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Wel Come All
Recruitment
Presented By
ARABINDA
DAS
What is Recruitment?
Recruitment refers to the process of
attracting, screening, selecting, and on
boarding a qualified pe...
Recruitment cycle
Job Description
Job descriptions are written
statements that describe the
Roles, responsibilities, Duties.
Company Name ...
Preferred location
Alternative location
Education
Experience
Behavioral traits
Other skills
Salary range
Expected ...
Organizational
Structure
Of
Wipro
© 2010 Wipro Ltd - Confidential
Wipro IT Business
Organization Structure
© 2010 Wipro Ltd - Confidential9
Wipro Limited
CHAIRMAN
WIPRO LIMITED
Azim Premji
Joint CEO, IT
Business
Suresh
Vaswani
Jo...
© 2010 Wipro Ltd - Confidential10
SBU/Verticals Service Lines
IT Business Organization Structure
Chairman
Azim H Premji
Jo...
© 2010 Wipro Ltd - Confidential11
IT Business Functional Structure
Functions
Azim H Premji
Chairman
Functions
Chief Market...
© 2010 Wipro Ltd - Confidential12
Business Units
© 2010 Wipro Ltd - Confidential13
* For Service Function Org. Structure – Pl show BU / SL / Geo Alignment in the same form...
© 2010 Wipro Ltd - Confidential14
US Sales
Simon Philips
SDH Securities & WTS
Vishwas Deep
Finance Solutions
Soumitro Ghos...
© 2010 Wipro Ltd - Confidential15
Global Media & Telecom
Mark D Fleming
SBU Head
Vertical Head 1
Communication
Anil K Jain...
© 2010 Wipro Ltd - Confidential16
Service Functions
Client Solns Head
Abhijit Ghosh
SQA Manager
Manjunath
Ramaiah
TED
Amit...
© 2010 Wipro Ltd - Confidential17
Manufacturing
Manufacturing and Pharma
N S Bala
Solution Delivery Head
Suresh B
Pharma
S...
© 2010 Wipro Ltd - Confidential18
RCTG
SBU Head
Retail, Consumer Goods, Transportation &
Government
Bhanu Murthy
Vertical ...
© 2010 Wipro Ltd - Confidential19
Technology
Technology
G.K. Prasanna
Mansoor Ahmed Syed
Storage & ISV Vertical
Pavan Goya...
© 2010 Wipro Ltd - Confidential20
Wipro Infotech
* Dual reporting also to WT leaders
Anand Sankaran
Sr VP and Head – India...
© 2010 Wipro Ltd - Confidential21
Service Lines
© 2010 Wipro Ltd - Confidential22
BTS-ES
BTS(ES)
Srini Pallia
Practice Head 1
BTS(ES)BC3
Jayakrishnan S
Practice Head 2
BT...
© 2010 Wipro Ltd - Confidential23
BTS (FS & TMT)
BU Head, BTS(FS&TMT)
K R Sanjiv
Joint CEO
Girish S Paranjpe
Practice Head...
© 2010 Wipro Ltd - Confidential24
EAS
Global Delivery Organization
TBD
Sales US
Senthil
Sales Europe
Stuart Abott
Sr. Vice...
© 2010 Wipro Ltd - Confidential25
PES
SBU Name
Ayan Mukerji
Vertical Head 1
Cluster Head-MAC &
Gaming, DSP
Nagamani
Vertic...
© 2010 Wipro Ltd - Confidential26
Testing Services
Testing Services
Gangadharaiah C P
Kumudha Sridharan
TMT Testing
Arun K...
© 2010 Wipro Ltd - Confidential27
TIS
TIS
Deepak Jain
Balakrishnan Ramani
TSS and GSI
Ayush MIttal
Managed Services
Prasen...
© 2010 Wipro Ltd - Confidential28
Azim H Premji
Chairman – Wipro Ltd
Suresh Vaswani
Joint CEO – Wipro Technologies
Girish ...
© 2010 Wipro Ltd - Confidential29
WCS Head
KIRK STRAWSER
Regional Head
Europe
Roop Singh
Regional Head
JIMEA
Ramanath L
Pr...
© 2010 Wipro Ltd - Confidential30
Functions
© 2010 Wipro Ltd - Confidential31
Strategy, M&A
CSO
Lakshminarayana K R
M&A Lead
Sridhar Srinivasan
Strategy & M&A
lead fo...
© 2010 Wipro Ltd - Confidential32
Chief Information Officer
CIO
Laxman K Badiga
Vice President
Information Systems
Kenny K...
© 2010 Wipro Ltd - Confidential33
Chief Technology Officer
CTO
Vijayakumar I
Joint CEO
Girish Paranjpe
Anant C D
CT- Tech
...
© 2010 Wipro Ltd - Confidential34
FP & A
Jatin Dalal
-E&U, H&S,
Mfg, UK & Europe
Deepak Chandran
TIS/ Tes
Deepak Kaushik
R...
© 2010 Wipro Ltd - Confidential35
Global Delivery Organization
GLOBAL DELIVERY
ORGANIZATION
SAMBUDDHA DEB
SDH 4
TIS + IFOX...
© 2010 Wipro Ltd - Confidential36
Geo Sales & Operations
President – Global
Sales & Operations
Martha Bejar
IFOX
Sameer Ki...
© 2010 Wipro Ltd - Confidential37
Mission Quality
CQO
Jagdish Ramaswamy
Wipro Technologies
Wipro Infotech
Shreeshan R
FS &...
© 2010 Wipro Ltd - Confidential38
Strategic Marketing
CMO
Rajan Kohli
Thought Leadership
Online Marketing, EAS
Rahul Koul
...
© 2010 Wipro Ltd - Confidential39
Talent Acquisition
VP - TA
Pradeep Bahirwani
Campus Hiring, ER,
Marketing, Onsite Hiring...
© 2010 Wipro Ltd - Confidential40
Geographies
© 2010 Wipro Ltd - Confidential41
Field Force- US
Chief Sales &
Operations
Manoj Punja
Business Units
MFG
Malay Verma
E&U
...
© 2010 Wipro Ltd - Confidential42
Field Force - Europe
Chief Sales &
Operations
Jeff Jalil
Business Units
MFG
Paul Neal
E&...
© 2010 Wipro Ltd - Confidential43
Field Force - APAC
CSOO – ANZ &
ASEAN
Rajat Mathur
EAS
Arup C
WCS
Vinay Disley
Testing
V...
© 2010 Wipro Ltd - Confidential44
Field Force - Japan
Japan Geo, Head of Sales and Operations
HIROSHI ALLEY
Delivery
BFSI,...
© 2010 Wipro Ltd - Confidential45
Infocrossing
Sameer Kishore
President and Member of the Board
(Infocrossing)
Service Del...
© 2010 Wipro Ltd - Confidential46
Saurabh Govil
Senior Vice-President -
TED
Testing, TIS & EAS
Priti Rajora
General Manage...
News
Analysis
Contents:-
Introduction
Wipro BPO
Wipro divisions
Products and Production
Splits and collaborations
Market share in ...
Industry IT services, IT consulting
Founded Amalner, Maharashtra
(December 1945)
Founder M.H. Hasham Premji
Key people Azi...
The company was established in 1980 as a subsidiary of Wipro (Western India
Products) Limited listed on the New York Stoc...
Wipro BPO
Founded in 2002, Wipro BPO has operations in Delhi, Pune, Kolkata, Chennai,
Mumbai, Hyderabad, Navi-Mumbai (Bel...
WIPRO’s Vegetable Oil Refining Plant
Alamner, Maharashtra(1965)
Wipro divisions
Wipro Consumer Care & Lighting (WCCLG):-
It has a profitable presence in the branded retail market of
toil...
Wipro Infrastructure Engineering:-
It is generally known for manufactures precision-
engineered hydraulic cylinders and tr...
Wipro GE Medical Systems Limited:-
It is a Joint venture between Wipro Limited and General
Electric basically delivering w...
WIPRO Products
PRODUCT NAME UNITS INSTALLED
CAPACITY
PRODUCTION
QUANTITY
SALES
QUANTITY
SALES VALUE
(Rs Cr.)
Software Serv...
Shoe Uppers &
Full Shoes
Thousands
Pairs
750.00 161.00 162.00 6.9000
Spares,
Accessories &
Components.
N.A. 0.00 0.00 0.00...
Production
Tipping systems were launched. The Company undertook to set up a high technology plant
and R&D Centre at Auran...
Splits and collaborations
The Company set up a joint venture company with General Electric of U.S.A., in the name of
Wipr...
Share in software market
Tata consultancy services
WIPRO
INFOSYS
HCL Technologies
others
30%
13%
10%
8%
This data is based...
Top 5 BPO companies in India
1. Genpact: Spread across Asia, Europe and America, Genpact is a global BPO service
provider....
GENPACT
WNS Global Services
WIPRO
HCL BPO
ICICI OneSource
others
Wipro’s market share in BPO
30%
26%
25%
10%
7% 2%
SWOT Analysis – WIPRO
SWOT Analysis examines the company’s key business structure and operations, history
and products, an...
Weaknesses:
Low operating margin of the other group companies.
Free floating stock is very less.
Domestic market was hu...
Opportunities:
In the branded product category.
In the consultancy area.
In the emerging technology areas like Blue Too...
Threats:
Increasing cost of human capital.
Slowdown in the US economy.
Will face fierce competition in the areas of e-b...
Conclusion :
Till today Wipro has been known for being very
process oriented with a focus on quality and cost
savings. Wip...
Market
Research
Marketing Research
• Marketing research is the systematic
gathering, recording and analyzing of data
about problems relati...
• Marketing research focuses and organizes
marketing information. It permits
entrepreneurs to:
– Spot current and upcoming...
Market Research
• Successful marketing requires timely and
relevant market information.
• An inexpensive research program,...
• Marketing research is not a perfect science. It
deals with people and their constantly
changing feelings and behaviors, ...
• Market research will identify trends that affect
sales and profitability.
– Population shifts
– Legal developments
– The...
• Every small business owner must ask the
following questions to devise effective
marketing strategies:
– Who are my custo...
– Am I offering the kinds of goods or services they want
at the best place, at the best time and in the right
amounts?
– A...
What is the systematic gathering,
recording and analyzing of data about
problems relating to the marketing of
goods and se...
Why do market research?
• People will not buy products or services they do
not want.
• Learning what customers want and ho...
How to do market research
• Analyze returned items.
• Ask former customers why they've switched.
• Look at competitors’ pr...
Market research - the process
• Market research can be simple or complex.
• You might conduct simple market research.
– Ex...
• Regardless of the simplicity or complexity of
your marketing research project, you'll benefit
by reviewing the following...
Step 1: Define Marketing Problems and
Opportunities
• You are trying to launch a new product or
service.
• Awareness of yo...
Step 2: Set Objectives, Budget and
Timetables
Objectives
• Explore the nature of a problem so you may
further define it.
• Determine how many people will buy your
produ...
Budget
• Your market research budget is a portion of your
overall marketing budget.
• Allocate a small percentage of gross...
What percentage
of gross sales from
an existing
business should
be used for
market research?
