Competency Mapping Assignment

Competency Management at Wipro

Submitted to:

Prof. Anup K Singh Submitted By:

Bharath Kumar Jain (15)

C Ram (16)

Rojin Raju (38)

Sampath S Pillai (41)

Shijin R (47)

Abhinav Todi(56)

PGDM (HR)-I

1. ACKNOWLEDGEMENT

We are grateful to our Competency Mapping and Assessment Centres faculty Prof. Anup K Singh for giving us such an interesting topic for our group project work. We are thankful to him for the precious time and guidance given by him.

We also thank the following people who helped us during the course of the project.

1. Harisankar (Project Engineer, Wipro Technologies)

Bharath Kumar Jain (15)

C Ram (16)

Rojin Raju (38)

Sampath S Pillai(41)

Shijin R (47)

Abhinav Todi (56)

DeclarationThe data published in the report is generic and will be used only for academic purpose at International Management Institute, Delhi. The confidentiality is maintained through out the preparation of the report. The objectionable contents have been edited before presenting .Table Of Contents1. Introduction06

2. Competency Frame Work10

3. Competency Process 12

4. Wipro Model13

5. Career Groups14

6. Mapping of Roles to Career Groups15

7. Evaluation Process16

8. Use of Competency Dictionary33

9. Competency Dictionary at Wipro34

Methodology

The reason for selecting WIPRO technologies is because one of the team members has worked with WIPRO for more than 2 years. This helped us in interviewing many WIPRO professionals and also getting useful secondary data. We conducted many telephonic interviews to Wipro professionals in Bangalore. Also many online questionnaires where sent through mail. The data collected is a mix of Primary and Secondary data. INTRODUCTION

Wipro The Company

Wipro Technologies is a global services provider delivering technology-driven business solutions. Wipro is the No.1 provider of integrated business, technology and process solutions on a global delivery platform. Azim Premji is the Chairman of Wipro Technologies. He took over the mantle of leadership of Wipro at the age of 21 in 1966. Under his leadership, the fledgling US$ 2 million hydrogenated cooking fat company has grown to a US$1.76 billion IT Services organization serving customers across the globe. Wipro is presently ranked among the top 100 Technology companies in the world. It has 66,000+ employees, serves 592 clients, and has 46 development centers across globe.

Wipro Technologies deals in following businesses: IT Services: Wipro provides complete range of IT Services to the organization. The range of services extends from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business solutions. Wipro's enterprise solutions serve a host of industries such as Energy and Utilities, Finance, Telecom, and Media and Entertainment.

Product Engineering Solutions: Wipro is the largest independent provider of R&D services in the world. Using "Extended Engineering" model for leveraging R&D investment and accessing new knowledge and experience across the globe, people and technical infrastructure, Wipro enables firms to introduce new products rapidly.

Technology Infrastructure Service: Wipro's Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service provider in terms of revenue, people and customers with more than 200 customers in US, Europe, Japan and over 650 customers in India.

Business Process Outsourcing: Wipro provides business process outsourcing services in areas Finance & Accounting, Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring Spectramind and became one of the largest BPO service players.

Consulting Services: Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and Technology Consulting.

Group Companies of Wipro: Wipro Infrastructure Engineering: It has emerged as the leader in the hydraulic cylinders and truck tipping systems market in India.

Wipro Infotech: It is one of the leading manufacturers of computer hardware and a provider of systems integration services in India.

Wipro Lighting: It manufactures and markets the Wipro brand of luminaries. Wipro Lighting offers lighting solutions across various application areas such as commercial lighting for modern work spaces, manufacturing and pharmaceutical companies, designer petrol pumps and outdoor architecture.

Achievements of Wipro First Indian IT Service Provider to be awarded Gold-Level Status in Microsoft's Windows Embedded Partner Program.

World's largest independent R&D Services Provider.

World's 1st PCMM Level 5 software company.

World's 1st IT Services Company to use Six Sigma.

The first to get the BS15000 certification for its Global Command Centre.

Among the top 3 offshore BPO service providers in the world.

Only Indian company to be ranked among the 'Top 10 Global Outsourcing Providers' in the IAOP-Fortune Global 100 listings.

First company in the world to be certified in BS 7799 (2002) security standards.

Competency mapping The Objective for the same

Both the boom and the recession in the industry put a lot of stress on HR managers to manage and retain their talent pool. There needs to be a proper mechanism to develop individuals and build competence. Tailor-made competency frameworks customized for an organization could be the answer as it can be used to train, define and retain talent.

This is exactly how Wipro went about the process. They took a generic competency model based on the McBer model and then tailored it by defining and selecting relevant competencies. Then functional dictionaries relevant for roles like HR, finance, software etc. were developed for specifically assisting in the framework.

The new competency framework was primarily developed

to keep the competency framework abreast with the changes in current business context and the new initiatives likeglobal banding, the launch of Spirit of Wipro and

to simplify the current model and link it with Leadership Competencies.

For ease of understanding and usage

Better linkage with development programs

Competency Framework An Introduction

Competency framework takes us through the basic understanding of

what Competencies are

how the Competencies are structured

and the Competency dictionary which lists down the competencies across all Career Bands/Groups and streams including Field Force at Wipro Technologies

This was primarily done

to keep the competency framework abreast with the changes in current business context and the new initiatives like global banding, the launch of Spirit of Wipro

and to simplify the current model and link it with Leadership Competencies.

The new Competency framework links WLQ (Wipro Leaders Quality Survey-360 degree feedback) competencies and the competency framework(Managerial) competencies.THE NEED FOR A NEW FRAMEWORK WHETHER THEY SERVE THE PURPOSE OR NOTThe salient changes made to the Managerial Competency framework are mentioned below:

Old Model

New Model

Role Linked Competency Model

Competencies were defined for each role like Module lead, Project Manager, Sr. Executive TED etc. The Competencies varied by role.

Band and Stream Linked Framework

Competencies are defined for each career group within a stream e.g. All roles in Career Group B2, Project Stream will have same competencies. The competencies will vary by Band and by Stream.

The competencies were defined by 5 levels of proficiency.

The competencies are defined by 4 levels of Proficiency

The Leadership Competencies overlapped with Managerial competencies.

Clear distinction between Managerial Competencies and Leadership Competencies. Leadership Competencies tracked and developed through WLQ Survey.

Rationale & Benefits going forward:

1. Ease of Understanding and Usage

2. Better Linkage with Development Programs

The competencies are linked with Bands in each stream, the development programs can be better designed for each band or career group in a stream

Competencies are defined in two broad categories:

Managing Self and Others

Persuasiveness Interpersonal Sensitivity Building and maintaining relationships

Managing for Results

Creative Problem Solving Planning and Delivery Specialist/Domain Knowledge Decision making Effective Communication Business Acumen Analytical SkillsThe Leadership Competencies called Wipro Leaders Quality (WLQ) defined as part of the overall Competency framework and used in WLQ Survey ( 360 degree feedback Survey) are listed below:

Strategic Thinking

Achievement Orientation

Commitment to Excellence

Self Confidence

Driving Change

Customer Orientation

Working in teams

Building Leaders

Inter Cultural SensitivityThe overall Competency dictionary consists of 10 managerial and 4 leadership competencies highlighted above ( Achievement Orientation, Self Confidence, Customer Orientation and Working in Teams )

Career banding helps to define roles based on competencies, provide clear career paths, and communicate easily both externally as well as internally. The process also enables competent employees to progress faster based on performance and competencies rather than being time-bound or hierarchical.

All representative roles in Wipro Technologies have been classified under 3 distinct Career Streams:

Project

Specialist and

Functional

All positions (jobs/roles) in each of these Career Streams have been evaluated based on the following criteria:

Role Dimension Business accountability

People management requirement

Complexity and impact of decision-making

CompetencyLevels of Leadership and Technical competency

Based on the evaluation criteria of current roles, all positions have been mapped to the following dimensions mentioned below:

The role dimension for each Career Group can be broadly defined as follows:Career GroupRole Dimension

A1Support Roles

Team Rainbow

Engineering CampusFreshers

C2, D1, D2

2nd Level Manager/ Expert

E

Strategic Leader

All generic positions within Wipro Technologies have been evaluated based on the role dimensions, accountability, and technical and leadership competencies, based on the competency framework of Wipro. Each career group is categorized by a significant change in contribution, decision-making capability and responsibility from those of the previous group. For all the roles in each Career group, a threshold qualifying criteria has been arrived at. Each role is thus evaluated against these criteria to determine his/her Career Group. The position/role holder is evaluated in terms of meeting the desired competencies for that Career Group in which his/her role is positioned.

