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What’s writing code have to do with knowing which fork and knife to wield at the luncheon table? Quite a lot, in a world where image rules. So, WIPRO which deploys a substantial number of its people abroad for considerable stretches of time, ensured that its employees are as conversant in dining etiquette as with technicalities required to execute the job on site.

The dining experience is part of ‘customer facing’ training programme in the company wherein employees are put through cross cultural training. WIPRO is careful to ensure that this stays practical—so people are taught how to read a map, what to expect at customs and immigration, the right cloths etc. The main stress being, as Ranjan Acharya, Corporate Vice President, HRD, WIPRO points out, on ‘What to do to remain yourself’ in a new environment.’

Training at WIPRO basically has three dimensions—a) platform, language, packages; b) domain—banking, insurance, health care etc. c) behavioural training—role based, individual competency-based and customer facing.

An interesting element of WIPRO’s training programme is ‘e-learning’. Given that the company at any point of time, has about 1500-2000 people outside India, e-learning ensures people to stay abreast with ‘what is happening in India’. Also, it helps scale up training programme and increase timeliness of learning. In e-learning, WIPRO has learnt that ‘your place, your pace’ doesn’t necessarily work. So, the company has blended ‘learning programmes’—part learning on the ‘web’ and part with the ‘mentors’. It has mentors for each course and uses ‘Voice over Internet Protocol’ (VOIP) for mentoring programmes.

‘Values’ are another aspect which is stressed in the company. All freshers are put through three to four hours of ‘value programmes’. Reams have been written about the stressful life of techies. To tackle this WIPRO offers counseling. ‘We are the first to have it in organized manner,’ says Mr. Acharya. The company’s intranet ‘Channel W’ lists out the consultants that employees can contact in times of need. While there are two trained consultants from WIPRO’s HR Department for those seeking outside help, information is posted on the site.

The company also uses ‘intranet’ to offer tools like ‘speed reader’ to help improve reading speed. WIPRO”s training history—of the IT business—goes back to the days when WIPRO InfoTech was 50-person outfit two decades ago. Even then the company had 35 days induction programme.

Now, on any given day, 250 people will be undergoing training with every employee expected to put in five working days of learning every year. Mr. Acharya, in fact, doesn’t like the popular term, ‘undergoing training’, which makes it seem like a punishment, he would rather like one to say,’ attending training’.

WIPRO spends about 5% of its manpower budget on training, against a global average of 3%. In the last financial year, this worked out to Rs. 25 crores. WIPRO has two training facilities in Banglore, one at its electronics city campus, and the other at its Headquarters in Sharjapur, with 12 class rooms in all. The faculty is a 45 member team and this is augmented by external consultants. The latter are used mainly when traini本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。