Global Human Capital Benchmarking - 2016

2/11/17
C us t omiz e d R e por t :W i pr o

Bersin by Deloitte Proprietary and Confidential - Do Not Copy or Distribute

Global Human Capital Benchmarking Overview - 2016

Recognized as one of the training industrys most trusted sources of data on training budgets, staffing, and programs, The Global
Human Capital Benchmarking Overview - 2016 provides key benchmarks and valuable guidance to help Human Resources (HR)
executives worldwide make the right investment decisions.
Why Bersin by Deloitte?
This study contains a broad sample of respondents which provides an accurate representation of the global marketplace and
comprises data from 377 international organizations. Additionally, we use stringent quality control procedures in collecting and
analyzing the data each respondents answers have been checked for consistency. In scenarios where data appeared inconsistent
or out of range, the parties were contacted for clarification or the responses were omitted from the final survey analysis. This level of
rigor is crucial to maintaining valid data.

2016 Benchmarking Metrics

Human Resources Metrics Learning and Development Metrics
HR Spend per Employee L&D Spend per Employee
Percent of HR Budget by Business Expense L&D Labor Rate
Number of Employees per HR Staff Member Percent of L&D Budget by Business Expense
HR Labor Rate L&D Staff per 1,000 Employees
HR Outsourcing by Process L&D Course Allocation by Type
HR Staff by Service Delivery Role L&D Course Hours: Available vs Completed
HR Staff Allocation by Process

Talent Acquisition Metrics Leadership Development Metrics

Time to Fill Leadership Development Spend Allocation by Seniority
Cost per Hire
TA Staff per 100 New Hires Organization Design Metrics
TA Labor Rate Number of CEO Direct Reports
Percent of TA Budget by Business Expense Number of Reporting Layers
Percent of Workforce Reporting to the CEO by Function
-2-
About This Report:

Findings are intended only for participants of the Global Human Capital Benchmarking survey.
This report is for internal use only and may not be replicated or transmitted without written approval from Bersin by Deloitte.
Data is presented at the macro level and does not take into consideration information about organizations environment/business
ecosystem.
Findings are not intended to be prescriptive in any way.
Summary information derived from the responses to this study (other than company identifiable information) may be used in the
delivery of our services to our Clients.
Bersin by Deloitte is not responsible for improper use of this report and data.

About Bersin by Deloitte

Bersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations deliver exceptional
business performance. Bersin by Deloitte membership gives FORTUNE 1000 and Forbes Global 2000 HR professionals the
information, action-focused tools, and performance support materials they need to prioritize, design, and implement leading practice
solutions, as well as benchmark against others, develop their staff, and select and implement systems. A piece of Bersin by Deloitte
research is downloaded on average approximately every minute during the business day. More than 5,000 organizations worldwide
use our research and consulting to guide their HR, talent, and learning strategies.
Bersin by Deloitte empowers HR and learning leaders to drive bottom-line impact through our world-class research membership. Want
to learn more about the Bersin by Deloitte membership? Register as a guest for free access to more than 50 research briefs and
reports or contact a representative.

Contact Information Data In, Insights Out

Should you have any questions on this report, please email us: Interested in joining Bersin Research Exchange Panel, please
USBersinSurveyResponse@deloitte.com sign up at: http://bit.ly/2fXgclY

-3- Copyright 2016 Deloitte Development LLC. All rights reserved.

For the purpose of this report, your organization is compared against the most
relevant global/regional/subregional averages for each metric.
Sample

Region Average is the regional mean for any data point or metric.
Subregion Average presents the subregional mean for any data point or metric and is narrower in scope than the region
average.
Please note: Metrics are calculated using actual data submitted by participant. A blank value indicates that no data was
submitted.

-4- Source: Bersin by Deloitte, 2016

Only organizations with 1,000 or more employees were included in this analysis 377
in total.

Percentage of Participants by Subregion* Percentage of Participants by

Organization Size*

3% 2% 45%
3%
4%

5% 31%

7%

21%
16% 20%

15%

29%

North America Asia Western Europe

Oceania Latin & South America Africa
Mid-Market (1000-4999 employees) Large (10,000-24,999 employees)
South East Asia Central & Eastern Europe Middle East

*Note: Percentages may not total 100% because of rounding

-5- Source: Bersin by Deloitte, 2016
Human Resources
Wipro's Human Resources (HR) spending per employee is lower than the Asia's average.