Competency Framework An Introduction Competency framework takes us through the basic understanding of what Competencies are how the Competencies are structured and the Competency dictionary which lists down the competencies across all Career Bands/Groups and streams including Field Force at Wipro TechnologiesThis was primarily done to keep the competency framework abreast with the changes in current business context and the new initiatives like global banding, the launch of Spirit of Wipro and to simplify the current model and link it with Leadership Competencies.The new Competency framework links WLQ (Wipro Leaders Quality Survey-360 degree feedback) competencies and the competency framework (Managerial) competencies.The salient changes made to the Managerial Competency framework are mentioned below:Old ModelNew Model

Role Linked Competency Model Competencies were defined for each role like Module lead, Project Manager, Sr. Executive TED etc. The Competencies varied by role.Band and Stream Linked Framework Competencies are defined for each career group within a stream e.g. All roles in Career Group B2, Project Stream will have same competencies. The competencies will vary by Band and by Stream.

The competencies were defined by 5 levels of proficiency. The competencies are defined by 4 levels of Proficiency

The Leadership Competencies overlapped with Managerial competencies.Clear distinction between Managerial Competencies and Leadership Competencies. Leadership Competencies tracked and developed through WLQ Survey.

Rationale & Benefits going forward: 1. Ease of Understanding and Usage

2. Better Linkage with Development Programs

The competencies are linked with Bands in each stream, the development programs can be better designed for each band or career group in a stream Competencies are defined in two broad categories:Managing Self and Others Persuasiveness Interpersonal Sensitivity

Building and maintaining relationshipsManaging for Results Creative Problem Solving Planning and Delivery Specialist/Domain Knowledge Decision making Effective Communication Business Acumen Analytical SkillsThe Leadership Competencies called Wipro Leaders Quality (WLQ) defined as part of the overall Competency framework and used in WLQ Survey ( 360 degree feedback Survey) are listed below: Strategic Thinking Achievement Orientation Commitment to Excellence Self Confidence Driving Change Customer Orientation Working in teams Building Leaders Inter Cultural SensitivityThe overall Competency dictionary consists of 10 managerial and 4 leadership competencies highlighted above (Achievement Orientation, Self Confidence, Customer Orientation and Working in Teams) Competency Framework - The Process Career GroupingCareer Grouping is a process by which spectrum of jobs in an organization are clustered on the basis of job evaluation into a few representative job groups. The differentiation between career groups is significant in terms of responsibility and accountability. Hence the requirements from the role holders in terms of competencies, to live up to the role expectation are also significantly differentiated across career groups.At Wipro Technologies, the process of Career Grouping is to ensure that growth of individuals is meaningful rather than time bound and hierarchical. This is also expected to address concerns of employees regarding career planning by providing more visibility to opportunities that exist across the organization. Since the focus of the grouping exercise is on stream and band dimension and competencies, everyone sees a more transparent growth path. The process also enables competent employees to progress faster based on performance and competencies.Further, the career grouping also identifies a separate career path for those who wish to specialize on the technology or domain side as a Specialist. Such individuals based on business requirements and their technical expertise can grow and contribute as a technical expert. The emphasis is on continuous learning and development of competencies with a wider variety of assignments that will be made available. It enables successful employees to go through the learning cycle faster to take on organizational and business leadership positions. The Wipro Model All representative roles in Wipro Technologies have been classified under 3 distinct Career Streams: 1. Projects streamThe Projects stream allows for leadership position for employees, in the Project and People management track. This will include responsibilities for one or more complete project lifecycle(s), a defined managed revenue goal, and people responsibilities including performance appraisals, attrition, career planning, development and extensive Client interaction. Growth opportunities would be into larger roles like Program management, Delivery head, Client engagement, Strategic account management etc.

2. Specialist streamThe Specialist stream comprises of individuals who have built expertise in a specific area, having worked in that area for at least one year. The areas of expertise could be in niche technology areas (EAI, CIS ), Business consulting (BPR, Strategy), Domain expertise, (like Banking or Securities) .

For a Specialist, the primary responsibilities include one or all of the following:

Project consultancy: Bring domain & technology knowledge to project. Participate in requirements analysis, architecture, high level design, design reviews.

Business consultancy- Bring domain, strategy and or technology knowledge to prospects as well as existing clients, to provide business consulting. This will include requirements definition, approach paper, technical proposals, identifying prospects, pre sales.

Identify and lead technology initiatives reusable components, IP (intellectual property), leading a Center of Excellent (COE) practice

The Specialist stream can only include those individuals who are recognized experts in the given areas.

3. Functional streamThe Functional stream provides opportunities for growth in functional areas like Business development & Sales, Marketing, Finance, IT infrastructure, Business Operations, Human Resources etc.

Employee can transition from the Projects stream (Project Manager) to the Functional stream (Client Engagement Manager or Strategic Account Manager).

The Field force (sales) career framework has been drawn to address the functional needs of the field force organization. Sales/customer facing roles are increasingly getting more complex and multi dimensional competencies & responsibilities are required to perform these roles. There is also a need to provide market competitive designations to enable better representation of roles, more effective interface with client organization and higher satisfaction of employees. Wipro has mapped all positions to 10 distinct Career Groups within the 3 Career Streams. Each group has similar roles with common leadership and managerial competency levels. Campus Fresher's (Engineering Graduates) join as Team Rainbows and move into Career Group B1 after a probation period of 12 months based on their performance. The new Career banding will provide greater definition around the career paths and progressions available to each employee. Some of the expected benefits are:

It will ensure that high performing and competent employees move into more responsible roles ahead of others

Progression criteria from one career band to another will be known to all employees

A progression from one career band to another will mean a visible change in responsibilities

Employees who wish to specialize in a niche technology or domain area can choose the Specialists career path and can grow in this stream.

Employees will get to know specific competencies that they need to develop to move into higher career band roles.

There will be greater focus on career discussions and mapping future role changes

Overall, it will provide for a greater focus on careers, and clarify the career path available to colleagues. It also integrates all the HR processes, such as selection, performance management, training & development, career planning, & succession planning, compensation by linking them to competencies.

Career progression and promotions Wipro has a defined Promotion process, where employees are reviewed for promotions twice a year, in April and October. This time, since the re-banding is happening in parallel, the promotions are going to be effective May 1st. Employee will be promoted based on the following criteria:

Employee has to meet the job dimension criteria of the next career band

Employee demonstrates the desired level of competencies for at least 75% of the listed competencies for the next level job, and

Employee has consistently met performance expectations

All recommendations are got from the supervisor based on a template with justification and critical incidents. These recommendations are reviewed by the evaluation panel along with inputs from WLQ and appraisals. The evaluation panel comprises of the Department / Group heads, TED Manager, and Vertical- BU head.

