Wipro is an IT, consulting, and business process services company with global reach, headquartered in Bengaluru, India. Wipro assists its clients to make the most of digital technology, focusing upon emerging technologies and areas such as cognitive computing, hyper-automation, robotics, cloud services, and analytics.
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You have 13 minutes to answer 10 questions. Each question describes a workplace situation and four possible responses. For every question, select the response you believe would be MOST effective and the response you believe would be LEAST effective. There are no trick questions; judge each response on how well it would work in the situation described.
About this test: this is one of a set of practice tests covering the areas Wipro’s assessment process typically includes. It is written by us: it is not Wipro’s own assessment and these are not Wipro’s questions.
Question 1 of 10
You are a client services associate at Wipro. A client, Penrose Timber, emails asking when the revised proposal document will reach them. The two people writing it are running a workshop for another client until Thursday and have not said how much is left to do. The client’s finance director wants a date this morning to put into a board pack that goes out this afternoon. Which response below would be most effective, and which would be least effective?
Most effective: D. Reply now that you cannot give a date until you have spoken to the two writing it, since only they know what is left, and say what time today you will come back.
Least effective: C. Tell the client the document will be ready on Friday for the board pack, and ask the two writing it to work to that date.
A: Leaves the client with nothing to plan with: a refusal with no time attached reads to them exactly like silence until Thursday.
B: Buys a date by breaking into a workshop: the question is small, and the interruption lands in front of the people they are with.
C: States a date as fact when nobody has checked it: the board pack carries Friday, and the two writing the document first hear of the commitment when they come back.
The most effective response is to reply that you cannot give a date until you have spoken to the two writing it, and say what time today you will come back. It answers the client inside their morning, it commits you to a time rather than to a guess, and the date they eventually put in the board pack comes from the people doing the work. It beats replying that no date can be given until Thursday, because a refusal with no time attached leaves the finance director exactly where they started. It beats interrupting the workshop for a date now, because the question is small enough to hold for a few hours and the interruption lands in front of other people. The least effective response is telling the client the document will be ready on Friday: the other three all leave the date resting on somebody who knows how much work is left, whereas this one puts a figure you invented into a document the client’s board will act on. The principle: give the client a time for the answer rather than an answer you have not got.
Question 2 of 10
You are a client services associate at Wipro, and your team is finishing a proposal for the next phase of a client’s work. One of the client’s managers, who sits on the group choosing who does that work, offers you a pair of concert tickets for Saturday as a gift. The proposal goes in on Monday. Which response below would be most effective, and which would be least effective?
Most effective: B. Tell the manager leading the proposal today that the offer was made, so that they can decide what is said back to the client's manager before Monday.
Least effective: C. Accept the tickets as a personal gift and go on Saturday, and leave the proposal team to finish the submission without any of this coming up.
A: Negotiates the timing of a favour: the offer is still tied to a decision you want to go your way, and all that changes is when it is taken.
C: Takes a gift from somebody choosing the supplier: the proposal goes in on Monday, and nobody on your team knows there is anything about it to declare.
D: Handles it alone and leaves no record: the refusal is right, and the team putting the proposal in has no idea the offer was ever made.
The most effective response is to tell the manager leading the proposal today that the offer was made. It puts a fact your team needs in front of the person running the proposal while there are three days to use it, and it leaves the answer to the client’s manager with somebody who owns the relationship. It beats refusing the tickets politely and leaving the matter there, because a refusal only you know about leaves your team submitting on Monday without knowing what was offered on Friday. It beats saying you will take the tickets once the supplier decision has been made, because moving the concert to after the decision keeps the link between the two and simply makes it harder to see. The least effective response is accepting the tickets as a personal gift and going on Saturday: the other three all end with nothing personal passing between you and somebody who is choosing the supplier, whereas this one accepts it and keeps the whole thing off your own team’s books, so the proposal goes in with an obligation attached that nobody else can see. The principle: an offer from somebody deciding your work is not yours to accept, refuse or manage alone; report it the same day.
