The paper 'Changing Staffing Policy of Qantas Airline" is a good example of a management case study. Workforce planning and development is an essential process for ensuring that a business organization meets its strategic objectives (Qantas 2014). The development of an excellent HRM policy is key in empowering the management team to operate HR in relation to other business operations to make sure that the organization’ s strategic plans are successfully undertaken. HRM is usually performed in parallel with the company’ s long and short term strategic goals. To achieve this, the organization is required to tie together its strategic management planning with the core business process development to ensure successful people management with respect to the firm’ s business plans.
HRM comprises of deliberate organizational activities that are designed to improve employee productivity and administration through staff recruitment, performance, compensation, evaluation, record-keeping, training and compliance. This paper is focused on discussing the changing staffing policy of Qantas Airline; this airline’ s HR policy crashed a few years ago due to poor staff management (Combe, 2014). The company’ s policy states that it is committed to developing its people, and in fact at one time, the airline’ s chairperson said that “ Qantas employees represent the Australian spirit at its finest. ” However, the company’ s strategy was incapable of developing a constructive relationship with its staff.
Its HR policy could not deliver or live up to its strategic goals (Taska & Barnes, 2012). Given this understanding and with regard to the changing business environment, it is imperative for Qantas to revise it staffing policy and come up with a policy that will enable the company not only to find the right staff but also, hire for aptitude and potential. The global airline industry has been experimenting on various human resource strategies with a singular objective of reducing cost in highly competitive markets (Qantas 2014).
Different strategies have been tried including different staff selection methods, supervisory coaching, flexible work rules, training for teamwork, partnering with the union, and cross-functional accountabilities (Entrekin & Scott-Ladd, 2013). In recent times, these strategies have been combined in order to achieve both productive enhancement and cost reduction. For instance, some global airlines adopted low road strategies while others adopted high road strategies.
Qantas Airline focus has been on low road strategies, which are aimed at reducing employee pay rates and benefits. Across the entire global airline industry, less has been recorded to imply that either low road or high-road strategies can culminate into lasting benefits unless they are linked with employee personal motivation to desired commercial outcomes (Lee-Ross & Pryce, 2010). A staffing policy that aids the company to meet this objective should be Qantas HRM’ s mission statement and above all core objective of the company’ s management team (Qantas 2014).
Qantas should hire employees who are capable of developing working relationships that will ensure its prosperity and reflect the common cause of management. This is an enormous challenge; however, the company should plan and develop its workforce (Lucas & Edkins, nd). Workforce development at Qantas should be made part of normal business planning as it has the capacity of attracting, retaining and developing employees to effectively and efficiently perform in a fast-changing economy with respect to the plan, goal and vision. Qantas will reap real benefits using workforce planning and development approach; various studies have established that using the workforce planning and development results into increased returns on investment (Qantas 2014).
It is a strategy that helps employees to recognize their potential, which on the other hand lead to amplified innovation capacity as well as adopting new work practices and increased potential for productivity. In essence, workforce planning and development will empower Qantas to understand the current and future skills needs, have a clear understanding of employee demographics, career aspirations and learning needs (Lee-Ross & Pryce, 2010).
Consequently, the company will be able to manage employee numbers, manage and develop individual and organizational performance, and increase productivity. Accordingly, the company will increase employee engagement and retention levels, and more importantly, Qantas will be able to develop strategies to encourage the development and use of new skills (Samson & Daft, 2012).
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Lee-Ross, D., & Pryce, J. (2010). Human resources and tourism. London: Channel View Publications
Lucas, I., & Edkins, G. (nd). Managing human factors at Qantas: Investing in a new approach for the future. Retrieved from http://www.leadingedgesafety.com.au/FolioFiles/175/753-Managing%20Human%20Factors%20at%20Qantas.pdf
Qantas. (2014). Qantas careers. Retrieved from http://www.qantas.com.au/travel/airlines/careers/global/en
Samson, D., & Daft, R. (2012). Management. London: Cengage Learning
Taska, L., & Barnes, A. (2012). Rethinking misbehavior and resistance in organizations. London: Emerald Group Publishing