IMPACT OF RESKILLING AND UPSKILLING ON HUMAN

RESOURCES

Project submitted in partial fulfillment for the award of the

Degree Bachelor of Business Administration [BBA]

To

OSMANIA UNIVERSITY, HYDERABAD -500007

SUBMITTED BY

SATHWIKA NERELLA

Hall Ticket No: 1064-20-684-128

SUPERVISED BY

Mrs. D. RASHMI

(Assistant Professor of Management)

Badruka College of Commerce and Arts, Hyderabad.

(2020-2023)
 Date:

CERTIFICATE

This is to certify that Ms. Sathwika Nerella of BBA, III Year, bearing Hall
Ticket number 1064-20-684-128 has undertaken a study titled “IMPACT OF
RESKILLING AND UPSKILLING ON HUMAN RESOURCE”,
under my supervision.

Certified further, that to the best of my knowledge, the work reported here is in
partial fulfillment for the award of BBA, Osmania University, during the
academic year 2020-2023 and it does not form a part of any project work or
dissertation on the basis of which a degree or award was confirmed on an earlier
occasion on this or any other candidate to this or any other university.

Signature of Guide Signature of Principal

(D.Rashmi) (Dr.B.mohankumar)
 DECLARATION

I hereby declare that the work which is being presented in the BBA Project
Report entitled

“IMPACT OF RESKILLING AND UPSKILLING ON HUMAN

RESOURCES”, submitted to Osmania University in partial fulfillment of BBA
course requirement, is a record of original work done by me under the guidance
of Mrs. D.Rashmi, Badruka College of Commerce & Arts, Hyderabad
during a period from December 2021 to March 2022.

The information and data submitted in the project are authentic to the best of my
knowledge and belief. The project has not been submitted to any other university
or institution for the award of any degree, diploma or fellowship or published
any time before.

Date:

Place: Signature Of Student

 ACKNOWLEDGEMENT

I express my gratitude to Dr. B Mohan Kumar, Principal, and

Dr.M.Janakiram, Vice-Principal, Badruka College of Commerce & Arts,

for giving me an opportunity to do the project.

I am also very thankful to my project guide Mrs. D. Rashmi, for her constant
support and guidance which I needed mostly.

Finally, my sincere gratitude goes to my family and friends for assisting me and
sharing their thoughts
 ABSTRACT

This project aims to investigate the impact of reskilling and upskilling of human
resources in organizations. The project will explore that how training and
development programs can improve employee skills, knowledge, and
performance, and ultimately enhance organizational productivity and
competitiveness of the organization. The study will examine the various
approaches and models of reskilling and upskilling, including formal training,
on-the-job learning, mentoring, and coaching. The research will also evaluate
the challenges and barriers to reskilling and upskilling and identify strategies to
overcome them. The project will utilize a mixed-methods research approach,
including surveys, interviews, and case studies, to collect data from both
employers and employees. The findings of this research will provide valuable
insights into the importance of investing in human resources development and
the benefits of reskilling and upskilling for individuals and organizations. The
project's significance lies in its potential to contribute to the ongoing debate on
the importance of investing in human resource development. The findings of
this research will provide evidence of the benefits of reskilling and upskilling
for individuals and organizations and identify best practices that can be used to
design effective training and development programs. The project's insights can
help organizations make informed decisions about how to invest in their human
resources, improve their competitiveness, and enhance their performance in the
organization.

KEYWORDS:

Reskilling, upskilling, Human resource, Skill gaps, Employee Performance,

Training and Development, Career Development.
 INDEX
SL.NO CHAPTERS CONTENTS PAGE
NO’S

1 CHAPTER - 1 Intoduction

1.1 Need of the study

1.2 scope of the study

1.3 Objectives of the study 1-3

1.4 Research of the study

1.5 Limitations of the study

2 CHAPTER - 2 Review of literature 4-5

3 CHAPTER - 3 Theoretical Framework 6-11

4 CHAPTER - 4 Company profile 12-20

5 CHAPTER - 5 Data analysis and Data interpretation 21-34

6 CHAPTER-6 Conclusion 35-36

Findings

7 CHAPTER-7 Bibliography 37-41

Annexure
 LIST OF TABLES

TABLE NO. TABLE TITLE PAGE NO’S

5.T.1 Table showing the gender of respondents 21

5.T.2 Table showing the working experience of the employees 22

5.T.3 Table showing the employees who are familiar with the concept 23
of upskilling and reskilling

5.T.4 Table showing whether the company has upskilling and 24

reskilling methods.

5.T.5 Table showing whether the employees prefer to work for a 25

company that offers upskilling and reskilling opportunities

5.T.6 Table showing whether the managers and supervisors supports 26

the employees in upskilling and reskilling training

5.T.7 Table showing whether the employees observe any post period 27
change of upskilling and reskilling.

5.T.8 Table showing challenges faced by the employees while they are 28
upgrading their skills.

5.T.9 Correlation between employees familiar with the concept of 29

upskilling and reskilling & company has upskilling and reskilling
methods.

5.T.10 Regression analysis between employees familiar with the 30

concept of upskilling and reskilling & company has upskilling
and reskilling methods

5.T.11 Correlation between the methods used by the company for 31

upskilling and reskilling training & they were relevant to the job
they perform.
 5.T.12 Regression analysis between the methods used by the company 32
for upskilling and reskilling training & they were relevant to the
job they perform.

5.T.13 Correlation between the methods implemented by the 33

organization to upskill were easy to cop up

5.T.14 Regression analysis between the methods implemented by the 34

organization to upskill were easy to cop up.