A. 2%
B. 4%
C. 8%
D. 10%
Clic...
Timetables
• Prepare a detailed timeline to complete all
steps of the market research process.
• Establish target dates th...
Step 3: Select Research Types,
Methods and Techniques
• Two types of research are available:
– Primary research is origina...
Secondary Research
• Secondary research is faster and less
expensive than primary research.
• Gathering secondary research...
Secondary Research Cont.
• Localized figures provide better information as
local conditions might buck national trends.
– ...
Example of Secondary Research
• An article may show how much working
mothers spent on convenience foods last year.
• If yo...
Primary Research
• Primary research can be as simple as asking
customers or suppliers how they feel about a
business, or a...
Primary Research
• Primary research is divided into reactive and
nonreactive research.
• Nonreactive
– Observes how real p...
Primary Research Cont.
• Those who can't afford high-priced marketing
research services should consider asking nearby
coll...
What is primary research?
A. Original information gathered for a specific purpose
B. Information that already exists somew...
What is secondary research?
A. Information that already exists
B. Original information gathered for a specific
purpose
C. ...
Step 4: Design Research Instruments
• The most common research instrument is the
questionnaire. Keep these tips in mind wh...
• Before printing the survey, ask a few people to
complete the survey and give feedback.
• Mix the form of the questions f...
Closed-ended questions
• Types of closed-ended questions include:
– Multiple choice questions
– “Yes” or “No” questions
• ...
Open-ended questions
• Respondents answer questions in their own words.
• Types of open-ended questions include:
– Word as...
This module has used questions. Have
they been open- or closed-ended?
A. Open-ended
B. Closed-ended
Step 5: Collect Data
• To obtain clear, unbiased and
reliable results, collect the data
under the direction of
experienced...
Step 5 Cont.
• Stick to the objectives and rules associated with
the methods and techniques you have set in Step
2 and Ste...
Step 6: Organize
and Analyze the Data
• Once data has been collected, it needs to be
cleaned.
• Cleaning research data inv...
• Look for data focusing on immediate market needs.
• Rely on subjective information only as support for more
general find...
Step 7: Present and Use Market
Research Findings
• Once marketing information is
collected and analyzed, present it
in an ...
Assess Available Information
• Assess the information that is immediately
available.
• You may have the information you ne...
Gather Additional Information
• Before considering surveys or field
experiments, look at currently held
information:
– Sal...
Additional Information Cont.
• Credit records are an excellent source of information. They give
information about:
– Custo...
Why People Change
Jobs
?
• Candidates seek out new employment
opportunities for many reasons. Most of the time
the reasons are valid and well consi...
Good Reasons
Career advancement.
Work environment
Challenge.
Appreciation
Stability
Location
Career advancement.
• This is the primary reason most people change
jobs. They either want greater opportunity for
advance...
Work environment.
• This can mean different things to different
people. It may mean less stressful conditions
due to deadl...
Challenge
• This typically means greater mental or
technical stimulation. People like to feel that
they are learning new s...
Appreciation
• This is often confused with poor compensation. When
one feels underpaid, it is usually a sign of under-
app...
Stability
• When people perceive that they are losing
career stability, they want more of it. When
people are confident in...
Location
• Commutes, work locations, safety, schools and
even climate can effect one’s decision to look
for a new job.
Poor Reasons
Greater compensation
Relationship with your boss
Relationship with co-worker
Impending events
Boredom
Greater compensation
• Remember, money alone is only a motivator
for a very short time. If you are enticed away
from your ...
Relationship with your boss
• This can be very difficult for people, but a bad
relationship with your boss is usually not ...
Relationship with co-worker
• The thing is, there are mean people everywhere,
and sometimes it is best to just stick it ou...
Impending Events
• We have seen so many cases of people who
panic when they hear of some impending
event, such as a merger...
Boredom
• Wow. When we hear this, RED FLAGS!!!! Most
of the time, and this is probably 95 times out
of 100, if you are suf...
How to make job interesting
?
.
• .
Challenge
Ask for help yourself
Find a balance
Partake in a passion project
Stop trying to multitask
Do someth...
.Keep your work in perspective
You are more than your work
Plan your time and create a to-do list
Concentrate on the t...
.Switch off once you leave work
Review your day before you leave for home
Challenge yourself
• Has your work become monotonous? Are you tired of doing the same
things day in and day out? Make thos...
Ask for help
• No one has all the answers, so don’t be afraid to
ask your superiors or coworkers for the support
you need ...
Find a balance
• You’re not helping anyone if you’re burnt out.
Take breaks, go outside, see your friends in
the evening a...
Partake in a passion project
• Take the lessons you gain from work—the skills,
the experience, the exposure to other talen...
Stop trying to multitask
• Scientific data proves that humans simply cannot
multitask. I know being “able to multitask” is...
Do something kind for a coworker or
client
• This is probably the easiest, yet unfortunately
most often overlooked, way to...
Get motivated to face the day
• On the way to your workplace, think of how
the work you have allows you to have your life
...
Keep your work in perspective
You can only do the best you can in each
situation. Look beyond yourself and your
work, and ...
You are more than your work
• Do not have your identity too strongly tied to
the job you do. Give up thinking that your
wo...
Plan your time and create a to-do list
• In this list, include long term projects as well
as the more imminent things that...
Concentrate on the task at hand
• Do not let yourself be distracted by worrying
about all the other things to be done or l...
Be clear about what’s expected of you
• Clarify immediately, any time you are not sure
or where you are faced with conflic...
Delegate wherever appropriate
• Decide if there is anything that can be
delegated, or that more fairly belongs to
someone ...
Have regular breaks
• Get away from your normal workplace even if
only for five minutes. Try taking a break from the
lapto...
Learn to relax
• No matter how challenging the work gets or
how demanding your bosses become, it, at
the end of the day it...
Make your workplace more pleasant
• Contribute towards creating a pleasant work
environment. Do not gossip in the office a...
Review your day before you leave for
home
• Look at what worked well, and what could be
improved the next day. If you feel...
Switch off once you leave work
• You are already at work a third of your time, so
do not continue to keep it buzzing in yo...
How I Can Give My
100%
.
Go Back to “Why”
Go for Five
Move Around
Find the Next Step
Find Your Itch
Deconstruct Your Fears
Get a Partner
.
Kick start Your Day
Read Books
Get the Right Tools
There are No Small Problems
Develop a Mantra
Build on Success
Go Back to “Why”
• Focusing on a dull task doesn’t make it any
more attractive. Zooming out and asking
yourself why you ar...
Go for Five
• Start working for five minutes. Often that little
push will be enough to get you going.
Move Around
• Get your body moving as you would if you
were extremely motivated to do something.
This ‘faking it’ approach...
Find the Next Step
• It’s impossible to work on a project. All you
can do is focus on the next immediate step.
Fighting an...
Find Your Itch
• What is keeping you from working? Don’t let
the itch continue without isolating it and
removing the probl...
Deconstruct Your Fears
• I’m sure you don’t have a phobia about
getting stuff done. But at the same time,
hidden fears or ...
Get a Partner
• Find someone who will motivate you when
you’re feeling lazy. I have a friend I go to the
gym with. Besides...
Kick start Your Day
• Plan out tomorrow. Get up early and place all
the important things early in the morning.
Building mo...
Read Books
• Not just self-help or motivational books, but
any book that has new ideas. New ideas get
your mental gears tu...
Get the Right Tools
• Your environment can have a profound effect
on your enthusiasm. Computers that are too
slow, ineffic...
There are No Small Problems
• The worst killer of motivation is facing a
seemingly small problem that creates endless
frus...
Develop a Mantra
• Find a few statements that focus your mind
and motivate you. It doesn’t matter whether
they are pulled ...
Build on Success
• Success creates success. When you’ve just won, it
is easy to feel motivated about almost anything.
Emot...
Factors preventing to give
100%
 You Are Too Comfortable
 You Have a Bad Attitude
 You Don’t Care
 You Are Scared of Failure
 You Aren’t Hungry
 Per...
You Are Too Comfortable
• We all like to live in our comfort zones.
Perhaps, you have become too comfortable. It
is only b...
You Have a Bad Attitude
• A bad attitude can impact your entire world.
Don’t underestimate the power of a positive
attitud...
You Don’t Care
• Not caring about your job or work can be a
self-fulfilling prophecy. I have encountered
many people like ...
You Are Scared of Failure
• Kids like to think that their parents, and adults
in general are fearless. (When in reality is...
You Aren’t Hungry
• What do you want to achieve? What do you
want to accomplish? If you don’t have goals,
you may not have...
Personal stressors
• if your life is out of control or out of balance
personally, it can have a deep impact upon
your work...
Forgetting to visualize success
• – this sounds cheesy, but hear us out… if you
can see the finish line of your career, a ...
You’re burnt out
• you’re worn down at work, you’ve taken on
too much, you’ve said yes too many people or
you’ve set poor ...
A bad environment
• you have a new boss that is a jerk, your clients
are all high strung and frustrated, you’re head
spun ...
Recovering after failure
• you didn’t close that last deal, your income fell
considerably this year, you’re the worst
perf...
THE END
THANK YOU
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  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
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  • Current and Future Structure
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  • Current and Future Structure
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  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Current and Future Structure
    Plan for vacancies
  • Transcript of "recruitment process"

    1. 1. Wel Come All Recruitment
    2. 2. Presented By ARABINDA DAS
    3. 3. What is Recruitment? Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job. In other words to find out the best fit match for the best fit position with suitable criteria.