W p
i r os
' HR spend ont he o
f l o
l w n
i g busi
n ess expenses r ea
l t ve
i o
t h
t e Asi as
' avea
r ge:

- Payr ol : 83% o
l wer

- Technology: 40% higher

- P o
r f essi
o a
n l Ser i
v ces: 4. 8t m
i es hg
i her

- Ext en
r al S evi
r ces : 21
. t m
i eshi gher

- Oper at o
i nal Co st
: 5% hg
i her

- O h
t r
e C s
o :
t o
l e
w r

HR Spend per Employee ($) Percent of HR Budget by Business Expense (%)*

10% 8% 7%
2112
10% 12%
10%
1929 5%
7%
10% 7%
7%
13%
10%

60%

59% 57%

10%
Wipro Asia Mean APAC Mean

0 HR Other Cost HR Operational Cost HR External Services

Wipro Asia Mean APAC Mean HR Technology HR Professional Services HR Payroll

*Note: Percentages may not total 100% because of rounding

-7- Source: Bersin by Deloitte, 2016
Wipro's Human Resources (HR) labor rate is lower than the Asia's average.

W i pr ohas 4. 4t m
i es mo e
r em po
l yees per H R st
a f f m em ber t hant he Asi
a s
' avea
r ge .

HR Labor Rate ($) Number of Employees per HR Staff

51846
666.7

152.3 135.2
9040

0
Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

-8- Source: Bersin by Deloitte, 2016

Wipro's Percent of Human Resources (HR) Outsourcing by Process.

-9- Source: Bersin by Deloitte, 2016

Wipro has more HRBP staff than the Asia's average.

Percent of HR Staff by Service Delivery Role (%)*

Wipro 57% 14% 29%

Asia Mean 31% 45% 23%

APAC Mean 32% 41% 27%

HRBP Staff COE Staff Shared Services Staff

*Note: Percentages may not total 100% because of rounding

- 10 - Source: Bersin by Deloitte, 2016

Wipro's Percent of Human Resources (HR) Staff Allocation by Process.

*Note: Percentages may not total 100% because of rounding

- 11 - Source: Bersin by Deloitte, 2016

Learning and Development
Wipro's Learning and Development (L&D) spend per employee is lower than the Asia's aver

W i po
r ' sLear nn
i g and Deveo
l p ment ( L&D ) a
l bor a
r t e s
i o
l we r h
t an t heA si
a s
' avea
r ge.

L&D Spend per Employee ($) L&D Labor Rate ($)

413
69128
359 63196

0 0
Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

- 13 - Source: Bersin by Deloitte, 2016

Wipro's L&D ratio of staff per 1,000 employees is 88% lower than the Asia's average.

W i pr osL
' &D spend ont he o
f l owi ngbu si
n ess expenses e
r l ai
t vet ot he Asi as
' ae
v r age:

- Payr ol : 70% l ower

- Po
r e
f ssi onal Ser i
v ces: 15. 2 i
t mes hg
i her

- e
Tchno o
l gy: 3. 4t i mes hg
i her

- Lear nn
i g Vendor s: 25% l ower

- Ot her Co st
: l ower

L&D Staff per 1,000 Employees Percent of L&D Budget by Business Expense (%)

20%
31% 26%
2.0

20%
1.7
27%
27%

6%
6% 5%
50% 3%

34% 36%

10%
0.2 Wipro Asia Mean APAC Mean

L&D Other Cost L&D Learning Vendors L&D Technology

Wipro Asia Mean APAC Mean L&D Professional Services L&D Payroll

*Note: Percentages may not total 100% because of rounding.

- 14 - Bersin by Deloitte, 2016. Source: Bersin by Deloitte, 2016
Wipro offers 81% fewer courses than the Asia's average. The course completion rate is 97%
Chart Title

W i po
r ' scour se of ei
r ngsr el ai
t e
v t ot heA si
a ' saver age:

- e
Tchni ca:
l 23
. i
t m eshi gher

- Pr oe
f ssi ona:
l 2 8% o
l w er

- Leader shp
i : 42% o
l w er

- Regul ao
t y
r or Com pl a
i nce: 39 % o
l w er

- Ot her : o
l w er

L&D Course Hours: Available vs. Completed L&D Course Allocation by Type (%)
6644357
6% 7% 9%
9%
17% 13%

29% 21%
22%

3593293

26%
31%

56%

32%
24%
256981 144282
5000036000
Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

Avaliable Completed Other Regulatory or Compliance Leadership Professional Technical

*Note: Percentages may not total 100% because of rounding.

