Diversity and Inclusion Report: Wipro Case Study, HRMG842, Term 1

This report examines Wipro's diversity and inclusion initiatives, providing a comprehensive overview of its strategies and programs. It begins with an introduction to the importance of diversity in the modern workplace and then describes Wipro's organizational structure and relevant stakeholders, including customers, employees, and investors. The report outlines Wipro's diversity strategy, focusing on gender, nationality, and disability, including the use of internal surveys to assess demographics and employee experiences. It details specific initiatives like the WoW program and efforts to address gender diversity challenges. The report also explores cultural diversity within Wipro, discussing recruitment, selection processes, and the importance of fostering an inclusive environment. The report concludes by evaluating the effectiveness of Wipro's diversity and inclusion efforts, highlighting the benefits of a diverse workforce and the company's commitment to creating an equitable workplace.

Diversity
Diversity and Inclusion

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Contents
Introduction...........................................................................................................................................2
Description of the organization and relevant stakeholders.....................................................................2
Diversity strategy..................................................................................................................................4
Evaluation of the action plan.................................................................................................................9
References...........................................................................................................................................10
Appendices..........................................................................................................................................13

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Introduction
The diversity is an echo of the changing world and marketplace. The future of the
organizations will be more diverse than what they are today. The workforce in the coming
years will comprise different races, ages, gender, traditions, and lifestyles. The effective
leverage of human capital plays a great role in the future competitiveness of the organization
along with economic performance. The organizations should look at growing diversity at the
workplace among the workforce. Organizations should operate internationally. It can assist in
going forward. In the international context, when external stakeholders are diverse than it is
significant to view itself as an inclusive and diverse organization as well. It has been
considered that a diverse team in the organization brings better creativity and innovation. The
understanding of the team and its response to the requirements of a diverse client base is
better. The diverse groups have the availability of good talent which leads to the business
benefit. This report comprises the diversity and inclusion in the case of Wipro. Wipro is a
foremost information technology (IT), consulting and business process services organization
that provides the solution to empower its clients to do business well. Wipro assists clients to
create an efficient and adaptive business by making use of digital strategy, advanced
analytics, and product engineering approach and customer-focused design. Wipro has
attained a popularity for its inclusive portfolio of services and robust pledge to sustainability.
The company has even given the NASSCOM Corporate Award for Excellence in Diversion
and Inclusion 2016 for the category of ‘Best program for excellence in Gender Diversity’. It
is proof that Wipro has made a substantial contribution to encouraging diversity and
inclusion.
Description of the organization and relevant stakeholders
Wipro has been making diversity and inclusive efforts concentrated on individuals
with gender, disabilities, and persons belonging to the deprived backgrounds and nationality.
The diversity council of the company includes senior leaders from the organization and
functions to create direction and diversity in such areas. The diversity is deliberated to be part
of the strategic plan and is driven with passion and reviewed intermittently. Wipro is devoted
to being an equal opportunity employer. The diversity and inclusion values are entrenched in
the organizational values, policies, cultures, and procedures. The company has been
dedicated to non-discrimination and meritocracy in the diversity and inclusion policy. Wipro
believes in forming an organizational culture in which staff feels involved and safe to discuss

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concerns along with the violations without any fear of reprisal. It is the key to preserve
human rights and foster a culture of presence (Hoobler, et al. 2018). In such a scenario, the
company is concentrated on forming policy and procedure frameworks that assist a
comprehensive work environment. There is zero tolerance towards reprisal which enables
employees to report their concern and discrimination issues to the higher authority.
Moreover, the company is having long-standing Ombud’s process and helpline which can be
accessed by the staff 24/7 in different languages. The concerns raised by the employees are
considered through a neutral ombudsman (Wipro, 2010).
The diversity and inclusion program of Wipro has been officially launched in 2008 to
offer shape and direction to its commitment. Such a program is a multi-dimensional and
comprises pillars like:
 Gender
 Nationality
 Persons with disability
 Persons from the deprived community
There is a need to identify stakeholders in Wipro to execute diversity management
strategies. When it comes to the organization, the specific group of stakeholders should be
identified along with the significance to the diversity management (Ward & Forker, 2017).
The stakeholders are accounted for diversity management. Wipro creates value for the
persons who are involved with the company directly or indirectly. The stakeholder
engagement has been effective to the company in fostering responsible and sustainable
business practices that are effective to the organization and stakeholders. The company has
eight stakeholders such as customers, workers, education ecosystem, young citizen and future
cohorts, communities, suppliers, investors, and government. The close engagement with the
company assists Wipro to communicate exclusive and discerned value to the customers
(Wipro, 2016). The partnership can be made with the customers to encounter their present
and developing business information technology necessities (Wipro, 2011).
The employees in the form of stakeholders are offered a voice in the key people
decisions. The employees are empowered through continuous learning and diversity in the
workplace. They are engaged through 360-degree feedback, leadership webcasts, and focus
groups. On the other hand, education is one of the leading long-term societal forces
influencing social change. Advancing a good comprehension and capacity building of social