    4. 4. Recruitment cycle
    5. 5. Job Description Job descriptions are written statements that describe the Roles, responsibilities, Duties. Company Name & Address with website Contact Person & Contact No No. of requirement Job title Department Key Responsibility areas
    6. 6. Preferred location Alternative location Education Experience Behavioral traits Other skills Salary range Expected starting date Other comments:
    7. 7. Organizational Structure Of Wipro
    8. 8. © 2010 Wipro Ltd - Confidential Wipro IT Business Organization Structure
    9. 9. © 2010 Wipro Ltd - Confidential9 Wipro Limited CHAIRMAN WIPRO LIMITED Azim Premji Joint CEO, IT Business Suresh Vaswani Joint CEO, IT Business Girish Paranjpe Human Resources Pratik Kumar Finance Suresh Senapaty Wipro Consumer Care & Lighting Vineet Agrawal Wipro Infrastructure Engineering Anurag Behar Wipro Eco Energy T K Kurien
    10. 10. © 2010 Wipro Ltd - Confidential10 SBU/Verticals Service Lines IT Business Organization Structure Chairman Azim H Premji Joint CEO Suresh Vaswani Joint CEO Girish Paranjpe SBU/Verticals Manufacturing NS Bala Energy & Utilities A Padmanabhan Retail, Consumer Goods, Transportation & Govt B M Bhanumurthy Wipro Infotech Anand Sankaran Finance Solutions Soumitro Ghosh BTS(FS) K R Sanjiv Service Lines EAS Sangita Singh TIS Deepak Jain Testing Services Gangadharaiah C P BPO Ashutosh Vaidya BTS(ES) Srinivas Pallia Global Consulting Kirk Strawser Technology G K Prasanna Product Engineering Services Ayan Mukerji Global Media & Telecom Mark Fleming Healthcare & Services Rajiv Shah
    11. 11. © 2010 Wipro Ltd - Confidential11 IT Business Functional Structure Functions Azim H Premji Chairman Functions Chief Marketing Officer Rajan Kohli Chief Quality Officer Jagdish Ramaswamy Chief Financial Officer* Manish Dugar Functions Head - Talent Acquisition* Pradeep Bahirwani Head –TED* Saurabh Govil Functions CIO Office & Operations Laxman Badiga Chief Technology Officer I Vijay Kumar Chief Global Delivery Officer S Deb Joint CEO Suresh Vaswani Joint CEO Girish Paranjpe Exec VP – Finance Suresh Senapaty Exec VP – HR Pratik Kumar Chief Strategy Officer # Lakshminarayana K R (Lan) *- these positions will have functional reporting to respective Function Heads and business reporting to Joint CEOs # - this position will report into Suresh Senapaty for M&A and to the Jt. CEOs for Strategy Strategic External Innovation V. R. Venkatesh Global Sales & Operations Martha Bejar
    12. 12. © 2010 Wipro Ltd - Confidential12 Business Units
    13. 13. © 2010 Wipro Ltd - Confidential13 * For Service Function Org. Structure – Pl show BU / SL / Geo Alignment in the same format Energy & Utilities SBU Anand Padmanabhan Vertical Head- Energy Dayapatra Nevatia Vertical Head- Utilities Arun Krishnamurthi PD Contact Energy Somnath Ghosh Offshore US Utilities A/cs Srinidhi G S Onsite PD UK A/cs Debashish Naik Europe Shell Brian Allatt America John Gustafson Thames/ WWU Npower/SW/ NGN Sahadev Singh BFM Pradeep Sriram TED Amit Kumar Badkas SQA Baskar Seshasayee Service Functions SBU Function Team TW,SWs Npower Ranga Sarat Shell Harish S BP Suresh B Presales Utilities Hariharan K Other Energy Srinidhi GS SBU Function Leaders Verticals Operations & Delivery E R Chandramouli Domain Competency & Strategic Initiatives Subbi Lakshmanan UK & US Utilities A/cs Ravi Praksah M BP Samiron G Program Director Origin Manoj V Field Force Sales Head Energy Competence , presales, new GEOS & alliances Arjun R Energy and Utilities Strategic Marketing Aravind Kamath Other Energy A/Cs Rajaram S V
    14. 14. © 2010 Wipro Ltd - Confidential14 US Sales Simon Philips SDH Securities & WTS Vishwas Deep Finance Solutions Soumitro Ghosh BU Head – Finance Solutions Girish S Paranjpe Jt. CEO – IT Business Global Head Banking Sriram Srinivasan Global Head Securities Ravi Krishna D COO Ramesh Nagarajan Non Linear Initiatives Kalyan Roy US Sales Santhosh G Nair Europe Sales Angan Guha New Initiatives Ramesh P Domain / SI Ravi Kiran / Ashok H Domain / SI Mandar Joshi SDH Banking Kesava Moorthy SDH Insurance Rajiv H K TPG Vijayakumar K K Solution Design Gururaj L Solution Design Srikanth Namburi BAS Head Mike Blum BFM Aneesh Garg Risk & Compliance S Mohan Rao TED Isaac George/Sarika Pradhan Quality V S Rajeev KM Rajendhiran APAC Sales Remko Jacobs Marketing Nimisha Jashnani M & A Gopi Krishna Talent Acquisition Kanica Lalvani Citi TBH Global Head Insurance Ajoy Menon Domain / SI Uddipan B Solution Design Mukund Tumkur BAS Head TBH US Sales Wayne Fialo UBS Ramesh S ZFS Sridhar C NMutual/Hartfor d TBH Credit Suisse TBH
    15. 15. © 2010 Wipro Ltd - Confidential15 Global Media & Telecom Mark D Fleming SBU Head Vertical Head 1 Communication Anil K Jain Vertical Head 2 Media Stephen Snyder Vertical Head 3 Telecom / Integrated Services Subrahmanyam P Head Sales Europe Jack Smies Head Sales Americas Sanjay Dhar Joint CEO Girish P Service Functions Field Force Sales Verticals/ Delivery Structure BFM Ashish Chawla Talent Engagement & Development Dhirendra Nath Strategic Marketing Shatrughan Yadav COO (Delivery / Integrated services Subrahmanyam P
    16. 16. © 2010 Wipro Ltd - Confidential16 Service Functions Client Solns Head Abhijit Ghosh SQA Manager Manjunath Ramaiah TED Amit Badkas BFM Ranjith Doshi SVP & Head – Healthcare & Services SBU Rajiv Shah Joint CEO Suresh Vaswani KM Satheesh Services TBD Infocrossing IHS Cliff Carroll PES Manimaran Rajakannu BPO Ranjana Maitra Solution Architect Mukulika Ghosh Service Lines Pre Sales Manish Mehta Devices TBD Practice Head Lalitha Amancherla Head Sales Europe Malay Joshi Head Sales Americas Arnab Bag HCIT India & ME Harbir Singh Sawhney Onsite Presales Head Prabhakar Ram Practice Head Payor Sreevatsa Sahasaranam Practice Head Provider TBD Alliance Manager TBD Delivery Head Prem Ramachandran CEM Adithya Bhatia Delivery Heads Solution Delivery Head Syamala Lanka Vijayraghavan Srinivasan Operational Excellence •Training •Competency development, •Staffing Satya Medavie Kavitha Services Delivery Head- Healthcare Prem Ramachandran Vertical Head- Healthcare Raman Sapra Delivery Head Siva Kumar Potnuru Delivery Head- Devices Siva Kumar Potnuru Healthcare & Services
    17. 17. © 2010 Wipro Ltd - Confidential17 Manufacturing Manufacturing and Pharma N S Bala Solution Delivery Head Suresh B Pharma Srinivas Rao R Industrial Manufacturing Hari Menon High tech and Consumer Electronics Ramakrishnan R Process and PB Harsha Lal Head Sales Europe Paul Neal Head Sales Americas Malay Verma Head Sales Japan Gopa Kumar Joint CEO Suresh Vaswani Service Functions Field Force Sales Delivery Structure BFM Raghavendra Jha Talent Engagement & Development Shreyans Solanki SQA ChandraSekhar V Strategic Marketing Rohit Srivastava Knowledge Management Satheesh S Auto ,Aero & Defense Gopinathan Padiyath PLM Ram Walvekar MES Suresh Nair EIG Amarnath A Transition Mgt Makarand T Verticals Structure DH – Auto Srinivas T DH – Auto – GM Premchand M DH - HCE Subramanyan A DH – Process & PB Narayan Katti DH - IM Venkatesh N Head - SSAG Madhavan S DH - Operations Rajeev K
    18. 18. © 2010 Wipro Ltd - Confidential18 RCTG SBU Head Retail, Consumer Goods, Transportation & Government Bhanu Murthy Vertical Head Retail - Americas & Japan Hari Shetty Vertical Head Retail - Europe Mike Davies Vertical Head Consumer Goods Somjit Amrit Vertical Head Government US & UK Umesh Head Business Advisory Services Mani Subramaniam Head Industry Solutions & Technology Group Vivek Venugopalan Head BPO Services Manohar M Head Competency Centres Srikanteswara S Head Sales Retail Europe TBD Head Sales Consumer Goods, Transportation Europe Vivek Sharma Head Sales Americas Sid Nair Head Sales Japan Raju San Head Sales APAC Manoj Nagpaul / Sameer Satpute Head Sales Canada Joint CEO Suresh Vaswani Service Functions Field Force Sales Head Solution Definition Madhavan Seshadri Head Analyst, Alliances TBD Head Demand Generation Srikanth Sivaraj Head Global Delivery & Operations Vinod Kumar SBU Functions SBU Functions Verticals BFM Deepak Kaushik Talent Engagement & Development Amrita Samuel SQA Murughan Kulandaivel Strategic Marketing TBD Knowledge Management Raju Ramakrishnan Vertical Head Transportation Anurag Seth Vertical Head Government –APAC Kannan N Head Sales China Head SBU Special Programs Ravimani V Head Commercial & Contracts TBD Head Emerging Market Kannan N
    19. 19. © 2010 Wipro Ltd - Confidential19 Technology Technology G.K. Prasanna Mansoor Ahmed Syed Storage & ISV Vertical Pavan Goyal Computing, Peripherals & Consumer Electronics Ganesh Krishnamurthy Semiconductor Head Sales Europe Malay Joshi Head Sales Americas Vasu Sarangapani Head Sales Japan TBH Head Sales India & ROW Coumarane Packirisamy Joint CEO Girish Paranjpe Service Functions Field Force Sales Verticals Structure / Delivery Structure BFM Navneet Khandelwal Talent Engagement & Development Priyanka Sudarshan SQA Raju R Strategic Marketing TBH Rajeev Kumar Pathak IT Services Practice Siby Abraham Service Delivery Head
    20. 20. © 2010 Wipro Ltd - Confidential20 Wipro Infotech * Dual reporting also to WT leaders Anand Sankaran Sr VP and Head – India and Middle East Head – Services Biz Achuthan Nair Head – WS&T Ashok Tripathy Head – TOS Gaurav Chadha Head – BSD Sairaman J Head – Consulting L Ramanath * Customer Relationship Group & New Verticals Anurag M Head - Telecom Vertical Anil K Jain * Head - Gulf Pinaki Kar Head – KSA & WAL Durga Prasad Y Head of Govt Vertical - Ranbir Singh Suresh Vaswani Jt CEO – IT business Service Functions Go To Market teams (Sales) Head – IS & Admin CV Kamat Head – People functions Joseph John Head – Business Finance Satish Srinivasan Head - BD & Innovation Mukund S Head – Quality Shreeshan R Head – EPD /TIS Vikas Srivastava Head – Defence Vertical PSGP * Head – Legal, Manoj Jain Head - ISD Suprio Sengupta Business Units