Career Grouping All positions (jobs/roles) in each of these Career Streams have been evaluated based on the following criteria: Role Dimension Business accountability People management requirement Complexity and impact of decision-making Competency Levels of Leadership and Technical competency Based on the evaluation criteria of current roles, wipro has mapped all positions to the following dimensions mentioned below: The role dimension for each Career Group can be broadly defined as follows: Career GroupRole Dimension

A1Support Roles

Team Rainbow

Engineering Campus Freshers

C2, D1, D2

2nd Level Manager/ Expert

E

Strategic Leader

Mapping of Roles to Career Groups All generic positions within Wipro Technologies have been evaluated based on the role dimensions, accountability, and technical and leadership competencies, based on the competency framework of Wipro. Each career group is categorized by a significant change in contribution, decision-making capability and responsibility from those of the previous group. The following table provides a snapshot view on the mapping of positions across Career Groups RolesSplit BandsDesignations (Indicative List)

Support

A1

Associate

Campus ( Graduation,Post Graduation) Delivery roles

TeamRainbow

Software trainee/Project Engineer/ Software Engineer, TestEngineer

Support

A2

Sr. Associate/Project Engineer/ Software Engineer/ TestEngineer

A3

Project Engineer /Software Engineer/Test Engineer/ Executive

Individual Contributor/ Team Member

B1

Sr. Project Engineer/Sr. Software Engineer/ Sr. Test Engineer/Design analyst/Executive/Sr. Executive

B2

Module Leader/ Tech Leader/ Project leader/Domain Lead

Managers

B2

Module Leader/ Tech Leader/ Project leader/Domain Lead

C1

Sr. Project Leader/Project Manager/Architect/ Domain Consultant/Tech Consultant/ Manager

C2

Sr. Project Manager/ Delivery Manager, Account ManagerTechnical Manager/Solution Architect/ /Consultant/Manager

Senior Managers

C2

Sr. Project Manager/ Delivery Manager, Account ManagerTechnical Manager/Solution Architect/ /Consultant/Manager

D1

Sr. Technical Manager/ Program Manager/Sr. Delivery Manager/Group Heads/ Lead Architect/Head Consultant /Principal Consultant/Practice Head/Manager/Head -function

General Manager

D2

General Manager

BU Heads/Functional Heads / Top Mgmt

E

CIO/COO/CQO/Vice -President/CTO/President

Evaluation Process For all the roles in each Career group, a threshold qualifying criteria has been arrived at. Each role is thus evaluated against these criteria to determine his/her Career Group. The position/role holder is evaluated in terms of meeting the desired competencies for that Career Group in which his/her role is positioned.Evaluation Panel The evaluation panel is Career Group specific - currently the evaluation panel is as follows: CategoryRecommended byApprovalFinal Approval

B1 to B2

Recommendation made by Manager

Assessment by TM/BU TED

BU/Vertical/Practice Head/ and corresponding TED

B2 to C1

TM/PM

Assessment of recommended individual by panel of TM/ BU TED/ GH or Practice Head or SDH

BU//Vertical/Practice Head / and corresponding TED

C1 to C2

TM/Practice Head

Assessment of recommendation by panel of TM/ BU TED/GH or Practice Head or SDH

BU Head/ SBU TED Head

C2 to D1

GH/SDH/Practice Head

Reco Assessment by BU TED/ BU Head through a panel

SBU TED assessment andSBU Head/SBU TED Head

D1 to D2

BU TED and BU head

SBU TED head

SBU TED Head /TED and SBU Head

D2 to E

BU/SBU Head

Hays JD Evaluation

HR Head & Chairman

Note: PM is Project Manager; TM is Technical Manager (One over one manager)Process of Evaluation The concerned employee is evaluated based on inputs from the immediate supervisor and the next level supervisor along with the competency based career discussion with the panel The employee transitions to the next higher career group if he/she demonstrates the desired level of competencies for at least 75% of the listed competencies. This would need to be assessed by the supervisor as per the template with justification and critical incidents.The evaluation panel vets the recommendation template with Performance Review data. All movements from Career Group B2 onwards will include a career discussion with the evaluation panel.Progression Based on the final recommendation of the evaluation panels across Wipro Technologies, all the considered employees will be moved to the higher Career Groups w.e.f. 1st April/October every year (our progression cycles). The changes in the current Salary structure are effective from the above mentioned dates.Progression Review Frequency The review process is held twice a year - once in April and another October. Hence all employees who are moved into positions of higher responsibility will be evaluated on the competencies by the relevant panel in the next review cycle.New Roles All new/unmapped roles need to be evaluated by the evaluation panel. Hence all movements to Career Groups based on new roles will be made after the new position is evaluated. Job Titles The job titles are role based. Its main purpose is to indicate the role and responsibility of the employee to the client or business associate. A basket of job titles, is provided in the job titles link in Competency framework . The employees have the flexibility to choose the job title from this basket as per his band and stream. 1.The Project Stream This stream covers all roles which are linked to project delivery. Roles such as project team members, Module leaders, Project Managers, Technical Managers, Group Heads, and Solution Delivery Heads belong to this stream. While technology content continues to be an important element of the role, the role holders leverage primarily on their project and people management skills. All roles in the Project Stream have been classified into nine career groups. For a role holder to be classified into a particular career group/s the role must meet the threshold criteria of the career group/s and importantly the role holder must have competencies at levels specified for the career group. CAREER GROUP A2 All engineers who are contributing individually are members of this group. As team members of projects, their aim during this period of their career would be to experience different complexities of projects, technologies, domains and project lifecycles. Responsible for development of code, testing, code promotions, configuration.

Problem solving.

Work for code development, code promotions and helps in any code fixes.

Interact with peer level from customer organization. Interaction is mostly activity based, not agenda setting or relationship development.

CAREER GROUP A3 Possesses theoretical knowledge of concepts and technology and applies technology with detailed guidance. Contributes individually to project delivery. Team member in a Small Project or phase's of large project's.

Work out a detailed plan on the task assigned. Review detailed designs and test reports. Test plan/design, Test development, Test execution, Tool evaluation.

Participate in design, implementation and testing including activities like: Task unit and program design, data structures design, module interface design, code and unit test.

Build software as assigned- Fix problems in code during development and maintenance phases and modify corresponding documentation.

Follows the coding standards and any other standards intended for the project.

Participates in work/product (document/code) reviews, in project monitoring reviews and project performance analysis reviews.

Logs effort, size and defect data. Complies to the selected process flow for the particular activity:- Wipro Quality norms and methodologies ( Veloci-q).

Interaction within own team or department at operational level.

CAREER GROUP B1 Applies know-How with minimal or broad supervision and guides other team members. Has a good practical understanding of implementation and good understanding of technology and its application.

Work out a detailed plan on the task assigned, review detailed designs and test reports.

Involved in higher-level Coding, implementation, integrated testing, debugging and in task unit and program design, data structures design, module interface design, code and unit test.

Code review, fix problems in code during development and maintenance phases and modify corresponding documentation.

Interactions within own team or department to provide technical guidance.

Client Interface: Interacts for any ITL, UAT and Deployment phases, at project level customers, Reports to the customer contact; Interact with peer level from customer organization.

Completing Project Effort Estimation Related Activities. Compliance to the selected process flow for the particular activity: - VelociQ.

Technical presentations to the team. Technical paper presentations in internal/external forums, writing technical articles (at least one) Contribution to Knowledge Management.

CAREER GROUP B2 When the employee moves into a leadership role as a Module leader or Project Manager of a team size as defined below - he/she would be in this group. Handles the role of a ML/PL for at least a 3 member team OR having Technical proficiency to handle a complex assignment, while attracting higher billing rate Ensures adherence to project & process norms Has handled the role for a total duration of 12 months Allocates work to team members and monitors progress Has worked in QT/QA/QC role, for at least 1 project or for 3-6 months Minimum 1 Technical/Functional Certification (e.g. Retail/Java/Oracle)-mandatory Training: o Veloci-Q for PM,PL, TL & QC Risk Management Estimation Techniques

The threshold responsibilities for an Onsite co-coordinator are:(Managing a project of size at least annual 0.5 Mn $ or leading a team of at least 6 people- team could be onsite and offshore combined) Onsite Lead- having a small team onsite or a combined offshore/onsite team(team of minimum 6 people) Gathering and managing requirements Change management in maintenance projects Represents Wipro to customer, shares concerns , ideas with the customer, solutioning alternatives, talks about benefits or limitations of any solutions to customer Is the interface between Customer and offshore team People Mgt responsibility, from a coordination point of view Offshore coordination responsibility Estimation of project size & # of resources required Work allocation as applicable Validate Invoices are correct before submitting to customer Client interface: Customer interaction with Business Managers, IT project managers, Business usersCAREER GROUP C1 (Managing a project of size at least annual 1 Mn $ or leading a team of at least 15 people- team could be onsite and offshore combined)

