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10-TIME WINNER
23
Wipro’s five-point
talent strategy is
tightly linked to
the company’s
strategic plan.
74 TD | October 2016
Rapidly
Evolving
Business
Environment
BY JENNIFER J. SALOPEK
W
hen Vishwas Santurkar assumed his role as vice president and head of
talent transformation at Wipro 2.5 years ago, after 21 years with the
company, he was given a mandate for change: to ensure that employees
had the multiple skills required to serve customers around the globe in the face
of rapidly advancing technology; to excel in the digital world, as contributors and
learners; and to use advanced technology to reach and train Wipro’s global work-
force of more than 170,000. The talent transformation organization, which numbers
more than 400, adeptly stepped up to the challenge.
Learning has long had a seat at the strategic table at Wipro, helping to set en-
terprise strategy in two essential ways: by training senior leaders about business
strategy during annual sessions that precede strategic planning exercises; and by as-
sessing concomitant talent needs during the formulation of enterprise strategies.
“Assessment of employees’ technical and behavioral competencies for Wipro to
achieve planned goals is a crucial input from the talent development function in
the formulation of enterprise strategy,” Santurkar says. “Further, we work closely
with business unit leaders to identify critical talent needs and the role that they
can play in helping business units succeed.”
76 TD | October 2016