    21. 21. © 2010 Wipro Ltd - Confidential21 Service Lines
    22. 22. © 2010 Wipro Ltd - Confidential22 BTS-ES BTS(ES) Srini Pallia Practice Head 1 BTS(ES)BC3 Jayakrishnan S Practice Head 2 BTS(ES)EBI Hari Kishan Burle Practice Head 3 BIIM (RCGT ,E&U) P Srinivas Rao Practice Head 4 BIIM(MFG&HCS) Prasad Shyam Practice Head 5 Microsoft Practice Chandrashekar S Head Sales Europe Anil Rebello Head Sales Americas Hiral Chandrana Head Sales APAC / Japan Sudhir Nair Head Sales Canada Hiral Chandrana Joint CEO Suresh Vaswani Service Functions Field Force Sales Verticals/ Delivery Structure BFM Giridhar Bhat Talent Engagement & Development Suvro Raychaudhuri SQA Sukumar Strategic Marketing Naveen Chandrashekar Knowledge Management Madhav G S Practice Head 6 Enterprise Solutions & Architecture TBD SDH - Delivery and Operations P. Srinivasa Rao Multi-practice & Demand Generation Prasad Shyam Consulting Services DR. Uday Bhaskar Head- Global Alliances And Strategy Sudhir Kumar Nair
    23. 23. © 2010 Wipro Ltd - Confidential23 BTS (FS & TMT) BU Head, BTS(FS&TMT) K R Sanjiv Joint CEO Girish S Paranjpe Practice Head ESS Prasenjit Saha Practice Head DWH & E mobility Pawan Kumar Practice Head MSBU Manoj Kumar Rai Practice Head PCM Shridhar Rajgoplalan Practice Head PPMS Sunil Anand Customer Experience Theme Head Gopalakrishna Bylahalli Practice Head BPM & SOA Krishnakumar Menon Service Delivery Head BPM & SOA, PCM & MSBU Sujatha Visweswara Service Delivery Head DWH & ESS Arup Banerjee Architecture Function Head EAC P V Sridhar Head Sales Americas Open Head Sales APAC Arnab Ghosh Head Sales Europe Mark Payne BFM Paluk Khanna Strategic Marketing Naveen Chandrasekar SQA Gokul PS TED Isaac V George Natesh Selvaraj Practice Structure Delivery Structure Field Force Sales Service Functions
    24. 24. © 2010 Wipro Ltd - Confidential24 EAS Global Delivery Organization TBD Sales US Senthil Sales Europe Stuart Abott Sr. Vice President Sangita Singh Service Functions Field Force Sales Delivery Structure BFM Gaurav Kedia Talent Engagement & Development -TBD Quality TBD COE G S Nathan Talent Acquisition Ruby Lalla SAP 1 Raja Ukil ORACLE Langbert Walker CRM, SCM, MS C S Swaminathan People Soft, JDE Preet Takkar SAP 2 Amitava Sharma OT Arnab Chaudhary People Engagement& Business Support Mohit Agarwal SAP Alliance Vaibhav Gomkale Oracle Alliance, PDG and Sales Analysis Arup B Chakroborti Operations TBD BT TBD Training TBD Sales APAC Md. Haq (Just Hired)
    25. 25. © 2010 Wipro Ltd - Confidential25 PES SBU Name Ayan Mukerji Vertical Head 1 Cluster Head-MAC & Gaming, DSP Nagamani Vertical Head 2 Aerospace & Defense Sumonta M Vertical Head 3 Automation Practice Sudhi Bangalore Vertical Head 4 HPIPG + Peripherals + TPP Raghavendra K M Vertical Head 6 SnS Cluster Vasudevan A Head Sales Europe Senthil M Head Sales Americas Vinay Rawat Head Sales Japan Soumya Bhattacharya Head Sales APAC Kuttappa B Joint CEO Girish S Paranjpe Service Functions Field Force Sales BFM Amit Bajoria Talent Engagement & Development Debashish Chatterjee SQA Rajashekhar Sharma Strategic Marketing Sumonta Mazumder Knowledge Management TBD Vertical Head 5 Medical Devices Manimaran R Vertical Head 4 HPC, Cloud Practice & Solns Sajjad HK Vertical Head 4 Vertical Solutions for MFG,E&U & RCTG Amitava Bhattacharjee Vertical Head 4 EDS Dr TS Krishnamurthy Verticals/ Delivery Structure Solution Delivery Head Cluster 1 Anup Kumar Sureka Solution Delivery Head Cluster 1 Vijayakumar Kabbin Solution Delivery Head Cluster 3 Prasad V Bhatt Recruitment and OPS , Risk office, Non-linearity, Windows Emb. alliance Ramesh Sethuraman
    26. 26. © 2010 Wipro Ltd - Confidential26 Testing Services Testing Services Gangadharaiah C P Kumudha Sridharan TMT Testing Arun Kumar Singh FS Testing Vivek Bhasin ES Testing and Practices Saikrishna Darbha SDH Head Sales Europe Monish Mishra Head Sales Americas Ajay Kumar Head Sales Japan Vittal Vashist N Head Sales APAC Vittal Vashist N Head Sales Canada Ajay Kumar Joint CEO Suresh Vaswani Service Functions Field Force Sales Verticals/ Delivery Structure BFM Sunil Jaiswal Talent Engagement & Development Shalini Macaden SQA Thomas George Strategic Marketing Sanjay Seth Innovation Centre Mahesh V
    27. 27. © 2010 Wipro Ltd - Confidential27 TIS TIS Deepak Jain Balakrishnan Ramani TSS and GSI Ayush MIttal Managed Services Prasenjit Saha# MSS Delivery Sanjesh Gupta K Head Sales Europe Ian Ordish Head Sales Americas Sanjeev Gupta Head Sales Japan Vikram Chandna Head Sales APAC Sriprakash Mishra Joint CEO Suresh Vaswani Service Functions Field Force Sales Verticals/ Delivery Structure BFM Deepak Chandran Talent Engagement & Development Subramani BT SQA Anand Prakash Strategic Marketing Sureni Rout Resourcing Thomas Anand Talent Acquisition Rajesh Chandran # Prasenjit rolls up to BTS-FS, so not covered in this document
    28. 28. © 2010 Wipro Ltd - Confidential28 Azim H Premji Chairman – Wipro Ltd Suresh Vaswani Joint CEO – Wipro Technologies Girish Paranjpe Joint CEO - Wipro Technologies Ashutosh Vaidya Head – Wipro BPO Go-To-Market Organization Tapan Bhat Technology, TSP, TEP, Media & Communications Ramit Sethi Finance Solutions Nagendra P Bandaru GEO Sales Team Saragur Srihari Retail, CPG, Services (RCS), Manufacturing, Healthcare & Life Sciences (Mfg – HLS) Global Delivery Organization Harsh Bhatia Technical Helpdesk Srijit Rajappan Customer Service Puneet Chandra Corporate Business Services (F&A, HR, Procurement) Ramit Sethi Finance Sols. (KPO, LPO & Securities) Sanjeev Bhatia International Operations Nithya Ramkumar Process Platform Service Functions Praveen Kamath Talent Acquisition and Employee Branding Alok Jain TT COE, CSD, CWFM & Ombudsperson. Atul Kapoor Information Systems P C Jain Infrastructure Mgmt. Group Keyur Maniar Transition Arun Madan Controllership & Facilities Mgt. Subhasish Biswas Risk Management & Compliance Devender Malhotra Quality and CAG Manoj Jaiswal Business Finance & Pricing Richa Tripathi Talent Engagement & Development, SLD Keyur Maniar Energy & Utility Hoshedar N Contractor IMG, IS, Wividus, CWFM, TAEB, TT COE Hoshedar N Contractor Transportation Wipro BPO
    29. 29. © 2010 Wipro Ltd - Confidential29 WCS Head KIRK STRAWSER Regional Head Europe Roop Singh Regional Head JIMEA Ramanath L Practice Head Enterprise Architecture Dr. Udaya Bhaskar Practice Head Process Excellence Rajeev Mendiratta Regional Head USA Christopher Rooney Joint CEO Girish Paranjpe Service Functions Practice /Geography Leaders BFM Sathish Raghunathan TED Nikita Lochub Strategic Marketing Manideepa Dasgupta Shared Services Vasudev Murthy/ Ron Hardy Practice Head IS Government Muralidhara Honnur Wipro Consulting Services
    30. 30. © 2010 Wipro Ltd - Confidential30 Functions
    31. 31. © 2010 Wipro Ltd - Confidential31 Strategy, M&A CSO Lakshminarayana K R M&A Lead Sridhar Srinivasan Strategy & M&A lead for Tech/FS Pramod Idiculla Joint CEO Girish S Paranjpe Supriti Bhandary HR Lead for M&A Sailesh Menezes TED Strategy Lead Ajay Bhaskar Joint CEO Suresh Vaswani
    32. 32. © 2010 Wipro Ltd - Confidential32 Chief Information Officer CIO Laxman K Badiga Vice President Information Systems Kenny Kesar General Manager IT Management Group R Srinivasan CPO Global Procurement Nagarajan A CMO Materials & Logistics Harsha Kestur General Manager Physical Security & IRMC Gopal P Choudhary Europe Ramesh Phillips Joint CEO Girish S Paranjpe Service Functions Global Operations Function Heads BFM Gowri Shankar TED Sailesh A J Menezes SQA Sugathan R Executive Secretary Thanuja Michael Knowledge Management Anjali Koli Vice President FMG Ram Ramakrishnan Vice President Travel & Ticketing Sekar Sankaran General Manager OOC M V Nayak General Manager ICG Suman Chakravarthy General Manager Leasing Raghunandan Head Land & Real Estate V R Ganesh Function Heads Only 4 team members will be with IT business. Others move to WEEUSA Sridhar Ramasubbu APAC/Australia /Japan TBH
    33. 33. © 2010 Wipro Ltd - Confidential33 Chief Technology Officer CTO Vijayakumar I Joint CEO Girish Paranjpe Anant C D CT- Tech GS Nathan CT-EAS Subbi Lakshman CT- E&U Mukundan S CT- WI Sudarshan Murthy Lead Research Analyst Ram Prasad KR Central CT Rajesh Mishra Hrishi Mohan Innovation Catalyst Nitin Narkhede,CT- Field Engagement Ashim K Ghosh Green Tech Consultant Soundaram S PMO Vikesh Mehta Lead Innovation Catalyst Jack Story CTO Ifox
    34. 34. © 2010 Wipro Ltd - Confidential34 FP & A Jatin Dalal -E&U, H&S, Mfg, UK & Europe Deepak Chandran TIS/ Tes Deepak Kaushik RCTG, WCS Suresh Senapaty Sridhar R Geos Manish Dugar Gaurav Kedia EAS Ravi Kiran Vadapally GDO/ CIO/PES/ Tech/FPA Manoj Jaiswal- WBPO Shivakumar R Infocrossing Giridhar Bhat- BTS ES Aneesh Garg BTS FS&TMT/FS Satish Srinivasan WI TED/TA/TT Murugesan V TED Sailesh M MQ Praful Ingle