The threshold criteria for this group are: Is a FMP(Future Manager Program) Certified Has gone through the PM Academy course with 75% score in Wipro(Head - PM Academy in TT will have details of these marks and courses) Responsible & lead for one small project OR a few modules Independently handles project proposal, estimation, planning, execution & customer interaction Has people responsibilities (performance appraisals, productivity improvement, punctuality and discipline, talent retention, career planning & development) Onsite Lead- having a small team onsite or a combined offshore/onsite team Responsible for project management, deliverables Accountability for review with the customer, working with offshore for project plan, resource ramp up and providing work plan. Managing relationship with other vendors part of the project. People management includes Performance management & appraisal writing Provide status reports, issue escalations, risk mitigation. Responsible for onsite / offshore ratio. Manages Project Schedule, Issues, Risks, Tracks the Effort / Cost / Schedule Does the Resource Management and work delegation for onsite Team, Works with client on Budget and cost management of Project. Role can also be that of a Project manager who is working for the customer, manages the customer project but is from Wipro. Client interface: High customer interaction on day to day basis. Meet the customer and get the initial requirements. Manages the entire middle level customer base. Need to keep good relationship with this base to bring in more business, Single point contact for the client for the entire project

Onsite Coordinator threshold responsibilities in this group are:(Project size of at least 1 Mn annual revenue or team size of at least 15) Gathering and managing requirements Change management in maintenance projects Represents Wipro to customer, shares concerns , ideas with the customer, solutioning alternatives, talks about benefits or limitations of any solutions to customer Is the interface between Customer and offshore team People Mgt responsibility, from a coordination point of view Offshore coordination responsibility Estimation of project size & # of resources required Work allocation as applicable Validate Invoices are correct before submitting to customer Client interface: Customer interaction with Business Managers, IT project managers, Business usersCAREER GROUP C2The threshold criteria for this group are:

Handles roles such as large project manager/Delivery manager/TM for a small or medium sized account

Plan and allocate human resources and monitor utilization for his / her group of projects

Annual revenue run rate >= $2m OR handles a large project team/multiple projects with a team size of at least 30 members.

PMI certified. Has handled T&M as well as FPP projects.

Have people responsibilities ((performance appraisals, productivity improvement, punctuality and discipline, talent retention, career planning & development).

The threshold criteria for a Program Manager in this group are:

Managing the entire program / business divisions combined under the program.

Responsible to work with engagement manager on all engagements.

Responsible for developing solution, SOW and estimation for bigger RFPs.

Managing the onsite / offshore ratio.

Working with offshore for all resource ramp ups, deliverables.

Managing the issues / escalations at middle level customer base.

Responsible for submission of invoices and follow up on POs. Manage the relationship with other vendors and need to have good multi vendor capability

Client Interface: Very high customer interaction, blend of strategic & operational. Manages the entire middle level customer base. Need to keep good relationship with this base to bring in more business, can articulate benefits of the solution and suit it to the customer needs

The threshold criteria for an Onsite- Coordinator (typically for engagements over 2 Mn $ in size) in this group are:

Manages 3-4 Onsite coordinators

Responsible for a specific part of a large customer engagement-I example - Group lead for DWH; GL for Maintenance etc

First escalation point from the client side.

Client Interface: Very high customer interaction, blend of strategic & operational. Manages the entire middle level customer base. Need to keep good relationship with this base to bring in more business, can articulate benefits of the solution and suit it to the customer needs

Manage escalations, network with customers; help in demand generation for new projects

CAREER GROUP D1The threshold criteria for a Senior Program Manager in this Career group are:

(Size of the account being handled is at least 4 Mn US $ annual)

Accountability for the given account, in case the account is spread across different regions, accountability for the particular region.

Responsible for converting engagements/RFP into win within the account.

Participates in BDM discussions

Articulating and sharing feedback for best practices.

Responsible for development and extending support for operations.

Working with offshore for engagement forecast, resource forecast.

Responsible for developing the SOWs, Estimation and reviewing with customer.

Managing the CHM parameters.

Manage all the issues/escalations at the middle level.

Manage the onsite / offshore ratio.

Work with horizontals to conduct POCs, resource forecast

Responsible for controlling the defects, SLAs and collection of metrics. Provide the continuous status reports

In some cases may have the responsibility of carrying a sales target along with operations and delivery

Client Interface: Interacts with the senior management of Customer , strategic level of interaction , talks of structuring the relationship making it more symbiotic, speaks to the customer giving a look ahead People: Responsible for resource planning, competency development, performance management, productivity improvement, punctuality and discipline, talent retention, career planning & development

Handles a team including employees from C1 and C2 bands.

Others: Ensure timely delivery and acceptable quality of the product/service

Planning Areas: utilization, pipeline planning, ensuring customer satisfaction at highest level, capital items, tools etc

2. The Specialist Stream This stream covers specified roles in defined expertise areas: niche technology areas/domains (such as Telecom consultants/ E- architects etc). This stream covers those employees and roles where the organization leverages on primarily the technical expertise of the individual. Each vertical has defined its own criteria for evaluation of the specialist stream. The criteria is broadly based on the guidelines below: All roles in the specialist stream have one or more of the following responsibilities as the primary ones (Majority of the individuals effort should be directed towards these activities): Project Consultancy in areas of : Requirements analysis, Architecture, High Level Design, Design Reviews

Business consultancy- requirements definition, approach paper, technical proposals, identifying prospects, pre sales technical

Identify and lead technology initiatives reusable components, IP, leading COE practices

Role holders recognized as subject matter experts

CAREER GROUP B1 has no roles in the Specialist Stream. It is expected that there be a minimum period before an individual builds up the expertise to move into the Specialist stream. CAREER GROUP B2 : Technical Lead/Domain Lead

Contributes to development & use of standards & frameworks OR

Proficient in design and analysis methodologies

Experience in conceptual and logical design modeling using Design and Analysis/CASE toolsOR

Involve in proof of concept / prototypes during Architecture investigationsHelp in proposal generation & project incubationOR

Uses the breadth & depth of technical knowledge to solve complex problems

Possesses focused expertise in functional/domain area

Conducts business requirements studyOther essential criteria Generates Case study & white papers

Certified in standard certifications

The threshold criteria for a Technical Lead in this group are:

Has contributed as a specialist for a period of 1 year

Be the Technical contact point for Complete Application [Larger in size]

Coordinate in Root Cause Analysis for all day-to-day Technical Issue

Propose Solution Alternatives, Provide Impact Analysis for any Technical changes in the system

Coordinates with offshore and coveys work to 1 to 3 members

Interface with Other Vendors for Issue Resolution

Client Interface: Interacts with Customer IT Project managers, relates business problem with manager, High customer involvement during requirements, design, testing and deployment

The threshold criteria for a Designer in this group are:

Requirements gathering and design.

Ability to develop a quick prototype before the client.

Ability understand and do generalizations from a specific client requirement

Client Interface: Interacts with Customer IT Project managers, relates business problem with manager

The threshold criteria for a Business analyst role in this Career Group are: Gathering requirements Articulates problem from the business perspective Analysis, Design of the project. Develop test strategy, test plan, test cases and conduct ITL, SIT, UAT testing, Review and get approval for design, test strategy, test plan, test cases with customer. Working with offshore for deliverables, Business Analysis - Studying AS-IS business models to propose TO-BE, developing POC/Prototype, conducting requirements workshop Client Interface: Interacts with Customer IT Project managers, relates business problem with manager, High customer involvement during requirements, design, testing and deployment. Interaction is mostly activity based, not agenda setting or relationship developmentCAREER GROUP C1Architect The threshold criteria for an Architect are: At least 2 years in Module/data/UI design

Certifications/formal trainings in the chosen area

Translate high level design into low level design and component interactions

Define standards for projects such as exception handling, logging and enforce them through examples and reviews

Interaction with client infrastructure teams on go live activities

Standardize build processes and release mechanisms

Handle and coordinate Proof of concept activities during the beginning of the project on new technologies

Track and follow pending line items to completion from a tech perspective, such as security, logging error handling implementations

Playing the role of

Data Base modeling and administration

Product evaluations

Performance improvements, trouble shooting and fixes

Proposal participation, Sizing and Pre-sales work

Awareness on Architecture Methodologies and best practices

ConsultantThe threshold criteria for a Consultant are:

At least 2 years in Module/data/UI design

Certifications/formal trainings in the chosen area

Translate high level design into low level design and component interactions

Define standards for projects such as exception handling, logging and enforce them through examples and reviews

Interaction with client infrastructure teams on go live activities

Standardize build processes and release mechanisms

Handle and coordinate Proof of concept activities during the beginning of the project on new technologies

Track and follow pending line items to completion from a tech perspective, such as security, logging error handling implementations

Capable of (not playing at present but has the potential of)

Data Base modeling and administration

Product evaluations

Performance improvements, trouble shooting and fixes

Proposal participation, Sizing and Pre-sales work

High Business/Commercial orientation

CAREER GROUP C2Senior ArchitectAt least 2 years as an Architect in inter- related technology

The threshold criteria or pre-requisites are:

Performed Requirement Definitions

Has performed HLD, Data Base modeling and Administration

Product evaluations

Performance improvements, trouble shooting and fixes

Proposal participation, Sizing and Pre-sales work

Capable of (not playing at present but has the potential of)

Defining architectures

Products selections

System designs and component interfaces

Leading design teams in large projects

Trouble shooting and fixing architectural issues

Productivity improvements in the technology space

Responsible and accountable for technical designs

Technology option evaluation, trade-offs, selection

Ensuring Correctness & Completeness of Functional & Non-Functional requirements

Communication with Stakeholders/Customer IT Teams/Architects/Technical leads

Risk Identification and suggestions on mitigation

Senior ConsultantAt least 2 years as a Consultant in inter- related technology/domains

The threshold criteria or pre-requisites are:

Performed Requirement Definitions

Has performed HLD, Data Base modeling and Administration

Product evaluations

Performance improvements, trouble shooting and fixes

Proposal participation, Sizing and Pre-sales work

Playing the role of

Business process analysis

Consulting for large and medium projects

Build point solutions for the practice

Pre-sales and customer presentations

Process Modeling

Tech Consulting Engagements

Solution Presentations

Change Management

Reuse Planning

CAREER GROUP D1Lead ArchitectAt least 2 years as Senior Architect Exposure across technologies

The threshold criteria or pre-requisites are:

Defining architectures

Products selections

System designs and component interfaces

Leading design teams in large projects

Trouble shooting and fixing architectural issues

Productivity improvements in the technology space

Responsible and accountable for technical designs

Playing the role of

Solution Architecture for large complex projects

Architecture consulting for large projects

Building and leading Architect teams

Building frameworks

Account level architect

Building new competencies

Lead ConsultantAt least 2 years as consultant with exposure across technologies/domains

The threshold criteria or pre-requisites are:

Business process analysis

Consulting for large and medium projects

Build point solutions for the practice

Pre-sales and customer presentations

Capable of (not playing at present but has the potential of)

Business process consulting

Solution and Enterprise Architecture consulting

Analyst interactions

IP & Patents

Demand Creation

Point Solutions & Frameworks

Lead large proposals

3.The Functional Stream This stream covers all the other support functions within the organization like Quality, TED, Recruitment, Marketing, Sales, Sales Support etc.SALES FUNCTION CAREER GROUPING All roles in the Sales Function have been classified into three career groups Hunter, Blended and Farmer Track. For a role holder to be classified into a particular career group the role must meet the threshold criteria of the career group and importantly the role holder must have competencies at levels specified for the career group.

Competency StructureFor all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of expression of the competency. There are four proficiency Levels. Each proficiency level is described in terms of behavioural indicators. The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. The proficiency levels are linked to Career Groups. Higher Career Groups / Band require higher proficiency levels. Each competency scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply. The Use of competency Dictionary

This dictionary describes the Generic Threshold Behavioural Competencies for all roles in a Career Group / Band for a respective Career Stream. The dictionary can be used for recruitment / staffing, learning and career development and performance management. Linkage of Competencies to Career Streams Core Competencies and Stream specific competencies have been identified for each stream.Core Competencies:The Competencies which are must-have (threshold) for all the roles in a career group within a stream.Stream Specific CompetenciesThe competencies which are specific to roles within a stream. Linkage to Career Groups: The Framework identifies the generic competencies applicable for all roles in a band for respective career stream. The Competency Model is geared to Career Group or Bands starting from Band B1 to E. Only select few competencies are applicable for Bands A1/A2/A3 and Team rainbow and the competencies have been defined separately. The proficiency levels of the Competencies have been linked to the Career Group. As an individual moves up the career ladder the complexity and impact of behaviours involved increases, same competencies are required at higher proficiency level. Level 1 of the proficiency level is mapped higher than Basic or beginner level. Since the model is applicable from Band B1, it is found that the competencies are not required at Basic or beginner level at Band B1 but the display of competencies is more applied and active. Level Overview The levelling of the competencies relates to the complexity and impact of the behaviours involved. The levels can broadly be categorised as follows: It is implied that each level builds upon the previous one: i.e. the level one behaviours are a pre-requisite and one moves up the model by adding effective behaviours to ones repertoire or skill set.Factor Level 0Level 1Level 2Level 3Level 4

Competency Skill LevelBeginner Level Applied Working knowledgeIn Depth Application of principles and knowledgeIn Depth knowledge/understanding of subject matterExpert:Depth and Breadth: Comprehensive and advanced conceptual understanding of the skill or subject matter

Degree of Initiative Demonstrated Reactive Active Proactive Tactical: Institutionalize systems Catalytic /Visionary

General Intent of ActionTo meet the desired objectivesTo respond to the triggersTo resolve the situationTo address root cause and institutionalise a systemTo Initiate strategic action

Scope of Influence Task Team Project / Program Operation/Sub-Group or BU, Practice, Function Strategic Business Unit/ Organization

Generic Band Mapping A1/A2A3/TRB/B1/ B2 C1/C2 D1/D2 E

The competency Dictionary at Wipro

Persuasiveness

Level 4: Inspires others and uses complex influence strategies Transitional requirements: Design strategies that promote ideas and concepts to stakeholders

His / her opinions are sought at all levels both (internal and external)

Level 3: Builds coalitions and leverages influence Transitional requirements: Skilled in arbitrating disputes and liaising with high level bodies

Builds behind the scene support and Mobilises and co-ordinates both bottom-up and top-down influence and support Level 2: Demonstrated benefit of his/her ideas and uses novel approaches to gain others agreement.Transitional requirements: Ability to influence in uncertain and difficult situations.

Can drive multiple parties to reach consensus Uses novel approaches of persuasion and shares benefits of ideas

Level 1: Uses facts and information to persuade and adapts arguments to suit the needs.Interpersonal sensitivity: Shows consideration, concern and respect for other peoples feelings; demonstrates interest in others opinions; is sympathetic to and tolerant of differing needs and viewpoints.LevelDescriptionPositive Indicators by Level4Top level political sensitivity / awareness Is political savvy. Shows sensitivity at an organisational level. Anticipates how organisation-wide initiatives will be received. In tune with organisation-wide interpersonal issues.

3Changes attitudes / increases the self-awareness of others by investing time in people. Tries to understand the whole person

Is sensitive & helps to integrate personal and working life

Preaches and practices an open door policy Helps colleagues and subordinates to understand themselves better

Suitably & effectively moulds interpersonal style to cater to different medium 2Handles personal issues effectively. Tackles employees personal problems via a one-to-one meeting. Doesnt let the pressure to get the job done stand in the way of being sensitive to colleagues. Understands and anticipates peoples reactions. Gains loyalty and respect from colleagues and subordinates.

1Creates easy communication. Accepts that different approaches can be equally effective. Builds upon the differing backgrounds and experiences of staff. Gives sensitive feedback to colleagues. Remains friendly and sympathetic in his or her approach to others. Is able to mix with people of all ages and backgrounds. Recognises and treats people as individuals. Is open to advice and feedback from all sources.