Question 3 of 10
You are a strategy analyst at Wipro, six weeks into a review for a client. Three emails arrive this morning from the client’s finance team, discussing which sites they intend to close and asking you to comment. Site closures are nothing to do with your review, and you appear to have been added to the list in error. The three emails have also gone into the engagement’s shared record of correspondence. The manager running the engagement is with the client all day. Which response below would be most effective, and which would be least effective?
Most effective: D. Reply to the finance team saying you think you were included in error and asking them to check, then message the manager with what has arrived.
Least effective: C. Remove the three emails from the engagement's shared record, and carry on with the review as though the finance team had never included you at all.
A: Waits while the list keeps sending: the finance team believe you are reading and expect comments, and a day goes by with more arriving.
B: Treats the symptom as the whole problem: replying confirms you as a recipient, and the list carries on sending you a discussion you were never meant to be in.
C: Alters a record of what the client sent: the correspondence file stops matching what happened, and if the client asks next month who saw the site plans there is nothing to answer with.
The most effective response is to reply to the finance team that you think you were included in error, then message the manager. It stops the emails arriving, it does so through the people who control the list, and it puts your own account of what reached you in front of your manager the same day rather than after somebody notices. It beats leaving the emails unopened until the manager is back this evening, because a day of leaving them unopened is a day in which the finance team expect comments and keep sending. It beats answering the parts that touch your review and leaving the closures alone, because answering some of it confirms you as a reader of all of it and leaves the underlying mistake in place. The least effective response is removing the three emails from the engagement’s shared record: the other three all leave a true account of what arrived, whereas this one takes the client’s own emails out of the file that records them, so the one document that could later show exactly what you received and when has been made to say something that is not true. The principle: when something reaches you that should not have, fix the route and keep the record; never the other way round.
Question 4 of 10
You are a reporting analyst at Wipro, producing the weekly figures a client’s operations meeting runs on. Every set of figures is compared against the source extract by a second analyst before it leaves your team. The client’s operations manager rings an hour before their meeting and asks for this week’s figures now. The comparison has not been done. Which response below would be most effective, and which would be least effective?
Most effective: A. Tell the operations manager the figures are still being checked and will reach them within the hour, since the comparison is outstanding, and ask what they need.
Least effective: D. Release this week's figures to the meeting straight away, and run the comparison against the source extract afterwards while the meeting is under way.
B: Answers a question nobody asked: last week's numbers tell the operations meeting nothing about the week they are meeting about, and the hour is spent on them anyway.
C: Moves the cost onto a colleague: another client's work is dropped to avoid a one minute conversation about when the figures will be ready.
D: Breaches a stated check: the meeting takes decisions from numbers nobody has compared against the source, and the client cannot see that the step was skipped.
The most effective response is to tell the operations manager the figures are still being checked and will reach them within the hour. It gives the operations manager a straight answer inside their own timing, it leaves them to decide what to do with the hour, and what reaches the meeting has been through the comparison the client is relying on without knowing it. It beats sending last week’s figures instead, because numbers from the week before answer a question the meeting is not asking, and this week is still missing. It beats asking the second analyst to stop their own client work and do the comparison now, because another client loses their analyst to save a conversation about timing that takes a minute to have. The least effective response is releasing the figures straight away and running the comparison afterwards: the other three all leave the meeting either waiting or told what it is waiting for, whereas this one puts uncompared numbers in front of people who will decide on them, and the one step that would have caught an error is gone without the client ever knowing it existed. The principle: tell a client where a check stands rather than dropping the check to hit their clock.
Question 5 of 10
You are an application support analyst at Wipro, working through a list of system changes the client agreed with your team in March. The client’s operations manager asks you to switch off a warning message his staff find irritating. It is not on the list, and the warning was put there at the request of the client’s finance team. Which response below would be most effective, and which would be least effective?
Most effective: C. Tell the operations manager you cannot switch it off today, and put his request to the manager running the engagement and to the client's finance team so that it can be agreed.
Least effective: A. Switch the warning off on the client's live system yourself that afternoon, since you have the access and it takes ten minutes, and mention it at the next weekly call.
