Insights from Best Employers 2016

Case Studies | Best Employers 2016

Case study – IndiGo
Case study – Tata Communications
Case study – Reliance Capital Asset Management (RCAM)


Case study – IndiGo

About the organization

IndiGo commenced operations in August 2006, as a lowcost airline in a competitive and highly regulated Indian aviation space and today, is the largest airline in India with highest market share and a fleet of 104 aircrafts. In August 2015, IndiGo placed an order of 250 Airbus 320 aircrafts worth USD 27 billion, making it the largest single order ever in Airbus history. It operates close to 700+ flights daily and is now regarded as the second largest low-cost carrier in Asia.

Responding to changing times

As industry estimates peg India to be the world's largest aviation market by 2030, there is a greater need for the business to be agile and for the HR function to be a partner at every step in the journey. Instead of being dragged down by environmental challenges around a changing market scenario, volatile rupee, fuel prices and talent crunch, the mantra for the leadership team and HR has been about constantly looking to "be better than who we were yesterday" . This urge to stay humble and strive to be better permeates throughout the organization and the guiding principles continue to centre around "on time", "courteous service/hassle free", and "low fare"

In a recent press interaction Mr. Aditya Ghosh (President, IndiGo) highlighted " IndiGo stands for "on time", "courteous service/hassle free", and "low fare" and for our customers, every touch point at every level is what creates this experience. Customers will rarely meet anybody from the corporate office, they will not meet me, and so I do not have much influence on their experience. Their brand experience is sum total of their interaction with our employees, be it on the ground, at the check-in counter, at boarding, during the flight, when collecting their luggage, when interacting with our customer support, etc. Thus, it becomes all the more important that each and every employee in the company abides by the three guiding principles."

Journey of becoming winning workplace through creating differentiated employee experience

The urge to create a winning workplace translated into drawing on key marketing principles to create a differentiated employee experience. The focus on enlivening 5 P's of Product, Place, Promotion, Price and People, in light of the guiding principles of being "on time", "courteous service/hassle free", and "low fare" was enabled by:

  • Ensuring alignment of practices with business product and services
  • Effective implementation at the right place and right time
  • Promoting its practices to the target audience to encourage participation and involvement
  • Showcasing business impact (talk in terms of numbers)
  • Segmenting employee population and adapting to each segment

A closer scrutiny of employee experience, leadership's vision and design of people programs, practices and policies brought to light certain organization actions that showcase how the organization is focusing on bringing alive a customer grade experience for its employees across all touch points:

IndiGo Heroes

IndiGo Heroes was a campaign that was launched with the intent to showcase aspects of the organization culture of helping people maximize their potential at work and in their personal lives. IndiGo operates with the belief that the most powerful employer branding tool is to showcase personal and professional success stories of organization colleagues. These inspiring stories are featured in the Inflight 'Hello 6E' magazine, corporate website, intranet 'My 6E World', social media, as well as display boards 'Rendezvous Corners' at offices.

In addition to IndiGo Heroes, IndiGo has created another internal platform for employees to showcase their personal achievements, branded as 'We are Winners'. Through this platform select success stories' employees are invited for a special high-tea session with Mr. Aditya Ghosh & the Leadership team to share their story. They are also felicitated with a certificate & a gift voucher.

All recruitment specialists at IndiGo wear "Come fly with me" t-shirts at all the recruitment drives which marks them as a specialized IndiGo team on the hunt for best talent. The t-shirts have the caption "Get the power to make a change" on the reverse side which is a call for all talented people to build their careers with IndiGo and unleash their full potential.

Underlying this initiative is the organization focus on making sure that the employee successes outside of work are celebrated and encouraging greater participation and involvement.

Hassle free and high performance rewards

Flexi-Flying Options

While the organization focuses on being "courteous and hassle free" for its customers the same experience is extended to the employees through the "Flexi Flying" program. Flexi-flying option is a first of its kind initiative in the history of Indian aviation. The new flexible flying contracts for pilots include a total of 8 kind of flying patterns and associated work contracts. This gives them a flexibility to opt for the rewards pattern they like the best and either choose for more monetary compensation or more time off. The crew can earn up to 15% more by selecting a flying pattern over and above the standard flying pattern. This flexibility helps drive performance and the at the same time offers convenience to choose what is best suited to individual needs.