Negative Behaviour Indicators

Does not listen to others Loses temper Personalises issues Is unaware of the feelings and reactions of others

Makes defensive statements Fails to anticipate responses

Is not approachable. Fails to maintain appropriate confidentiality

Interpersonal sensitivityLevel 4: Top level political sensitivity / awareness.Transitional requirements:Demonstrates political awareness and sensitivity on an organisation-wide levelCan anticipate in detail how initiatives will be received

Level 3: Changes attitudes / increases the self-awareness of others and invest time in people.Transitional requirements:Creates an open door approach - employees to share any concern/issueUnderstands the whole person: motives, needs, behaviour and aspirationsCounselling skills: enables better understanding of self & othersLevel 2: Handles personal issues effectively.Transitional requirements:Understands and anticipates peoples reactionsGains loyalty and respect from colleagues and subordinatesLevel 1: Creates easy communication.

Building and Maintaining relationships : Establishes and maintains relationships with people at all levels and facilitates the prevention, management and/or resolution of conflicts.LevelDescriptionPositive Indicators by Level4Creates an environment where relationships are nurtured and conflicts are resolved positively Creates and facilitates forums to develop new alliance, Informal-Formal networks Identifies areas to build strategic relationships and identifies potential areas of mutual, long term interests. Works on defining the company structures and policies support a co-operative rather than competitive working environment. Creates a conflict-resolving environment by anticipating and addressing areas where potential misunderstanding and disruptive conflict could emerge. Models constructive approaches to deal with opposing views when personally challenging the status quo and when encouraging others to do so as well. 3Strategically expands networks Builds networks with parties (external and internal) that can enable the achievement of the organizations strategy. Creates synergies - brings Informal teams of experts together to address issues/needs, share information and resolve differences as required. Plays a key role in ensuring that WIPRO presents a unified, co-operative image to the outside worldIntroduces innovative strategies for managing conflicts ( mediation, Collaboration and mutual gain strategies) 2Actively seeks new networking opportunities and addresses potential areas of conflicts Provides opportunities and encourages the team to partner and transfer knowledge (e.g. forming cross functional teams, work groups, conferences, multi-stakeholder groups) Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. Is able to understand the issues from other partys perspective by being tactful and diplomatic Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and supporting the various parties to get together and attempt to address the issues themselves)Refocuses teams on the work and end-goals, and away from personality issues. 1Builds personal contacts and addresses existing conflicts Seeks out the expertise of the others and develops links with experts and information sources required for meeting the objectives of the job or role. Participates in social events (internal/external) to build relationships and rapportMaintains good interpersonal relationships with other members of own team. Adapts interpersonal style to suit the situation.Listens to different points of view and promotes mutual understanding Openly identifies shared areas of interest in a respectful and timely manner. Negative Behaviour Indicator Relies on status to influence others.

Continues to work with the same contacts without extending the network

Builds one-sided relationships. Does not put anything back into the relationship.

Spends time building networks and relationships without thought as to how useful these contacts are.

Has difficulty in identifying key individuals or functions within the business unit or within the organisation itself. Uses the same approach to influence each time, regardless of culture or status.

Gets into unnecessary conflicts Views Conflicts and differences in opinion as unconstructive Takes differences in opinion personally. Building and Maintaining relationshipsLevel 4: Creates an environment where relationships are nurtured and conflicts are resolved positively Transitional requirements:Ensures that company structures and policies support a co-operationCreates a conflict-resolving environmentModels constructive approaches to deal with opposing viewsLevel 3: Strategically expands networks.Transitional requirements:Builds networks with parties (external and internal) that can enable the achievement of the organizations strategy. Creates synergies - brings Informal teams of experts together to address issues/needs, share information and resolve differences as required. Introduces innovative strategies for managing conflicts ( mediation, Collaboration and mutual gain strategies)Level 2: Actively seeks new networking opportunities and addresses potential areas of conflicts Transitional requirements:Creates networking opportunities for the team as a whole. Proactively develops internal and external networks Identifies potential conflicts and refocuses team to work on end goals away from personality issues

Level 1: Builds personal contacts and addresses existing conflicts MANAGING FOR RESULTS

Creative Problem Solving: Understands a situation or problem by identifying patterns or connections and addressing key underlying issues. Approach taken towards problem solving is innovative. Demonstrates the ability to "think outside of the box", to go beyond the conventional, and a willingness to try out different solutions. LevelDescriptionPositive Indicators by Level4Creates new concepts champions innovative thinkingCan evaluate, foresee and anticipate the consequences of a problem and resultant decisions on a strategic level and from a broad perspective. Demonstrates leadership in thinking and integrating efforts with stakeholders internally and externally that clearly influence resolution of long term problem or issues. Generates and maintains a creative environment amongst the team. Genuinely values and champions innovation3Resolves critical and complex issues at the departmental/ functional / Practice level. Is able to link information about a problem to broader aspects to analyse its meaning and interpret the problem.Adapts and applies concepts in new ways that improve the delivery of information and programs in support of priorities of the function, group, practice or business unit.Anticipates and responds to change. Is flexible when faced with external constraints, and adapts methodology and ideas quickly to immediate or anticipated changes in the external /internal environment2Increases the problem resolution capacity of the team and encourages lateral thinkingEnsures that lessons learned are not lost and takes steps to create procedures to ensure avoidance of the problem in future.Clarifies Complex Data or Situations: Makes complex ideas or situations clear, simple and/or understandable. Assembles ideas, issues and observations into clear and useful explanations and solutions.Encourages others to actively identify problems and solve them.Encourages the team to use alternative ways of looking at issues or problems and linking complex information to a solution.Thinks Laterally: Open to Radical and unconventional solutions, is prepared to look beyond data for solutions. 1Plays an effective role in problem-solving and fully resolves the problem.Gathers, uncovers and utilises available relevant information to confirm the existence of a problem and evaluate a situation.Gauges the most appropriate sources of help in dealing with the problem.Asks the right questions, challenges assumptions and specifies problems explicitly.Questions and challenges the quality of conventional work methodology. Is prepared to try out different solutions. Is prepared to take the unorthodox approach.Applies systematic analysis with focus on data, metrics.Demonstrates logic and analyzes relationships among several parts of an issue or situation. Uses multiple associations of events and applies concepts from other fields when analyzing events or situations.Spots applicability of novel ideas to the problem.Negative Behaviour Indicator Uncovers only part of the problem. Does not probe underlying issues. Has only surface level appreciation of the problem

Adopts a reactive approach Accepts information at face value

Always looks at Conventional or tried and tested ways of solving problem. Unwilling to ask for help

Does not encourage team members to brainstorm or think out of box. Lets personal feelings get in the way of objective analysis

Creative Problem solvingLevel 4: Creates new concepts and champions innovative thinkingTransitional requirements: Can evaluate, foresee and anticipate the consequences of a problem and resultant decisions on a strategic level and from a broad perspective. Generates and maintains a creative environment .Genuinely values and champions innovation at the organizational level Level 3: Resolves critical and complex issues at the departmental/ functional / Practice level. Transitional requirements: Understands the specific problem in relation to wider business issues. Anticipates and responds to change. Is flexible when faced with external constraints, and adapts methodology and ideas quickly to immediate or anticipated changes in the external /internal environment Level 2: Increases the problem resolution capacity of the team and encourages lateral thinking Transitional requirements: Anticipates and creates procedures to prevent reoccurrence of problem Clarifies Complex Data or Situations: Makes complex ideas or situations clear, simple and/or understandable. Assembles ideas, issues and observations into clear and useful explanations and solutions.

Encourages the team to think of new solutionsLevel 1: Plays an effective role and fully resolves the problemPlanning & Delivery: Defines tasks, milestones, establishes clear priorities and schedules activities to achieve objectives, while ensuring the optimal use of resources to meet those objectives. Constantly monitors performance against objectives.

LevelDescriptionPositive Indicators by Level4Plans and organizes at a strategic level Ensures plans and priorities are aligned to strategic organizational needs

Plans work and deploys resources to deliver organization wide results.

Establishes procedures and systems to monitor organization level matrices.

Sets and communicates organization level priorities Performs long-term strategic planning. 3Planning for a Function or a Group Establishes systems , channelizes resources and information to plan and organize teams across departments, business units

Participates in long term strategic and operational planning of the organization.