A: Breaches an agreed limit on what you change: the finance team asked for that warning, and the first they know of it going is when it stops appearing.
B: Acts before the decision is made: a demonstration is a day spent on a change the client's finance team may well refuse.
D: Closes a reasonable request rather than routing it: the client's manager is told no by the one person on the engagement who cannot decide it.
The most effective response is to tell the operations manager you cannot switch it off today and put his request to the finance team. It gives the operations manager a straight answer today, it does not leave his request lying where nobody picks it up, and it takes the question to the two parties who between them can say yes: your own engagement and the people who wanted the warning. It beats telling the operations manager the warning is not on the agreed list and leaving it at that, because a reasonable request from the client is killed by the one person with no authority to decide it. It beats switching the warning off on the test system to show the operations manager what it would look like, because time spent showing what the change would look like is spent before anybody has said the change is allowed. The least effective response is switching the warning off on the client’s live system yourself that afternoon: the other three all leave the decision with the people who own it, whereas this one takes it on your own account and removes something the client’s finance team asked for, so they discover it from its absence. The principle: when a client asks for something outside what was agreed, route it, and never settle it yourself with the access you happen to hold.
Question 6 of 10
You are a technology analyst at Wipro, reviewing a client’s new payments system with a colleague from your team. You have each counted the failed transactions in last month’s data and your totals differ by nearly a thousand. Only one of the two counts can be right, and each of you has already sent your own figure to a different person on the client’s side. A joint session with the client’s project team is tomorrow afternoon. Which response below would be most effective, and which would be least effective?
Most effective: C. Sit down with your colleague today and work through both counts against the same data until you can see where they part, then take one agreed number into tomorrow's session.
Least effective: B. Tell the client's project sponsor in front of the team that your colleague has misread the data, and set out your own numbers as the ones to use.
A: Sends a question upwards that is answerable here: the manager cannot pick between the counts without doing the comparison the two of you could do today.
B: Undermines a colleague in front of others: the disagreement is about a number, and it is settled in the client's hearing by discrediting the person rather than by comparing the working.
D: Checks the wrong thing: repeating your own arithmetic cannot show which of two different methods produced a gap of a thousand transactions.
The most effective response is to work through both counts with your colleague today until you can see where they part. The client already holds two numbers, only one of them can be right, and the fastest route to a single figure is the two people who produced them sitting with the same data before the session. It beats rechecking your own count tonight and giving your figure as the verified one, because repeating your own arithmetic tests your care and not the difference between two methods. It beats asking the manager running the engagement to decide which count the client should be given, because the manager cannot choose between two counts without the comparison that neither of you has done yet. The least effective response is telling the client’s project sponsor in front of the team that your colleague has misread the data: the other three all end with the client being given one number worked out properly, whereas this one settles a question about data by discrediting a colleague in front of the client’s own people, which leaves the count no better established and your colleague working alongside people who watched it. The principle: reconcile the numbers with the person who produced the other one, and never in front of the client.
Question 7 of 10
You are a project analyst at Wipro, supporting a programme at a water company, Wrenfield Water. Ten minutes before the client’s steering group meets, the manager running the engagement is called away and asks you to take the plan through for them. There are slides prepared for the client, and a second set the team keeps for itself with the unresolved risks written out bluntly, which the team agreed last month is never shown to the client. Which response below would be most effective, and which would be least effective?
Most effective: C. Present the client slides, say plainly which parts the manager would have taken further and which questions you cannot answer today, and take those away for an answer tomorrow.
Least effective: B. Present from the internal set instead, because you know those slides best and the risks are written out plainly on them, then take the steering group's questions.
A: Reads rather than represents: the group gets a document it could have read itself, and the questions the manager left behind go unanswered.
B: Breaches a limit the team set on those slides: the client reads unresolved risks in the team's own blunt words, in a meeting nobody prepared them for.
D: Gives the client a delay instead of an update: the steering group meets today and leaves with nothing, when most of the plan could have been taken through.
