Nomination Form For BW 7th HR Excellence Awards 2022

Section 1: Participant Details:

Company Details

Name of Company MakeMyTrip India Pvt. Ltd.

Corporate Office Address

19th Floor, Tower A, B & C, Epitome Building No.5, DLF Cyber City, Phase-III Gurgaon 122002 Haryana India

Phone No. 9999316678

Company Website https://www.makemytrip.com/

Type of Company Private

Chief Executive

Name of the CEO/Chairman/MD

Rajesh Magow

Email of the CEO/Chairman/MD Rajesh.magow@go-mmt.com

Contact no. of the CEO/Chairman/MD NA

HR Contact

Name of the HR Head

Yuvaraj Srivastava

Email of the HR Head yuvi@go-mmt.com

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 Contact no. of the HR Head +919711986644

Organization’s Contact for the Awards Nomination

Full Name Nikita Zutshi

Designation Vice President – Human Resources

Email Id Nikita.Zutshi@go-mmt.com

Contact No. 9999316678

Details on HR Department

37
No. of employees in HR

Gurgaon/Bangalore
No. of locations in which HR is present

Sub-Function HC
Distribution of HR employees by sub functions
HRBP 9
Performance & Rewards 2
CSR 1
Talent Acquisition 16
Talent and Org Effectiveness 4
HR Operations 4
Automation 1
Total 37
Attached
Organogram of the HR function/dept

Section 3: Questionnaire:
Please enter factual and specific information for the jury to evaluate.
Please provide up to 3 supporting documents wherever applicable, to support your entry details.

Category: Excellence in Employer Branding

1. What are the key objectives/ outcomes defined and/ or achieved for the chosen category given the current business context?

A strong brand perception plays a significant and noteworthy role in attracting better talent, better employee
engagement and retention and better recruitment process. Hence, to tap into the huge potentialhire base worldwide and
speak to individuals about the organization with a very personal touch, the employer branding channels, mediums and
networks today have to be paramountly utilized.

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Recognizing the immense potential and importance of Employer Branding, we have worked uponidentifying the areas that
we want to focus upon and the corresponding strategies to be implemented for driving success.
Some of the reasons for defining and re-aligning the employer brand proposition to attract and retain the desired talent
and continue to deliver high performance business results are:
• Clarifying our value proposition to the prospective candidates for business growth
• Articulating our value proposition better with Re-invigorate the changing competition
• Change management to redefine our value proposition to a diverse set of business or regions or talent profile
• Re-alignment of core value proposition in a complex context where multiple entities (MMT, Goibibo and
Redbus) work separately but need a common outlook for employees
Based on internal evaluation of business priorities, company vision, mission and values and competitor benchmarking we
have categorized our major interventions to be targeted around the below areas-
1. DISPROPORATIONATE TECH & ONLINE FOCUS - Breakthrough innovations,New product launches
2. PEOPLE – Our people who make us who we are, their journeys, internal diversity andcareer trajectories
3. PURPOSE - We are known to be a company with a heart. We share our mission, CSR,initiatives, awards
4. PRACTICES - We showcase our best practices and benefits

These broad pillars work as the pathways on which we build majority of our employer branding campaigns, initiatives and
stories.
However, we also realized that we need to be heard by our own unique voice through each of our initiatives. And that can
happen when we integrate our ‘Areas of Interventions’ with our ‘Employer Value Proposition’ i.e., the factors that defines
what we most want people to associate with us as an employer. EVP is everything that we can offer as an employer, in
exchange for allthe skills and experience our employees bring to the table.
We recently got engaged in evaluating the Talent Brand Survey of MakeMyTrip. The goal of theexercise was as below:
Goal 1: Talent Brand Perception: How do MMT’s target candidates view and perceivecompany’s talent brand?
Goal 2: Mindshare: What is MMT’s mindshare in comparison to its competitors?
Goal 3: Target Talent Needs: What do MMT’s target candidates really care about?

We also participate, organize and support various events, symposiums and seminars on topics of current interest and future intrigue. We
have invited thought leaders in the field of technology, product management, climate change, women in tech and organized
interesting panel discussions to engage our internal employees in enriching discussions to broaden their knowledge horizons.