Develops effective plans for the design and implementation of multiple or complex projects , programs, initiatives or systems,

Defines principles of program and project management

Hold others accountable by ensuring projects are well researched, plans well developed and implemented 2Tactical planning of a project or functional area/ assignment with considerable ambiguity and complexity. Identifies information required for the project and streamlines appropriate resources for allocation & utilisation

Promotes best practices - new planning tools and techniques accurately.

Creates customized techniques for reviewing progress

Involves team members and relevant parties when planning and scheduling. Proactively identifies risk, dependencies.

Tracks project margins and estimates cost and effort involved in project or projects Sets challenging, tangible goals, allows freedom but ensures accountability.

1Successfully completes activities with slight uncertainty and delivers objectives in a timely manner. Organizes work with slight uncertainty for a small team. Is able to provide clear directions, guidelines, and support to others.

Makes needed adjustments to timelines, steps and resource allocation.

Prioritises multiple activities appropriately. Brings conflicting work priorities to the attention at the right time Demonstrates effective logistics management.

Checks at critical points to make sure that work progress is on target.

Monitors the attainment of the objectives and quality of the work completed. Escalates bottlenecks effectively 0Follows establish work routines and relies on available tools for closure of actions Has clarity of purpose and objectives

Uses time and other resources effectively Stays focused on tasks to meet the deadlines

Follows up on tasks effectively.

Prioritises multiple activities appropriately.

Negative Indicators Fails to develop clear action plans- Allows ambiguity over deliverables

Gets involved in unnecessary detail

Ineffective Delegation Uneven allocation of workloads Overloads team members

Organises resources at last minute.

Misses deadlines

No contingency plans in place

Unaware of specific skills of team

Does not involve necessary people or involves more people in project than required

Does not escalate when necessary

Planning & Delivery Level 4: Plans and organizes at a strategic level.

Transitional requirements:Ensures plans and priorities are aligned to strategic organizational needsSets and communicates priorities within the broad organization.

Level 3: Tactical major project management.Transitional requirements:Optimises utilisation of department wide resourcesEstimates cost and effort involved in major projectsCreates original or customised review processes Hands-off project co-ordination role: delegates planning and implementation Level 2: Tactical planning of a project or functional area/ assignment with considerable ambiguity and complexity.Transitional requirements:Plans and puts in place appropriate resources and reviews for total projectTakes corrective action in the event of project slippage

Level 1: Successfully completes activities with slight uncertainty and delivers objectives in a timely manner.Transitional requirements:Prioritises and ensures attainment of objectives at the right timeBrings to attention conflicting situations and bottlenecks Level 0: Follows establish work routines and relies on available tools for closure of actions

Specialist/Domain knowledge : Demonstrates detailed knowledge and expertise in relation to the job; readily absorbs new technical information and keeps up to date in specialist areas.LevelDescriptionPositive Indicators by Level4Future-focused technical delivery.Proposes solutions which are completely effective and leading edge. Builds competencies and capabilities at organization in emerging technologies. Is totally up to date with technical developments across the world. Has a high level strategic concept of WIPROs output.

3Creates customised solutions to meet the strategic needs of the clients. Takes a holistic view, leverages the process and business knowledge to propose the solution which can meet long term business need of the internal/ external customer. Leverages on the knowledge and skills of the teams and members across functions and technologies to propose solution in a novel way. Is able to create new business opportunities for Wipro. Is able to put in place enhanced standard operating procedures.

2Skilled in multiple related technologies / disciplines and capable handling complex technical demandsHas a breath and depth of technical or Domain knowledgeCan detect complex technical problems quickly. Looks to other pieces of software or technologies or business domain areas to solve problems. Has an alternative solution to fall back on in any situation. Combines technical skills with delivery and marketing skills. Presents novel solutions 1Competent to handle technical demands of own role/supplements role demands with additional technical skillsEffective in all technologies relevant to his or her role. Demonstrates both knowledge and practical application to technical queries and leads. Can detect basic technical problems and has experience of technologies outside his role. Fully understands the clients technical needs, answers questions and provide relevant examples. Adaptable to changes in technology. Keeps abreast of developments within and beyond own technical field.Is able to understand and communicate the rationale of procedures

Negative Indicators Misapplies solutions

Provides partial solutions Satisfied with current knowledge

Depends on others knowledge

Has to refer technical queries to others

Leaps to conclusions about appropriateness of solutions

Not up to speed on all relevant technologies

Finds it difficult the solutions to customers or internal teams. Specialist/Domain knowledgeLevel 4: Future-focused technical delivery.Transitional requirements:Provides leading edge, emerging technology solutionsPlays a lead role in technology development within the organisation

Level 3: Creates customised solutions to meet the strategic needs of the clients. Transitional requirements:Takes a holistic view, leverages the process and business knowledge to propose the solution which can meet long term business need of the internal/ external customer. Is able to create new business opportunities for Wipro. Level 2: Skilled in multiple related technologies / disciplines.Transitional requirements:Looks to other technologies to arrive at novel solutionsHas a fall-back solution in any situation

Level 1: Competent to handle technical demands own role/supplements role demands with additional technical skills.Decision Making: Makes rational, realistic and sound decisions based on consideration of all the facts and alternatives available; willing to make firm and speedy decisions and commit to definite courses of action on the basis of limited information if necessary.LevelDescriptionPositive Indicators by Level4Make high risk decisions and that have impact at the organizational levelMakes high-risk strategic decisions that have significant consequences. Uses principles, values and sound business sense to make decisions.Makes decisions in volatile environment in which weight is given to any factor can change rapidly. Reaches decisions assuredly in an environment of public scrutinyIs able to foresee consequences, complications and risks of precedent-setting decisions. 3Makes critical and complex decisions in face of ambiguityMakes complex decisions for which there is no set procedure.Considers a multiplicity of interrelated factors for which there is incomplete and contradictory information.Balances competing priorities in reaching decisions Exhibits accountability and is prepared to make tough, potentially unpopular decisions which effect the entire function/ Group or Account Balances need for consensus with the need for fast affirmative action.Handles decisions in crisis situations. Delegates aspects of the decision-making processCan evaluate a situation as a whole. 2Makes decisions in uncertain situations and creates buy in for the decision within the team.Applies guidelines and procedures that leave considerable room for discretion and interpretation Makes decisions by using adequate information and weighing several factors, some of which are partially defined and entail missing pieces of critical information. Able to handle sudden changes in the parameters of the decision. Works to increase responsibilities of role. States his / her own recommendations when escalating a decision. Ensures commitment of team to decision.

1Effectively Interprets rules and guidelines to make decisions in uncertain situations and escalates effectivelyLargely uses defined rules and guidelines for making decisions. Applies guidelines and procedures that require some interpretation in dealing with exceptions. Deals with exceptions using clearly specified rules and involves right people in the decision making processShows accurate judgement as to when to tackle a problem independently and when to escalate a problem Avoids making assumptions and is aware of the consequences of decisions.