    35. 35. © 2010 Wipro Ltd - Confidential35 Global Delivery Organization GLOBAL DELIVERY ORGANIZATION SAMBUDDHA DEB SDH 4 TIS + IFOX + ISD Thandavamurthy SDH 2 Testing Saikrishna Darba SDH 3 EAS Raja Ukil* SDH5 RCTG T V Vinod Kumar Joint CEO Name Service Functions Delivery Structure BFM RaviKiran Vadapally TED Sailesh Menzes Central Engineering Venkatesh Hulikal TED People Initiatives Sachi Krishana Talent Transformation Selvan D SDH6 HLS Symala Lanka SDH 1 FS + BTS ( FS/ TMT) Ramesh Nagarajan SDH 8 BTS ( ES) P Srinivasa Rao SDH 9 GMT Vishwas Santurkar SDH10, 11 PES Anup Kumar Sureka Vijaya Kumar Kabbin Delivery Structure Center Head 1 Chengdu Suchira Iyer Center Head 2 Atlanta & Mexico Suraj Prakash PGM- US Judith PGM Europe Steve Delivery Structure- Near Shore Center/ Program Management Center Head 3 Philippines & Romania Sanjiv Bhatia Service Functions CSF A R Ramesh Non Linearity Suryanarayana Valluri SDH 12 VLSI Prasad Bhatt SDH 13 Telecom Equipment Ravishankar G S SDH 14 Technology Siby Abraham SDH 15 Energy& Utilities Chandramouli E R Delivery Structure BPO Harsh Srijit Puneet Competency Group Ramki Krishnan SDH 7 Manufacturing Suresh Bala
    36. 36. © 2010 Wipro Ltd - Confidential36 Geo Sales & Operations President – Global Sales & Operations Martha Bejar IFOX Sameer Kishore Microsoft K D Singh Govt. Relations Melanie Carter-Maguire Productized Solutions Sanjay Gupta Jt. CEO Suresh Vaswani CSO – APAC Rajat Mathur CSO – US & Canada Manoj Punja CSO – Europe Jeff Jalil CSO – Japan Hiroshi Alley CSO - LATAM TBH Field Force Sales Finance & Operations Sridhar R Marketing Rahul Kadavakolu Talent Acquisition Jackie Lewis TED Santosh Karagada Service Functions Alliances & Specialist Groups Cisco Jyotirmayi EMC Mansoor A Syed Quality & Op. Excellence Bharadwaj H B GPT & Sales Process Ramakanth Desai Sales Head - BPO Nagendra Bandaru
    37. 37. © 2010 Wipro Ltd - Confidential37 Mission Quality CQO Jagdish Ramaswamy Wipro Technologies Wipro Infotech Shreeshan R FS & BTS FS&TMT Rajeev v s Service Lines Ganesh Arunachala Service Functions Sugathan Ramasubramanian CMT,PES,EDS, SEI,Japan & China S.M.Bala Mfg, HC,E&U, RCTS BTS ES, Mohankrisna G Wipro BPO Devendra Malhotra SQA SEPG Sugathan Ramasubramania n Sales Process Bharadwaj H B America & Europe Bharadwaj H B Wipro Way and Process Excellence (ALL WIPRO) - Usha Rangarajan - Gurdarshan Brar MQ Sub Functions SQA Team Joint CEO Girish Paranjpe Joint CEO Suresh Vaswani Managed Services COE Raju R
    38. 38. © 2010 Wipro Ltd - Confidential38 Strategic Marketing CMO Rajan Kohli Thought Leadership Online Marketing, EAS Rahul Koul BTS ES & BTS FS&TMT, PSG Naveen C Mfg,E&U, CEO CRM Siddharth Nair Jt- CEO Girish Paranjpe Service Functions Jt CEO Suresh Vaswani Analyst relations Manideepa D GMT, Tech Shatrughan Singh PES- Sumanto M Aradhana Kansal, WBPO,TES RCTS/H&S FS Field Marketing, Branding Rahul Kadavakolu Head PR & Communications WI Ram Yadavilli TIS& Alliance Sureni Rout BFM Nithin VJ TED Sailesh Menezes MQ Praful Ingle
    39. 39. © 2010 Wipro Ltd - Confidential39 Talent Acquisition VP - TA Pradeep Bahirwani Campus Hiring, ER, Marketing, Onsite Hiring Kannan Ramaiah EVP - HR Pratik Kumar Service Functions BFM Murugesan V TED Sailesh A J Menezes SQA Sugathan R Leadership Hiring, Central Sourcing Arvind J BGV/TQG + Diversity initiatives Smitha Trikanad APAC/ASEAN+ Strategic DCs+ Contract Staffing + Out Locations+ Functional Hiring Satish Krishnan Americas + Europe Jacqueline Lynam TIS + Demand Management + IS Rajesh Chandran GMT, Technology, PES,EDS Teresa Mishra BTS, BTS (FS & TMT), RCTG, HC & Mf, + Partner Mgmt Pradeep Deshpande FS Kanica Malhotra EAS Ruby Lalla TeS Uthappa M K
    40. 40. © 2010 Wipro Ltd - Confidential40 Geographies
    41. 41. © 2010 Wipro Ltd - Confidential41 Field Force- US Chief Sales & Operations Manoj Punja Business Units MFG Malay Verma E&U John Gustafson RCTG Sid Nair Technology Vasu Sarangapani Media & Telecom Sanjay Dhar Healthcare & Services Arnab Bag Banking Wayne Fialo Insurance Simon Phillips Securities Santhosh Nair Global Accounts GE Prasoon Saxena UBS Ramesh Subramanian Citibank Open Service Lines EAS Senthil Kumar TIS Sanjeev Gupta BTS - ES Hiral Chandrana BTS – FS/TMT Open BPO Mike Pithawalla Testing Ajay Kumar PES Vinay Rawat Alliances Arshad Sayyad WCS TBD Country Heads & Special Initiatives Canada Chris Lord BD & Strategy TBD PMG Judith Rothrock Global Programs TBD Atlanta DC Suraj Prakash Service Functions Business Finance Sathish R TED Rohit Khandelwal Talent Acquisition Venkat Inampudi Legal Open Strategic Marketing Kathlen Ulrich No. of Reports: Direct – 19; Indirect - 9
    42. 42. © 2010 Wipro Ltd - Confidential42 Field Force - Europe Chief Sales & Operations Jeff Jalil Business Units MFG Paul Neal E&U Steve Powlay Retail TBH CPG & T Vivek Sharma BFSI Angan Guha Media & Telecom Jack Smies Hi-Tech & Healthcare Malay Joshi Government Geoff Llewellyn Global Accounts Shell Brian Allatt BP Samiron Ghoshal BT Siddharth Mehta Ericsson & ALU Ramadurai S Nokia and NSN Jayanta Dey ZFS Global Sridhar C Service Lines EAS TBH TIS TBH BTS - ES Anil Rebello BTS – FS/TMT Mark Payne BPO Vinay Firake Testing Monish Mishra PES Senthil M Consulting Roop Singh Large Deals Steve Powlay Productized Solutions TBH Country Heads France Chris Martinoli Germany Ralf Reich S. Africa Shailendra Singh Norway Kjell/Yngve Service Functions Business Finance Jatin Dalal TED Nimish Khare Talent Acquisition Mark Warburg Legal Sharmila Krishnan Strategic Marketing TBH No. of Reports: Direct – 20; Indirect - 13
    43. 43. © 2010 Wipro Ltd - Confidential43 Field Force - APAC CSOO – ANZ & ASEAN Rajat Mathur EAS Arup C WCS Vinay Disley Testing Vittal Vashist BTS Sudhir Nair & Arnab Ghosh BPO Rohan Prabhu TIS Ayush Mittal TIS Sriprakash Mishra RCTG Kannan N CMSP Madhwesh K Securities Shrikanth N Manufacturing Channabasavanna HS President – Global Sales & Operations Martha Bejar CEM-Foster’s Sachin Rane Regional Head – ANZ Manoj Nagpaul Regional Head – ASEAN Sameer Satpute BFSI Remko Jacobs E&U Manish Prasad Field Force Sales BFM Ramesh Bafna Marketing Iya Bhatia Malhotra Advisory Relationships Pragati Mehrotra Business Development Shyam Natarajan FMG Purushotham Menon TED Supriti Bhandary Service Functions Vertical SPOCS Service Line SPOCS
    44. 44. © 2010 Wipro Ltd - Confidential44 Field Force - Japan Japan Geo, Head of Sales and Operations HIROSHI ALLEY Delivery BFSI, RCTG, Mfg/HC Sam Mathew Delivery TMT Sandeep Chhabra Head Sales Manufacturing & HC Gopakumar Gopinathan Nair Head Sales TMT Anand Dass Head Sales RCTG Raju Verghese Head Sales BFSI Shinji Kimura / Akira Senoo Head Sales EAS Sreenivas Acharyulu Unnamatla President, Global Sales &Operations Martha Bejar Service Functions Field Force Sales Delivery Structure BFM / Finance Srikanth Samba TED Stewart Azuma Training and Quality Sandeep Chhabra Strategic Marketing Minoru Wakabayashi Legal Counsel Kenji Harahata Head Sales PES Soumya Bhattacharya Head Sales TES Open Head Sales VSLI Gautam K Head Sales TIS Vikram Chandna Head Sales Tel & Comm Takuyo Nakatani Talent Acquisition Tomoaki Hirose
    45. 45. © 2010 Wipro Ltd - Confidential45 Infocrossing Sameer Kishore President and Member of the Board (Infocrossing) Service Delivery and Client Engagement ITO Vince Deluca Vertical Head 2 I H S Cliff Carroll Vertical Head 3 ETC Chris Esworthy Vertical Head 4 BPO Sam Berger Vertical Head 5 BU Name Head Sales Tim Pauley (ETC) Head Sales Dan Martino (ITO) Head Sales Japan Name Head Sales APAC Name Head Sales Canada Name Martha Bejar Global Sales and Operations / Chairman of the Board (Infocrossing) Service Functions Field Force Sales Verticals/ Delivery Structure Finance Shiv Rajagopalan Talent Engagement & Development Al Stichter Legal Nick Letizia Strategic Marketing Michael Wilczak CTO Jack Story
    46. 46. © 2010 Wipro Ltd - Confidential46 Saurabh Govil Senior Vice-President - TED Testing, TIS & EAS Priti Rajora General Manager Americas & Europe Santosh Karagada General Manager Perf. Enhancement & Capability Bldg. Veena Padmanabhan General Manager Richa Tripathi Vice President Global Media & Tel & PES Sunita Cherian General Manager RCTG, Mfg & BTS– ES Neeraj Kumar General Manager FS & BTS (FS & GMT) Isaac George General Manager Verticals / SL’s Geographies Wipro BPO Group Compensation & Benefits Samir Gadgil General Manager TED E& U and HLS Amit Kumar Badkas Senior Manager Wipro Consulting Services Nikita Lochub Senior Manager APAC, Japan & Greater China Supriti Bhandary* General Manager M& A, People Transition Programs, Intl Strat. Initiatives. Supriti Bhandary* General Manager Wipro Infotech Joseph John Vice President *plays a dual role Campus / Corporate Initiatives Aruna S Krishnan General Manager
    47. 47. News Analysis
    48. 48. Contents:- Introduction Wipro BPO Wipro divisions Products and Production Splits and collaborations Market share in software Market share in BPO SWOT analysis Conclusion
    49. 49. Industry IT services, IT consulting Founded Amalner, Maharashtra (December 1945) Founder M.H. Hasham Premji Key people Azim Premji (Chairman) Services IT, business consulting and outsourcing services Revenue Rs 31338 Crore Operating income Rs. 5818 Crore Profit Rs. 5382 Crore
    50. 50. The company was established in 1980 as a subsidiary of Wipro (Western India Products) Limited listed on the New York Stock Exchange.  Wipro was initially set up as a vegetable oil manufacturer in 1945 in Amalner, Maharashtra, producing sunflower Vanaspati oil and soaps.  During the 1970s and 1980s, the company shifted its focus and began to look into business opportunities in the IT and computing industry, which was at nascent stages in India at that time. Wipro marketed the first indigenous homemade PC from India in 1985.