2. Please describe the key initiatives undertaken in the chosen category that have led to the efficiency and effectiveness of the select

category as well as the overall HR strategy.

We communicate EVP through our EB Communication Channels for all the insights/informationrequired by a potential
candidate. These channels are as below:

• Branding Channel-1 – This channel includes Social Media namely, Glassdoor, LinkedIn,Instagram and
Facebook

• Branding Channel-2 – This includes Events, Print media & Industry Symposiums

• Branding Channel-3 – This includes Career Website for MakeMyTrip and for Goibibo
Over the past few years we have built our employer branding initiatives, keeping in mind our EVPs, with the objective of
showcasing all that we do, all that we are and all that we wish to become. And through this endeavor we also aim to
interact with our audience to get to know thembetter and for them to get to know us better.

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Strategies Implemented
We have designed and executed a number of campaigns on the employer branding front, some of which are:
1. Aggressive communication on the interesting business problems we are trying to solve
• To communicate with our audience about the key
milestones we have achieved and innovations
• E.g. during the COVID crises, we built a community
platform CoviRide that connects people with each
other for urgent transport needs and more.
• To speak about new product launches, internal
vaccination drives, CSR activities and other
noteworthy initiatives internally
2. Disproportionate branding of Technology and Product work

• Being a travel tech company, our technology and product workforce is one of our most critical pillars of success.
Werun various campaigns on our social media channels that can give people a sneak peek into ‘Behindthe Scenes
Life and Work’ for our Tech and Product teams.

• We ran a campaign named ‘behind the scenes chat with Product Experts’ and ‘Living with Technology’ with an
objective of Presenting interesting business problems our Product teams are trying to solve and shared the
experiences of our technology Go-Trippers in terms of what keeps them busy, technology stacks they are working
on, what is in the pipeline, best tech practices and recommendations for being tech ready! The campaigns
received an engagement of 18% onthe channels

3. Bringing the inside of the organization outside through Leaders, Go-Trippers and even Holiday Experts

• We run campaigns names ‘Know Our Leaders’ and ‘Tripping with Go-Trippers’, that brings our Leaders to the
forefront and aims at interacting with our budding Go-Trippers and share their journey of working with us.
Through this we also try to reflect our values and culture and showcase ourselves as a ‘great place to work. This
campaign has received a lot of interaction on the social media channel with an average engagement rate of 20%.

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 4. Building diverse campaigns focusing on attracting the right talent pool
We have seen the huge impact Employer Branding has on attracting the right talent pool to the organization. And
we have constantly aimed at maximally utilizing our channels to spread the word about ‘Open Positions’ and
‘Opportunities’ to engage in discussions with potential candidates and provide a platform to reach out to
potential hires worldwide.

3. What were the people and financial resources required to undertake the above-mentioned journey? How did you build business buy-in

for your initiatives?

People Resources:
1. The Employer Branding team constitute a set of 3 highly energetic, strategic thinkers who consider that leveraging social media
to communicate with the prospective candidates and the customers create a long-term business impact. The team is led by 1
senior Leader (under the guidance of Group CHRO) and 2 highly skilled and competent professionals managing EB end to end by
themselves (right from strategizing to building and implementing ideas and campaigns socially and internally)
2. We have a central team which has worked alongside the various HR and business stakeholders to help visualize, develop and
facilitate various campaigns which have made huge impacts in terms of improving the travel sector perception and catering to
the hiring needs
Financial Resources:
1. Our internal EB team has strived to implement most of the campaigns internally during the past few months to optimally utilize
the internal capabilities while being cost-effective
2. Be it business driven campaigns or generic employee campaigns, our internal EB team had collaborated with different LoBs and
SMEs to conceptualize and design campaigns to help fulfill business needs.
3. This has given a culmination of business and branding in the process of an organizational development
4. The dependency on external vendor has been nullified and we are leveraging on our internal social Experts
5. The financial dependency has reduced multiple folds
Business buy -in:
At GO-MMT, our core values guide us in making travel simple and fun. These core values can be seen as a representation of OUR BEING &
OUR DOING. Each member of the GO-MMT family is guided by them, each and every day.
‘Being curious’ is one of our being values and ‘Continuous improvement’ is one of our doing values.
Guided by these values, it was not difficult to take business’s buy in for our transformational journey. Considering all our EB initiatives has
a business outcome aligned to it. Our leaders got to the forefront and helped escalate the campaigns in order to elevate the perception of
our industry and the organization.

