IndiGo
Developing People Managers
January 2012
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
We are an aviation, technology, hospitality and travel-related
services company
About us..
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
InterGlobe Journey
InterGlobe Hotels
InterGlobe Aviation
InterGlobe Established
(ESTD)
InterGlobe Technologies
InterGlobe Technology Quotient
InterGlobe Air Transport
InterGlobe Technologies
Integrated BPO and travel IT
solutions provider for global clients
InterGlobe Technology Quotient
Distributor for
Galileo and
Worldspan GDSs
InterGlobe Air Transport
Largest airline management
company in India and the flagship
company of InterGlobe
InterGlobe Aviation ‘IndiGo’
Largest domestic low fare airline and has commenced its
international operations since September, 2011
InterGlobe Hotels
JV with Accor to build ‘Ibis’ hotels and to manage Accor
brands in South Asia
InterGlobe Established
THE ESTD is into luxury lifestyle segment with a product portfolio
ranging from executive jets to luxury yachts,
sports cars to mini submarines.
1989 1994 1998 2004 2006 2007, 2011
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Change in our Brand Identity - 2011
Logo Inspired by our Multiplicity and
Dynamism, It reflects an alchemy of
Ideas and Attributes.
It expresses our three unchanging
values despite our changing
business contours:
INTEGRITY
CUSTOMER ORIENTATION
FUTURE MINDEDNESS
Reflects Fluidity & Stability together;
Change and Constancy together
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
People Agenda
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
• Fastest growing domestic market of
aviation in the world –15-20%
•Volumes - 280 M passengers by 2020
•US$120 Billion investment envisaged by
2020 for new aircrafts & developing airport
infrastructure
* Data as disclosed in Hewitt annual report
•More than 8 M tourist by 2020 – leading
tourist destination in south Asia;
•FY 12 Growth forecast of software and
services – 15 to 17%.
•Global MNC Center’s contribution
estimated 20-25%; count crosses 900
•Leveraging tier 2/ 3 cities, projected
addition of 2.5 Lakh jobs this year
What drives our People Agenda
Market
Hospitality Business
•Aggressive growth
plans in budget
segment of over 50
Hotels by 2015 •Long term
development
partners to Accor
Aviation & Airline
Management
Business
•Record order of
180 more Airbus
A320 planes •International
Operations
Technology
Business
•Increasing
footprint in newer
global markets •Inorganic Growth
opportunities
Distribution
Business
•Market share •Direct distribution
through Airline
companies
Growth
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
• Diversity
Gender > 37%
Age below 30 years 70%
Increasing Expats in the Managerial
Population
What drives our People Agenda
Market Dynamics
Business Growth &
Diverse challenges
Talent Demographics
Competencies
• Young • Gen Y – Spend centric • Semi urban to Urban profile • Career & Choice driven • Demanding …..