    51. 51. Wipro BPO Founded in 2002, Wipro BPO has operations in Delhi, Pune, Kolkata, Chennai, Mumbai, Hyderabad, Navi-Mumbai (Belapur) Greater Noida, Mysore and Kochi in India. It also has offices in Shanghai and Cebu in Asia and Curitiba in Brazil and Wroclaw in Poland.  It has 44 clients in segments such as banking & capital markets, insurance, travel & hospitality, hi-tech manufacturing, telecom and healthcare. Wipro BPO employs over 22,000, of whom 3,150 are at its Hyderabad campus. The majority of Wipro BPO’s business comes from the US, followed by Europe. The rest of the world contributes only marginally to its top line
    52. 52. WIPRO’s Vegetable Oil Refining Plant Alamner, Maharashtra(1965)
    53. 53. Wipro divisions Wipro Consumer Care & Lighting (WCCLG):- It has a profitable presence in the branded retail market of toilet soaps, hair care soaps, baby care products and lighting products. WCCLG is also a leader in institutional lighting in specified segments like software, pharma and retail.
    54. 54. Wipro Infrastructure Engineering:- It is generally known for manufactures precision- engineered hydraulic cylinders and truck hydraulic solutions for the infrastructure and related industries. It the second largest independent Hydraulic Cylinder manufacturer in the world.
    55. 55. Wipro GE Medical Systems Limited:- It is a Joint venture between Wipro Limited and General Electric basically delivering what it calls "quality solutions that effectively meet the needs of customers and patients". Its products and services range from diagnostics to IT, helping healthcare professionals combat cancer, heart disease and other ailments
    56. 56. WIPRO Products PRODUCT NAME UNITS INSTALLED CAPACITY PRODUCTION QUANTITY SALES QUANTITY SALES VALUE (Rs Cr.) Software Services N.A. 0.00 0.00 0.00 19413.9000 Mini and micro computers Numbers 691200.00 217016.00 217431.00 2858.1000 I T Enabled Services N.A. 0.00 0.00 0.00 1802.1000 Soap Toilet Metric Tonnes 134026.00 71471.00 71668.00 840.4000 Equipment (Hydraulic & Pneumatic) Numbers 831140.00 454602.00 455152.00 618.6000 Others N.A. 0.00 0.00 0.00 565.9000 Lighting Products N.A. 0.00 0.00 0.00 207.5000 Oil Hydrogenated (Vanaspati) Metric Tonnes 45000.00 5909.00 5981.00 35.0000 Other Products N.A. 0.00 26.00 0.00 34.4000 Gears Tipping Numbers 50000.00 23276.00 23276.00 12.2000 ( c o n t i n u e d I n n ext S l i d e )… ……….. ……… ……….
    57. 57. Shoe Uppers & Full Shoes Thousands Pairs 750.00 161.00 162.00 6.9000 Spares, Accessories & Components. N.A. 0.00 0.00 0.00 5.5000 Glycerine Metric Tonnes 1650.00 1355.00 145.00 0.7000 Glass GLS Lamps Thousands Numbers 110305.00 0.00 0.00 0.0000 Fatty Acids Metric Tonnes 78450.00 44359.00 0.00 0.0000 Solar Machineries N.A. 0.00 0.00 0.00 0.0000 Goods Traded N.A. 0.00 0.00 0.00 0.0000 Compact Fluorescent Lamps Thousands Numbers 23355.00 0.00 0.00 0.0000 Fluorescent Tube Lights Thousands Numbers 27097.00 5836.00 0.00 0.0000
    58. 58. Production Tipping systems were launched. The Company undertook to set up a high technology plant and R&D Centre at Aurangabad with an investment of Rs 40 crores. The product range was to include incandescent lamps, linear and circular fluorescent lamps, accessories and luminaries. Eaton Hydraulic products were launched. The Company set up a new Unit "Wipro Financial Services Ltd.", for serving customers with capital resources, expertise and ideas to help solve their financial needs. The Company launched baby soft toiletries viz. soap, powder and oil based on natural ingredients of lanolin, olive, milk and almonds. Feeding bottles followed in 1994. The Company partnering with world leaders markets and supports a wide range of equipment and consumables for the medical, diagnostic and Bio-analytical markets.
    59. 59. Splits and collaborations The Company set up a joint venture company with General Electric of U.S.A., in the name of Wipro GE Medical Systems Pvt. Ltd., for the manufacture, sale and service of diagnostic and imaging products. The Joint Venture has also an OEM sourcing arrangement with Elpro International Ltd., for locally made x-ray products. In 1990, the joint venture became a subsidiary of the Company. The Company established a relationship with Eaton Corporation, U.S.A. for marketing of hydraulic products in India Wipro Infotech Ltd., Wipro Systems Ltd., Wipro Investment Ltd., Inlec Investment Ltd., and Wipro GE Medical Systems Pvt. Ltd., are subsidiaries of the Company. The Company proposed to enter into a financial joint venture with Beckman Instruments Incorporated, U.S.A., for manufacture of bio-analytical instruments (diagnostic instruments and reagents) in India and to develop software and hardware for international use by Beckman. Necessary steps were undertaken to implement the letter of intent for the manufacture of analytical instruments. Manufacturing facilities were being established in Gurgaon, Haryana and business operations pertaining to the facilities were to be carried out from Delhi.
    60. 60. Share in software market Tata consultancy services WIPRO INFOSYS HCL Technologies others 30% 13% 10% 8% This data is based on software and other IT application sales of respective companies. The survey was conducted by Rediff.com and Economic times in dec 2011 39%
    61. 61. Top 5 BPO companies in India 1. Genpact: Spread across Asia, Europe and America, Genpact is a global BPO service provider. Its biggest presence is in India, with nearly 20,000 employees. 2. WNS Global Services: Starting as a call center for British Airways in 1996 in Mumbai, WNS has grown through strategic acquisitions to become a leading BPO service provider in areas ranging from Healthcare and Finance to Research and Customer Service. 3. Wipro BPO: The Company is well known as a leader in CRM and back office transaction processing BPO. Some strategic reorganization was resorted to in 2005 and it moved from being a totally voice-based service provider to a mix of both voice and non-voice-driven business. 4. HCL BPO: Starting operations in 2001, HCL BPO services has become one of HCL’s most important business units. Serving over 450 clients worldwide, 15% of which are Fortune 500 companies 5. ICICI OneSource: Promoted by the ICICI group, ICICI One- Source stands up to its name and provides BPO services covering almost all industry verticals like financial services, retail, media etc
    62. 62. GENPACT WNS Global Services WIPRO HCL BPO ICICI OneSource others Wipro’s market share in BPO 30% 26% 25% 10% 7% 2%
    63. 63. SWOT Analysis – WIPRO SWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy. Strengths: Global R&D facility. Retention of the man-power is the best in the industry. Impressive list of clientele. Diversified skill base across service lines Delivery capabilities & client satisfaction Commitment to go the extra mile Technological partnership with other software companies Low cost advantage MEGA Partnership – Cisco, EMC, Microsoft, Oracle and SAP
    64. 64. Weaknesses: Low operating margin of the other group companies. Free floating stock is very less. Domestic market was huge but was underdeveloped Small player in global market Limited domain Clients not trusting the capabilities of Indian Software Cos.
    65. 65. Opportunities: In the branded product category. In the consultancy area. In the emerging technology areas like Blue Tooth, WAP etc. Huge global market The Company has entered into the global market so now it’s the biggest opportunity available to the company. Huge potential in domestic market
    66. 66. Threats: Increasing cost of human capital. Slowdown in the US economy. Will face fierce competition in the areas of e-business and ASP services. Competition by Indian companies in domestic market Presence of big companies in global market Exchange rate : This can be a threat to the company as the company is making profits due to the high exchange rate and if this rate comes down in future it can lead to a major problem for the company. High exposure to the telecom/tech sectors. Slowdown in the banking, financial services and insurance (BFSI) sector
    67. 67. Conclusion : Till today Wipro has been known for being very process oriented with a focus on quality and cost savings. Wipro long term strategy should be to create a brand image and be known for innovation. Wipro should invest in R&D and Market research, so that It is able to innovate new solutions for clients to cut costs or reduce time to market or improve reliability.
    68. 68. Market Research
    69. 69. Marketing Research • Marketing research is the systematic gathering, recording and analyzing of data about problems relating to the marketing of goods and services. • Market research will give you the data you need to identify and reach your target market at a price customers are willing to pay.
    70. 70. • Marketing research focuses and organizes marketing information. It permits entrepreneurs to: – Spot current and upcoming problems in the current market – Reduce business risks – Identify sales opportunities – Develop plans of action
    71. 71. Market Research • Successful marketing requires timely and relevant market information. • An inexpensive research program, based on questionnaires given to current or prospective customers, can uncover dissatisfaction or possible new products or services.
    72. 72. • Marketing research is not a perfect science. It deals with people and their constantly changing feelings and behaviors, which are influenced by countless subjective factors. • To conduct marketing research, you must gather facts and opinions in an orderly, objective way to find out what people want to buy, not just what you want to sell them.
    73. 73. • Market research will identify trends that affect sales and profitability. – Population shifts – Legal developments – The local economic situation should be monitored to quickly identify problems and opportunities • Keeping up with competitors' market strategies also is important.
    74. 74. • Every small business owner must ask the following questions to devise effective marketing strategies: – Who are my customers and potential customers? – What kind of people are they? – Where do they live? – Can and will they buy?
    75. 75. – Am I offering the kinds of goods or services they want at the best place, at the best time and in the right amounts? – Are my prices consistent with what buyers view as the product's value? – Are my promotional programs working? – What do customers think of my business? – How does my business compare with my competitors?
    76. 76. What is the systematic gathering, recording and analyzing of data about problems relating to the marketing of goods and services? A. Market strategy B. Market research C. Market approach D. Market plan Click to see the answer.
    77. 77. Why do market research? • People will not buy products or services they do not want. • Learning what customers want and how to present it drives the need for marketing research. • Small business has an edge over larger businesses in this regard. – Small business owners have a sense of their customers' needs from years of experience, but this informal information may not be timely or relevant to the current market.
    78. 78. How to do market research • Analyze returned items. • Ask former customers why they've switched. • Look at competitors’ prices. • Formal marketing research simply makes this familiar process orderly. It provides a framework to organize market information.
    79. 79. Market research - the process • Market research can be simple or complex. • You might conduct simple market research. – Example: Questionnaire in your customer bills to gather demographic information about your customers • You might conduct complex research. – Example: Hiring a professional market research firm to conduct primary research to aid in developing a marketing strategy to launch a new product
    80. 80. • Regardless of the simplicity or complexity of your marketing research project, you'll benefit by reviewing the following seven steps in the market research process. 1 2 3 4 5 6 7
    81. 81. Step 1: Define Marketing Problems and Opportunities • You are trying to launch a new product or service. • Awareness of your company and its products or services is low. • The market is familiar with your company, but still is not doing business with you. • Your company has a poor image and reputation. • Your goods and services are not reaching the buying public in a timely manner.
