Be it aviation, travel, technology or hospitality; for InterGlobe Enterprises, the key to business success lies in its indomitable belief in innovation and service leadership. Ever since its inception in 1989, growth for InterGlobe Enterprises has served a dual purpose; besides adding breadth to business it has also been a harbinger of change. At InterGlobe, growth has meant new ventures, new services, and new employees. However despite the transformation fuelled by this three-dimensional (new ventures, services and employees) dynamism, it is the unchanging commitment to integrity, customer orientation, and future mindedness that has held the corporate brand of InterGlobe Enterprises together. In the last two decades of multiplicity and dynamism which has witnessed changing business contours; the ability to ‘change without changing’ has been the company’s unique differentiator. In its journey, the enterprise has build diverse businesses and today it represents global brands that deliver quality and value, consistently.

True to its philosophy wherein growth also implies new ventures, InterGlobe Enterprises launched InterGlobe Aviation, IndiGo, on August 3rd, 2006, as a low cost airline (LCC). Five years into operations, today besides being the largest domestic low-fare carrier, it is the fastest growing airline in the country. The company has been ranked numero uno in the ‘transportation category’ by the Great Place to Work® Study 2011. Their core philosophy based on a three-pronged approach is best described by Aditya Ghosh, President, IndiGo, as, “On time performance, low and affordable fares and hassle-free travel experience.” This applies in everything they do. Even in their internal functioning, on time performance means on time promotions, on time pay, on time recognition and hassle-free means ease and flexibility for employees to perform their duties. Being part of a customer facing business, the company believes that its true differentiators are its people. And rightly so, for a company which operates 260 flights a day, the credibility of their values is put to test as many times. It is undoubtedly the passion of the people who believe in chasing their dream that sets IndiGo apart from its peers. And statistics supports this phenomenon at IndiGo where while other operators have between 150 - 400 employees per aircraft, IndiGo has less than 100 employees per aircraft who successfully maintain its incredible efficiency because of their passion at work.

HR is a strategic function at IndiGo wherein every employee is an HR manager. The President of the airline himself spends more than 50% of his time on people issues. What makes IndiGo a great workplace are its ‘walk-the-talk’ philosophy, approachable leadership team and providing a place where employees can chase their dream. The robust appraisal system, internal job postings, growth opportunities (with approximately 240 more planes to be added) further makes it an employer of choice. The aim of the company is to build a talent pool so that that the leadership team is developed from within the ranks and files of its employees. In fact the company rarely hires managers from outside.

In an industry that is plagued with high attrition, IndiGo takes pride in retaining its talent. It believes that employees who leave on a good note are the brand ambassadors of the company. The credit for such a vibrant workplace which allows for flexibility, excellent reward and recognition, and work life balance rests on the people practices in place. For a potential recruit the multi-tier interview culminates with interaction with the leadership team including the Group Managing Director and President –IndiGo himself. The company looks for ‘culture fit’ in a potential employee, one who can push the boundaries and believes in chasing one’s dreams. The company lays ample emphasis on training and development. Program on change management (which includes modules such as leadership for excellence, leadership at peak, empowering and developing etc) and program on competencies (which includes modules such as lead by example, first time managers, developing personal excellence etc) help IndiGo train and develop the skill sets of its employees.

In just five years, IndiGo has been able to create an organization known to value its employees as being their key differentiators, and provides growth opportunities, invests extensively in training, development and well-being of their employees. The confidence and passion of every employee is reflected in the service experience at IndiGo which is aptly the best airline to fly with and the best airline to work for.