LIST OF GRAPHS

GRAPH NO. GRAPH TITLE PAGE NO’S

5.T.1 The gender of respondents 21

5.T.2 The working experience of the employees 22

5.T.3 The employees who are familiar with the concept of upskilling 23
and reskilling

5.T.4 Whether the company has upskilling and reskilling methods. 24

5.T.5 Whether the employees prefer to work for a company that offers 25
upskilling and reskilling opportunities

5.T.6 Whether the managers and supervisors supports the employees in 26

upskilling and reskilling training

5.T.7 Whether the employees observe any post period change of 27

upskilling and reskilling.

5.T.8 Challenges faced by the employees while they are upgrading 28

their skills.
 LIST OF FIGURES

FIGURE NO FIGURE TITLE PAGE.NO

3.F.1 Figure showing the picture of upskilling and reskilling 6

3.F.2 Figure showing the difference between upskilling and

11
reskilling

3.F.3 Figure showing picture related to upskilling and 11

reskilling

4.F.3 Figure showing the company logo 12

4.F.4 Figure showing the CEO of the company 13

4.F.5 Figure showing office of the company 13

4.F.6 Figure showing infrastructure of the company 16

 CHAPTER- I

INTRODUCTION
 IMPACT OF RESKILLING AND UPSKILLING ON
HUMAN RESOURCE

INTRODUCTION

The impact of reskilling and upskilling on human resources is significant. It

helps companies to fill skill gaps within their workforce, enabling them to meet
the changing demands of their customers and the market. Secondly, it allows
companies to retain their employees, reducing the need for costly recruitment
and training programs. Thirdly, reskilling and upskilling help to boost employee
engagement and job satisfaction, as employees feel valued and empowered by
their employer's investment in their career development

Additionally, reskilling and upskilling can improve employee productivity and

performance, as they become better equipped to handle new challenges and
tasks. It also ensures that companies stay ahead of their competition by
maintaining a highly skilled and knowledgeable workforce. Moreover,
reskilling and upskilling can benefit employees personally, as they gain new
skills that can open up new career opportunities and increase their earning
potential. Reskilling and upskilling are essential practices for organizations to
remain competitive and adaptive in today's rapidly changing business landscape.
Reskilling involves retraining employees to acquire new skills that are relevant
to a different job role, while upskilling involves training employees to acquire
new skills that are relevant to their current job role. It can also have a positive
impact on the wider economy, as it can help address skills shortages in industries
and create new opportunities for individuals who may have been displaced from
their previous jobs due to technological advancements or other factors. The
success of reskilling and upskilling programs depends on a number of factors,
including the relevance of the training provided, the quality of the training
delivery, and the willingness of employees to participate and engage with the
training. Organizations must also be willing to invest in these programs and
provide the necessary resources and support to ensure their success.

1
From an individual perspective, reskilling and upskilling can help employees
enhance their knowledge and expertise, making them more valuable to the
organization. This, in turn, can lead to greater job satisfaction, career
advancement opportunities, and higher salaries.

From an organizational perspective, reskilling and upskilling can improve

employee productivity, reduce turnover rates, and enhance overall
competitiveness. As technology and the job market continue to evolve rapidly,
organizations that invest in reskilling and upskilling programs can stay ahead of
the curve, ensuring their employees have the necessary skills to meet current
and future job demands .In addition, reskilling and upskilling can also help
organizations address skills shortages and talent gaps, allowing them to fill
critical positions and remain competitive in their respective industries.

Reskilling and upskilling have a significant impact on human resources. It helps

employees stay relevant and improves their job security, while also providing
benefits for employers in terms of increased productivity, competitiveness, and
employee retention.

1.1 NEED OF THE STUDY:

The existence of upskilling and reskilling has a great impact on the organization.
To improve the skills of employee’s organization should provide these facilities
to improve the production rate and success of the company. The culture of
reskilling and upskilling at work promotes the motivation and increased the
motivation and employee experience, encourages higher level of employee
loyalty.

Upskilling and reskilling increases the productivity in the organization. Due to

the lack of skills of employees organization provides Upskilling and reskilling
methods to improve the skills which will be helpful for an employee to gain
skills.

2
 1.2 SCOPE OF THE STUDY:

1.Respondents of the present study are restricted to the city of Hyderabad.

2.The respondents of the current study are the he employees of the single
organization.

3.The respondents are of the age limit 0-15yrs above

1.3 OBJECTIVES:

• To check whether the company has upskilling and reskilling methods.

• To check whether the employees are satisfied with upskilling and reskilling
methods
• To study the impact of upskilling and reskilling on employee performance
• To explore the challenges of upskilling and reskilling

1.4 RESEARCH METHODOLOGY:

DATA COLLECTION

PRIMARY DATA: The data collected for the current study is from the
employees of the organization through structured Questionnaire.

SECONDARY DATA: It is collected from the various sources of internet,

Article, Similar research studies.

SAMPLE SIZE: 120

1.5 LIMITATIONS

1. This study is restricted to only employees of the particular organization.

2. The majority of respondents are within the Hyderabad.

3.The collection of primary data is time consuming process.

