Human Resources at Emirates Airlines and the Fly Emirates - Case Study Example

Name Course Instructor Date Introduction Emirates Airlines is a United Arab Emirates based airline that was started as a subsidiary group under the government owned group, Emirates Group (John 340). It was founded in 1985 and s headquartered in Dubai in UAE having various subsidiaries like emirates tours, emirates holidays among others. Being the world’s second largest airline, it has reached a 3600 flights mark per week to 81 countries having landing points in over 154 cities. Recently in march 2016, the airline acquired a non-stop commercial flight which is longest from Dubai to Auckland. Furthermore, John notes that the airline upholds a good record in environmental management besides promoting sponsorships in infrastructure and sports (340). These have been facilitated by forming of alliances and creating functional divisions like Sky Cargo and Emirates Executive. Having such many cities as landing points, it indicates that they require uncountable number of human resource that have to work around the clock to ensure the company’s objectives and mission are attained (Otaye-Ebede et al 169). This retrospect paper seeks to establish the human resource management at Fly Emirates by examining the SWOT analysis of the various departments within the human resource in the airline by inculcating theory into the actual practice basing on Ulrich’s model. Human Resource Department in the Fly Emirates The human resource department at Emirates Group has gone to great lengths to support the company’s vision through innovative and flexible HRM solutions. As noted from Emirates Group Careers Centre (web), the department is subdivided into various subsections: HR recruitment HR remuneration HR pro-active support HR psychology HR motivation The recruitment sector is fostered by recruiting high skilled labor who are interested in living and working in Dubai. By consulting the professional recruitment services, the department handles the recruitment at all levels including the executive senior level human resource (John 340). Incorporating the cost effectiveness in staffing, the department hires human resource from both local and global scale besides managing the workers’ short and long term needs. The HR remuneration is focused on creating compensation, policies and benefits for the employees by incorporating research and analysis of the departments in HR. this department bases its operation on the Abraham Maslow’s theory of motivation whereby the workers are paid well besides other benefits which allows them to deliver best services bringing out the best standards for the group’s business. Having developed close integration within the HR unit, the proactive department focusses on designing comprehensive strategic support within the business (Emirates Group Careers Centre web). This has been aligned in various areas such as change management, organization design, and leadership capability among others. This is achieved by setting up a team of professional HR specialist who develop flexible and creative HR solutions. According to the Maslow’s theory of motivation which is one of the key theories in HRM, the group maximizes its psychological provisions for the HR. the services provided include counselling, cognitive assessment, research initiatives among others. Moreover, the HR motivation at Emirates Group capitalizes on the humanistic theories which proposes for shifting of attention at the job from the task to the worker (Otaye-Ebede 170). This has been facilitated by the group providing various incentives to the workers to boost their morale and bring out their best practices at work. The motivation is based on factors like competitive salaries that are tax free, accommodation and accommodation allowance, transport allowance, profit share scheme, and specialist allowances all of which are under the cash incentives. Non cash elements are also incorporated in the motivation departments through annual leave, end of service gratuity, educational support allowance and government pension scheme among others. Basing on the departments under HR, it can be noted that the strategic HR has been effective in the organization since it is one of the few organizations that have had least worker’s unrest due to poor working conditions since the workers are involve actively in the management of the organization hence enhancing the effectiveness of the HR which can be observed from the success the group has had in being the second largest airline worldwide (Otaye-Ebede 170). SWOT analysis The Fly Emirates HR can be analyzed by observing both the internal and external situation of the organization. Basing on the various sectors in the HR department, it can be established that the organization demonstrates numerous strengths including the transparency in the recruitment besides recruiting highly skilled HR. Moreover, Otaye-Ebede notes that employee worthiness f through provision of competitive salaries among other allowances contribute to the strengths of the company (170). These can be taken advantage of by the group capitalizing on the effectiveness of the HR. On the contrary, the group faces various weaknesses in the HR department through provision of end of service gratuity and numerous allowances like leave tickets and educational support program for the workers poses a threat to the financial status of the organization. Since the organization has set up the