- 15 - Bersin by Deloitte, 2016. Source: Bersin by Deloitte, 2016
Talent Acquisition
Wipro's Talent Acquisiton (TA) cost per hire is lower than the Asia's average.

W i pr os
' i
t me t of l
i l s
i 14days o
l nger t hant he Asi
a ' sa vea
r ge .

Cost per Hire ($) Time to Fill in Days

1755 60.0

48.3
46.4

904

0
Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

- 17 - Source: Bersin by Deloitte, 2016

Wipro's Talent Acquisiton (TA) labor rate is lower than the Asia's average.

W p
i r os
' num ber of T Ast af per 100 new hr
i es s
i o
l w er t hant he Asi
a s
' avea
r g e.

TA Labor Rate ($) TA Staff per 100 New Hires

27.4
30537

14.3

8093

0 0.0
Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

- 18 - Source: Bersin by Deloitte, 2016

Wipro's Talent Acquisition (TA) spend allocation by business expense

W p
i r os
' TA spend ont he o
f l o
l w n
i g busi
n essexpe nsesr el ai
t vet ot he Asi as
' aver age:

- Payr ol : 63% o
l wer

- Pr oe
f ssi onal Se vi
r ces: 44
. t m
i eshi gher

- Technoo
l gy: 57% hi gher

- Ext er nal Spend: 4 2% o

l w er

- Ot her C ost
: o
l wer

Percent of TA Budget by Business Expense (%)

Wipro 20% 60% 10% 10%

Asia Mean 55% 14% 6% 17% 8%

APAC Mean 54% 11% 7% 19% 9%

TA Other Cost TA External Spend TA Technology TA Professional Services TA Payroll

*Note: Percentages may not total 100% because of rounding

- 19 - Source: Bersin by Deloitte, 2016

Organization Design
Chart
Wipro's
Title
number of reporting layers is 74% greater than the Asia's average.

W
C p
ihrao
rs
' t T
ntu
i e
l m ber of f unct o
i ns r epot
r n
i g t ot he CEO s
i 5% o
l w er t han h
t e Asi
a s
' avea
r g e.

Number of Reporting Layers Functions Reporting to CEO

7.4
7.0 7.1
10.0

5.8 5.9

Wipro Asia Mean APAC Mean Wipro Asia Mean APAC Mean

- 21 - Source: Bersin by Deloitte, 2016

Chart
Wipro's
Title
Functions Reporting Directly to the CEO.

Percent of Organizations with Functions Reporting Directly to the CEO

88% 88%
84% 83%

71% 70%

63% 63%

54%
48%

38%
34% 34%
29%

Asia Mean APAC Mean

Note: Yes / No corresponds directly to whether or not these functions, within your organization, report directly to the CEO.

- 22 - Source: Bersin by Deloitte, 2016

Chart
Wipro's
Title
Functions Reporting Directly to the CEO (cntd.)

Percent of Organizations with Functions Reporting Directly to the CEO

79%

71%
64%
58%

50%
48%

36%
33%
30%
28% 28%
25% 25%

17%

Asia Mean APAC Mean

Note: Yes / No corresponds directly to whether or not these functions, within your organization, report directly to the CEO.

- 23 - Source: Bersin by Deloitte, 2016

Appendix
Definitions
HR/ TA/ L&D Spend per Employee. Mean total expenditures
inclusive of all applicable business expense assigned to the HR/
Employees per HR Staff. Average number of employees
TA/ L&D function, divided by the number of employees in the
per HR/ staff member, calculated by taking the total
Organization.
number of employees (contingent employee + non-
Percentage of HR/ TA/ L&D Budget by Business Expense contingent workers) divided by the number of HR staff.

