The company's hiring processes are based on intensive multi-tier interviews and an assessment of individuals' culture fit into the organization
#1. InterGlobe Enterprises Ltd.
Founded in 1989, InterGlobe has the employee strength of 5,000+ and owns IndiGo Airlines that is admired in the country for its dependable ‘on time performance’.
The company’s hiring processes are based on intensive multi-tier interviews and an assessment of individuals’ culture fit into the organization. The I-Value campaign is aimed at spreading its values in a manner that each employee feels, lives and understands them as a way of life. Employee feedback speaks of a ‘customer first’ culture, open communication, respect for individual opinion, continuous learning and policies allowing work-life balance. Internal communication is aided by new hire feedback, brown bag lunches, an annual employee engagement survey called InterConnect, regular polls, performance discussions, training feedback, and a quarterly dipstick survey called My Suggestion Counts that focuses on operational issues. Through V Care, employees can raise any HR issue that is bound to be responded within 72 hours. Then there is the ‘Tell Me Box’ that allows them to tell the Leadership Team three things that are working for them and three that are not. The company intranet is also a ground for interaction on knowledge and opinions. Collaboration between employees and management is made possible through workgroups made across different units of the organization.
There are several learning forums to facilitate competency building and managing change, but since learning cannot be restricted only to professional competencies, internal clubs such as the Creative Shutter Bug Club, Book Marks Club and sports committee give impetus to other important interests among employees.
#2. Federal Express Corporation
FedEx is deeply committed to the philosophy of People - Service - Profit. It states that the company consciously invests in its people who provide world class service to its customers, which in turn brings all the profits. Development of employees, therefore, becomes the key word in the organization. New hires are given a Purple Passport, which acts like a passport for an employee’s learning journey at FedEx, and they make a Purple Promise to treat the customer with utmost politeness, competence and care. An employee writes that, “I don’t know where FedEx will stand in the Great Place to Work® Institute’s Study this year. But for me, it will always remain as No.1.”