HR Virtual Learning Zone Panel Discussion Session (Part -II) on Compensation & Benefits with Mr. Dependra Mathur (VP & Head - Compensation & Benefits & International HR, Infosys BPO) & Mr. Samir Gadgil (VP & Global Head C&B - Wipro Technologies) on Thursday, April 2, 2015 at 1500hrs. Theme: "Do More with Less" - Secret Behind Optimum Budget Utilization for Organizational Success". About Speaker: Dependra Mathur (VP & Head - Compensation & Benefits and International HR) Dependra Mathur, an MBA from IIM Bangalore, has varied work experience ranging over 24 years covering Human Resources and business and has been with Infosys for the last 8 years. His experience covers working in leading organizations like Infosys BPO, Wipro Ltd WeP Peripherals Ltd and Tata Motors in various capacities. He heads Compensation and Benefits and International HR Samir Gadgil (Global Head Compensation & Benefits – Wipro Limited) Associated with Wipro since May 2009. Also the Pune Location HR Head since August 2011. In his 16+ years of total industry experience, he has worked on various facets of HR Consulting and Line HR roles. During the 4+ years of consulting stint, he has worked on assignments that involved Designing Balanced Scorecard, HR Strategy formulation, Organization Structuring for established and start-up organizations, Performance Management System Design, Competency Mapping, Compensation Benchmarking Study, Manpower Rationalization and Executive Search & Selection for the clients across sectors. In the Line HR roles, he has worked as HR Business Partner, Recruitment Manager, Compensation & Benefit Head and as Location HR Head. He was the HR Spoc for the entire acquisition related work that happened when Wipro acquired Citi Technology Services in 2008. Previously Samir has been associated with organizations like Cedar (Management Consulting), PricewaterhouseCoopers Pvt. Ltd, & Godrej & Boyce Mfg. Co. Ltd.

3. Dependra Mathur, an MBA from IIM Bangalore, has
varied work experience ranging over 24 years covering
Human Resources and business and has been with
Infosys for the last 8 years. His experience covers
working in leading organizations like Infosys BPO,
Wipro Ltd WeP Peripherals Ltd and Tata Motors in
various capacities. He heads Compensation and
Benefits and International HR function at Infosys BPO.
He led the HR efforts at Infosys BPO in 3 different
global mergers and acquisitions programs, which led
the organization to win the globally renowned Optimas
Award in 2012 for managing change and in 2013, for
innovative compensation program.
Dependra won the HR Leadership award at the 5th
Employer Branding Award summit in 2010-11. He is
GPHR (Global Professional in Human Resources)
certified from SHRM and has been accredited with
BELBIN Team Role certification.
Dependra Mathur
VP & Head - C&B &
International HR,
Infosys BPO.

4. Samir has been associated with Wipro since May 2009.
He was also the Pune Location HR Head since August
2011. In his 16+ years of total industry experience, he
has worked on various facets of HR Consulting and Line
HR roles. During the 4+ years of consulting stint, he has
worked on assignments that involved Designing Balanced
Scorecard, HR Strategy formulation, Organization
Structuring for established and start-up organizations,
Performance Management System Design, Competency
Mapping, Compensation Benchmarking Study,
Manpower Rationalization and Executive Search &
Selection for the clients across sectors. In the Line HR
roles, he has worked as HR Business Partner,
Recruitment Manager, Compensation & Benefit Head
and as Location HR Head. He was the HR Spoc for the
entire acquisition related work that happened when
Wipro acquired Citi Technology Services in 2008.
Previously Samir has been associated with organizations
like Cedar (Management Consulting),
PricewaterhouseCoopers Pvt. Ltd, & Godrej & Boyce Mfg.
Samir Gadgil
VP - HR
Wipro Technologies

6. Agenda
Overview
Changing Business Landscape
Challenges for Compensation & Benefits
Road Ahead…in supporting Business effectively
1
2
3
4

7. Overview
Past Decade
Tapping Demand & Managing Supply
Focus on Innovation on Delivery and
scalability
Offshore Development Centres
Technology excellence
This Decade
Creating Demand
Focus on Innovation in front of client
Global Centers
Techno – Commercial Excellence

8. Cost Containment
Talent Management
Innovation
Financial Risk
Standardization
Differentiation
Competition
Centralization Focus on New Markets
Consistent
Growth