Our objective was to build an employer brand, that resonates with millennials, showcases our culture, puts our employees in the limelight
and builds a resonance with the Tech Community. Our Mission was to make travel simple and fun for all, by leveraging technology &
customer insights, where customer delight is the purpose of existence with excellence ingrained in everything we do

INITIATIVES TAKEN ON VARIOUS SOCIAL MEDIA PLATFORMS

• Leader Reach and Connect: Leveraging/Building Leader brand to reach our target audience
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• Promoting and Leveraging Employees
• Promoting employee achievements
• Leveraging the social brand of certain employees to reach target audience
• Sharing Achievements
• Sharing the achievements of the organization on social handles helps people identify the good work that has gone in
• Culture, Office and Engagements
• Sharing funny conversations, snaps of the vibrant office, showcasing events and engagement activities
• Campaigns: Targeted campaigns to help drive one or more of the following:
• Brand Recall & Engagement
• Recruitments
• Awareness of the page/
• Awareness of an initiative
• Recruitment: Using social media for recruitment of talent, through the following channels:
• LinkedIn
• Facebook
• Instagram
• Spreading the GREEN wave: Promoting our efforts towards making the world a better place to live in:
• Efforts of MMT Foundation, Plastic Free Revolution, 1 million trees, Volunteering diaries

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4. Please describe the success metrics/ results achieved through your interventions.

Our employee centric proposition emphasizes on endless learning opportunities which encourages fearless decision-
making and complete ownership. Focus on inclusiveness and empowerment is an appealing call for prospective
employees. The website content is designed in a way that it getsthe attention of Millennials with creative and innovative
mindsets seeking exciting careers acrossglobe.

• We leverage a built to context AI enabled employee experience tool, which regularly connects with employees
at pre-defined touch points to understand how an employee is doing and where there is a need to create an
intervention. There are specific questions on brand perception and Net Promoter score (NPS)

• The aggregate of responses helps us determine the engagement score and proactively address challenges. Our
efforts have borne fruit and our engagement score today is at 4.3/5with a response rate of 93%

• Our annual Townhall event brings everyone together for a shared purpose and helps createa highly engaged
team. The same is also evident in our Engagement scores which stands at 90% on motivation to come to work
and recommend MMT as an employer to peers

• Another metrics which describes the success achieved through our interventions is our ability to ring fence top
talent by triangulating data from our existing AI enabled chat botand other mediums leading to a 90% retention
of top talent

• Employee pulse survey helps us understand what we can improvise and where we are lacking. Trend shows that
our Go-Trippers are highly engaged with respect to the initiativesthat we take from Engagement perspective.
They share, celebrate, collaborate, and complement us and each other on social pages which can be seen at
our Instagram (lifeatmakemytrip) and other social media accounts. Our Glassdoor scores are highest evertoday
at 4.3 for MMT, 4.5 for redBus and 4.1 for Goibibo

• Candidate experience is measured from our survey feedback form which is shared by ourcandidates. Apart from
this, they are encouraged to put their review publicly on Glassdoor on how their experience was with us. We
are at 4.3/5 on Glassdoor which is a testament to internal employee experience and of interview experience
of ourprospective employees or candidates

• Apart from this, we use the engagement at our enterprise level communication tool wherepeople can go and talk
about whatever they feel like. For example, on World EnvironmentDay, we communicated to our teams to go
green and share about it with us on the companyintranet. There were about 190 posts from our employees who
had gone green. They shunned their own cars, pooled with others or used green commutes to contribute to the
cause

• Our social posts are loved and recognized at an external level. We have an engagement rate of over 15% on all
our social portals i.e., organic

5. Please share your organisation’s transformational journey with respect to the evolution of the processes and practices specific to

the chosen category.

A lot of people and processes came together to make the cited possible and Employer Brandingplayed a key role here.
At every stage, we have leveraged technology without letting go of the human touch.
This has resulted in our revenue Growing 169% QoQ, gross bookings climb to $599 million forthe third quarter, up 182%

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on Q2’s figure of $213 million.