The most effective response is to present the client slides and say plainly which questions you cannot answer today. Ten minutes is enough to take a prepared set of slides through honestly, and naming the limits of what you can answer is what keeps the client’s trust in a meeting you did not expect to run. It beats asking the steering group to hold the item over until the manager is back, because the steering group meets today and most of the plan could have been covered. It beats reading the client slides as they stand and answering nothing beyond them, because reading a document aloud gives the room nothing it could not have got by opening the file. The least effective response is presenting from the internal set because you know those slides best: the other three all stay inside what the client was meant to see, whereas this one puts the team’s own blunt account of the risks in front of them with no preparation, which is a different thing from being underprepared. The principle: being unprepared is survivable; showing the room the material it was never meant to see is not.
Question 8 of 10
You are a client services associate at Wipro, three weeks into supporting the Harnwell Utilities account. One of their team rings you, angry that a report she was told she would get two months ago has never arrived. That was before you joined the account, and you do not yet know what happened to it or whether anybody is working on it now. Which response below would be most effective, and which would be least effective?
Most effective: B. Say you will find out today what happened to the report and agree a time to ring her back, since whoever was on the account can tell you.
Least effective: C. Promise her the report will reach her by the end of the week, so that the call finishes on a better note, and start looking into what became of it afterwards.
A: Puts the next step back on the person complaining: she has waited two months already, and the search is asked of her rather than done by the people who mislaid it.
C: Gives an assurance you cannot back: you do not know whether anybody is working on the report, and she now plans her week around a date invented to end a difficult call.
D: Delays an answer you could start now: two months have already gone, and she is given another three days of silence to show for the call she has just made.
The most effective response is to say you will find out today what happened and agree a time to ring her back. It commits you to something you can actually deliver, it gives her a fixed point to expect, and it sends the question to the people who hold the answer. It beats apologising and asking her to send the original request over again, because when you joined is your problem and not hers, and it spends the call on explaining rather than on the report. It beats putting the complaint on the account record for the manager to pick up on Thursday, because a note on a record leaves her waiting three more days for the first move on a request that is already two months old. The least effective response is promising the report by the end of the week and looking into it afterwards: the other three leave her with a true picture of where the report stands, whereas this one buys a calm end to the call with a date nobody has any basis for, so she plans around it and finds out later that it was never real. The principle: give an upset client a commitment you can keep, not the answer that makes the call end pleasantly.
Question 9 of 10
You are a programme coordinator at Wipro, and you write the weekly status report the client’s senior managers read. A milestone due last Friday has not been met: one of its two pieces of work is still open and needs another week. The report goes out this afternoon, and the manager running the engagement is with a client until five. Which response below would be most effective, and which would be least effective?
Most effective: B. Write the report showing the milestone as missed, with the new date and what is still open, and send it to the manager running the engagement before it goes out this afternoon.
Least effective: D. Mark the milestone as complete in this week's report and put the piece that is still open into next week's actions, so the report the client reads shows the plan on track.
A: Delays a report the client plans their week around: the wording improves, and the report they expected this afternoon arrives after they have gone.
C: Removes the item the report existed to carry: the client's managers read a status report that is silent on the one thing that changed this week.
D: Alters a record the client acts on: the milestone reads as met in the one document their senior managers use, and the week that was lost has disappeared from it.
The most effective response is to write the report showing the milestone as missed with the new date and what is still open. The report is yours to write, the missed date is a fact you hold, and writing it plainly with the new date gives the manager something to correct in the ten minutes before it goes rather than a decision to make from nothing. It beats holding the report back until the manager is free at five, because a report that arrives after the people who read it have left has missed the week it describes. It beats sending the report on time with the milestone left off it altogether, because a status report with the changed item removed is worse than a late one: the client reads it and learns nothing. The least effective response is marking the milestone as complete and moving the open piece into next week’s actions: the other three all leave the client able to see, sooner or later, that the date moved, whereas this one makes the record say the milestone was met when it was not, so decisions get taken on a plan that is only on track on paper. The principle: write down what happened, on time, and let the people who own it decide what to do about it.