Fully-loaded labor cost for Non-contingent employees HR/ TA/ L&D Labor rate. Total labor cost of all staff
as percent of HR/ TA/ L&D Budget. Average annual fully assigned to HR/TA/ L&D function (fully loaded labor cost of
loaded payroll (base salaries, bonuses, taxes, benefits and non-contingent employees + professional services cost for
any other perks/ incentives) for non-contingent employees contingent workers) divided by the total number of staff
assigned to the HR/ TA/ L&D function divided by the total (contingent employee + non-contingent workers) assigned
HR/ TA/ L&D budget. Does not include contingent worker to the HR/ TA/ L&D function.
costs.
Percentage of HR Staff Allocation by Process. Average
Professional Services Cost for Contingent Workers as number of staff assigned to each of the following HR
Percent of HR/ TA/ L&D Budget. Average profession process as a percent of all HR staff:
services cost (includes the cost for contractors, independent, Compensation Management
temporary, seasonal workers) assigned to the HR/ TA/ L&D Benefit Administration
function divided by the total HR/ TA/ L&D budget. Payroll
Time Administration
Technology as Percent of HR/ TA/ L&D Budget. Average Employee data administration
technology cost includes licenses, hosting fees, Employee Health & Safety
maintenance, support, customizations, and upgrades for all Employee & Labor Relations
HR/ TA/ L&D systems divided by the total HR/ TA/ L&D Employee Engagement & Satisfaction
budget. HR Strategy & Design
Outsourcing Cost/External Spend as Percent of HR/ Workforce Planning
Global Mobility
TA/ L&D Budget. Average of costs incurred through the
Talent Acquisition
deliver of an HR/ TA/ L&D process by external vendor divided
Learning & Development
by the total HR/ TA/ L&D budget.
Performance Management
Operation Cost/Overhead as Percent of HR/ TA/ L&D Career Development & Succession Planning
Budget. Average of facilities, travel, training, supplies and
Percentage of HR Staff by Service Delivery Role.
subscriptions costs divided by the total HR/ TA/ L&D budget.
Average number of HR staff functioning in each of the
Other Costs as Percent of HR Budget. Average of any service delivery roles as a percent of all HR staff:
other HR/ TA/ L&D cost that does not fall into the above HR Business Partner (HRBP)
categories divided by the total HR/ TA/ L&D budget. Centers of Excellence (CoE)
HR Shared Services-Organization (SSO)
- 25 -
Definitions (contd..) Leadership spend allocation by seniority. Average
L&D Staff per 1,000 Employees. Average number of L&D
percentage distribution of the total Leadership
staff assigned for every 1,000 employees.
development budget allotted to the development of
L&D Course Allocation by Type. Average percentage each of the following leader types:
distribution of the total courses made available to the
Emerging Leader
employees in the Organization across the following course
types: First-Level Leader
Technical courses Mid-Level Leader
Professional courses Senior-Level Leader
Leadership courses Executive
Regulatory or compliance courses Function Reporting to CEO. Average number of
Other courses organization wide functions/ departments reporting to
the CEO/ President.
L&D Course hours: Available vs. Completed. Average
Number of Reporting Layers. Average number of
number of course hours made available to each employee in
layers reporting to the CEO/ President.
comparison to the average number of course hours
completed by the employee Organization with functions reporting to CEO.
Time to Fill. The number of calendar days from when the job Average percentage of Organization that have the
specified function/ department reporting to the CEO/
requisition was opened to when the offer was accepted by the
President.
candidate
Cost per Hire. Mean total TA expenditure divided by the
number of new hires brought into the organization for the
year. TA expenditure includes internal staff compensation, job
sourcing costs, pre-hire assessments, background checks,
eligibility to work and drug testing expenses, travel expenses
(for both candidates and recruiters), employee referral awards
/ payments, Recruitment Process Outsourcing (RPO) fees,
recruiting systems / technology costs, nonlabor related office
costs, recruiting contractor costs, and marketing expenses.
TA Staff per 100 new hires. Average number of TA staff
assigned for every 100 new hires.

- 26 -
Respondent Countries by Region and Subregion

Region Subregion Countries

North America Canada, USA

Americas
Argentina, Brazil, Colombia, Costa Rica, Ecuador, Mexico, Trinidad and
Latin & South America
Tobago, Uruguay, Venezuela, U.S. Virgin Islands

Asia China, Hong Kong, India, Korea, Mongolia

APAC Oceania Australia, New Zealand

South East Asia Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam

Africa Ethiopia, Kenya, Mauritius, South Africa

Central & Eastern Europe Bulgaria, Poland, Romania, Russian Federation, Slovakia
EMEA
Middle East Egypt, Qatar, Saudi Arabia, Turkey, United Arab Emirates

Belgium, France, Germany, Ireland, Italy, Netherlands, Portugal, Spain,

Western Europe
Switzerland, United Kingdom, Finland, Norway, Sweden

- 27 -
About Deloitte
As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Certain services may not be available to attest clients under the rules and regulations of public accounting.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its
member firms, or their related entities (collectively, the Deloitte Network) is, by means of this
communication, rendering professional advice or services. Before making any decision or taking any action
that may affect your finances or your business, you should consult a qualified professional adviser. No entity in
the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this
communication.
Copyright 2016 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited