Air India HR Executive salaries in India

Likes

...Team work at all levels, specialised job training internal and outside agencies. Salary structure comparatively good. Work environment jovial scope for innovative skills. Work-life balance embibed with good work culture and ethics y

Dislikes

Nothing that I dislike

Likes

great learning and exposure

Dislikes

No salary parity in the HR team, no market correction in salary though same happened with other departments in the organisation. Work is not equally divided amongst same level(Experienced people)...Quantum of work is not justified with the compensation offered and they tell you that you are easily replaceable resource in the market

Likes

1. Salary is paid on time. 2. If you know someone in the top level, then you will be recruited without interview or promoted without much issue. 3. If you are from spicejet or ex-Jet Airways you will get job easily.

Dislikes

1.One of the worst work cultures. 2.Demotivating work environment. 3. Only friends of seniors are recruited or promoted. 4. TATA CODE OF CONDUCT is name sake. Big words to say, doesn't work in the organisation.

Likes

Okay Salary. Employee Travel policy. Immediate coworkers. Learning opportunities.

Dislikes

5 days in office policy. Poor work culture in many teams. Too much politicking happening between the Gurgaon / Kochi teams. Incompetent upper management when it comes to employee morale. Beyond useless HR. No proper roadmaps for product development, way too many things are driven based on the day to day whim of the CTO.

Likes

1. Cutting-edge technology: Air India D&T is well-equipped with the latest technologies. 2. Employee leisure travel: Employees benefit from leisure travel opportunities. 3. Good family insurance: The company offers solid insurance coverage for families.

Dislikes

1. HR issues: Disorganized HR processes. Significant salary discrepancies. Inconsistent role and designation structures. HR is described as unapproachable and rude. 2. Leadership dynamics: Employees are instructed to address the Chief Digital and Technology Officer (Dr. Satya) as "Doctor Satya." Work from home is rarely granted, even for emergencies, requiring employees to "beg." 3. Workplace culture: Many senior members are from TCS, and there is a push to implement TCS's working culture despite being an airline product company. 4. Unstructured product development: Development is often driven by Dr. Satya’s verbal requirements, without clear product roadmaps. No designated product owners for specific departments. Focus on meeting deadlines for Dr. Satya's demos. 5. Team hierarchy issues: Team structure is skewed, with team members sometimes holding a higher grade than team leads. This creates parity issues. 6. Leadership-driven decisions: Suggestions are sometimes disregarded in favor of Dr. Satya's preferred approach. Last-minute changes due to reviews by Dr. Satya increase pressure on the team. 7. Lack of professional IT processes: There is a perceived lack of professionalism and structured IT processes. 8. HR expertise concerns: The Kochi HR manager's background as an ex-cabin crew member is noted, suggesting a lack of HR expertise. 9. Recruitment issues: Recruitment appears to favor connections (e.g., TCS friends) over relevant skill sets.