Sector Pay

Sector Pay is an incentive program for pilots and cabin crew which helps them maximize their earnings by choosing to fly additional hours. The program works on increasing incentive for every additional range of hours they fly over and above the standard hours of flying as per their contract. The concept of sector pay gives them a potential to earn compounded incentive up to 20% extra on the average base pay.

Efficiency and Longevity Bonus

Organization focus on offering an "on time" experience to customer is driven by encouraging employees across various front line roles including airport operations and crew to minimize their unplanned leave and reward them for improved efficiency. Employees get a fixed amount as efficiency bonus if they do not take unplanned leave for 6 months. This has in turn helpedin bringing a lot of predictability in operations by drastic reduction in noshows of staff on duty. The longevity bonus also helps to underline the organization commitment towards efficiency by rewarding eligible employe`es to renew their flying contracts and be rewarded with up to 3 times their total pay for the month in lieu of their continued faith and commitment to the organization.

6E Fly High and Family Fly Programs

With the intention of bringing consistency in the organization's promise with each new hire, the airline decided to leverage their existing brand ambassadors (i.e. their existing employees) to invite their friends and families to build a career in flying. 6E Fly High and Family Fly Programs were conceptualized to give a platform to the employees and even their families for an opportunity to build a career in flying. Over the years, many IndiGo employees had expressed that it was a dream for them to become a pilot. However, since the pilot training programs are expensive and there was no guarantee of getting employment post training, most of these employees never attempted to realize their dream.

With this feedback and Mr. Aditya Ghosh's focus on creating an organization to nurture dreams and careers, these programs were launched. IndiGo today sponsors 75% of the training fees for the top 3 students and 25% for rest of the selected candidates under the 6E Fly High program. The program also ensures that all the successful employees are given a role as a full time pilot with IndiGo.

The Family Fly Program on the other hand helps nurture the dream of the family members of the employees. Qualified family members can apply for pilot training and on successful completion of the training, they are assured of induction into the IndiGo pilot team. This program is one of its kind in the industry and helps reinforce IndiGo's culture by giving dream career paths to employees and their family members and at the same time maintaining consistency around the organization's guiding beliefs.

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Case study – Tata Communications

About the organization

Tata Communications Limited (TCL) is a global telecommunications company. As the sixth largest mobile service provider in India, TCL is renowned for its cutting-edge, one-of-a-kind innovation - including the world's only, wholly-owned fibre ring around the world and Ethernet ring serving the Middle East. With a focus on making their customers more efficient, agile and competitive in today's global economy, TCL embarked on a unique journey to align its Strategy, Culture and Employee experience.

TCL Strategy 2.0 hinges on two key criteria – (1) Innovation and (2) Teamwork. Innovation is defined as new products and services, and operational excellence while Teamwork on the other hand refers to crossfunctional collaboration which is mandatory to enable the same. In an increasingly networked organization with, the Culture 2.0 intends to create self-forming accountability driven teams to enable Strategy 2.0.

Leading Change through Culture

HR is defining the "how" of this changing landscape and influencing culture through enabling infrastructure,people programs and practices and inculcating timerelevant leadership and managerial behaviours.

Enclosed are few examples on how TCL is enabling Culture 2.0:

Shape the Future Program

Employees are invited to participate (in cross-functional teams of 2-4 members) for achallenge, related to work or outside of it. Each team generates ideas for overcoming the challenge, and a jury comprisingthe leadership selects the winners. Short-listed teams have the opportunity to visit Silicon Valley for one week to meet Venture Capitalists and thought-leaders to exchange views on their ideas. TCL funds the winning team's idea, and allows them time to pilot and run field demonstrations. One in works now is around Internet of Things!