4. Respondents might not disclose their honest & true opinion.

5.The population of the current study cannot generalize the concept as it is

restricted to employees in the organization

3
 CHAPTER - II

REVIEW OF LITERATURE
• 1990s, Peter Senge, through his book The Fifth Discipline, discussed various
learning disabilities that can negatively impact an organization, one of which
being lack of a healthy learning ecosystem for employees (Senge, 1990). In the
new world of work, it may not be outwardly clear what skills will become
obsolete or in-demand, but what is seemingly clear is that at some point,
employees will need to spend time skilling (continuously acquiring new
skills), re-skilling (learning new skills for new positions), or upskilling
(learning current tasks more deeply). Most jobs will have new technologies and
work methods that will require learning as the new or modified roles fit and refit
into the changing work environment
• RHEA SAWANTH in her project entitled- “RESKILLING AND
UPSKILLING: To STUDY RELEVANT IN TODAY’S INDUSTRY”,
Investigated that the way that economic development impacts the degree of
competence and the classification of skills as observed within the working class
of the population has a fundamental issue of social assessment of labor and work
organizations
• BENTON AND SHELTON GREGORIAN (2020) in their project HUMAN
RESKILLING investigated that reskilling is a crucial key issue that facilitate
the organization and works towards organization mission and vision. In today’s
world the most important driven is digestion, automation and computer science
that has reshape whole organization growth.
• TAYLOR.A.GREEN. A AND HASSAN.S (2021) in their research entitled
IMPACT OF RESKILLING AND UPSKILLING OF WEST MIDLANDS
examines that the universities existing and potential future roles during this
exercise. Universities recruit and generate talent, facilitate data transfer and
assist within the shifting of business models and have found out variety of
programmers and institutes
• RAMI.L. in her research – Human CAPITAL DEVELOPMENT
STRATEGIES OF REINVENTING, RETOOLING AND RESKILLING,
found effective ways of stimulating the economy including saving Jon’s and
keeping business a lot in order to mitigate the devastating effects of the Covid-
19 pandemic on the economic interests of employees, employers and
governments

4
• Shobha, C. V., & Johnson, B. (2021), in their study have investigated
theoretical notions and models of employability in order to determine the
disparity between information and skill provided by various educational and
training institutions and their absorption. The literature review focuses on two
aspects: existing pre-Covid-19 literature and growing post-Covid-19
conceptions of employability. Various approaches to employability have been
examined, ranging from studies by Gazier
• Hillage and Pollard (1999) to more recent ones such as the 'Organization
approach,' employability in terms of individual transferrable skills, career
management, perceived employability, and so on. Learning through experience
/ issue based learning, innovation and creativity, Competency, career resilence,
flexibility and sustainability are more prevalent themes in literature related to
the evolving concept of employability post-Covid-19Based on Ken Wilber's
Four Quadrant Model of Human Knowledge, an employability framework
has been constructed and suggested.

5
 CHAPTER- III

THEORETICAL FRAMEWORK
 Figure- 3.F.1

Importance of upskilling and reskilling

Reskilling and upskilling are essential for the growth and development of human
resources. With the rapid pace of technological advancement and changes in the
business landscape, employees must be equipped with the necessary skills and
knowledge to meet new challenges and opportunities. Reskilling refers to the
process of learning new skills to adapt to a different job or industry, while
upskilling refers to the process of improving existing skills to perform better in
the current role or take on new responsibilities. Both reskilling and upskilling
can help employees remain competitive, increase their productivity, and
advance their careers for the employees.

By investing in reskilling and upskilling, employers can also improve employee

retention rates and reduce turnover. Employees who are offered opportunities
for growth and development are more likely to feel valued and engaged in their
work, leading to higher job satisfaction and loyalty reskilling and upskilling can
contribute to overall economic growth by ensuring that the workforce is
equipped with the skills needed to meet the demands of the job market. As
industries evolve and new technologies emerge, reskilling and upskilling can
help ensure that the workforce remains adaptable and prepared for the future.

Reskilling and upskilling are crucial for the growth and development of human
resources, helping employees remain competitive, increase productivity, and
advance their careers. Employers who invest in these processes can benefit from
higher retention rates and an adaptable workforce in the organization

6
 Advantages of reskilling
Reskilling refers to the process of training employees in new skills so that they
can take on different roles within the organization. This process can have several
advantages for human resources, including:

Increased retention: Offering reskilling opportunities to employees can increase

job satisfaction and loyalty. When employees feel that their employers are
investing in their development, they are more likely to stay with the company.

Improved productivity: Reskilling can lead to increased productivity as

employees become more proficient in their jobs. When employees have the
necessary skills to perform their roles effectively, they are able to work more
efficiently and effectively.

Reduced costs: Reskilling can be a cost-effective way to fill talent gaps within
the organization. Rather than hiring new employees, reskilling existing
employees can save on recruitment and training costs.

Enhanced adaptability: Reskilling can improve employees' ability to adapt to

changing business needs and market conditions. By learning new skills, they
can be more flexible in their roles and better equipped to handle new challenges.

Disadvantages of reskilling
While reskilling can provide many benefits for individuals and organizations,
there are also some potential disadvantages to consider:

Cost: Reskilling can be expensive, particularly for organizations that need to

provide training for large numbers of employees. The cost of training materials,
instructors, and equipment can add up quickly.

Time: Reskilling requires time, both for the employee and the organization.
Employees may need to take time off work to attend training sessions, and it
may take weeks or even months for them to become proficient in a new skill.
This can be disruptive to both the employee's work and the organization's
productivity. Resistance to change: Some employees may resist reskilling, either
because they feel comfortable with their current skills or because they are

7
intimidated by the prospect of learning something new. This can lead to a lack
of engagement and a reluctance to participate in training.

Skills may become outdated quickly: In some fields, new technologies and
techniques are constantly emerging, which means that the skills employees learn
through reskilling may become outdated in a relatively short amount of time.