We improved in most metrics in Q3 compared to Q2 (Fy21);

Overall revenue from bookings was $56.8 million, an increase of 169% compared to $21.1 millionin the previous quarter.
Air ticketing revenue improved to $18.2 million this quarter, from $10.9 million previous quarter up 66% QoQ; Hotels and
Packages revenue improved to $24.4 million from $4.4 million up 454%QoQ;
Bus ticketing revenue improved to $10.1 million from $2.7 million up 274% QoQ.Our employee
productivity increased two folds.
Our top talent retention is at 90%
Our attrition has come down by 5% in non-technology roles.
We were facilitated for our work by People Business research on industry ranking of organizations based on the
employer brand awareness.
This is an outside-in view of organization’s employer brand and gives a perspective of how attractive the brand/employee
value proposition is. In this research, the ranking methodology was enhanced to improve objectiveness and help
organizations to take concrete steps to build their employer brand. From over 12 industry sectors, studying more than
500 organizations, we were recognized on the top rank on the basis of below factors:

• Career Website

• EVP Definition

• EVP Sharing

• Glassdoor Rating

• External recognition

• Social Media Presence

As an organization, we believe in developing a transparent and continuous communication channel with our
employees and prospective candidates. The need of this was further highlighted as we witnessed the pandemic unfold
and change the way we work. We undertook several initiatives under our project to ‘seamlessly communicate’ with
all employees internally and externally through the changing work scenarios
Externally, we have always showcased our true self, the values that we stand for. Our communication with the
audience has always been regular, transparent and real. The love from ourfollowers is mapped as the numbers as
below:

• On Glassdoor, we are 4.3 our highest ever

• Our followers on social media sites are increasing by 25% every year
• Our Engagement rate on social channels like Linkedin, Facebook and Instagram is over
10% which is much better than most of the organizations

• The frequency of our posts online is on an average of 18 posts a month, which is more than the industry
benchmarked number

We believe, our internal communication has helped employees feel close to the office and their friends even through
the pandemic and for having been able to instill this feeling of love, care andhappiness in employees. It is our faith
in our external communication that has helped the industryrecognize us and our work in these daunting times.

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6. What are the key enablers in ensuring successful change management in your organisation’s journey towards achieving defined

strategic objectives? Please share specific examples/ case studies.

We call it a team effort rather than a specific team or person driving the agenda to enable a change. Below are the key enablers which
ensured successful change management in our organization’s journey towards building an exceptional Employer Branding:
• Management guidance and trust: Our leaders played a major role in transforming to an all virtual engagement model,
thereby leveraging social media more than ever during the period. The high risk taking capability of our management
team gave us a confidence to go ahead with our proposal with 100% efficiency and proper implementation
• Process mastery: Our Organization Effectiveness team of highly skilled Go-Trippers were responsible for an end to end
process change and mastery ensuring Zero delays, disruption and confusion. The internal EB team constitute to be one of
the major enablers on the transformation journey. The team has always been abreast with the process (HOW), content
(WHAT) and context (WHY) which fitted very well in our Tripper’s journey of accepting changes with no resistance
• Internal and External Communication: One of the most important factor for any transformation journey is acclimatizing
the employees with the new normal. Our Internal Communication team came to our rescue here. They not only enabled
the Go-Trippers to be seamless while working from home, but also ensured that they master the technique and built it as a
skill. Our team run various internal campaigns like Zoom etiquettes, per & post covid (for employees and managers both)
and self-help tips on how thay can be effective at work and Home. Not only this, our social media team leveraged social
media to communicate to our employees, customers and prospective candidates on various changes in rules, the
product/tech stacks used within the organization and a lot more.

As a firm, each of our employee is encouraged to be a customer centric innovator. Our customers are our backbone and we believe in
going that extra mile to give them a better experience. Our Technology and Product teams have also been pioneering new features that
make us a better organization and our support teams have held us together through these changing times. We believe in team work and
leveraging diversity and that is the key to our fascinating journey
7. Given the continuously evolving business needs, please illustrate if you have achieved any innovation/ breakthrough in the said

category during this journey.