Question 10 of 10
You are an insight analyst at Wipro, producing the monthly reports for a housing association, Calderbeck Housing. Their head of operations rings you directly: the feed that loads their case records has failed for three days and her team is back on paper. The feed is run by two colleagues you do not work with and you have no access to it. She wants to know today when it will be working, and your own reports are due on Friday. Which response below would be most effective, and which would be least effective?
Most effective: B. Take the details from her, say you will find out who is fixing it and come back to her with an answer today, then put it to the manager running the engagement this morning.
Least effective: A. Give her the name of the colleague who runs the feed, tell her to ring them herself, and go back to the reports that are due on Friday.
A: Passes the problem on without owning it: the client is sent to chase your own firm three days into an outage, and nobody on your side is left holding the question she rang about.
C: Delays an answer the client needs today: the meeting is tomorrow, and her team is working from paper now.
D: Treats the symptom and not the outage: one report built by hand still leaves the feed failing and nobody chasing it.
The most effective response is to take the details, find out who is fixing it and come back to her today. She gets a named person holding her question today, and the outage reaches somebody who can move it while her team is still working on paper. It beats raising it at tomorrow’s team meeting and telling her somebody will be in touch, because tomorrow’s meeting is a day away and the answer she asked for is needed today. It beats rebuilding this month’s report by hand and leaving the feed for somebody else to raise, because rebuilding one report by hand leaves the feed failing and nobody chasing it. The least effective response is giving her the colleague’s name and telling her to ring them herself: the other three all leave somebody on your side holding the client’s question, whereas this one moves her onto a colleague and out of your sight, three days into an outage she has already had to chase. The principle: work can be handed to the right person without handing the client away with it.
Wipro uses a variety of tests during recruitment to assess candidates’ technical skills, problem-solving capabilities, and how well they align with the company’s values and work ethic.
Wipro lists several early career programmes. Check the programme name on your invitation before choosing preparation.
Elite, Turbo, WILP and other programme routes
Wipro’s early careers page distinguishes engineering hiring programmes such as Elite and Turbo from the Work Integrated Learning Program (WILP). It does not publish a shared assessment question count or timing across them. Use the instructions for the programme you applied to.
Process sources checked 11 September 2026 · Your invitation takes priority for role and location details.
The free test shows you the style. A pack gives you the hour: blended, marked, with the working shown.
Wipro has career opportunities for students, graduates, and experienced professionals in over 50 countries.
The company works across the following areas: technology, delivery, digital, consulting, sales, digital operations & platforms, and corporate functions.
All vacancies for experienced hires can be found via a career search on the Wipro website.
The Ascent Program is Wipro’s entry-level career program designed to train technology leaders. If you are interested, look out for Wipro recruiters on your university campus.
The Cohorts Program allows rotations across different areas of Corporate Finance, and the Legal Program provides graduates the same opportunity for Corporate Law.
Wipro also looks for top engineering graduates, recruiting them through its Elite National Talent Hunt.
MBA graduates can apply for Wipro’s 15-month Global 100 Leadership Development Program, which is used to train and recruit Global Business Managers.
Company culture
Wipro seeks talented individuals who embody the ‘Spirit of Wipro’. This culture is underpinned by four core values, which are:
To secure a job role or program place with Wipro, you’ll need to express your alignment with these values alongside your strengths and skills.
The Wipro career process is a multi-stage, competitive process. To progress, you’ll need to perform strongly at each stage, as the applicant pool is streamlined at each hurdle in the process.
The hiring process involves an online application, online psychometric tests, and a minimum of two interviews.
The first step in the recruitment process is to complete an online application via the Wipro Careers website. You’ll need to log in to the career portal and create a profile.
The application will ask you to provide details of your educational background, work experience, and any other relevant information. You may also be required to answer a few questions based around your motivation for the role, and for working for Wipro. Questions will vary depending on the vacancy and career level.
Applications can be logged for specific roles, or a general expression of interest can be submitted so that your details are logged on the system for when a suitable role arises. Note, however, that applications for specific vacancies will be given first consideration.