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Competencies
Empowering and Developing
Facilitating Change and Innovation
Aligning Strategies and Systems
Achieving Results
Delighting Customers
Business and Commercial Acumen
Building and Nurturing Partnerships
• Organization Focus on highlighted
competencies
•Weaving with our “Values” – Integrity,
Customer Orientation, Future Mindedness
What drives our People Agenda
Market Dynamics
Business Growth &
Diverse challenges
Talent Demographics
Competencies
9
IndiGo Stands for Three Things
low fares
on time
courteous, hassle free service
Committed to Deliver on our
Promise
Employees
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Developing People Managers – Challenges
Classical Large operations organization
Rapid Growth Geographic spread
Diverse managerial style
Cultural integration issues Inconsistent employee experience
Insular outlook
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Developing People Managers – Challenges
Individual contributors need to be catapulted to manager positions
AOCS & IFS – very young managers
Engineering & Flight Operations – Tenured individual contributors
become managers in a short span of time
Similar Situation for Enabling Functions
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Developing People Managers – Challenges
Areas of gap:
Understanding of people processes & policies – Consistent implementation Difficult people decisions – managing career aspirations of young staff Ability to translate the vision / experience that the manager himself has & cascade the same down the line
Dedicating time to people development – since there are always “Ops” pressures
“ifly”
“Ifly” is the name given to the Training Centre at IndiGo. Not just our call sign, it
denotes the ability of an individual employee to fly out to the open skies of
knowledge and skill enhancement
Vibrant Colours and an Innovative Ambience greet our visitors to “ifly”
Unique Names of The Class Rooms Lounge and Walkways with a flair
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Integrated Leadership Development
Process
Identification of
Talent Pool
Development
Planning
Career planning
Potential diagnostics
PDP ratings of 2 years
LeadershipNEXT initiative
External Agency
Assessments
HPHP talent Pool
Validated by respective
CEOs
Tenure of two years
Validated by CEOs
Driven by Corp / BU
Core Leadership Competencies
• Empowering & Developing
• Valuing People
• Achieving Results
• Aligning Strategies & Systems
• Delighting the Customer
• Facilitating Change & Innovation
• Business & Commercial Acumen
• Building & Nurturing Partnerships
©InterGlobe Enterprises Ltd. 2011. Confidential: Not for Distribution. www.interglobe.com
Talent Classification
9
8
7
3 6
2 5
1 4
New External Hires
Talent under Watch
Incompatible Talent
Contribution
Low
Med
ium
High
Low
H
igh
Medium
Po
ten
tia
l
Color coded boxes to show segmentation of Talent
Defined Characteristics and differentiated development
action plans for each box
•Competency Based assessment
Development Interventions – Airport Managers & In-Flight Managers
Managerial Excellence:
Airport Managers are trained on various scenarios – Regular &
Irregular operations to provide a Hassle Free & Courteous
Service and an On time Performance at the Terminal and at the
Ramp.
Developing Second line
Performance Counselling
Valuing People
Customer Orientation
Development Planning – GMs & VPs
Assessment
- Development Center
- Health Appraisal
- Competency Based Recruitment Program
- Competency testing Interviews
- Online OPQ Administration
Development Planning
- Dev Center facilitated , Inputs from LT & Group HR Head
Development Frameworks
- Being Coaches of Hi Perf- Hi Pot
- Internally Facilitated Mentoring by LT member
- Perspective Broadening thru National / International Forums
- Challenging Assignments & Projects as part of Development Plan
-
“Developing our People Managers”
Through our Leadership Programs, we endeavor to educate our Managers from Different
Verticals (on a single forum) to achieve advocacy of a common philosophy and encourage
sharing of best practices for People Management
Leadership EDGS: Our DGM GM population is run through an intensive
program on Developing Self (Self Introspection in Personal and professional
Life) and Enabling their teams (Planning & Execution, Evolving Ideas and
Collecting Information). Tools and Behaviours to Retain Employees is
emphasized upon
Inspire Excellence: Our challenge is the age of our leaders who spear
head our teams. Our solution is not just a training program but a forum to
share ideas. Therefore, our Supervisors come together with the facilitator
to enable themselves to Give & Receive Feedback, Driving Positivity in
their Teams and Managing Conflict
Development Planning – First Time Supervisors
Development Drivers
- Early Warning System
- Skip Level
- Performance Development Process
- Engagement Diagnostics
- Cost Drivers
IndiGo Stands for Three Things
low fares
on time
courteous, hassle free service
Aligning Employees
23
● President’s Blog: Instant connect with employees
● Feedback: IndiGo encourages feedback in an open and frank manner
● Town Hall: An open house by IndiGo president with employee interaction se at one of IndiGo
destinations every three weeks.
● Leadership Team Visits: Leadership Team travels across the country and meets our
geographically scattered people almost every quarter. Apart from giving out the business
updates and informing about where we are and where we plan to go, it has within its purview fun
activities like dinner, parties, sports event etc.
● Skip Meetings – Meetings facilitated by HR where in Leadership meet with team members of
their DRs
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