Limited job opportunities: Reskilling may not always lead to new job
opportunities within an organization, particularly if there are already a limited
number of positions available. This can be discouraging for employees who
have invested time and effort into acquiring new skills.

Advantages of upskilling

Improved Performance: Upskilling can enhance the knowledge and skills of

human resource professionals, allowing them to perform their roles more
effectively. This, in turn, can lead to improved performance across the
organization.

Better Recruitment and Retention: Upskilling in areas such as talent acquisition

and retention strategies can help HR professionals to identify and attract top
talent, as well as develop programs to retain current employees. Increased
Employee Engagement: HR professionals who possess skills in employee
engagement and motivation can help create a positive work environment,
improve morale, and boost productivity.

Adaptability: Upskilling allows HR professionals to stay up-to-date with the

latest industry trends and developments, which can help them to adapt to
changes in the workplace and ensure that the organization remains competitive.

Enhanced Productivity: When human resource professionals possess the

necessary skills and knowledge, they can streamline HR processes, reduce time
spent on administrative tasks, and increase overall productivity

8
 Disadvantages of upskilling
While upskilling can provide numerous benefits to employees and the
organization as a whole, there are also some potential disadvantages to consider,
particularly in the realm of human resources. Some of these disadvantages
include:

Cost: Upskilling programs can be expensive, particularly if they involve hiring

outside trainers or investing in new technology. Organizations may also need to
pay for employee time off for training, which can impact productivity and create
additional costs.

Employee Burnout: If employees are already overworked, adding additional

training and development opportunities may lead to burnout and decreased
morale. Organizations need to be mindful of employee workloads and ensure
that upskilling opportunities are offered in a manageable way.

Skill Mismatch: It's possible that employees may upskill in areas that aren't
aligned with the organization's goals or needs, leading to a mismatch between
employee skills and organizational requirements. This can be particularly
problematic if the organization has invested significant time and resources in
upskilling.

Employee Turnover: There is always a risk that upskilled employees may be

lured away by other organizations offering higher salaries or better benefits.
This can create a loss of talent and institutional knowledge, particularly if key
employees leave.

Time: Upskilling programs can be time-consuming, particularly if they require

employees to take time away from their regular duties to attend training
sessions. This can cause temporary disruptions to productivity and may require
additional staffing to fill in for employees who are away.

9
 Strategies for upskilling and reskilling
Upskilling and reskilling are essential strategies for individuals who want to
remain relevant and competitive in the workforce. Here are some strategies to
consider:

Identify your skill gaps: Take an inventory of your current skills and compare
them to the skills that are in demand in your industry. This will help you identify
the gaps in your skillset and the areas that you need to upskill or reskill.

Utilize online resources: There are many online resources available to help you
upskill or reskill, such as linkedin Learning, Coursera Udemy, and edx. These
platforms offer courses in a wide range of topics and are often more affordable
than traditional education programs.

Seek out mentorship and networking opportunities: Seek out mentors in your
industry who can provide guidance and support as you upskill or reskill. Attend
industry conferences and networking events to meet other professionals and
learn about new trends and technologies.

Take advantage of on-the-job training opportunities: Many employers offer on-

the-job training programs to help employees acquire new skills. Speak with your
manager or HR representative to learn about any training programs that may be
available to you.

Stay up-to-date with industry trends: Read industry publications and attend
webinars and conferences to stay up-to-date with the latest trends and
technologies in your industry.

Develop a learning plan: Once you have identified your skill gaps, create a plan
to acquire the necessary skills. This may involve taking online courses,
attending workshops, or pursuing a degree or certification program

10
Figure-3.F.2

Figure-3.F.3

11
 CHAPTER- IV

COMPANY PROFILE
 INTRODUCTION

Figure-4.F.3

Wipro Limited is an Indian multinational corporation that provides

information technology, consulting, and business process services. The
company was founded in 1945 by M.H. Hasham Premji and is headquartered
in Bangalore, India.

Wipro's business segments include IT services, digital business services, and

others. Its IT services segment provides a range of services such as application
development and maintenance, digital transformation, cloud services,
infrastructure management, analytics and information management, and
testing services, infrastructure management, analytics and information
management, and testing services. Its digital business services segment offers
consulting, design, and implementation services for digital transformation
initiatives such as customer experience, analytics, and IoT. The company also
has a range of products and platforms in areas such as cybersecurity,
blockchain, and AI.

12
 History of Wipro

Figure-4.F.4

The company was incorporated on 29 December 1945 in Amalner, India, by

Mohamed Premji as Western India Vegetable Products Limited, later
abbreviated to Wipro. It was initially set up as a manufacturer of vegetable
and refined oils under the trade names of Kisan, Sunflower, and Camel.

In 1966, after Mohamed Premji's death, his son Azim Premji took over Wipro
as its chairman at the age of 21. During the 1970s and 1980s, the company
shifted its focus to new opportunities in the IT and computing industry, which
was at a nascent stage in India at the time. On 7 June 1977, the name of the
company changed from Western India Vegetable Products Limited, to Wipro
Products Limited. In 1982, the name was changed again, from Wipro Products
Limited to Wipro Limited In 1999, Wipro was listed on the New York Stock
Exchange. In 2004, Wipro became the second Indian IT company to earn $1
billion in annual revenue.