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functioning in school education is one of the leading objectives of the education program
(Annabi & Lebovitz, 2018). The young citizens and future generations have a great role in
functioning as a change agent. The engagement is made with the aim of a safe and
sustainable planet for the coming generations. The engagement made with the community
and the programs is designed by Wipro to address the precise needs of the communities. As a
part of the stakeholders, suppliers have a great role in reducing interruption of the services.
The suppliers help in meeting diverse business operation requirements (Wipro, 2017). The
investors are robust to the governance systems and procedures. They communicate to the
strategy and performance and offer views on the economic environment. The investors have a
great role in offering diverse perspectives on business strategy and performance. Wipro
involves with the government to bring systematic change in the society by policies,
legislations, and advice. The government has an active involvement in the policy formulation
and challenges of sustainability and advancement (ETMarkets.com, 2019).
Diversity strategy
Diversity is linked to the better performance of the business and improved workplace.
The diversity and inclusion are a self-governing function and led by the senior manager. The
diversity and inclusion rely on the cross-functional project teams and senior leaders are liable
to undertake the leadership of individual diversity pillars. The diversity and inclusive plan
undertake an internal survey. The survey will be helpful in comprehending the demographic
make-up of the company (Wipro, 2016). The factors to be deliberated for conducting an
appropriate survey and attain data are:
 Gender
 Culture
 Age gap
 Pay gap
 Religion
 Sexual orientation
 Disability
 Education level
 Nationality
 Years of experience

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The diversity and inclusion survey are helpful in identifying and addressing situations that
are making employees inconvenient. The opportunities can be identified for enhanced
employee engagement. The survey makes employees learn ways to attract a different set of
job candidates. Wipro can modify its learning and development programs as per the interests
of the employees. The company can benchmark success building diversity and inclusion over
time through the surveys (Transformify, 2019). The diversity has been linked to better
business performance and better workplaces. The survey offers the key demographics that
should be tracking like do the company has a good representation of black employees?
Veterans? People with disabilities. The activity of tracking data can be helpful in offering the
data required to make strategic decisions and assists to the underrepresented groups in the
current organization (Wipro, 2017). The survey majorly focused on gender diversity and
revealed the experience of the women-recognizing employees in the organization. Do the
females believe that promotions are fair? Do they feel protected and authorized? Are they
empowered for the mentorship prospects?
Attaining data has been challenging for Wipro as the female employees do not feel
contented in sharing their confidential information. To overcome such challenges, Wipro
even communicated with the employees and apprise them that the information is being
attained to assist in the creation and execution of diversity and inclusion programs in the
company. It helped the company in generating trust and in coming forward the necessitated
information. Gender diversity has become a sound business practice in Wipro (Garcia-
Solarte, de Lema & Madrid-Guijarro, 2018). The company has attained two significant
elements for tapping into the massive talent pool. The first is to form equal opportunities
through broadening the talent pool. Such an approach has a great role in making sure that
females attain equal opportunities to reveal their potential and capability. The company
started interviewing more women for jobs. The company decided to interview women for
50% of the positions. It will be majorly for the senior positions. The second significant
element is of enablement through the life stages (Wipro, 2020). The diversity of Wipro does
not only end at the hiring process but to make productive over a long period of time.
Wipro has observed that women in the company work to boundless success until
marriage and then take pauses and ranking to the family over the career. If the company hires
40% women then it drops to 15% at the administrative level, 10% at the senior management
level and finally 7% at the managerial level. It is required by Wipro to maintain different
strategies and programs to address the drop in women's representation by various life stages

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(Roh & Kim, 2016). Wipro fought with the diversity issues by enabling the work
environment through the WoW (Women of Wipro) program. The research has been made on
the life stage-based approach for women. The major initiatives taken by the company are
WoW career mentoring, WoW speaker series, Women in technology and Daycare centers
(Wipro, 2020). With the execution of this program, the company came to the conclusion that
there is a 33% women workforce. According to the 2017 report, a global women’s hackathon
for women technologists hosted and 800 women technologists contributed. The higher
engagement levels of women are evaluated by Employee Perception Survey (EPS).
(Wipro, 2016)
The formal plan for executing diversity and inclusion strategies and policies has
undertaken measurable objectives. The plan will have timelines for evaluating the
development of the execution. The policies will even be united with the prevailing policies of
the Wipro. It is even required to circulate the plan before the time so that a multiplicity
outlook can be refined along with the comprehension (Tyler, 2019).
As soon as the senior persons in the company admit diversity, there should be
integrate merit-based internal upgrades of people from the different frameworks. The
company should deliberate that a person getting pro0moted should fall into the diversity
policies of the company. It boosts the reputation of the company from the outside (Wilton, et
al. 2019). The organization will also be viewed as a workplace where people would be
promoted on the basis of merit, not on the basis of sex, race or dogma. Add on, Wipro should

