Introduction culture of Singapore airlines is highly focused towards

 

 

Introduction

 

Having other pioneers in the airlines industry & facing
fierce competition as a threat to new entrants, Singapore airlines has managed to
create a benchmark in its service as the best in class and still have the
lowest operating costs. Singapore airlines have strategized its human resource
management into five focused principles to provide an excellent service in the
most cost efficient ways. An airline so focused towards consumer satisfaction,
being its main priority along with cutting down on operating costs has lead the
airline to be recognized worldwide at the top of the airline industry. May it
be any industry, product related or service related, customer satisfaction adds
up to a lot of cost on the company’s shoulders. How is it possible that Singapore
airlines are very successful in pursuing seemingly incompatible strategies? On
one hand the company is a quality leader; on the other hand, it is able to
produce its excellent service so efficiently that it is highly profitable. This
is the main point of discussion of this case study report.

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The organization culture of Singapore airlines is highly
focused towards excellence in customer service. A culture is not created
overnight by the thought of a single person or its acceptance by an individual.
A culture has to be embedded into each and every single person working in the
organization or for the organization collectively, for it to be felt by the
customers of the organization. To pursue this, Singapore airlines focused on
every aspect of the service in detail from the start to the end receiver,
through human resources management, as they are the ones who are directly going
to be in touch with the customers. Singapore airlines five core elements of
human resource management strategy confines of a. Straight selection and
recruitment processes, b. Extensive investment in training and retraining, c.
Building high performance service delivery teams, d. Empowerment of frontline
to deliver service quality and finally e. Motivating staff through rewards and
recognition.

 

Now, the journey, which the Singapore airline has made
successful, must be a journey of hurdles on every step. This report will also
discuss in-depth about the problems the company has faced with its employees
and how did the company address it. The very big challenge of Singapore
airlines being in the service sector is all about the people in it, the
employees as all the people travelling by Singapore airlines are directly in
touch with the airlines employees and it is about that moment when a traveller
comes in touch with the airline employee. In that moment the customer judges if
the service was good, weather they liked it or was it not up to the mark or may
be even dissatisfied. Since the training committee or the backend managers of
the airlines are not coming into direct touch with the customers its very
difficult for the company to analyze if the service provided was good or bad to
every individual customer and moreover it is even more of a critical work to
analyze where the service went wrong if the employees are not accepting and
agreeing to their probable faults. Employees of the company are also humans
after all and they have to deal all day with customers who have extremely high
expectations on receiving service without even slight disappointment. We can
say employees are the main hero and heroines of the company as they deal with
tremendous pressures on a daily basis with thousands of new travellers every
single day, each customer having different requirements, thoughts, perceptions,
attitudes and the list can go on. In a volatile environment like this and the
company so focused and oriented towards customer satisfaction the employees are
like the meat in between a burger held tight by both sides so it does not slip
off.

 

Such conditions will definitely ping the minds of the
employees towards higher pay scales, facilities, bonuses, incentives,
interactive working environments etc. No employee in any company have such
level of dedication would like to work without a handsome amount of facilities.
It is very obvious, if you want the best from the rest it will also cost the
most and give you the maximum returns at the same time if the resources are
used efficiently and effective to their maximum potential. Dedication, hard
work, long term contracts, loyalty, honesty when Putin together will definitely
demand higher level of output as people will evaluate the efforts input to the
level of output they receive because in a world so big there are numerous
options for an individual to satisfy their needs. Now, all this is benefit for
the employees are again an addition on cost to Singapore airlines, which does
not go with their strategy. So, the main conflict or problem we can say of the
case study report is to create that environment of satisfaction for the hero
and heroines of the company where they are extremely efficient in their work,
where they work like the companies dream is the dream of the employees and at
the same time satisfy the needs of the employees along with carrying the
strategy of cost cutting in the same hand. This report will talk in-depth about
this conflict or clash and how all these issues were taken charge of by the
company using their five key core principles of focus, to implement their
strategy of human resources management for a cost effective service excellence bringing
them closer to their vision.

 

 

Main Body

 

As is intrinsic in benefit organizations, at SIA,
individuals and particularly forefront staff, are a center piece of the
offering and the most unmistakable component of the administration from a
client encounter perspective. In light of optional research about remarks from
the administration and flignt team individuals who have been with the
organization for long, we have refined five components that shape the
foundations 7 of SIA’s human asset administration and fortify its
administration magnificence procedure.

 

Those five components are:

(1) Stringent selection and recruitment processes;

(2) Extensive training and retraining of employees;

(3) Formation of successful service delivery teams;

(4) Empowerment of front-line staff; and

(5) Motivation of employees.

