Blue Dart Express follows a people-first philosophy and harps on the guiding principles represented by GIFTS (Growth, Integrity, Fairness, Transparency, Service).
The company says that providing a workplace where each and every employee is nurtured and who, in turn, will nurture the organisation, thereby creating wealth and growth for all stakeholders. Blue Dart has formed the widest network coverage of over 33,867 locations, and services more than 220 countries and territories worldwide through its group company DHL.
Anil Khanna, Managing Director, Blue Dart Express says, “The passion and commitment displayed by the employees is always talked about in almost all forums, by both internal and external customers. This kind of involvement on the part of the employees is possible as the company ensures their wellbeing in all aspects, be it developmental or professional, or for that matter, even for the families of the employees.”
Hard work gets paid at Blue Dart. The logistic company has a robust reward and recognition framework in place to acknowledge the good work done by their employees and encouraging them to excel further. The company has made appreciation a structured process after it formally launched Appreciation Week in November 2015.
A good place to work is one which lets you manage your personal life with the professional. Policies like maternity leave of 180 days with full pay, paternity leave of 6 days, special leave bucket for employees whose children are appearing for the 10th and/ or 12th board examinations and giving half day on birthday are just some of the perks at Blue Dart.
Persistence Works
It has been a very tough but enjoyable journey. Three years ago, when we measured our employee engagement, we were in the bottom quartile of the auto/ auto component space. This was an eye-opener for us. First and foremost, it was important for us to sensitise our people on the importance of engagement. The next stage was to ensure that actual engagement was taking place linked to business results,” says Ajay Tandon, managing director and CEO at Tata AutoComp Systems.
Over the past few years, the company has worked on culture, VMV (vision, mission and values), leadership, performance (career development, learning, rewards and recognition), work process and task, and enhanced communication.
The auto component maker has started a culture building exercise called BRACE (Building effective teams, being Result oriented, Agile, Customer centric and demonstrating Excellence) to measure the efforts of their employees and recognise those who demonstrated these traits.
The company has rolled out a balance scorecard, linked KRA for its all employees and has been able to create a performance driven culture.
Siba Satapathy, president (people and engagement) and CHRO Tata AutoComp Systems, says, “We have tied up with BITS-Pilani that runs a dedicated course at our premise and ensures that the diploma holders gain an engineering degree. We have also tied up with Symbiosis University to offer an MBA programme to our graduates.”
We have run assessment centres for our top 300 people with the help of SHL. The feedback received is used to develop individual development plan for each of the concerned managers, Satapathy adds.
Haider@businessworld.in
BW Reporters
The author is Senior Correspondent with BW Businessworld
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