Human Resources Management at Wipro
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Case Code : HROA004
Case Length : 17 pages
Period : 1966 - 2004
Pub Date : 2004
Teaching Note :Not Available
Organization : Wipro
Industry : Information Technology
Countries : India
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Premji had gone to Stanford University, where he studied engineering in anticipation of taking over the family business, Western India Vegetable Products Ltd., or Wipro. In 1966, while Premji was still a student, his father died. So the 21-year-old Premji returned home to take over the cooking oil business...
Wipro laid a strong emphasis on shared beliefs and leadership values. In 1973, much before it became fashionable to do so, Premji had articulated a set of beliefs that would shape Wipro's strong and distinctive organizational culture...
Human Resources Management
Over the years, Wipro had built a strong and powerful top-management team of professionals. By and large, Wipro filled up senior positions from within, except for some specific specialised requirements. One of the rare exceptions had been Vivek Paul who joined Wipro as Vice Chairman in July 1999...
As the new millennium got under way, employee attrition was a key concern for Wipro. Since the late 1990s, the biggest source of attrition was people with experience ranging from two to four years, going overseas, especially to the United States where IT professionals were in great demand. Other recent graduates would work for a couple of years at Wipro, and then leave for graduate studies in the United States. Some employees left to join startups. Personal reasons also contributed to the attrition...
Exhibit: I Wipro Values