    82. 82. Step 2: Set Objectives, Budget and Timetables
    83. 83. Objectives • Explore the nature of a problem so you may further define it. • Determine how many people will buy your product packaged in a certain way and offered at a certain price. • Test possible cause- and effect- relationships. – For example, if you lower your price by 10 percent, what increased sales volume should you expect? – What impact will this strategy have on your profit?
    84. 84. Budget • Your market research budget is a portion of your overall marketing budget. • Allocate a small percentage of gross sales for the most recent year to use on market research. – It’s usually about 2 percent for an existing business. • Planning to launch a new product or business? – You may want to increase your budget to as much as 10 percent of your expected gross sales. • Other methods include analyzing and estimating the competition's budget and calculating your cost of marketing per sale.
    85. 85. What percentage of gross sales from an existing business should be used for market research? A. 2% B. 4% C. 8% D. 10% Click to see the answer.
    86. 86. Timetables • Prepare a detailed timeline to complete all steps of the market research process. • Establish target dates that will allow the best accessibility to your market. – For example, a holiday greeting card business may want to conduct research before or around the holiday season buying period, when its customers are most likely to be thinking about their purchases.
    87. 87. Step 3: Select Research Types, Methods and Techniques • Two types of research are available: – Primary research is original information gathered for a specific purpose. – Secondary research is information that already exists somewhere.
    88. 88. Secondary Research • Secondary research is faster and less expensive than primary research. • Gathering secondary research may be as simple as making a trip to your local library or business information center or browsing the Internet. • It utilizes information already published. – Surveys, books, magazines, etc.
    89. 89. Secondary Research Cont. • Localized figures provide better information as local conditions might buck national trends. – Newspapers and other local media are helpful. • Many sources of secondary research material are available. It can be found in: – Libraries • GALES' Directory is available at any public library. – Colleges – Trade and general business publications and newspapers – Trade associations and government agencies are rich sources of information.
    90. 90. Example of Secondary Research • An article may show how much working mothers spent on convenience foods last year. • If you were thinking about selling a convenience food, this information would show you what kind of market there is for convenience foods. – It doesn’t show you how much they are willing to spend on your particular product.
    91. 91. Primary Research • Primary research can be as simple as asking customers or suppliers how they feel about a business, or as complex as surveys conducted by professional marketing research firms. • Examples of primary research are: – Direct-mail questionnaires – On-line or telephone surveys – Experiments – Panel studies – Test marketing – Behavior observation
    92. 92. Primary Research • Primary research is divided into reactive and nonreactive research. • Nonreactive – Observes how real people behave in real market situations without influencing that behavior • Reactive research – Includes surveys, interviews and questionnaires – This research is best left to marketing professionals, as they usually can get more objective and sophisticated results.
    93. 93. Primary Research Cont. • Those who can't afford high-priced marketing research services should consider asking nearby college or university business schools for help.
    94. 94. What is primary research? A. Original information gathered for a specific purpose B. Information that already exists somewhere else C. Low awareness of your company and its products or services D. All of the above
    95. 95. What is secondary research? A. Information that already exists B. Original information gathered for a specific purpose C. Research done with a secondary party
    96. 96. Step 4: Design Research Instruments • The most common research instrument is the questionnaire. Keep these tips in mind when designing your market research questionnaire. – Keep it simple. Include instructions for answering all questions – Begin the survey with general questions and move toward more specific questions. – Design a questionnaire that is graphically pleasing and easy to read.
    97. 97. • Before printing the survey, ask a few people to complete the survey and give feedback. • Mix the form of the questions for different sections of the questionnaire – Scales – Rankings – Open-ended questions – Closed-ended questions • The form or way a question is asked may influence the answer given. Questions are in two forms: closed-end questions and open- end questions.
    98. 98. Closed-ended questions • Types of closed-ended questions include: – Multiple choice questions – “Yes” or “No” questions • Scales refer to questions that ask respondents to rank their answers or measure their answer at a particular point on a scale. – For example, a respondent may have the choice to rank his/her feelings toward a particular statement. The scale may range from "Strongly Disagree" "Disagree" and "Indifferent" to "Agree" and "Strongly Agree."
    99. 99. Open-ended questions • Respondents answer questions in their own words. • Types of open-ended questions include: – Word association questions ask respondents to state the first word that comes to mind when a particular word is mentioned. – Fill-in-the blank • For example, a question might read: “When I eat toast and jelly, I use _____brand of jelly and it usually costs about ________ per jar.
    100. 100. This module has used questions. Have they been open- or closed-ended? A. Open-ended B. Closed-ended
    101. 101. Step 5: Collect Data • To obtain clear, unbiased and reliable results, collect the data under the direction of experienced researchers. • Before beginning data collection, You must to train, educate and supervise your research staff. – Untrained staff conducting primary research will lead to
    102. 102. Step 5 Cont. • Stick to the objectives and rules associated with the methods and techniques you have set in Step 2 and Step 3. • Be as scientific as possible in gathering your information.
    103. 103. Step 6: Organize and Analyze the Data • Once data has been collected, it needs to be cleaned. • Cleaning research data involves editing, coding and tabulating results. – Start with a simply designed research instrument or questionnaire.
    104. 104. • Look for data focusing on immediate market needs. • Rely on subjective information only as support for more general findings of objective research. • Analyze for consistency; compare the results of different methods of your data collection. • Look for common opinions that may be counted together. • Read between the lines. For example, combine U.S. Census Bureau statistics on median income levels for a given location and the number of homeowners vs. renters in the area.
    105. 105. Step 7: Present and Use Market Research Findings • Once marketing information is collected and analyzed, present it in an organized manner to the decision makers of the business. – You may want to report your findings in the market analysis section of your business plan. – You may want to familiarize your sales and marketing departments with the data or conduct a companywide informational training
    106. 106. Assess Available Information • Assess the information that is immediately available. • You may have the information you need to support your marketing plan without doing extensive market research. • Weigh the cost of gathering more information against its potential usefulness.
    107. 107. Gather Additional Information • Before considering surveys or field experiments, look at currently held information: – Sales records – Complaints – Receipts – Other records that show where customers live and work, and how and what they buy.
    108. 108. Additional Information Cont. • Credit records are an excellent source of information. They give information about: – Customers' jobs – Income levels – Marital status • Employees may be the best source of information about customer likes and dislikes. – They hear customers' minor gripes about the store or service - the ones customers don't think important enough to take to the owner. – Employees are aware of the items customers request that you do not stock. – They often can supply good customer profiles from their day-to- day contacts.
    109. 109. Why People Change Jobs ?
    110. 110. • Candidates seek out new employment opportunities for many reasons. Most of the time the reasons are valid and well considered. But sometimes candidates make decisions that can come back to haunt them. We have tried to present a list of good and not-so-good reasons to make a change. Of course, everyone is in a unique situation. But in general, this is what we have seen over the years, involving thousands of people, that lead to better or poorer career choices.
    111. 111. Good Reasons Career advancement. Work environment Challenge. Appreciation Stability Location
    112. 112. Career advancement. • This is the primary reason most people change jobs. They either want greater opportunity for advancement and their company can’t provide it, or an absolutely irresistible opportunity comes along out of the blue, and they can’t pass it up. Advancement opportunity is often over-sold in the candidate interview.This is something the candidate should discuss fully in the job interview
    113. 113. Work environment. • This can mean different things to different people. It may mean less stressful conditions due to deadlines or pressure. It could also mean more manageable hours, fewer week- ends or flex time. Or it could simply mean a friendlier atmosphere
    114. 114. Challenge • This typically means greater mental or technical stimulation. People like to feel that they are learning new skills. This can provide them with greater market value or it can simply be more intellectually satisfying. Either way, this is very important to most people to maintain happiness in the job.
    115. 115. Appreciation • This is often confused with poor compensation. When one feels underpaid, it is usually a sign of under- appreciation. Someone can be making below market for the work they do, but may receive other forms of appreciation that compensates for being underpaid. But if one feels unappreciated, more money is only a temporary fix. Under-appreciation leads to lack of motivation and poor performance. This usually results in poor reviews, even smaller or perhaps no raises, and even further damage to motivation. This spiral will only continue until you put the old resume together.
    116. 116. Stability • When people perceive that they are losing career stability, they want more of it. When people are confident in their career choices, stability is less important. During a recession, stability is often the ONLY factor in consideration. During economic growth it is often not a consideration at all
    117. 117. Location • Commutes, work locations, safety, schools and even climate can effect one’s decision to look for a new job.
    118. 118. Poor Reasons Greater compensation Relationship with your boss Relationship with co-worker Impending events Boredom
    119. 119. Greater compensation • Remember, money alone is only a motivator for a very short time. If you are enticed away from your job, which you otherwise enjoy, for simply more money, you may become very unhappy with the decision in as little as 2-3 months. You should select your next job based one or more of the criteria above, such as advancement, environment, or challenge, and not just based on compensation
    120. 120. Relationship with your boss • This can be very difficult for people, but a bad relationship with your boss is usually not enough alone to leave a company. If everything else is positive, such as environment, challenge, career advancement, the relationship issues can usually be worked out or improved overtime. However, if it is so bad that it is affecting your performance, advancement, and overall sense of well being, it may be time to call it a day. But try the honest communicative approach first
    121. 121. Relationship with co-worker • The thing is, there are mean people everywhere, and sometimes it is best to just stick it out. Usually, these people are unhappy themselves and their time with the company may be short. Don’t make a decision to leave a good job, with many positive attributes, just because of some creep you work with. Try to make the situation better, work things out, seek a compromise, or as a last resort, seek help from a human resource representative. But quit? No. This is often just what they want. Don’t give it to them.
    122. 122. Impending Events • We have seen so many cases of people who panic when they hear of some impending event, such as a merger, or layoffs. But these often lead to even greater opportunities. It is our view that one should take a breath, gather information, talk to management, and wait, just a little while, before making what could be viewed as a very hasty decision.
    123. 123. Boredom • Wow. When we hear this, RED FLAGS!!!! Most of the time, and this is probably 95 times out of 100, if you are suffering from boredom, IT’S YOUR FAULT. And changing jobs won’t fix it. It will only transfer to a new company. Honestly. If you are bored with your job, don’t call us. Get help and fix the problem where you are.
    124. 124. How to make job interesting ?
    125. 125. . • . Challenge Ask for help yourself Find a balance Partake in a passion project Stop trying to multitask Do something kind for a coworker or client Get motivated to face the day
    126. 126. .Keep your work in perspective You are more than your work Plan your time and create a to-do list Concentrate on the task at hand Be clear about what’s expected of you Delegate wherever appropriate Have regular breaks Learn to relax Make your workplace more pleasant
    127. 127. .Switch off once you leave work Review your day before you leave for home
    128. 128. Challenge yourself • Has your work become monotonous? Are you tired of doing the same things day in and day out? Make those mundane tasks more interesting by adding an extra challenge. For instance: • Expense reports aren’t exactly fun, so find a way to complete them more efficiently—then see if you can beat your best time. • Content generation can be hard, but invest a little more time and challenge yourself to write a great post or newsletter instead of one that’s just okay. • Your SEO is performing well enough, but spend 10 minutes on Google Trends to test out ways to make it even better. • Sometimes boredom comes from complacency; you understand and become comfortable with what’s expected and decide you’re done trying to go above and beyond. • Make it your goal to try something new every day. Even if the goal you set for yourself seems miniscule, you never know what effect it might have on your work the next day.
