At Flipkart, the Total Rewards structure includes elements of fixed and variable cash

compensation, long term incentives and a myriad of benefits, policies and holistic well-being
offerings. Our total rewards offerings are designed to be specifically inclusive, egalitarian,
unique and best-in-class, designed to promote flexibility, development and recognition.

With an aggressive performance differentiation through our variable pay structure, recognition
programs that reinforce audacity and risk taking behaviors, pathbreaking long-term incentive
programs, industry leading benefits and policies, and focus on holistic well-being interventions,
we enable every employee to thrive in the system, empower them to achieve results through
teamwork, take stretch goals, and deliver significant impact at the organizational level.

As we further evolve, we are looking at moving from a buffet approach that has everything for
everyone , to a range of reward options that can be meaningfully chosen by our 18000+ full time
workforce to optimize their Total Rewards experience.

This could mean that the new hire can choose salary or stock options; an extra week of vacation
or higher pay; and a higher bonus based on results or a more modest increase in base pay, or
simply create their own basket of physical, mental and financial well-being offerings that are
more suited to their personal context.

To offer a truly personalized and seamless experience, one approach could be segmenting the
employee population based on their behaviors and preferences, needs and wants. It would be
interesting to explore scalable and sustainable employee identities and personas to offer
tailored experiences. There would be two factors to consider here:

a. factors in an employee persona that speak to their core values/ beliefs and will rarely
change (e.g. someone with a strong sense of purpose will continue to seek that
irrespective of their role/ tenure/ life stage. Similarly, someone may value assured cash
in hand more than exponential returns that are rather long-term).

b. factors that are dynamic- their personal needs, life events and what they are delighted or
concerned about at the workplace
Irrespective of the approach, an ideal solution should address, but not be limited
to, the following aspects:

1. Propose personalized rewards that bring surprise, delight and can be deployed quickly
2. Enable employees to clearly and quickly see how their behaviors contribute to earning
rewards
3. Suggest strategies for communication that are personalized and transparent to generate
trust among the larger workforce
4. Explain how changes in rewards’ structures can affect the overall workforce cost, as
rewards occupy a significant place on the financial statements.
5. Propose solutions that are innovative, practical, data driven, tech-integrated and
scalable.

Problem Statement

We will be sharing the basics of our total reward policy along with all the kinds of benefits and
total reward elements we offer alongside conventional compensation instruments. How should
Flipkart approach personalization of rewards and compensation for employees, while
safeguarding the interest of the organization. The overall Rewards philosophy of the
organization cannot be disregarded whilst providing this flexibility given that there are clear
defined purpose of each of the elements within the Total Rewards.

Key Deliverables

Round 1: 3-Slider Submission

1. What are the evolving needs and preferences of today’s multi-generational workforce?
2. What do total rewards structures/strategies look like in the ecommerce / tech industry?
3. How has personalization of rewards flared for companies who have tried it and what
would be your inference based on the same for the ecommerce industry?
Round 2: Semi-Finale

1. What should be Flipkart’s strategy for customizing rewards for its employees? What level
of personalization will you recommend?
2. Define personas of employees based on the recommended level of personalization to
simulate customization, defining proportions and broad analysis on the impact on cost /
P&L apart.

Round 3: Grand Finale

1. Substantiate the level of personalization that you finally recommend, and propose an
implementation plan, including strategies for communication, gathering employee
feedback and monitoring utilisation of different elements of rewards.
2. Model the downstream impact of total reward personalisation on key people metrics like
talent fill efficiency, retention, diversity mix, engagement & NPS.

Metrics

Round 1: 3-Slider Submission

1. Extent of Research - Methods, Sources, Coverage

2. Depth of Analysis
3. Quality of Insights
4. Customer Centricity involved in Approach

Round 2: Semi-Finale

1. Audacity in Ideas
2. Customer Centricity in Ideas
3. Originality & Innovation
4. Extent/Scale of possible Impact of Ideas
5. Presentation Skills
Round 3: Grand Finale

1. Audacity in Ideas
2. Customer Centricity in Ideas
3. Depth of Execution Planning
4. Viability & Implementation
5. Presentation Skills

Some Guidelines

1. The basic principle of balancing and maximizing interest of both the employees and
employer should hold good while approaching this challenge
2. While the focus is on employee preferences, the acceptance of the recommendations by
key stakeholders like shareholders, top management, etc need to be deliberated upon
3. The reasons and implications of compensation customization should clearly be called
out while dealing with the 2nd deliverable