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sustain workforce data on the basis of the diversity of workers. Such data can be
advantageous while the time of promotions and equitable selection procedures. The
workforce data is also a part of general amenabilities by the government (Bentley, Callier, &
Rotimi, 2017). The annual review should be made through the outsourced party for the
appraisal of the pertinent strategies and implementation of the policies. The diversity policy
should be regularly evaluated and the advancement made should be transferred in the
organization not just to the senior authority.
The extents which are most significant in the diversity of Wipro are:
 Cultural diversity
 Recruitment and selection
Cultural diversity: The company has a robust footprint in global geographies through organic
and inorganic growth. The cultural diversity initiatives taken by Wipro have reinforced
efforts towards fostering a culture comprehensive employee by several sensitization
interventions. The company has a shared set of beliefs, values, and practices. The culture
provides a foundation of success to Wipro. It even touches the lives of the people and makes
a difference to the employees. The culture of the company is made up of different cultural
backgrounds and connections. It brings several benefits to Wipro (Kang and Kim, 2019).
 The cultural diversity in Wipro has assisted in inspiring creativity and driving
innovation. The different viewpoints with the wide personal and specialized
experience of the team can offer new viewpoints. The cultural diversity has a great
role in driving innovations and assisting in solving problems along with meeting
customer needs in exciting ways.
 The cultural diversity has an even great role in enlarging the profits of the
organization. It has been observed that Wipro has enhanced its market share due to
diversity. The company is even able to contribute more to global business trends with
increasing sales (Windscheid, et al. 2018).
 Cultural diversity improves employee engagement. People sharing the experience of
different cultures helps in bringing them closure. It builds a trusting association with
colleagues. It also assists in enhancing employee motivation which works great for
organizations like Wipro (Ruiz-Jiménez, et al. 2016).
 Cultural diversity assists in lessening employee turnover. Wipro holds cultural
diversity which induces a wider pool of individuals for the job vacancies. The highly

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educated employees also experience that more diverse company is more liberal and
like to work there (Ye, 2019). A person applying for the job, such a company enjoys
and generate a pool of candidates. This way the company can also recruit from the
extensive pool of candidates. These employees are enabled with a diverse set of skills
and likely to succeed in the market (The Economic Times, 2010).
 The cultural diversity imitates positively on their reputation. Wipro recruits and
encourages employees from different backgrounds and has attained a status for being
a decent employer. The latent clients also feel appreciated to work in Wipro and offer
more to the organization in terms of productivity.
 The cultural diversity has been proved to be improving insight and reducing racism.
The people from the different backgrounds in Wipro learn new cultural insights that
help in reducing negative emotions like homophobia, racism, sexism and more (Ali,
2016).
Recruitment and selection: Wipro is deliberated to be India’s leading IT services provider.
The organization is into united business, technology and process solutions at the global level.
Wipro like any efficient organization offers significance to Human Resources Management.
Wipro is India’s sixth top employer and the recruitment process has great role behind the
success of the organization. The recruitment process is stated as the procedure of searching
and appealing capable employees for a specific job. Wipro invests greatly in the recruitment
process in order to avoid unsuitable selection (Nielsen & Madsen, 2017). The recruitment
process in Wipro takes place in three forms, written test, technical interview, and HR
interview and placement.
 The round one is all about the written test which comprises verbal, aptitude and
technical. The verbal is the initial section of the written test where students are asked
a specific number of questions. The candidates are tested for their proficiency in the
English language. The candidates are also asked aptitude questions concerning some
topics like puzzles, time and distance, calendars, ratio proportions and more. The
technical knowledge is also tested through the questions on C, C++, Linux, Java,
DBMS, UNIX, SQL, hardware and programming fundamentals.
 Round 2 is all about the technical interview. It is the most significant elimination
stage. This round selects the candidates having a thorough knowledge of the basic
skills. The applicants are asked to get prepared for their specialized subjects before
appearing in the second round.

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 Round 3 is stated as an HR interview. This round is considered to be the toughest part
of the recruitment process. It is a real test for the most competent applicants (Salloum,
Jabbour, & Mercier‐Suissa, 2019). The candidates are asked some personal questions
along with the organization. The applicants are asked for the emotional proportion in
order to know whether they can survive in the pressure or not.
 Round 4 states to the placement. Once the applicant is selected then it is offered with
the employee code by the HR manager along with the joining form (Yadav, Mehra &
Mandal, 2016). Wipro selects almost 40% of the employees through the campus
requirements whereas another source is through the national skill registry (NSR).
Evaluation of the action plan
The diversity has been executed in the Wipro. Further, it is vital to work on constant
improvement. The execution of diversity is not a one-time process but a constant procedure.
It is imperious for Wipro to evaluate the diversity executed. The outcome of the diversity
plan can be restrained through:
Staff retention and turnover: Before execution of the diversity and after execution, the
turnover rate is associated by Wipro. It was realized by the company that the turnover rate in
the organization has been increased by 50%.
Workplace structure: Wipro has proved to be hiring people from diverse cultures and
background which has contributed to the positive growth of the company.
Survey: Wipro conducts an employee perception survey to evaluate employee engagement
and pursue feedback on the different aspects of the organization (Wipro, 2016).
Customer feedback: Efficient customer feedback states whether they are content with the
services offered as it has a great role in productivity.

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References
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Annabi, H., & Lebovitz, S. (2018). Improving the retention of women in the IT workforce:
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Bentley, A. R., Callier, S., & Rotimi, C. N. (2017). Diversity and inclusion in genomic
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519-534.

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