plan for the motivation, if the company at one point makes losses and has to scale down the expenditure, then it is possible that the HR will lose the best employees (Emirates Group Careers Centre web). Therefore, the company should capitalize on the weakness by providing alternative means of motivation for the employees as a substitute to the cash based incentives. The opportunities presented at the organization include technology used in the recruitment of the employees. Through online application system, it is possible to allow for people from all over the world to apply and therefore this presents a means to globalization (Otaye-Ebede 172). As a matter of fact, the organization can utilize the online system to get customer feedback and use the information to better the system of service. However, Fly Emirates HR department is faced with various threats. The leadership and management system where the workers are included in the decision making for the organization is likely to result in a more employee satisfying environment than achieving the objectives of the organization (Otaye-Ebede 173). On the contrary, such mechanism in management will allow the organization to incorporate employee feedback on the improvement of the system and thus attaining the objectives of the business by offering the best services to the customers and remaining at the top of the business in the region. Ulrich’s model David Ulrich designed a reliable HR model which helps determine the effectiveness in the HR of an organization (David Ulrich's HR Model). As demonstrated in the Fly Emirates scenario, it can be deduced that the HR at the organization satisfies the key elements presented in the Ulrich’s model Source: "David Ulrich's HR Model" The HR at the organization has been inculcated to become a business partner by incorporating the strategic roles of HR in the management and leadership at the company (David Ulrich's HR Model). This has been one by involving the HR in identifying the talents and nurturing them within the organization for the productivity and innovation at the organization Moreover, the HR at Fly Emirates serves as another strategic role whereby the employees are trained as an incentive besides ensuring that the employees are skilled and competent in order to drive changes within the organization through the employee feedback. As an administration agent, HR at Fly Emirates understands the labor laws thereby collecting and documenting the employee data which is then used in the regulation of the legislation changes (John 339). Lastly, the strategic role as employee advocate as discussed by Otaye-Ebede, the HR at Fly Emirates makes sure that the interests of the employees are represented whereby all workers are given equal treatment at the job (180). For example, the allowances and competitive salaries are offered to all employees regardless of the place of origin or gender. The HR at Fly Emirates can be observed in two dimensions, that is, transformational and soft HR. considering the soft HR, it can be noted that the employees at Fly Emirates are treated fairly by providing rewards as a means for motivation (Emirates Group Careers Centre web). This strategy is achieved through the two way communication between the management and the workers which serves as a foundation for future and long term planning. Similarly, the HR is transformational in a manner that the workers are allowed to interact with other professionals which improves the thinking and creativity in the innovation of the HR at the organization (Otaye-Ebede 175). Basing on the considerations that have been involved in the HR at Fly Emirates, it can be established that the HR plays a strategic role (Otaye-Ebede 177). This is demonstrated in the manner that the organization embraces geocentric staffing and yet provides rewards and remuneration equally which motivates the workers to bring out the best services at their workplace. However, the HR effectiveness can be enhanced within Fly Emirates by observing various steps indicated below: Developing metrics that can be used to determine and improve the effectiveness of the HR activities Designing methodology for cause and effect map that highlights the investments in the HR and the returns that can be expected Making use of the partnership capabilities tools that allow the employees assessing their skills and competencies. Conclusion Conclusively, the HR at Fly Emirates involves the utilization of Ulrich’s model of HR by making sure that the department represents the needs of the workers. Moreover, by conducting SWOT analysis on the departments in the HR at the organization reveals various internal and external concerns that determine the success of the HR at Fly Emirates. As a result, it can be established that the organization has incorporated soft transformational HR which is centered on the interests of the individual employees rather than focusing solely on the task to be performed (Otaye-Ebede 175). References "David Ulrich's HR Model". Slideshare.net. N.p., 2016. Web. 4 Sept. 2016. "Human Resources | Explore Our Careers | Emirates Group Careers Centre". Emiratesgroupcareers.com. N.p., 2016. Web. 4 Sept. 2016. John F. O’Connell. "The Rise of the Arabian Gulf Carriers: An Insight into the Business Model of Emirates Airline". Dx.doi.org. N.p., 2016. Web. 4 Sept. 2016. Otaye-Ebede, Lilian, Vincenza Priola, and Elaine Yerby. "Diversity in organisations: HRM and international practices." (2014). Read More