Anyone in the business of delivering talent to an organization knows that they’re skating on thin ice. Getting the right talent at the right time, the right place, and at the right cost, has become extremely challenging. With business environments becoming dynamic, forecasting talent requirements has become difficult, skills have shrinking shelf lives, and supply has become unpredictable.
Wipro has designed a Talent Engineering framework in response to these challenges. The framework has enablers in the roles of Talent Engineering Head (TEH) and Skill Family Heads (SFHs). Between them, the roles bring focus and accountability to talent acquisition, training, deployment, utilization, and retention.
The roadblocks to ideal talent fulfilment
A well-oiled talent fulfilment function depends on addressing four major roadblocks:
Wipro’s approach for people supply chain
In response to the challenges, Wipro has taken three steps to facilitate people supply chain ownership and competency building:
Talent Engineering Head
The TEH improves demand fulfilment by consolidating demand forecasts at BU/SL levels, builds our next generation workforce with digital skills, and provides employees with better opportunities. The TEH’s performance is measured against total people cost as a percent of revenue. The TEH’s charter includes:
Skill Family Heads
Technology has been evolving at a rapid pace. Legacy skills are morphing and new technologies like Containers, IoT, Analytics, and Machine Learning are creating disruption. The need of the hour is to proactively identify ways to outpace this dynamic evolution. To do this, we have created Skill Families that align and skill our workforce on technologies that are (or will be) in demand. Each skill family is supervised by an SFH, who directly interacts with employees (employees are mapped to SFHs based on their roles). The TEH garners support from SFHs to focus on specific skill sets and build competencies. The SFH’s charter includes:
Why this works
The Talent Engineering framework is effective because it is aligned to customer requirements and to an accurate forecast of the demand for future technological skills. It becomes a powerful lever to meet delivery commitments because it motivates employees by forging a clear and realistic career path. The organization benefits because the framework improves customer satisfaction and makes it possible to cross-utilize talent across DUs and SLs.
The framework’s effectiveness pivots on two factors: First, it allows BUs and SLs to take independent decisions based on their understanding of requirements; second, it holds one person—the TEH—unambiguously responsible for optimal results.
In a larger sense, the Talent Engineering framework is based on the guiding spirit of one Wipro. It eliminates walls between teams and encourage cross movement of resources while keeping delivery objectives and the customer in focus.
Senior Vice President & Global Delivery Head
Global Delivery Enablement, Wipro
Anuj is a customer-centric leader with a passion for excellence and an unrelenting focus on rapid execution. He has a proven track record over two decades that spans Business Development, Practice Development, IT Strategy, Transformation, and Pre-Sales & Delivery for verticals such as Hybrid Cloud, Open Source/Open Stack and IoT.