    129. 129. Ask for help • No one has all the answers, so don’t be afraid to ask your superiors or coworkers for the support you need to do your best work. Ask questions in a calm, thorough and thoughtful manner. And if you don’t understand something, don’t wait until the very last minute to ask about it! • Worried that asking questions will hurt your career? In fact, there’s a higher chance asking will actually move your career forward. If that isn’t the case, you’re probably working at the wrong place.
    130. 130. Find a balance • You’re not helping anyone if you’re burnt out. Take breaks, go outside, see your friends in the evening and put a limit on how many hours you normally spend at work. • Your personal relationships, interests and fitness are all connected to your productivity, attitude and ability to pump out high-level work. Don’t ignore them. Are you experiencing any of these signs?
    131. 131. Partake in a passion project • Take the lessons you gain from work—the skills, the experience, the exposure to other talented people—and apply them to an outside project you’re passionate about. This project should be fun, challenge you to grow and add yet another impressive element to your portfolio. • Lots of ideas that started as passion projects have taken on a life of their own. Here’s someinspiration.
    132. 132. Stop trying to multitask • Scientific data proves that humans simply cannot multitask. I know being “able to multitask” is an interview staple, and I know you think you’re great at Gchatting while you work, but you’re just not. • Focus on one thing and one thing alone, apply all your energy to that one task and do it well. You’ll be surprised how much more you get done each day, how much better the quality is and how much more cohesive your work, communication and thoughts are overall. • Here are a few additional tips on how to be more productive online.
    133. 133. Do something kind for a coworker or client • This is probably the easiest, yet unfortunately most often overlooked, way to create a better, happier work environment for yourself and those around you. There are just four steps: • Ask questions. • Listen to the answers. • Wait a while. • Ask more questions.
    134. 134. Get motivated to face the day • On the way to your workplace, think of how the work you have allows you to have your life outside of it, such as a great social life. A positive attitude will make the day more pleasant and productive.
    135. 135. Keep your work in perspective You can only do the best you can in each situation. Look beyond yourself and your work, and consider the bigger picture. Do some voluntary work to gain a broader outlook. Find a way to contribute to society in general.
    136. 136. You are more than your work • Do not have your identity too strongly tied to the job you do. Give up thinking that your work life “should” be a certain way. Such expectations of what you were supposed to be, as set by your parents and teachers, stop you from enjoying what you currently do.
    137. 137. Plan your time and create a to-do list • In this list, include long term projects as well as the more imminent things that need doing. • Prioritise your to-do list – do the most important things first. When performing any task, ask yourself – is this the best use of my time? Schedule in enough time for your studies etc.
    138. 138. Concentrate on the task at hand • Do not let yourself be distracted by worrying about all the other things to be done or losing energy over the undesirable situation you find yourself in. Stay in the moment. • Be ruthless and take care of a task before it gets on a possible procrastination list. For example, sort your morning post immediately in one go – open it, file it, act on it or bin it there and then.
    139. 139. Be clear about what’s expected of you • Clarify immediately, any time you are not sure or where you are faced with conflicting demands. The more clear and upfront you are with your manager and the other people you work with, the better it will be for you in the long term.
    140. 140. Delegate wherever appropriate • Decide if there is anything that can be delegated, or that more fairly belongs to someone else’s work load. Always remember the “3D” rule – do it, dump it or delegate it – never handle a piece of paper twice.
    141. 141. Have regular breaks • Get away from your normal workplace even if only for five minutes. Try taking a break from the laptop, emails and do leave the mobile behind. Make sure that you do have that lunch break – it is not just for food but also for fresh air and a mental break. • Eat a healthy lunch and if you must snack, make sure it is healthy too – an apple rather than a bag of crisps. Look for ways of energising yourself, other than from adrenaline and caffeine.
    142. 142. Learn to relax • No matter how challenging the work gets or how demanding your bosses become, it, at the end of the day it is only a job and you are much more than that. In years to come, you will look back and wonder what the fuss was.
    143. 143. Make your workplace more pleasant • Contribute towards creating a pleasant work environment. Do not gossip in the office as it just creates negativity all around. Do not listen to any gossip either. Minimise your time with people that you do not resonate with or like. • Learn to have more fun at work. Laugh more and chill out. Perform with a more fun orientated approach.
    144. 144. Review your day before you leave for home • Look at what worked well, and what could be improved the next day. If you feel satisfied with the day’s work, then why not reward yourself later that day. You deserve it.
    145. 145. Switch off once you leave work • You are already at work a third of your time, so do not continue to keep it buzzing in your head during your supposed free time. Mentally say good bye to your work space the moment you leave for home. • See your work as a game. Life is meant to be fun and if you are going to spend a third of it at work, you might as well enjoy the game. • Enjoy your work – and if it comes down to it, you can always find something better in the medium to long term.
    146. 146. How I Can Give My 100%
    147. 147. . Go Back to “Why” Go for Five Move Around Find the Next Step Find Your Itch Deconstruct Your Fears Get a Partner
    148. 148. . Kick start Your Day Read Books Get the Right Tools There are No Small Problems Develop a Mantra Build on Success
    149. 149. Go Back to “Why” • Focusing on a dull task doesn’t make it any more attractive. Zooming out and asking yourself why you are bothering in the first place will make it more appealing. If you can’t figure out why, then there’s a good chance you shouldn’t bother with it in the first place
    150. 150. Go for Five • Start working for five minutes. Often that little push will be enough to get you going.
    151. 151. Move Around • Get your body moving as you would if you were extremely motivated to do something. This ‘faking it’ approach to motivation may seem silly or crude, but it works
    152. 152. Find the Next Step • It’s impossible to work on a project. All you can do is focus on the next immediate step. Fighting an amorphous blob of work will only cause procrastination. Chunk it up so that it becomes manageable.
    153. 153. Find Your Itch • What is keeping you from working? Don’t let the itch continue without isolating it and removing the problem. Are you unmotivated because your tired, afraid, bored, restless or angry. Maybe it is because you aren’t sure you have time or delegated tasks haven’t been finished yet.
    154. 154. Deconstruct Your Fears • I’m sure you don’t have a phobia about getting stuff done. But at the same time, hidden fears or anxieties can keep you from getting real work completed. Isolate the unknowns and make yourself confident you can handle the worst case scenario.
    155. 155. Get a Partner • Find someone who will motivate you when you’re feeling lazy. I have a friend I go to the gym with. Besides spotting weight, having a friend can help motivate you to work hard when you’d normally quit.
    156. 156. Kick start Your Day • Plan out tomorrow. Get up early and place all the important things early in the morning. Building momentum early in the day can usually carry you forward far later.
    157. 157. Read Books • Not just self-help or motivational books, but any book that has new ideas. New ideas get your mental gears turning and can build motivation. Learning new ideas put your brain in motion, so it requires less time to speed up to your tasks.
    158. 158. Get the Right Tools • Your environment can have a profound effect on your enthusiasm. Computers that are too slow, inefficient applications or a vehicle that breaks down constantly can kill your motivation. Building motivation is almost as important as avoiding the traps that can stop it.
    159. 159. There are No Small Problems • The worst killer of motivation is facing a seemingly small problem that creates endless frustration. Reframe little problems that must be fixed as bigger ones, or they will kill any drive you have.
    160. 160. Develop a Mantra • Find a few statements that focus your mind and motivate you. It doesn’t matter whether they are pulled from a tacky motivational poster, or just a few words to tell you what to do. If you aren’t sure where to start, a good personal mantra is, “Do it now!”
    161. 161. Build on Success • Success creates success. When you’ve just won, it is easy to feel motivated about almost anything. Emotions tend not to be situation specific, so a small win, whether it is a compliment from a colleague or finishing two thirds of your tasks before noon can turn you into a juggernaut. There are many ways you can place small successes earlier on to spur motivation later. Structuring your to-do lists, placing straightforward tasks such as exercising early in the day or giving yourself an affirmation can do the trick
    162. 162. Factors preventing to give 100%
    163. 163.  You Are Too Comfortable  You Have a Bad Attitude  You Don’t Care  You Are Scared of Failure  You Aren’t Hungry  Personal stressors  Forgetting to visualize success  You’re burnt out  A bad environment  Recovering after failure
    164. 164. You Are Too Comfortable • We all like to live in our comfort zones. Perhaps, you have become too comfortable. It is only by going beyond our boundaries that we learn, live, and expand our experience.
    165. 165. You Have a Bad Attitude • A bad attitude can impact your entire world. Don’t underestimate the power of a positive attitude to keep you going and lift your efforts. If your attitude is lacking, find someone who has a positive outlook. The feeling is contagious.
    166. 166. You Don’t Care • Not caring about your job or work can be a self-fulfilling prophecy. I have encountered many people like this in the corporate world. When they begin a downward slide, they don’t realize that it is because they stopped caring and thus stopped performing. If you do not have passion for what you are doing, then by all means go find something else for which you do.
    167. 167. You Are Scared of Failure • Kids like to think that their parents, and adults in general are fearless. (When in reality is it the other way around.) When was the last time you failed? Is fear of failure keeping you from trying your best?
    168. 168. You Aren’t Hungry • What do you want to achieve? What do you want to accomplish? If you don’t have goals, you may not have anything to give 100% of you effort towards. Make sure you have aspirations that stretch your limits
    169. 169. Personal stressors • if your life is out of control or out of balance personally, it can have a deep impact upon your work. If finances or tight, a new baby is coming, a divorce is pending, a spouse is ill, a child is in trouble, it is difficult to give 100 percent to anything – distractions can be horribly destructive to professional momentum
    170. 170. Forgetting to visualize success • – this sounds cheesy, but hear us out… if you can see the finish line of your career, a project or just the day itself, but you fail to visualize the successful outcome, you lose focus of why you are running the race in the first place
    171. 171. You’re burnt out • you’re worn down at work, you’ve taken on too much, you’ve said yes too many people or you’ve set poor short term goals for yourself that would get yourself to that finish line. You may be at an entry level job wondering why you’ve been there for six years and people keep being promoted over you or simply performing better than you have.
    172. 172. A bad environment • you have a new boss that is a jerk, your clients are all high strung and frustrated, you’re head spun because of layoffs all around you, or everyone in your office is negative which is contagious. You don’t have to be all sunshine and rainbows all the time, but a bad environment can be the cinder block tied to your ankle, pulling you underwater
    173. 173. Recovering after failure • you didn’t close that last deal, your income fell considerably this year, you’re the worst performer in your office, but digit, you’re trying but there’s this huge obstacle in your way. You don’t fear failure, you’ve just experienced failure which is extremely demotivating because the outcome didn’t meet your expectations which causes a need for healing time
    174. 174. THE END THANK YOU
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