The pandemic put us in the eye of the storm with it’s effects far reaching and having caused unprecedented change.
In the current context of ‘War for Talent’ and ‘The Great Resignation’, employee aspirations, values and motivators have taken a shift.
And now more than ever is the time to understand and articulate employee asks, align it to business vision, adjust expectations, renew
focus and reposition in the wake of the next normal.

We believed that having an EVP in place will help us with:

We reached out to a total of 1447 Respondents, who shared their inputs on Employee Value Proposition. These respondents represent
cohorts consisting of Current employees, Ex employees, Lateral candidates and Campus candidates across levels and departments.

Our earlier EVP was defined around employees, designed to provide an exceptional employee experience and focused on delivering
features that match employee needs.
Through our survey insights what we have realized is that the solution lies not only in “what we give employees” but also "why.”
The EVP for the post pandemic workforce is oriented towards personalization, flexibility/fungibility and focus on employees beyond just
work

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EVP has to be More Human-Centric

The EVP at Go-MMT which evolved is as below:

This is what we mean when we say these:

• Perfectly Sculpted Career Trajectories: Provide every employee the opportunity to craft a unique career trajectory
personalized to their individual aspirations – Uniquely You!
o Multidimensional Growth
o Opportunity to create an impact
o Vertical and Horizontal Growth

• Impressive Technology & Product Platforms: Showcase the brand as a Tech and Product Company in the space of Travel doing
breakthrough innovations and pioneering extraordinary tech and product/online developments
o New age tech stack
o Opportunity to create an impact
o Vertical and Horizontal Growth
o Seeing end to end lifecycle of a product
• Phenomenal Pace, Flexibility & Agility: Showcase an open work culture where employees are given the flexibility of where
they work from, nurture personal and professional connections and feel cared for
o Agility
o Flexibility
o Increases performance, innovation
• Inclusive & Caring Culture: Showcase our value of ‘Caring’ and being ‘A company with a heart’, understanding employee
sentiments, building a personal connect and providing a forum to nurture both professionally and personally
o Our values
o Social Commitment – CSR & Inclusion – Company with a heart
o Nurturing Manager,, Respect for people,
o Focus on Health & Well-being, Ongoing Support, covid care
• Purposeful Perks & Fun at work: We champion people practices that are Personalized, employee centric and best in class.
Stand out policies for a stand out community
o Path breaking Policies to support employees
o Social Events - Town Hall Meet (THM), Offsite, Team events, Office events, etc.)
o Recognition
o On floor activities
• Inspirational Leadership & Peer Set: Inspirational leaders & Peer set not only drive their team toward exceeding their goals,
but motivate each team member toward their own personal best. They challenge the status quo while building relationships
and memories with each other. Showcase Leadership skills, traits and attitude that we would want our employees to
demonstrate
o Leadership team that is aspirational and influences and motivates others to success
o Peers who come from best in class organizations & Campuses
o Mentors and Coaches
• Entrepreneurial & Innovative Mindset: Creativity and innovation in entrepreneurship are the ability and urges to create

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 characterized by the formation of new ideas. Show Products & ideas that the team have launched and impact that has been
created
o Freedom to try out new things
o Empowerment & Autonomy

Section 3: Additional Details:

1. Have you received any award for the category in the recent past (last 3 years)? Please

provide details.

1. ET Future Ready Organization - 2022

2. BW HR Excellence – Excellence in diversity and inclusion, Excellence in employee experience, Excellence in line of Business
Strategy, Excellence in Employee Engagement Strategy
3. The Economic Times Human Capital Awards 2021 - Excellence in Social Initiatives, Excellence in Onboarding Programs
4. Companies with Great Managers 2021, 2020
5. AVTAR 100 best companies for women to work in 2018, 2019, 2020, 2021
6. People Business Consulting employer brand awareness 2020 - Industry rank of 1 based on the employer brand
awareness 2020
7. BW HR Excellence - Best HR Team – Top 3 – 2020
8. D&I - Jobs for her – 2019
9. TISS OD Designing for Growth
10. People Matters - League Awards Total Rewards 2018
2. Please provide organisation structure chart/ organogram

Attached

upload documents to support your entry details. Attached

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