Powering global standards with local roots: Delta Corp’s CHRO on growing talent from the ground up

As India’s luxury gaming and hospitality sector evolves, Delta Corp has been a name synonymous with innovation, expansion, and inclusive employment practices. With operations centred in Goa and Sikkim—India’s only legal live gaming hubs—Delta Corp is more than just a hospitality enterprise; it’s a case study in leveraging hyperlocal talent while maintaining world-class service. 

Anirban Chowdhury, Chief Human Resources Officer at Delta Corp, in an insightful conversation with People Matters, reveals how the company is navigating the complexities of recruitment, retention, and training in India’s unique labour market.

Local growth, global ambitions

Delta Corp’s recent surge in hiring—across gaming, hospitality, and operations—has been fuelled by a 67% increase in workforce requirements for FY25 over FY24. This isn’t arbitrary; it’s tightly linked with the company’s strategic blueprint. “With more properties under development and footfalls increasing every year, we need a future-ready workforce,” says Chowdhury. Goa, the epicentre of Delta Corp’s operations, serves as a compelling example. The company has intensified local outreach through partnerships with vocational institutes, educational bodies, and even the Skill India programme.

One of the standout employer branding campaigns is the “Be the Gamechanger” initiative, developed in partnership with FC Goa, a popular football club. “It’s about speaking in a local voice to encourage Goan youth to consider long-term careers in hospitality and gaming,” he adds. The campaign combines on-ground activations with digital outreach, making the recruitment effort both visible and relatable.

The firm’s evolution from a single-location enterprise to a multi-property powerhouse did not happen in isolation. According to Chowdhury, the diversity of roles and backgrounds has enriched the company’s service proposition. “We’ve brought in everyone from seasoned hospitality experts to tech-savvy gaming professionals,” he shares.

This organic yet strategic expansion demanded an equally robust internal framework. Delta Corp responded by aligning its HR function with core business imperatives. “We’ve built Centres of Excellence (CoEs), realigned functions, and developed a flexible career development strategy,” Chowdhury explains.

Talent development is a key priority. From entry-level trainees to mid-level managers, customised training programs have been rolled out, based on competency frameworks. Chowdhury elaborates: “These are not generic. For instance, our ‘Big Leap’ programme targets fresh graduates in gaming, bringing them up to international standards through rigorous modules.”

The dichotomy of hiring

Recruitment in India is anything but homogenous. Chowdhury underscores the dual reality: “When we started, the talent pool was inexperienced. We had to invest in grassroots training.” This challenge, however, became an opportunity. “You get to shape the workforce and build loyalty from day one.”

On the flip side, hiring in more mature markets comes with its own hurdles—chiefly, retention. “Experienced professionals in talent-rich cities have multiple offers. Here, we compete on employer brand, career clarity, and culture,” says Chowdhury. He points out that even in such contexts, Delta Corp has seen success by focusing on learning and internal mobility.

Despite operating solely within India, Delta Corp’s service benchmarks are global. So how does it marry local hiring with these expectations? “Through rigorous onboarding and structured learning,” says Chowdhury. Every employee undergoes “Deltin Connect,” a comprehensive orientation module. “It doesn’t matter if they come from a metropolitan city or a small village—our training ensures they meet the same service standards.”

The company also offers role-specific programs, especially for niche departments. When local expertise falls short—for instance, in gourmet culinary roles—Delta doesn’t hesitate to source talent nationally or even internationally. Yet, Chowdhury insists, “Our goal is to groom as many from the local pool as possible, for both skill and community upliftment.”

Scaling with heart and structure

When asked about advice for HR leaders in scale-ups, Chowdhury shares a four-pronged playbook:

1. Get your foundations right. "Technology and structure are essential. We implemented a world-class HRMS and reorganised HR functions, which led to a 73% improvement in recruitment efficiency year-on-year."
   
   

2. Become a known name in new markets. From partnering with local colleges to sports teams, Delta Corp has embedded itself into the social fabric of communities it enters. “Being visible and credible means half your recruitment effort is already done.”
   
   

3. Standardise learning to unify culture. Delta’s competency-based training programs bring cohesion across its properties. “In fast-growing organisations, people need to feel that they have a career path, not just a job.”
   
   

4. Retention is as critical as hiring. Chowdhury reveals that over 37% of attrition was tied to employees seeking better opportunities. “That was a wake-up call. We launched growth paths, mentorships, and cross-functional moves so our talent didn’t feel the need to look elsewhere.”
   
   

Delta Corp’s people strategy is deeply data-informed. From understanding attrition triggers to refining onboarding, the company leans heavily on analytics. But what makes the model effective is the emotional intelligence layered into it. Chowdhury emphasises, “The numbers tell you what’s happening. The culture tells you why. We constantly listen—whether it’s through feedback loops, employee engagement surveys, or exit interviews.”

The company’s commitment to continuous improvement is evident in its revamped performance management system. Designed to align with business objectives, it goes beyond appraisals. “It’s about how each individual contributes to our collective goals, and how we recognise and reward that,” Chowdhury explains.

As Indian industries grapple with rapid expansion, widening skill gaps, and calls for more inclusive growth, Delta presents a blueprint worth watching. It’s a story of global standards rooted in local sensibilities. “We don’t see people as manpower; we see them as future leaders,” Chowdhury says. That mindset, more than any campaign, may just be the real gamechanger.