If your application passes the screening stage, you’ll be invited to sit for an online assessment. The tests set as part of this assessment differ depending upon the particulars of the vacancy and its career level, but most assessments assess key cognitive skills through three main areas:
The verbal reasoning section assesses a candidate’s ability to rapidly understand and analyze written information. You’ll be presented with passages of text and asked a series of questions related to its content. These will be multiple-choice and involve:
Vocabulary – Vocab questions will cover contextual vocabulary, synonyms, and antonyms.
Grammar – Grammar questions will involve looking at sentence construction, tenses, articles, subject-verb agreement, propositions, conjunctions, use of speech, and identifying grammatical errors.
Reading Comprehension – Reading comprehension questions will require candidates to analyze text, summarize, make inferences, deconstruct arguments, and place statements in order.
You will need to answer 22 questions in 18 minutes.
The logical reasoning section of the test contains deductive, inductive, and abstract reasoning questions. These will cover topics such as inferred meaning, number and word sequences, analogies, classification, relationality, and data sufficiency to test your logical ability.
There will be 16 questions to answer in 16 minutes.
The quantitative aptitude test involves:
Basic mathematics – These questions require your knowledge of factors, division, averages, ratios and proportions, decimal fractions and powers, algebra, surds, and indices.
Applied mathematics – These questions involve calculations on profit and loss, simple and compound interest, time, speed and distance, inverse and direct proportionality, and time and productivity. They may also involve shapes as well as numbers.
Engineering mathematics – The engineering math questions involve geometry (and coordinate geometry), probability, logarithms, permutation and combinations, and technical diagrams involving force and volume (depicting levers, pulleys, pipes, and cisterns).
Use your programme invitation for the question count and time allowed. Wipro’s public early careers guide does not specify a single shared assessment format.
Depending upon your business area, you may also be presented with an additional technical section (involving a coding test) or an essay writing task.
The coding test may involve basic online programming, data structures, and object-oriented programming (OOP).
Each section of the overall assessment is timed individually, so you’ll need to work through the questions at a steady pace. If you fail to complete a section within the given time limit, you’ll automatically be moved on to the next thematic set of questions.
The assessment is not negatively marked, so if you are stuck on an answer, it is worth giving it your best guess.
If you achieve a high score on the online assessment, you’ll be invited to interview. The interview process might consist of two rounds: a technical interview and an HR interview round.
The first interview is a technical/functional interview with representatives from Wipro’s business and talent acquisition teams. Depending upon the circumstances, this interview may be held in person at a Wipro office or conducted virtually.
As this is the first time you’ll meet a member of the Wipro recruitment team, seek to convey both your skills and your personality. It is important to showcase your experience, expertise, and knowledge, alongside why you would be a great cultural fit for the company.
All your answers should be backed up with evidence, so spend some preparation time reviewing the job description, matching your skills and experience to the criteria, and articulating the connections succinctly.
If you are applying for a technical role, be prepared to answer technical, detail-oriented questions in the interview.
Your second interview will be with a member of the HR team. This interview will explore your motivation for the job role, your behavioral preferences, and your alignment with the company culture and values.
Wipro outlines six interview tips – referred to as the ‘6 Ps’ - on its website. These are:
Punctuality – Arrive at least 15 minutes before your interview is due to begin.
Presentation – Present yourself professionally, by wearing smart clothing.
Preface – Shake hands confidently and introduce yourself whilst engaging in eye contact.
Preparation – Research Wipro and your chosen role. Come with an awareness of Wipro’s activities, recent developments in the sector, and the competitor landscape.
Proficiency – Be honest and confident. This comes with practice, so rehearse through mock interviews and adjust how you present yourself accordingly. Illustrate your strengths and convey an awareness of your weaknesses (and how to combat them).
Phraseology of the body – Be aware of your body language throughout the interview. Good posture, eye contact, and a relaxed demeanor are important for creating a good impression.
If you’ve impressed the hiring team throughout the process, you’ll receive an offer to join the company. If you are unsuccessful, after six months have elapsed, you will be able to reapply for a role at Wipro.
Wipro is a trademark of its respective owner. Practice Aptitude Tests is not affiliated with Wipro and our practice tests are not endorsed by them. Visit Wipro careers.