Wipro Limited

Figure-4.F.5
13
 Formerly Western India Palm Refined Oils Limited

Type Public

Traded as BSE: 507685

NSE: WIPRO

NYSE: WIT

NSE NIFTY 50 Constituent

ISIN INE075A01022

Industry Conglomerate

Founded 29 December 1945; 77 years ago

Founder Muhammed Hashim Premji

Headquarters Sarjapur Road,

Bangalore, Karnataka

India

Area served Worldwide

Key people Azim Premji (Founder Chairman)

Rishad Premji (Executive Chairman)

Thierry Delaporte (CEO & MD)

14
 Wipro Limited Mission, Vision & Values

Wipro Limited Mission Statement

The Spirit of Wipro is the core of Wipro. These are our Values. It is about who
we are. It is our character. It is reflected consistently in all our behaviour. The
Spirit is deeply rooted in the unchanging essence of Wipro. But it also embraces
what we must aspire to be. It is the indivisible synthesis of the four values. The
Spirit is a beacon. It is what gives us direction and a clear sense of purpose. It
energizes us and is the touchstone for all that we do.

Wipro Limited Vision Statement

Contribute for global e-society, where a wide range of information is being

exchanged beyond time and space over global networks, which breaks down the
boundaries among countries, regions and cultures, allowing individuals to take
part in various social activities in an impartial, secure way. Continuous effort to
enhance people's lifestyle and quality by means of developing new technology
in wireless communication.

Wipro Limited Values

Wipro's values include integrity, respect for people, customer focus, innovation,
and excellence. These values form the foundation of the company's culture and
guide its decision-making and actions. Wipro's commitment to these values has
helped it to build long-term relationships with its clients and stakeholders, and
to maintain its position as a leading provider of information technology services.

These values guide Wipro Limited in its operations, decision-making, and

interactions with all stakeholders, ensuring that the company remains focused
on delivering high-quality services while maintaining its commitment to ethical
business practices.

15
Data Centers: Wipro has data centers located across the globe that provide
hosting and cloud services. These centers are equipped with state-of-the-art
technology and provide reliable, secure, and scalable services

Global Network: Wipro has a vast global network that connects all of its
locations and data centers. This network is designed to provide high-speed
connectivity and ensure smooth communication between teams and clients.

IT Infrastructure Services: Wipro offers a wide range of IT infrastructure

services, including data center management, network management, security, and
cloud infrastructure management.

Research and Development Centers: Wipro has multiple research and

development centers across the globe that focus on developing innovative
technologies and solutions. These centers are equipped with advanced
technology and state-of-the-art facilities to support the research and
development activities.

Security Operations Centers: Wipro has security operations centers that

provide 24/7 security monitoring and management services. These centers are
staffed by experienced security professionals who use advanced tools and
techniques to detect and respond to security threats.

Collaboration Tools: Wipro has a suite of collaboration tools that enable teams
to work together seamlessly, regardless of their location.

Figure-4.F.6

16
 QUALITY AT WIPRO

Wipro is a global information technology, consulting, and outsourcing company

with a focus on delivering high-quality solutions and services to its clients. The
company has a strong reputation for providing quality services and solutions,
and this is reflected in its approach to quality management.

Wipro has a dedicated Quality function that is responsible for defining and
implementing quality standards across the organization. The company's quality
management system is based on the ISO 9001:2015 standard, which provides a
framework for establishing, implementing, maintaining, and continuously
improving an organization's quality management system. Wipro designed to
ensure that its products and services meet or exceed customer expectations and
comply with all relevant regulatory requirements. The company's quality
management system includes a range of processes and procedures for quality
planning, quality assurance, and quality control, as well as continuous
improvement initiatives.

In addition to its internal quality management system, Wipro also works closely
with its clients to ensure that their specific quality requirements are met. The
company has a strong focus on customer satisfaction, and its quality
management system is designed to deliver high-quality solutions and services
that meet or exceed customer expectations.

SUBSIDIARIES:

Western India product Limited Wipro restricted could be a supplier of IT

services, together with Systems Integration, Consulting, data Systems
outsourcing, IT-enabled services, and R&D services. Wipro entered into the
technology business in 1981 and has over 160,000 workers and shoppers across
110 countries. IT revenues were at $7.1 billion for the year complete thirty one
March 2015, with a repeat business quantitative relation of over ninety fifth.

17
WIPRO GE MEDICAL SYSTEM

Wipro GE Medical Systems restricted is Wipro's venture with GE aid South

Asia. It's engaged within the analysis and development of aid product. This
partnership, that began in 1990, nowadays includes gadgets and instrumentality
for medicine, aid IT and services to assist aid professionals combat cancer,
cardiovascular disease, and alternative ailments there's complete adherence to 6
letter of the alphabet quality standards altogether product.

SUSTAINABILITY

Wipro was hierarchal first within the 2010 Asian property Rating (ASR) of
Indian companies and could be a member of the National Association of
Securities Dealers Automated Quotations world property Index in addition
because the Dow-Jones Industrial Average property Index. In November 2012
Guide to Greener physics, NGO hierarchal Wipro 1st with a score of seven.1/10.

LISTING AND SHAREHOLDING

Listing: Wipro's initial public giving was within the 1946. Wipro's equity shares
area unit listed on metropolis securities market, wherever it's a constituent of the
BSE SENSEX index, and also the National securities market of Republic of
India wherever it's a constituent of the S&P CNX great. The yank Depositary
Shares of the corporate area unit listed at the NYSE since October 2000.
Shareholding: The table provides the share holding pattern as of 30 Sept 2018.

EMPLOYEES AND STAFFING

Wipro Limited is a multinational corporation that provides information

technology services, consulting, and business process services. The company
has a large number of employees, with over 200,000 employees as of September
2021.