Project Market Place

On this free-for-all innovation platform, employees have the opportunity to build, launch, and get involved with any idea or pet project—beyond the requirements of their daily jobs. Employees can voluntarily assist a colleague on any project, build their skill profiles and get ratings for their work. Apart from leveraging latent employee aspirations, this platform promotes career mobility and encourages employees to build a network across various functions, practices, and locations.

Analytics-driven Career Portal

Employee feedback indicatedaround 52% of TCL employees were looking for internal career change. Akin to Google Maps approach, TCL's Career Portal allows employees to identify where they are and where they could go in future, before showing them a route to get there. Employees can also view colleagues who have taken the similar routes, and reach out to them for advice.

Winning Mix

TCL's commitment and belief towards creating a workplace that reaps the benefits of diversity makes it the preferred workplace for women. An active Steering Committee comprising top management, and supported by Regional Diversity Leads, work together to socialise, ideate, frame, and implement initiatives in the Diversity & Inclusion ambit.

As part of the talent acquisition strategy, TCL has guidelines for a 60:40 (Men:Women) diversity slate for any open position or replacement, as well as the global Graduate Hire Programme where TCL hires fresh talent from the best global universities. At senior management level, there are goals to hire at least 1 woman at General Manager level or above in the current financial year.

Furthermore, TCL has created an inclusive culture with gender-agnostic flexi-work policiesincluding its adoption, maternity, and paternity leave policies and support assets (phone, laptop, VPN, etc.) that make work-life integration easier during significant life events.

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Case study – Reliance Capital Asset Management (RCAM)

About the organization

Reliance Capital Asset Management Limited (RCAM) is the asset manager of Reliance Mutual Fund (RMF) and subsidiary of Reliance Capital Limited (RCL). As a leading and fast-growing company in India, RCAM has 902 employees, 703 of whom are home-grown talent.

Responding to Changing times through a strong EVP

With each employee staying for an average of five years, career development and progression has been a key area of focus for RCAM leaders. To deliver impact on business, RCAM has aligned their HR strategy with business strategy and set HR KPIs against this.

One of these KPIs is to build a strong Employee Value Proposition (EVP) to enhance the internal employee experience, and develop an employer brand that strengthens RCAM's credibility to attract high-quality talent.

RCAM evolved its people practices around a clearly defined EVP that focused on 4 pillars:

  • Empowerment and Entrepreneurship
    Enable employees to learn and develop on the job in an open, transparent, and empowering culturemaking them entrepreneurs of their own careers
  • Challenging assignments
    Drive employees to meet their potential with tasks that challenge, yet not overwhelm, them
  • Career advancement and growth
    Implement career development processes, including a fast-track programme for high potential
  • Enabling Culture
    Create a working environment that supports employee wellness such as the 'PANKH' program designed for women to develop both professionally and personally; and 'Life Begins at 40' program, providing extensive health benefits for employees over the age of 40 years

Imbibed in its EVP, RCAM's innovative initiative on talent sourcing from diverse industries to promote learning and innovation sets it apart.

Innovative and Strong mix of relevant talent sourced from diverse industries

70% of RCAM's talent comes from outside the AMC (Asset Management Company) industry and 38% from outside BFSI (Banking, Financial Services, and Insurance). These include a diverse range of industries such as Telecommunications, e-Commerce, and FMCG, which are not random sector picks but carefully identified basis the business challenge or opportunity at hand. For example, to penetrate India's hinterland and rural markets, RCAM sourced a Chief Marketing Officer with an FMCG background. Similarly to address a digital foray, it sourced the lead of this business from Digital Banking.

This distinctive hiring strategy has brought about fresh thinking, and innovative processes and practices to RCAM. It has also ensured there are continuous learning opportunities for employees.With these innovative hiring practices, RCAM has built a high-quality talent pool. This has also enabled them to keep the key employee attrition rate at a low 5%, while fast-tracking high-potential talent to significant roles in the organization. 90% of CXO talent is grown in-house & 75% of next-in-line leaders are also developed in-house.

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