-2 hours
3-4 Hours
5-6 hours
More than 6 hours

9) The selection methods were suitable for the job

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

10) The selection process was fair and unbiased

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

11) Did you go through any referral checks or Background checks?

Yes
No

68
12) The HR explained about the salary breakup and work life benefits along with leave
entitlements, work environment and training
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

13) What are your primary reasons for choosing Wipro?

Nature of the job
Remuneration
Growth and learning perspective
Wipro’s image, reputation and work culture

14) The recruiter clearly explained about Wipro BPO and its career development
programs like SEED, Wings within and training
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

15)Rate your satisfaction with the salary and benefits package you receive
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied

69
16) Wipro considers its employees as their brand ambassadors
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

17) Wipro synergy is very effective

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

18) I am satisfied with effectiveness of the talent acquisition process

Strongly disagree
Disagree
Neutral
Agree
Strongly agree

19) I would recommend my friends and family members to apply for Wipro
Strongly disagree
Disagree
Neutral
Agree
Strongly agree

20) do you think there is need for improvement in the talent acquisition process at Wipro?

70
Yes
no

BIBLIOGRAPHY

Books:
Gareth Roberts “Recruitment and selection”, second edition CIPD publications ,(2005
Ginni Garner, Timothy J. Tolan, and Russell J. Riendeau CEO’s guide to Talent
Acquisition” eyecatcher press publications,2008
Journals:
Bhaskar Bhattacharya(March 2010),” Hiring the best – A key to organization success”,Hrd
newsletter
Vikram Choudhury(10/07/2013), “Talent Acquisition: The new frontier”, People Matters
Journal
“Talent Acquisition: Marketing Your Company to a Competitive Pool”, Argyle Journal,
August 28, 2013

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Websites:
https://www.google.co.in/search?sclient=psy-ab&biw=1366&bih=662&q=talent+acquisiti
on+wipro
Talent Acquisition Wipro
-http://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ved=0CDYQF
jAC&url=http%3A%2F%2Fcareers.wipro.com%2Fwcdatadoc%2Fwcpdf%2Finterview_ti
ps.pdf&ei=MYnwUpfQCse4iQednoDICQ&usg=AFQjCNEKPD1sm-OefMigT-P2dNIT9
DE2uA&bvm=bv.60444564,d.aGc
www.wipro.com<newsroom<press release
blog.eskill.com/difference-recruitment-talent-acquisition/
Newspapers:
The Hindu
Times of India
The Indian Express

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