Human Resources Flashcards
Background Information
Qan is an international public airline with a recorded $1.43 billion in underlying profit. This comes after Qan’s struggles with covid-19 where the saw losses of up to $7 billion due to lockdown and travel restrictions. Qan cut 8,500 jobs and put the remaining 60,000 on leave but plans to hire 30,000 new employees over the next 10 years.
Acquisition
Identifying staff needs: Qan regularly plans and analyses their workforce, including retirement, changes in market demand and growth
Recruitment: This includes internal recruitment, screening resumes, assessing qualifications and cultural fit and conducting interviews
Selection: This includes reference checks, medical assessments and background verification
Development
on the job: The training includes mentoring, structured programs and coaching to develop skillsets
off the job: Qan’s workshops, seminars and classroom training develop expertise in specific roles
Maintenance
rewards: competing salaries, bonuses, positive feedback and flexible work hours to motivate high performance
work environment: promoting diversity, work-life balance and mental health days to express value of employee wellbeing
legal compliance: policies and procedures put forward to exceed requirements
Separation
voluntary: Qan involves retirement and resignation processes with exit interviews with employees
involuntary: Qan incorporates redundancies or firing of employees with legal procedure and fair processes
Effectiveness Indicators
- maximise positive corporate culture
- minimise Staff Turnover
- minimise accidents
- minimise absenteeism
- minimise level of disputation
- maximise worker satisfaction
Leadership Style
Alan Joyce has been CEO of Qan for 15 years but will step down in November, 2023.
- During Covid Qan adopted an autocratic leadership style
- This was because there was record losses with a reduced workforce
- As the remaining staff lacked motivation due to repetitive, low skilled tasks and lower pay resulted in 10,000 employees resigning
- Although this helped Qan respond to the emergency of covid lockdowns
- With calmer border restrictions Qan has adopted a more democratic leadership style with stronger focus on employee satisfaction and corporate culture.
- After employee mental health reviews, 15% of people expressed dissatisfaction which changed Qans approach to leadership
- This has especially improved staff turnover as it decreased by 10% in a year
- These indicate ind2, ind5 and ind6
Job Design
Job design is the way a set of tasks are organised.
- At Qan this involves dynamic work processes and sharing employer feedback
- This is done through job rotation, job enlargement and job enrichment
- job enlargement is present in freight operations as 1,000 ground handlers have expanded duties from baggage duties to large freight
- job enrichment is seen through apprenticeship programs that turn into full time jobs for some employees; some people who don’t get it become dissatisfied
- job rotation is shown in these intern and apprentice schemes as existing employees can build on their skillsets and work in a range of fields
- These indicate ind4 and ind6
Recruitment
Qan uses a range of internal and external recruitment to determine the most qualified candidate.
- CEO Alan Joyce was an internal recruit and so is Vanessa Hudson who is to be the next one, having been CFO
- this helps save costs in recruiting and keeps a comfortable corporate culture with someone employees already know
- Although, rivalry of the position voluntarily resigned as what happened in 2008 with Alan Joyce’s promotion
- Qan uses external recruitment of online advertisements through intermediary websites such as LinkedIn.
- Here Brisbane apprenticeships are offered to young adults and teenagers, although advertising costs and contracting fees are high
- internal and external recruitment achieves ind1 and ind2 as it establishes an immediate work culture
Training and Development
Training aims to immediately develop intellectual and social skills to maximise employee performance whereas development focuses on the future
- Qan Flight Academy will train 300 people in classroom and further on the job training, including 48,000 hours of simulated work
- training is important for a technologically improving competition and global market
- this helps achieve ind3
- Another multi-million facility is planned to be built next to Sydney airport
- This makes it easier to access for pilots as it has 8 full flight simulators
- Further helps ind3 and ind
Performance Management and Rewards
Qan uses developmental and administrative performance management through the data on individual and business performance
- Qan aims to provide a basis for pay, assess training and development needs of employees and clarify strategic goals with performance of business
- They have a recovery and retention program that offers shares to 17,000 non executive employees due to record profits and lack of net debt
- demonstrates how Qan cares about employees and their contribution the business
- They also offer non-monetary rewards including job recognitions and promotion
- They are often related to individual performance but groups often work together to achieve these individual performances
- Family and flexible work hours is the main non monetary reward to accomodate to employee schedules
- These help achieve ind4, ind1 and ind6
Global
Qan has a workforce of 100 different nationalities and 35 different languages.
- Due to Australia having the second highest labour shortage in the OECD, Qan has hired 300 new foreign pilots and engineers to meet the high demand for travel post covid
- These employees need to be trained to become familiar with Qan’s Australian culture and practices
- Reaching 50% of the Asian market in 2024, this uses competitive working conditions and pay to take advantage of the market
- These array of staff also demonstrates polycentric and ethnocentric staffing
- Although, this demonstrates to consumers that it isn’t as Australian as it claims to be as it is the national carrier
- Overall, this achieves ind1
Workplace Disputes
Qan involves resolution strategies to prevent and minimise the extent of disputes in the workplace.
- 72% of Qan’s employees have enterprise agreements that is decided upon with the ‘Transport Workers Union’ that set wage and working conditions
- Qan and TWU dispute through grievance procedures, mediation, negotiation and court and tribunal involvement
- These aim to reduce staff turnover and negative publicity
- In court currently, there are disputes on whether employees were illegally sacked
- as 70% of employees were dissatisfied with Qan in 2021 this details their lack of ability to minimise conflict
- Overall, this indicates poor management of human resources, ind5 and ind6