Despite the fact that these administration components are easy to state, few
firms have possessed the capacity to actualize frameworks that convey the
coveted outcomes reliably and apparently easily, and are difficult to mirror at
a similar level of modernity by contenders. Despite
evidence that such practices help service firms achieve higher company
performance, many organisations have not managed to execute them as effectively
(Huselid, 1997)

Stringent selection and
recruitment processes

Further to this we trust that “The wrong individuals
are a risk”. HR technique starts with enlistment, where SIA embraces an
exceptionally thorough and strict determination process. Cabin group candidates
are required to meet a huge number of criteria beginning with an underlying
screening taking a gander at age ranges, scholastic capabilities and physical
properties. After these standard prerequisites, they embrace three rounds of
meetings, uniform checks, a water certainty test, a psychometric test and even
go to a casual get-together. From the 16,000 applications got every year, just
nearly 500 to 600 new lodge group are enlisted to cover turnover rates of 10
for each penny, including both intentional and coordinated wearing down. After
the underlying preparing, new team are deliberately observed for the initial a
half year of flying through month to month reports from the in-flight manager
amid this trial period. For the most part around 75 percent are affirmed for an
underlying five-year get, exactly 20 percent have their probation broadened,
and the rest leave the organization. Regardless of the stringent systems and
strict guidelines about appearance and conduct, numerous informed youngsters
around the area apply to join SIA because of the apparent economic wellbeing
and style related with SIA’s lodge group. SIA’s notoriety for being an
administration pioneer in the carrier business and a broad and all encompassing
designer of ability empowers it to have its pick of candidates. Numerous school
leavers and graduates see SIA as an alluring organization to work for and as a
chance to move to more lucrative employments in different organizations in the
wake of having worked with SIA for a couple of years.

 

Senior supervisors underline that SIA searches for lodge
group who can understand travelers and who are happy, agreeable and humble.
Meetings that short-recorded candidates experience incorporate gathering
interviews for an underlying general evaluation and an English section perusing
to survey their dialect fitness. The following round includes a one-on-one
inside and out meeting expecting to assess whether the candidate have SIA’s

 

required center esteems and skills, and after that a
psychometric test is controlled to additionally affirm the prior outcomes. The
uniform test after this enables the questioner to evaluate the look of the
candidate in SIA’s sarong kebaya. This assessment incorporates the stance,
stride and outward presentation of the candidate in the uniform. Chosen
competitors from this round will likewise need to attempt a water certainty
test in SIA’s preparation pool in its flight security wing, where candidates
bounce from a tallness of 3 meters. This tests the candidate’s certainty with
water on the off chance that they need to help travelers for a crisis departure
on water.

 

The following meeting is the administration round where the
senior VP and senior lodge group staff meet those short recorded. In the last
stage, the candidates go to a casual get-together that gives administration a
further chance to watch candidates’ cooperation style and mien.

 

This fastidious determination process guarantees with
sensible conviction that SIA employs candidates with the coveted traits with a
choice rate of 3 to 4 for every penny of its candidate pool.

 

Extensive investment in
training and retraining

SIA places considerable
emphasis on training which is one of its focal points in its human resource
strategy. According to Ms Lam Seet Mui, senior manager for Human Resource
Development:

SIA invests
huge amounts of money in infrastructure and technology, but, ultimately, you
need people to drive it. At SIA, we believe that people actually do make a
difference, so the company has in place a very comprehensive and holistic
approach to developing our human resources. Essentially, we do two types of
training, namely functional training and general management-type training.

Despite the fact that preparation is frequently stressed as
a key component of accomplishment in benefit ventures (Schlesinger,
1991),
SIA remains the aircraft with the most astounding accentuation on this angle.
Recently enlisted lodge group are required to embrace serious four-month
instructional classes – the longest and most exhaustive in the business (Kingi, 2003). Flight group
are additionally required to set out on 29 months of far reaching
“on-line” preparing before any advancement to first officer (Singapore Airlines, 2005). SIA’s
preparation plans to empower lodge group to give charitable administration
reflecting warmth and agreeableness while keeping up a picture of expert and
trust in the travelers’ psyches. SIA’s comprehensive preparing incorporates
wellbeing and practical issues, as well as excellence mind, gourmet sustenance
and wine gratefulness, and additionally the specialty of discussion. (Chan, 2000)

 

According to Mr Choo Poh
Leong, senior manager Crew Services:

During the
four months’ training, cabin crew go through various courses. Typically, they
have to go through modules like the SIA Way, where they are taught what is
expected from them in SIA, passenger handling skills, food and beverage skills,
service attributes and grooming. We pay a lot of attention to grooming and
deportment. They also attend various safety training courses, which are
conducted by our flight safety department. They cover first aid, safety
equipment and procedures, evacuation procedures, and handling of unruly
passengers. So it’s quite a comprehensive training course. When they pass the
course, then they can fly. They are put on probation for six months. But
training doesn’t stop after that; there’s continuous training. So even crew
members who are flying have to come back for further training.

 

 

Ceaseless preparing and retraining has been key to SIA in
maintaining administration greatness by outfitting staff with an open
mentality, to acknowledge change and advancement and to convey the new
administrations SIA presents routinely. SIA bunch has seven preparing schools
for the seven center practical zones of lodge group, flight operations,
business preparing, data innovation, security, air terminal administrations
preparing and building. SIA Management Development Center (MDC) additionally
offers general administration preparing under the domain of the HR division.
MDC gives official and initiative projects to all staff with the target of
creating compelling overseers and visionary supervisors. The brought together
preparing empowers a cross-departmental systems administration that improves
shared comprehension and builds up a more incorporated perspective of SIA.

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