‘Thereis a completely new kind off lyer to cater to’
IndiGo, the world’s fastest-growing airline, faced a public relations crisis recently. In an interview, ADITYA GHOSH, president of the airline, tells
Arindam Majumder how the company works on keeping customer complaints to a minimum and much more. Edited excerpts:
Why did IndiGo decide to invest heavily in training?
Traditionally, at least in India, when airlines did their training, it used to be segmented. Pilots did their own training, cabin attendants did it separately, and customer service was like it was the function of a single group of people. A couple of years after starting, we realised the training of the crew needed to transform into learning about how to react to situations that were changing every day, so that the outcome should be consistent. The same crew may be dealing with delayed flights one day and bad weather the next day.
The airline recently faced a situation that showed it in a poor light. How do you ensure the staff is ready to deal with such situations?
Oh yes, we change constantly. Every batch, when they pass out and start flying, instructors take feedback from them about the training module. I think there are two aspects to deal with such situations. The first is the attitude with which you approach such an incident. The second is the process.
DO WE MAKE MISTAKES? YES. ARE WE PERFECT? NO. ARE WE CONSTANTLY TRYING TO IMPROVE? ABSOLUTELY YES