Holding onto new hires: Wipro and the problem of impersonal systems and procedures

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Pratik Kumar is an employee of Wipro Corporation, a global IT service provider in consulting, R&D, infrastructure management and business process outsourcing. He is the author of “Well begun, half done!” an article about the need to assimilate and retain new employees across a global organization. Wipro is an enormous organization, employing 95,000 people across 50 development centers, with its base in Bangalore, India. However, as Wipro developed and expanded, particularly through the US, it began to struggle to maintain its core sense of identity, and as a result has been losing new hires at an alarming rate.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2009), "Holding onto new hires: Wipro and the problem of impersonal systems and procedures", Strategic Direction, Vol. 25 No. 8, pp. 24-26. https://doi.org/10.1108/02580540910968544