Negative Indicators Fails to escalate decisions when doing so would be appropriate

Takes others advice without due reflection

Escalates decisions unnecessarily

Procrastinates and delays action

Wont act unless complete information is available

Decision MakingLevel 4: Make high risk decisions and that have impact at the organizational level Transitional requirements:Handles high risk strategic decisions that have impact at an organization level. Is able to foresee consequences, complications and risks of precedent-setting decisions

Level 3: Makes critical and complex decisions in face of ambiguity Transitional requirements:Handles complex decisions in situations of extreme ambiguity. Balances consensual approach with need for tough, unpopular decisionsAccepts total responsibility for all decision taken at an account/program, functional level. Level 2: Makes decisions in uncertain situations and created buy in of the decision within the team.Transitional requirements:Handles decisions involving significant level of discretion and interpretation in situations of slight ambiguity. Gives own objective opinions when escalating an issueCreated buy in for the decision at the team level

Level 1:Effectively Interprets rules and guidelines to make decisions in uncertain situations and escalates effectivelyEffective Communication: Listens effectively and expresses ideas, both verbally and nonverbally, to achieve understanding.LevelDescriptionPositive Indicators by Level4Organisational spokespersonCan speak convincingly to audiences of senior people, shareholders and on a nation-wide forum. Acts as the public face of WIPRO. Polished and convincing in style.3Present complex and sensitive ideas and communicates effectively at the senior management level Promotes open communication throughout the organisation. Is capable to present different or diverse opinion in face of opposition.Maintains composure in difficult or volatile communication situations Delivers briefings, teaching and coaching sessions in a confident and persuasive manner using a range of presentation techniques. Can present in both formal and spontaneous styles. Ensures complete background preparation. Accurately anticipates the views and opinions of others. 2Anticipates others communication needs and adjusts own communication style accordinglyMakes effective use of pauses and breaks in delivery. Actively listens to understand not only what is being said but also what is meant, by interpreting the substance of the verbal message, choice inflection and body language. When communicating takes into account the sensitivity of the issue by recognizing people interest, political ramifications and departmental constraintsReads an audience well and can handle their questions or information requirements without getting side-tracked. Exploits both formal and informal channels of communication in the team. 1Communicates and relays information effectively with the team and others and ensures mutual understanding of the subjectDisplays good listening and probing techniques to gain understanding of problems and issues. Identifies what is fact versus an opinionSpeaks and writes in succinct style and presents well-defined ideasIs able to chair meetings, conduct team briefings effectively and gets people to specify their concerns. Can pass on vital information quickly and effectively in an emergency.Rationalises inputs from team members and double checks before reporting to ensure information is understoodProvides information required to do tasks and take decisions in a timely and effective manner- conveys priorities and chooses words appropriately 0Communicates both oral and written information correctly Can communicate properly with good basic English languageIs able to speak and write well Is a good listener and can understand the problemsProvides information as and when required

Negative Indicators Unable to adapt communication style to suit different situations

Misinterprets what he/she is told

Monotonous delivery

Doesnt seek to clarify when someone makes a very general comment

Looses focus during discussions

Does not use appropriate Body Language

Unable to structure the information in an logical manner

The communication is full of jargon or is difficult to understand for a person who is not from the same field.

Effective CommunicationLevel4: Effective communication skills: organisational spokesperson.Transitional requirements:Speaks convincingly to senior audiences and public forumsAn effective spokesperson for WIPRO

Level 3: Present complex and sensitive ideas and communicates effectively at the senior management level Transitional requirements:Displays maturity and sensibility to handle complex topics, sensitive issuesCan communicate effectively and assertively even in situations of differences and opposition. Level 2: Anticipates others communication needs and adjusts own communication style accordinglyTransitional requirements:Handles an interactive audience session skilfullyUsing verbal and non verbal cues to understand the needs of the audienceAbility to customizes the content and manner of information sharing to meet needs of audience Level 1: Communicates and relays information effectively with the team and others and ensures mutual understanding of the subject Transitional requirements:Displays good listening skills and speaks succinctlyEffectively relays information to the team and gets tasks done by the team

Level 0: Communicates both oral and written information correctly Business Acumen: Demonstrates an understanding of industry trends, business concepts, economic development, as well as possibilities and constraints of the environment in which service is provided. Take advantage of the opportunities that enhance the value of the service or product. LevelDescriptionPositive Indicators by Level4Explores and acts on opportunities to stimulate Business development in light of global business environment Tracks global trends and their impact on business Actively evaluates and develops new strategic markets and positions. Works on building and enhancing strategic alliances at an organizational level.Develops systematic methods to identify and screen business opportunities. Is able to make balanced long term strategic decisions in line with future WIPRO business goals regarding profitability and competitiveness.

3Evaluates and support development of new markets, services and products Understanding of complete suite of offerings (across technology areas and industry domains). Uses Networks across levels and geographies to grow business and build traction Tracks and assesses local or related industry trends and their impact on business. Provides the processes and resources to support growth in new service lines and markets Is motivated by commercial challenges and external contacts. Aware of the need for benchmarking with the external environment and improving delivery in line with the worlds best. Evaluates performance data against organisational / national / global trends and parameters.

2Uses business awareness to promote business in an account or defined technology area Keeps up to date on general business issues, developments and trends in the IT industry and has good understanding of competition. Identifies decision-makers and key players in client organisations. Prioritises billing and invoicing. Can close a deal and grows accounts. Looks for ways on continuously improving the service offering and offer solutions with real competitive advantage. Is prepared to make difficult decisions related to staff issues in order to increase productivity.Builds understanding of industry trends and competition with the team 1Familiar with existing products and services is cost & revenue consciousStays up-to-date on the service offerings of respective business unit or practiceKnows how to differentiate own proposal from the competitions. Knows the break-even figure for any project. Implements ways of improving efficiency and driving down costs. Uses information from past projects to help in the proposal estimation process. Is able to evaluate issues and alternatives in terms of costs and revenue to the company. Negative Indicators Undersells a project or solution Is not profit motivated Sees delivery as an end in itself Ignores trends Focuses on functional issues only Poor judgement on business issues Ignores duplication of effort and inefficient processes.Business AcumenLevel 4: Explores and acts on opportunities to stimulate Business development in light of global business environmentTransitional requirements:Makes balanced long term decisions in line with WIPROs future business goalsActively evaluates and develops new strategic markets and positions. Works on building and enhancing strategic alliances at an organizational level. Level 3: Evaluates and support development of new markets, services and productsTransitional requirements:Tracks and assesses local or related industry trends and their impact on business. Looks for opportunities for cross selling for other functionsExplores and suggests new business avenues for WIPRO

Level 2: Uses business awareness to promote business in an account or defined technology area Transitional requirements:Identifies and leverages key decision-makers in client organisationsGrows accounts and capitalises on all business opportunities

Level 1: Familiar with existing products and services is cost & revenue conscious Analytical Thinking : Understanding, linking, and analyzing information to understand work environment, situations, concerns and opportunities to Identify options and support sound decision makingLevelDescriptionPositive Indicators by Level4Applies a whole systems perspectiveIdentifies multiple relationships and disconnects in processes in order to identify options and reach conclusions. Adopts a whole systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications). 3Applies Broad Analysis Integrates information from diverse sources, often involving large amounts of information. Thinks several steps ahead in deciding on best course of action, anticipating likely outcomes. Develops and recommends policy framework based on analysis of emerging trends

2Identifies critical relationships. Analyses complex relationshipsSees connections, patterns or trends in the information available. Identifies the potential effect of trends or events. Draws logical conclusions, providing options and recommendations.Analyses complex situations, breaking each into its constituent partsRecognizes and assesses several likely causal factors or ways of interpreting the information available. Identifies connections between situations that are not obviously related

1Analyzes and synthesizes informationBreaks down concrete problems into parts and synthesizes succinctly.Gathers inputs from appropriate sources of information. Identifies the links between situations and information

Negative Indicators Takes action without thinking of the full range of outcomes. Is overwhelmed by a problem; fails to break this down into manageable parts. Over-analyses every situation and gets bogged down in the detail. Fails to assess the positive and negative aspects of a proposed course of action before going ahead. Says yes to an activity without assessing whether it is the highest priority at that time.Analytical Thinking Level 4: Applies a whole systems perspectiveTransitional requirements:Adopts a whole systems perspective, assessing and balancing vast amounts of diverse information on the varied systems and sub-systems that comprise and affect the working environment. Thinks beyond the organization and into the future, balancing multiple perspectives when setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder interests, short- and long-term benefits, national and global implications).

Level 3: Applies Broad Analysis Transitional requirements:Integrates information from diverse sources, often involving large amounts of information. Develops and recommends policy framework based on analysis of emerging trendsLevel 2: Identifies critical relationships. Analyses complex relationshipsTransitional requirements:Analyses complex situations and identifies potential effects of trends & eventsRecognizes and assesses several likely causal factors or ways of interpreting the information available. Level 1: Analyzes and synthesizes informationWIPRO LEADERSHIP COMPETENCIES (WLQ)

Achievement Orientation: Enthusiastic, proactive and self-starting. Seizes opportunities, acts upon them and Displays sustained energy and determination in the face of obstacles to set and meet challenging targets, in compliance with quality, time and divers