Zuji.com: Click and fly

Looking for a cheap flight? It’s time to turn to your computer and take the search online. It may be an unfamiliar concept to some, but those numbers are dropping quickly. Long gone are the days of scouring shops for tour deals or calling up your trusted travel agent for the most affordable flight and hotel combination.

Online travel agencies like Zuji.com present an easy and time-efficient option, allowing users to view several flight itineraries and hotel recommendations at the click of a mouse. Selections and transactions are quick because there is less human interaction, cutting out the usual sales pitches, promotional offers and other digressions which can bog down the process in a traditional travel agency.

That’s not to say it’s all robots behind the desks. The human element is vital to the operation, as Melissa Siew, General Manager, Zuji.com happily explains. Being an arm of the global online travel company Travelocity, Zuji also has to tread a balance between forging its own identity and following the norms associated with a larger brand.

Siew says there is no better way to strengthen an organisational identity than staying true to the core values. At Zuji, HR aims to keep employees’ interests a top priority, allowing them to actively take ownership of their workplace. It isn’t just a retention strategy, Siew says. It’s also an HR model based on the idea that high engagement is somewhat infectious. “We believe that satisfied employees create satisfied customers,” explains Siew.

Employees who are treated well are also more likely make active contributions to their organisation. “They make a difference if they are treated as such,” Siew points out. As a leader, she ensures HR policies are shaped around providing that sense of belonging and security to employees.

Siew is modest when it comes to Zuji’s success in recruitment. “We are indeed lucky to have a team of enthusiastic and passionate individuals,” she says. But luck is not the only factor here. A robust system helps HR to attract and keep the right kinds of people. This is where the concept of balance is reinforced; when asked to describe the employee culture, Siew says it is “fun, extraordinary, but equally results-focused.”

To meet its recruitment and retention goals, Siew says Zuji must first recognise the demands of the travel industry. It is fast-paced, competitive and ever-changing. It is arguably the most unpredictable industry, being so vulnerable to forces it cannot completely govern – terror alerts, political instability in certain destinations, and unprecedented weather changes are some examples. Disruptions at Zuji’s offices are thankfully more tame - new packages and promotions are always being introduced to cater to customer needs. Consequently, HR requires candidates who can not only match this pace but be one step ahead of the game at all times.

“This is a hard trait to come by,” Siew admits. If the global recession has taught HR one thing, it’s to hire people who can think on their feet and be prepared to roll with the punches. Rare as these talents may be in the market, Zuji refuses to compromise its standards for hiring top quality candidates. Hiring is based solely on merit and proactive measures ensure recruitment is structured and non-discriminatory. Besides having the right job-related knowledge, personality fits are important.

Potential employees evaluate opportunities for continuous growth in an organisation before deciding to accept a job. HR at Zuji places great emphasis on nurturing talents to meet organisational goals. Mirroring its expectation of staff to be well-prepared for the future, Zuji has career plans in place already for new recruits. Sufficient guidance and training are available to support them in their work from the start.

On the same plane

Traveling may be about flying high but Siew says there is only one level for everyone at Zuji. “The word ‘hierarchy’ does not apply,” she says. Instead, the organisation prides itself in celebrating all-inclusiveness. Siew says the youthful demographic of workers helps to strengthen this aspect of the Zuji culture.

Individuality is encouraged, but collaboration and team work are similarly prized. Siew fosters a sense of openness, translating to a reasonably flat organisation chart, which can be seen in the layout of the main office. “We all sit together in an open area to enhance collaboration and encourage discussion between various teams and departments,” says Siew.

The system allows room for feedback, important for a young company that is still learning and growing. Formal employee engagement surveys are used to address staff concerns. HR practices don’t just take a cue from the company’s culture – they also mimic Zuji’s business practices. Transactions are made over the internet; similarly, there is also space for feedback online. Siew says a confidential email box is available for employee suggestions.

People first

Zuji puts a lot of time and effort into identifying individual development plans for each employee. “We are not shy about investing in them,” Siew says. The company takes similar approaches to ensuring sucesses are also recognised throughout.

To reinforce the company’s people-first values, Siew emphasises the power of a well-managed team. She says it’s important that HR understands how to create, manage and utilise effective work teams at all levels of the organisation. “Well-managed teams have the ability to improve productivity, innovation, and create an environment for creativity,” she says, adding that these are essential elements of the Zuji work culture.

Siew’s personal leadership style also helps to bring more individualism to the company. As a Zuji employee, she has been given opportunities to grow her skills and she strives to give her team the same experiences. “I spend as much time as I can talking to the team about how they are doing and what they are working on to also make sure they understand how the business is doing and how they contribute,” she says.

In good company

Employee integration efforts are almost always beneficial to retention rates. Zuji earns a high level of commitment through a number of unique career development initiatives. Siew says she has learned over time that helping staff to learn provides an array of advantages to both the company and the employee. Employees who gain skills and knowledge will be more motivated and engaged, she says. Their expertise also brings better results to the company.

“We have worked hard to have a learning environment with online learning available to all our employees,” says Siew. The learning and development strategy also attempts to make up for a lack of promotional opportunities. As the organisation is not very big, the company’s can’t always promote employees to a higher level. Instead, it focuses its resources on helping employees grow in a different way.

Still, Zuji does take career advancement seriously. Despite the limitations, Siew says she is always keen to promote from within wherever possible. While small in Singapore, the company has the advantage of being part of a larger global organisation – Travelocity – and HR advertises all job openings internally. There are a number of examples of Singapore employees taking on new roles overseas.

Still, not all Zuji employees are able to advance their careers in this way. Siew says some employees have been with the company for a long time. “They like the way we listen to them and value their ideas,” she says.

This feedback must have something to do with Siew’s approach to HR practices in Zuji. It’s important that employees laugh together, and enjoy working side-by-side. “I love having fun with my team and try to ensure that we celebrate our successes together,” she says.