9. Developing a strong EVP can help channelize resources and efforts
• EVP (Employee Value Proposition) denotes the exchange value that the
talent perceives in exchange for their efforts & time
• EVP helps differentiate investments in hygiene and motivational factors
• Investment in a well defined, well communicated EVP provides highest ROI
for total rewards
• Five elements of total rewards – Compensation, Benefits, Work Life,
Performance and recognition and Development and Career are
opportunities to enhance EVP

10. Challenges for Compensation & Benefits
Retaining top talent
Competitive Base Pay
Differentiating
Right Pay Mix
Employee Communication
Cost Optimization
Globalization
Reward & Retain
Employee Rotation
Complex job Leveling
Skill Based Compensation
Role Based Career Path

11. Audience Poll - 1
Do you face the challenge of limited resources for your total rewards
Program?
A) Yes
B) No

12. The Balancing Act
EmployeePerceptive
Employer Perceptive
Hygiene
Factors-
Basic Polices/
Process
Talent Management
Cost Containment
Core Rewards
Bonus
Salary
Policy Controls
& Measures
Wellness Benefits
&
Work Life Balance
Retrials
Medical Insurance
Incentive
Life Insurance
Audit
Compliance
Cost Leakage
Variable
Billability

13. HOW?

14. Differential Rewards
 Pay for Performance
Aligning rewards and performance that drives growth.
Wipro’s Practice: We differentiate performance based Merit
Salary Increases basis employee’s rating, criticality and customer
facing roles.
 Skill Based Salary Grids
Differentiating based on skill and roles
Wipro’s Practice: We have aligned our hiring grids by identifying
450+ roles/ skill category.
 Critical Roles
Channeling the limited rewards available in a focused way to
those playing pivotal roles.
Wipro’s Practice: This year we have significantly differentiated
our critical / client facing roles as compared to others

15. Right Pay Mix
 Increasing Variable Mix
More and more Companies are increasingly awarding greater
share of total compensation package towards variable mix.
WHY?
With today’s changing business scenarios, Organization’s are
more driven through performance risk. We recommend the
20%-40% variability for non sales and 35%-60% for sales.
Wipro’s Practice: We have restructured our variable pay mix at
all levels bringing in more performance parameters. The
variable pay levels have increased on an average 20%-25% from
the existing variable.

16. How Variable is Variable?
 Variable and Sales Incentive Pay
Aligning variable plans to Organizational growth is one of the Key
Challenge for Compensation Professionals. With the increasing risk
parameter, it is important to align the variable plans to growth.
Wipro’s Practice: Growth to us represents higher revenue further linked
to Employees billability and Customer Satisfaction. Our variable pay plans
have been linked to these parameters giving higher weightage to
billability for junior level roles and CSAT as a gating criteria for all.
 Stock Options:
Stock option is example of variable compensation used by most of the
Organization's for retaining and awarding top talent.
Wipro’s Practice: This year we have identified our top vital leadership
roles for stock options by differentiating significantly.

17. What is the right staffing mix?
 Talent Building versus Buying
• Buying talent is expensive. Is talent available internally ?
• Roadmap for developing newer skills internally
 Talent Productivity
• Periodic assessment of roles and role holders
• Span of control and hierarchy mapping

18. Audience Poll - 2
How happy are employees in your organization with your total rewards
?
(Scale : 5 – very happy , 1- very unhappy)
• 5
• 4
• 3
• 2
• 1

19. Managing Employee Sentiment
Managing employee’s sentiments is linked to morale, job
satisfaction, employee engagement, & retention.
Effective management of employee sentiments not only
helps the Organization to grow but also reduces cost
over a period.
Wipro’s Practice:
 Employee Feedback:
We have formulated ‘Employee Advocacy Group’ to
ensure that employee’s feedback is channelized to the
right forum.
 Employee Communication:
Right communication to the target audience has lead to
employee satisfaction. This has helped us to align our
policy and compensation & benefits practices Globally.

20. In summary
• Segregate hygiene and motivational factors based on EVP and channelize
talent investments
• Differential rewards based on performance, skills, criticality
• Effective use of variable components to drive behavior and create flexible
cost structures
• Staff appropriately and review periodically
• Keep communication lines with employees open and improvise as needed

21. Thank You
Dependra Mathur
& Samir Gadgil
samir.gadgil@wipro.com
dependra_Mathur@infosys.com