Wipro employs people from various backgrounds and skill sets, including
software developers, engineers, data analysts, project managers, business

18
analysts, and more. The company also has a diverse workforce, with employees
from different countries, cultures, and backgrounds.

When it comes to staffing, Wipro has various recruitment and staffing processes
in place. The company hires employees through various channels, including job
portals, social media, employee referrals, and campus placements. Wipro also
has a dedicated talent acquisition team that sources, screens, and interviews
candidates for various positions.

Once hired, Wipro employees undergo training and development programs to

enhance their skills and capabilities. The company also provides various
benefits and perks to its employees, such as health insurance, retirement plans,
and employee assistance programs.

Overall, Wipro is known for its strong employee-centric culture and

commitment to employee satisfaction and growth.

AWARDS AND RECOGINATIONS:

• Secretaries of India throughout the year It received National award for
excellence in company Governance from the Institute of Company 2004.

• Wipro honoured as 2010 Microsoft Country Partner of the Year Award for
India.

• In 2012, it had been awarded the best rating of neutral price and company
Rating one (SVG 1) by ICRA restricted.

• Wipro received the 'NASSCOM company Award for Excellence in Diversity

and Inclusion, 2012', within the class. 'Most Effective Implementation of
Practices & Technology for Persons with Disabilities.

• Wipro was hierarchal ordinal within the Newsweek 2012 world five hundred
inexperienced firm.

• In 2014, Wipro was hierarchal 52nd among India's most trustworthy brands
consistent with the whole Trust Report, a study conducted by Trust analysis
consultatory.

19
• Wipro won seven awards, together with Best Managed IT Services and Best
System measuring device within the federation alternative Awards 2015, India.

• Wipro won Gold Award for ‘Integrated Security Assurance Service (ISAS)
underneath the ‘Vulnerability Assessment, remedy and Management’ class of
the eleventh Annual 2015 data Security PG's world Excellence Awards.

• In may 2016, it had been hierarchal 755th on the Forbes world 2000 list.

• In March 2017, Wipro was recognized joined of the world's most moral firms
by US-based Ethisphere Institute for the sixth consecutive year.

• In 2018, Wipro received ATD's better of the most effective Award.

However, it is important to note that awards and recognitions are subjective and
can be influenced by factors such as personal biases, cultural preferences, and
political agendas. It is also possible for individuals or organizations to
manipulate the award-giving process to their advantage. Therefore, it is
important to approach awards and recognitions with a critical eye and to
evaluate them based on their merits and legitimacy.

20
 CHAPTER-5

DATA INTERPRETATION AND

DATA ANALYSIS

21
 INTERPRETATION

The gender of respondents

SL.NO RESPONSES PERCENTAGE

1 Female 72.5%

2 Male 27.5%

Table-5.T.1

Female
Male

27.5

72.5

Graph-5.G.1

Inference: from the above pie chart we can observe that the number of people
who are responded are male with 27.5% and female are 72.5% by this we can
say that employees who work in this company are mostly women when
compared to men.

21
 The working experience of the employees

SL.NO RESPONSES PERCENTAGE

1 0-5YRS 86%

2 5-10 YRS 13%

3 10-15 YRS 1%

4 15 ABOVE 0%

Table-5.T.2

Graph-5.G.2

Inference : From the above pie chart we can observe that 86% of the employees
who responded have 0-5 YRS experience , 13% of the employees have 5-10
YRS of experience and there are relatively less amount of people have more
than 10 years of experience.By this we can intercept that the employees with 0-
5 years of experience are relatively more

22
 The employees who are familiar with the concept of upskilling and
reskilling

SL.NO RESPONSES PERCENTAGE

1 Yes definitely 78%

2 Yes slightly 22%

Table-5.T.3

Graph-5.G.3

Inference : From the above pie chart we can observe that 78% of the employees
are very familiar with the concept of upskilling and reskilling and 22% of the
employees are not so familiar .By this we can intercept that most of the
employees are very familiar with the concept of upskilling and reskilling

23
 Whether the company has upskilling and reskilling method

SL.N0 RESPONSES PERCENTAGE

1 Strongly 54.2%
agree
2 Agree 32%

3 Neutral 13%

4 Disagree 0.8%
5 Strongly 0%
disagree

Table-5.T.4

Graph-5.G.4

Inference: From the above pie chart we can observe that 96.2% of the
respondents agrees that their companies have upskilling and reskilling method
and 13% of the respondents are neutral. By this we can intercept that most of
the companies have upskilling and reskilling methods.

24
 Whether the employees prefer to work for a company that offers
upskilling and reskilling opportunities

SL.N0 RESPONSES PERCENTAGE

1 Strongly agree 66.7%

2 Agree 24.2%

3 Neutral 8.3%

4 Disagree 0.2%

5 Strongly disagree 0%

Table-5.G.5

Graph-5.G.5

Inference: From the above pie chart we can observe that 91% of the respondents
prefer to work for the company which offers upskilling and reskilling
opportunities and 8.3% of the respondents are neutral. By this we can intercept
that most of the respondents prefer to work for the company which offers
upskilling and reskilling opportunities

25
 Whether the managers and supervisors supports the employees in
upskilling and reskilling training

SL.N0 RESPONSES PERCENTAGE

1 Strongly agree 57.5%

2 Agree 27.5%

3 Neutral 14.2%

4 Disagree 0.2%

5 Strongly disagree 0%

Table-5.T.6

Graph-5.G.6

Inference : From the above pie chart we can observe that 85% of the
respondents agrees that managers and supervisors supports the employees
upskilling and reskilling training and 14.2% of the respondents are neutral. By
this we can intercept that most of the respondents agrees that managers and
supervisors supports the employees in upskilling and reskilling training.

