Flipkart WiRED 5.

0 | Campus case challenge | HR

Flipkart, which started operations in 2007 by selling books, is today the largest e-commerce player in
India — with approximately 250 million subscribers operating across 80+ major categories. With the
internet base expanding in India, Flipkart is eyeing this opportunity to come up with many new initiatives
to ensure top-of-the-mind brand recall for online shoppers. Customer First is one of the core values at
Flipkart since inception and here are some of the initiatives that the company has experimented with to
increase customer engagement and mindshare:

2010 Cash-on-Delivery Service

2011 30 Day Replacement Policy

2012 Fashion & Lifestyle Category Launch

2013 Launched Marketplace & Same Day Delivery

2014 The First ‘Big Billion Day’ Sale

2015 Flipkart Lite - Mobile Focus

2016 No Cost EMI

2017 Private Labels & Expanding Categories

(Large Appliances, Furni-sure, Refurbished business)

2018
Grocery, Shopper Audience Platform (tie-up with Hotstar),

2019
Flipkart Plus Buy Now Pay Later, 2Gud, Supermart, Supercoins,

2020 Quick, 2GUD influencer commerce, Leap, Flipkart Wholesale

2021 Flipkart Camera, Shopsy

Problem Statement:

“Solving for scale and personalisation to enable career development in an ever evolving
business context.”
Pillars to anchor :
● People centricity [ data shared in Appendix]
● HR Manifesto[ data shared in Appendix]
Process/structure anchors :
● Career development: Employee owned, manager facilitated and Org supported
● Integrated view between Talent Development - Total Rewards - Individual career aspirations
● Balanced approach i.e. intrinsic (Self) and Extrinsic (System) interventions
● Employer Value proposition of Flipkart

Context:
● The competitive landscape in India in the e-commerce sector : the current Indian
e-commerce market, pegged at $100 Bn, is expected to grow by 25% in the next five
years, thereby fuelling greater demand for e-commerce. Increased investment in both
career development and people centricity must coincide with a clear focus on priority
actions and products that will benefit the business.
● FK workforce demographics: The average age of a Flipster is ~31 years with ~75% of the
employees belonging to the Gen Y category and 17% from Gen Z. The BU Wise split of
Headcount is as Follows:
○ Ekart: 57%
○ Corp: 8%
○ CDO&M3: 7%
○ OneTech: 14%
○ FKW: 5%

● FK Values, People Vision and People Centricity charter - While the People Centricity
Charter is our lens to land meaningful and differentiated experiences for Flipsters, the HR
Manifesto serves as our guiding principles - enabling us to bring our best selves while
together we pursue a common purpose and strategy.
 ● For more details on the values and people centricity charter, kindly refer to the reading
material provided in the appendix

Opportunity:
- At Flipkart, one of our key focus areas is to prepare the workforce and the organisation
for the future, keeping both the HR Manifesto and People Centricity at the core of what
we do. This includes upskilling/reskilling and providing opportunities to Flipsters to help
them fulfill their aspirations
- We are also on a journey to enable long term career development through an integrated
strategy combining talent development interventions and a total rewards framework
- The end result of this journey is - Maximising the potential of individuals and in turn,
organisation by balancing scale and personalisation as we continue to scale up

Challenges:
- We are looking to find ways to operationalise the People Centricity elements of Mastery,
Autonomy, Personalisation, Purpose and Enablement for Flipsters through structured
interventions
- We also want to find tangible ways in which Flipsters can experience long term career
growth at Flipkart to progress toward their individual aspirations

Key Deliverables for the Idea submission round:

In not more than 3 Slides (excluding the cover slide and annexures):
1. Chart out 3-4 high impact actionable ideas against each People Centricity element (MAPPE) to
enable personalised Career Development at scale. Also ensure that the various processes like
talent management, PD, Rewards and individual career aspirations are stitched in seamlessly in
the solutions you suggest
2. Define Key Success Measures from a people centricity perspective after going through the
people centricity framework (see Appendix)
3. Also Elucidate key change levers/critical success factors to execute the ideas given in Point 1
and 2
Any other guidelines:
- Test your ideas/proposal against FK Values, People Vision and EVP
- Tailor your recommendations as per the workforce demographics shared above
- Design your solutions along the lines of sustainability insteading of resorting to quick fixes
Appendix -