26
 The employees observed any change in performance post upskilling and
reskilling

SL.N0 RESPONSES PERCENTAGE

1 Yes 72.5%

2 No 15%

3 Maybe 12.5%

Table-5-T-7

Graph-5-G-7

Inference : From the above pie chart we can observe that 72.5% of the respondents
observed the change, 15% have not observed any change and 12.5% of the respondents
are not sure. By this we can intercept that most of the respondents observed the post
period change of reskilling and upskilling

27
 Challenges faced by the employees while they are upgrading their skills

SL.N0 RESPONSES PERCENTAGE

1 Yes 43.3%

2 No 43.3%

3 Maybe 13.3%

Table-5-T-8

Graph-5-G-8

Inference : From the above pie chart we can observe that 43.3% of the
respondents faced challenges while upgrading their skills and 43.3% of the
respondents have not faced any challenges. By this we can intercept half of the
respondents faced the challenges and remaining have not faced any challenges.

28
 ANALYSIS

1. STATEMENT-A: You are familiar with the concept of upskilling and

reskilling

STATEMENT-B: You are company has upskilling and reskilling method

Table showing correlation

A B
A 1
B 0.369112 1

INFERENCE:

From the above table we observe that the test value of correlation is 0.4 Is in
between 0 and 0.3. Hence these statements are related but they have moderate
and positive relationship.

29
 Table showing anova

Regression Statistics
Multiple R 0.369112
R Square 0.136244
Adjusted R Square 0.128924
Standard Error 0.39137
Observations 120

ANOVA
DF SS MS F Significance F
Regression 1 2.850898 2.850898 18.6126 3.35E-05
Residual 118 18.0741 0.15317
Total 119 20.925

Standard Upper Lower Upper

Coefficients Error T Stat P-value Lower 95% 95% 95.0% 95.0%
Intercept 0.894461 0.084537 10.58077 8.36E-19 0.727056 1.061866 0.727056 1.061866
Your company has
upskilling and reskilling
method 0.206587 0.047885 4.314232 3.35E-05 0.111762 0.301412 0.111762 0.301412

H0: your company doesn't provide upskilling and reskilling method hence you
are not familiar with it

H1: your company provides upskilling and reskilling method hence you are
familiar with it

Inference: From the above table the value of anova is 18.6 and the
corresponding significance value is 0.00 which is less than 0.05 hence we reject
null hypothesis and accept alternative hypothesis. Therefore your company does
provide upskilling and reskilling method hence you are familiar with it

30
 2 .STATEMENT-A: The methods used by company for upskilling and
reskilling training

STATEMENT-B: These were relevant to the job you perform

Table showing correlation

A B
A 1
B 0.540649 1

INFERENCE:

From the above table we observe that the test value of correlation is O.5Is in
between 0.4 and 0.6. Hence these statements are related but they have Moderate
and positive relationship’

31
 Table showing anova

Regression Statistics
Multiple R 0.518374
R Square 0.268711
Adjusted R
Square 0.262461
Standard Error 0.728564
Observations 119

ANOVA
DF SS MS F Significance F
Regression 1 22.82013 22.82013 42.99151 1.55615E-09
Residual 117 62.10424 0.530805
Total 118 84.92437

Standard Upper Lower Upper

Coefficients Error T Stat P-value Lower 95% 95% 95.0% 95.0%
Intercept 0.874187 0.147909 5.910308 3.44E-08 0.581260906 1.167112 0.581261 1.167112
2 0.572066 0.087248 6.556791 1.56E-09 0.399275869 0.744855 0.399276 0.744855

H0: The methods used in the company for upskilling and reskilling are not
relevant to the job you perform

H1: The methods used in the company for upskilling and reskilling are relevant
to the job you perform

Inference: From the above table, the value of Anova is 42.9 and the
correspondent significance value is 0.00 which is lesser than 0.05 hence we
accept Alternative hypothesis and reject Null hypothesis. Therefore the methods
used by the company for upskilling and reskilling training were relevant to the
job you perform.

32
3. STATEMENT - A: The methods implemented by the organization to upskill
were easy to cop up

STATEMENT-B: Whether the upskilling and reskilling programmes helped

you to reach the earning potential

Table showing correlation

A B
A 1
B 0.597428

INFERENCE:

From the above table we observe that the test value of correlation is O.5Is in
between 0.4 and 0.6. Hence these statements are related but they have Moderate
and positive relationship.

33
 Table showing anova

Regression Statistics
Multiple R 0.585469
R Square 0.342773
Adjusted R
Square 0.337156
Standard Error 0.72013
Observations 119

ANOVA
DF SS MS F Significance F
Regression 1 31.64461 31.64461 61.0208 2.69E-12
Residual 117 60.67472 0.518587
Total 118 92.31933

Standard Upper Lower Upper

Coefficients Error T Stat P-value Lower 95% 95% 95.0% 95.0%
Intercept 0.766413 0.145754 5.258252 6.64E-07 0.477754 1.055072 0.477754 1.055072
3 0.583559 0.074704 7.811581 2.69E-12 0.435611 0.731508 0.435611 0.731508

H0: The methods implemented by the organisation did not help you to reach the
earning potential

H1: The methods implemented by the organisation did help you to reach the
earning potential

Inference: From above table the Anova value is 61.0 and the correspondent
significance value is 0.00 which is lesser than 0.05, hence we reject Null
hypothesis and accept Alternative hypothesis Therefore the methods used by
the organisation did help you to reach the earing potential

34
 CHAPTER-VI
CONCLUSION ANDFINDINGS
 FINDINGS

• It is observed that employees are familiar with the concept of upskilling and
reskilling methods.
• It is found that company has concept of upskilling and reskilling methods.
• It is observed that people prefer to work for a company that offers upskilling
and reskilling opportunities.
• It is observed that the resources are required to implement the reskilling and
upskilling training.
• It is observed that mangers and superiors supports the employees in upskilling
and reskilling training.
• The study concluded that employees are satisfied with the training opportunities
that they have received in upskilling and reskilling.
• It is found out that the perception of employees is excellent about receiving
upskilling and reskilling training.
• It is founded that training methods used by the company for upskilling and
reskilling were effective.
• It is observed that all the methods used by the company were relevant.
• It is observed that employees did not faced any challenges while upgrading their
skills.
• It is observed that staying back after office hours was the challenge faced by the
employees.
• It is observed that the methods implemented by the organisation to upskill were
easy to cop up.
• It is observed that upskilling and reskilling programmes helped the employees
to reach the earning potential.
• It is observed that there was post period change upskilling and reskilling for
employees.

35
 CONCLUSION
The impact of reskilling and upskilling on human resource is highly positive.
By investing in training and development programs, organization can equip their
employees with new skills and knowledge , allowing them to adopt changing
job requirement and remain competitive in the job market. This can lead to
increased employees job satisfaction ,improved productivity and efficiency and
ultimately better business outcomes.

Reskilling and upskilling programs can also help employees stay relevant and
adaptable in their careers, enabling them to take on new roles and
responsibilities .And reskilling and upskilling have become increasingly
important for human resources in the modern workforce. It is essential for
employees to acquire new skills and knowledge to remain competitive in the job
market .In addition ,reskilling and upskilling can benefit organizations by
increasing their competitive advantage ,improving their competitive advantage
improving their ability to innovate and promoting a culture of continuous
learning and development. It can also help organizations to address skill gaps
and talent shortages and reduce the costs associated with recruitment and
onboarding .With rapid technological advancements and changing work
dynamics, it has become necessary for individuals and organization to keep up
with the changing trends. Reskilling and upskilling not only enhance the skills
and competencies of the employee but also help them to adapt to new roles and
responsibilities. Upskilling and reskilling programs also lead to greater career
growth opportunities for employees which can lead to higher levels of employee
engagement and motivation.

Reskilling and upskilling are critical strategies for organization to remain

competitive in today’s rapidly evolving job market ,while also supporting the
growth and development of their employee and reskilling and upskilling are
essential for both employees and employers in today’s fast paced and constantly
evolving job market. The impact of reskilling and upskilling on human resource
is positive and far-reaching, benefiting both employees and oragnizations.

36
BIBLIOGRAPHY
 References:

Https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/sustainingemployeeengagement.aspx

Https://blog.imocha.io/upskilling-platforms

Https://elearningindustry.com/upskilling-and-reskilling-programs-for-
employees-top-content-providers

Https://www.iberdrola.com/talent/reskilling-upskilling

Https://skillup.tech/reskilling-vs-upskilling-whats-the-difference/

Https://blog.commlabindia.com/elearning-design/elearning-popular-
platforms-employee-upskilling-reskilling

WEBSITES:

Www.shodhganga.com

Www.googlescholar.com

37
ANNEXURE
 QUESTIONNAIRE

IMPACT OF RESKILING AND UPSKILLING ON HUMAN RESOURCE

NAME

AGE

GENDER

▪ FEMALE
▪ MALE
COMPANY NAME
YOU ARE WORKING WITH COMPANY SINCE
▪ 0-5
▪ 5-10
▪ 10-15
▪ 15-ABOVE
SALARY
▪ 0-3L
▪ 4-6L
▪ 7-9L
▪ 9-12L

38
1.Your familiar with the concept of upskilling and reskilling
▪ Yes, definitely
▪ Yes, slightly

2.Your company has upskilling and reskilling method

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly disagree

3.You prefer to work for a company that offers upskilling and reskilling opportunities

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly Disagree

4.According to you, the resources which are required to implement the reskilling and upskilling

▪ Time
▪ Budgets
▪ Trainers
▪ Tools
▪ All the above

5.Mangers and supervisor supports the employees in upskilling and reskilling training

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly disagree

39
6.You are satisfied with the training opportunities that you have received in upskilling and
reskilling

▪ Highly satisfied
▪ Satisfied
▪ Dissatisfied
▪ Highly dissatisfied

7.Perception of employees about receiving upskilling training

▪ Excellent
▪ Good
▪ Poor
▪ Pathetic

8.The methods used by company for upskilling and reskilling training

▪ Training
▪ Workshop
▪ Seminar
▪ Counselling

9.These were relevant to the job you perform

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly disagree

10.You faced any challenges as an employee while you were upgrading your skills

▪ Yes
▪ No
▪ May be

40
11.What challenges you have faced

▪ No superior support
▪ Lost personal space/time
▪ Stay back after office hours
▪ No relieved from duty
▪ All the above

12.The methods implemented by the organization to upskill were easy to cop up

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly disagree

13.Whether the upskilling and reskilling programmes helped you to reach the earning potential

▪ Strongly agree
▪ Agree
▪ Neutral
▪ Disagree
▪ Strongly disagree

14.You observe any change post period of upskilling and reskilling

▪ Yes
▪ No
▪ Maybe

41